Human Resources Magazine, Hong Kong, Quarter 3, 2016

HONG KONG

The smart HR professional’s blueprint for workforce strategy

HK$55 / Q3 2016

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Jul-Sep 2016 « CONTENTS

COVER STORY 14 Q&A 問與答 Garrick Lau, associate director – managing director’s office and head of talent acquisition and development at Hopewell Holdings, on unleashing social innovation in HR. 合和實業有限公司董事總經理辦公室助理總監及人才招募及發展主管劉家駿 分享如何釋放人力資源管理的社會創新潛力。

Features 18 Feeling at home when you are away 令你賓至如歸的外派任務

Anthony Wong talks to HR heads about the solutions to major challenges faced by employers over expat assignments.

Anthony Wong與人力資源總監一同探討僱主所面臨的僱員外派挑戰與解決 方案。

22 The ultimate guide to hiring older workers as mentors 聘請年長僱員擔任導師的終極指南

Jerene Ang looks into how organisations can rehire mature workers and tap on their experience.

Jerene Ang探討企業如何重新聘用成熟的僱員，並善用他們的經驗。

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Event Update 28 Training & Development Asia

Training & Development Asia 登陸香港 Training & Development Asia, the conference dedicated to learning and development, inaugurates in Hong Kong. 專為人力資源管理領袖及培訓與發展專業人士而設的大型培訓與發展會議 「Training & Development Asia」登陸香港。

Opinion

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32 Upward mobility 向上流動 Debbie Mannas, group head of human resources at Wallem Group, lists the top 10 traits of a great leader.

Wallem Group人力資源總裁Debbie Mannas列出優秀領袖的十大共同特徵。

ON THE COVER: Art Direction: Evisu Yip; Photography: Emil Photography

34 People issues 人事問題 Jo Hayes, director of pipeline initiatives at The Women’s Foundation, shares her methods to search for talent beyond traditional recruitment. 婦女基金會領袖項目總監鍾希斯分享非傳統的人才發掘方式。

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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

Any suggestions or tip-offs for Human Resources?

Email anthonyw@humanresourcesonline.net 對《Human Resources》有任何建議﹖ 請電郵至anthonyw@humanresourcesonline.net。

Q3 2016 « Human Resources Hong Kong «

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EDITOR’S NOTE

HumanResources editor (Hong Kong) journalist regional editor senior journalist bilingual sub-editor sub editor contributors

regional art director senior designer designer circulations executive regional head of advertising & sponsorship regional directors

regional sales manager regional marketing manager regional production leads

regional producers

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

Anthony Wong Laura Fransen Aditi Sharma Kalra Jerene Ang Tracy Chan James Foster Debbie Mannas Doris Leung Ivy Chan Jo Hayes Shahrom Kamarulzaman Evisu Yip Samson Lam Deborah Quek Naomi Cranswick Keiko Ko Zoe Lau Yogesh Chandiramani Jaclyn Chua Carine Chang Isabel Ho Sarah Kee Sammi Zhang Nikita Erpini Francis Lee Angela Leung Sanna Lun Kenneth Neo Evon Yew Yeo Wei Qi

Evelyn Wong Tony Kelly Justin Randles

Human Resources is published quarterly by Lighthouse Independent Media Pte Ltd. Printed in Hong Kong by Asia One Printing Ltd. Subscription rates are available on request, contact the Circulation Manager by telephone: (65) 6423 0329 or by email to: subscriptions@humanresourcesonline.net COPYRIGHTS AND REPRINTS. All material printed in Human Resources is protected under the copyright act. All rights reserved. No material may be reproduced in part or in whole without the prior written consent of the publisher and the copyright holder.

Permission may be requested through the Singapore office.

DISCLAIMER: The views and opinions expressed in Human Resources are not necessarily the views of the publisher.

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How responsible are you? 你負責任嗎？

Corporate social responsibility (CSR) is an element that cannot be ignored in today’s business operations. Investors and consumers are putting it higher and higher on their priorities when considering whether to invest or collaborate with a brand name that cares about the community.

Charity auctions, charity runs, volunteer services … corporations have managed to come up with many gimmicks to show they care and want to help the under-privileged. But these one-off activities often do not align with the business of the company – leaving employees feeling disconnected and the opportunity to help limited.

In my conversation with Hopewell’s Garrick Lau, he demonstrated the perfect example of incorporating CSR elements into the daily business.

By having underprivileged secondary students intern at the company, and management trainees supervising them, creates a three-win situation.

Secondary students are able to gain valuable work experience, management trainees can brush up their management and leadership skills and Hopewell is able to live up to its reputation of a caring company.

Besides the inspiring dialogue I had with Lau, I also have some great news regarding the Human Resources team to announce.

In July, Human Resources magazine welcomed journalist Laura Fransen to the Lighthouse Independent Media family. She is from the Netherlands and is looking forward to developing her career in Asia.

We also held the inaugural Talent Development Asia conference in Hong Kong in June. The one-day conference dedicated to training and development received a lot of positive feedback from delegates and sponsors and we are looking forward to making it an annual event for the HR community of Hong Kong. You will be able to read about the event’s highlights on the “Event Update” pages.

Looking ahead to the next and final quarter of the year, we will have our biggest awards of the year – the HR Vendors of the Year Awards – that celebrates the achievements of the top HR service providers in town.

Hong Kong: Lighthouse Independent Media Ltd 2/F Connaught Harbourfront House 35-36 Connaught Road West, Sheung Wan Tel: 852-2861-1882 Fax: 852-2861-1336

To subscribe call: (65) 6423 0329 or email: subscriptions@humanresourcesonline.net

Anthony nthony Wong Editor

編輯

在今天的商業世界，企業社會責任（CSR）是一個不可 缺少的的元素。當考慮投資或跟一個品牌合作時，品 牌在社會關懷方面的工作，是投資者和消費者愈來愈 重視的因素。 慈善拍賣、慈善賽跑、志願服務......企業為表明他 們關心及幫助弱勢社群的心意 搞了不少噱頭。但這些一次性的活動往往與公司 的業務無關，讓員工無法把關懷社會的活動與日常工 作連成一線，提供幫助的機會也有限。 在我與合和劉家駿的交談中，他展示了把CSR元 素融入到日常業務的完美典範。 讓貧困的中學生到公司當實習生，由合和的管理 培訓生擔任他們的上司，創造了一個三贏的局面。 中學生能夠獲得寶貴的工作經驗，管理培訓生可 以發展他們的管理和領導技能，合和則能夠符合大眾 對其作為關懷社會企業的期望。 除了與劉令人鼓舞的對話，我有關於《Human Resources》雜誌的好消息要宣布。今年七月， 《Human Resources》雜誌迎來了新記者Lauren Fransen。她來自荷蘭，並期待著在亞洲發展她的事業。 我們在六月舉行了首屆「Talent Development Asia」大會，一個專注於培訓和發展的會議。 為期一天的會議獲得了來自與會者和贊助商的 正面評價，我們期待著把會議打造成為香港人力資 源界一年一度的盛事。您將能夠在後頁的「Event update」了解活動的精華。 在今年最後一個季度，我們將推出年度大獎—— 「HR Vendors of the Year Awards」，以表揚本港卓 越人力資源服務供應商的成就。

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News from humanresourcesonline.net

WHY NAPPING AT WORK IS GOOD FOR YOU In an era where professionals have to do more with less, and also take care of their health, one practice has repeatedly proven to boost productivity – taking afternoon naps in the office.

Fiona Kerr, the neural specialist from the University of Adelaide, has advocated professionals take afternoon naps to recharge themselves.

“The best nap is really the 15-30 minute nap. It increases alertness, memory, cognition and mood,” she said.

However, it is important not to have a full-blown sleep, but to keep your snooze to a short nap.

“There is a period of no man’s land for napping, and you can have too much. Between 30 and 60 minutes isn’t good, because your brain thinks it’s heading into REM mode (rapid eye movement sleep),” she warned.

午睡對工作有何好處 在現代辦公室裡，專業人士必須資源增值，同時也要照顧好自己的健康。一個 萬試萬靈提高生產力的方法就是午睡。 來自阿德萊德大學的神經專家Fiona Kerr一直提倡專業人士透過午睡來 為自己充電。 她說：「小睡15至30分鐘的效果最好，有助提高警覺性，改善記憶、認知 和情緒。」 但不要倒頭大睡，保持小睡片刻是很重要的。 她警告說：「有時你可能睡得太多。30至60分鐘的午睡並不理想，因為你 的大腦會以為你正步入REM（快速動眼睡眠）模式。」

COMPANIES DROPPING FORMAL DRESS CODES J.P. Morgan has adopted a more casual dress code. The bank now allows employees to wear business-casual attire on most occasions.

The move is relatively unusual for a Wall Street bank, in which suits are typically required for men and women because of long-standing industry customs and the etiquette involved in dealing with wealthy clients.

It reflects the ever-changing world of banking, in which big financial institutions are constantly evolving to stay relevant as financial technology firms attempt to take away business and, as many bank clients, including in Silicon Valley, continue to shun formal wear.

PricewaterhouseCoopers (PwC) has also ditched its traditional dress codes for staff in Australia, UK, India and other offices.

企業放棄正裝 摩根大通現已放寬員工著裝規定，允許員工在大多數場合穿著商務休閒裝。 此舉在華爾街銀行業較為罕見。穿正裝是行內長久以來的習慣，亦是員工面 對富裕客戶時表現出的禮儀。 這個安排反映了銀行業世界正不斷演變，以保持與金融技術公司競爭的優 勢。而且很多銀行客戶都陸續淘汰正裝，包括在矽谷的企業，主要金融機構也要 與時並進。 羅兵咸永道會計師事務所也拋棄了傳統的著裝規定，包括澳洲、英國、印度 等辦事處的工作人員。

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HOW LONG IS YOUR HIRING G PROCESS? According to Robert Half’s “Time to Hire” survey, when en it comes to hiring, timing is everything and it makes the difference between tween securing the candidate and losing out.

Surveying more than 1,000 U.S. workers currently employed mployed in office environments, 57% of them revealed that the most frustrating ating part of the job search is the long wait after an interview to hear if they gott the job.

When faced with a lengthy hiring process, 39% of respondents spondents reported that they would lose interest and pursue other roles, while 18% revealed that they are likely to stay put in their current job.

To make things worse, 32% said a protracted hiring process makes them question the organisation’s ability to make other decisions..

你花多長時間進行招聘？ 根據Robert Half的「Time to Hire」調查顯示，在招聘過程中，時間是抓 招聘過程中，時間是抓 緊或失去候選人的決定因素。 求職過程中最令人沮 調查訪問了1,000多名美國白領人士，57％的人表示求職過程中最令人沮 喪的事，是面試過後的漫長等待。 徵職位失去興趣，轉 面對漫長的招聘過程，39％的受訪者表示他們會對應徵職位失去興趣，轉 留任目前的工作。 而尋求其他機會。另外，有18％的人透露，他們很可能會留任目前的工作。 該企業的決策能力。 更糟糕的是，32％的人會因長時間的招聘流程而質疑該企業的決策能力。

SMARTPHONES A PROBLEM AT WORK Smartphones are causing distraction in the workplace, according to a survey by CareerBuilder.

More than eight in 10 workers (83%) have smartphones, and 82% of those with smartphones keep them within eye contact at work.

While only 10% of those with smartphones say it’s decreasing their productivity at work, 66% say they use them (at least) several times a day while working.

“While we need to be connected to devices for work, we’re also a click away from alluring distractions from our personal lives like social media and various other apps,” said Rosemary Haefner, chief human resources officer at CareerBuilder.

智能手機帶來的工作問題 根據CareerBuilder網站的調查顯示，智能手機時常令人工作分心。 多達83％的僱員擁有智能手機，而當中82％的人會把手機放在當眼處。 雖然只有10％的人承認使用智能手機會減低他們的工作效率，但66％的人 表示他們在一天之內多次使用手機。 CareerBuilder首席人力資源官Rosemary Haefner說：「雖然我們在工作 上需要使用智能手機聯繫，但同時我們也會輕易接觸到令我們分心的事物，例如 社交媒體及各種應用程式。」

Q3 2016 « Human Resources Hong Kong «

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WORK LIFE » People 人物

SpacialAwareness IN THE DREAM ZONE

置身於夢想區

At the North Point headquarters of Towngas in Hong Kong, everything is designed to support and drive what the company considers to be the two main features of their culture: engagement and innovation.

The 11th floor of the company’s office shows its dedication to creating a nurturing culture.

“The entire floor is a multi-functional area designated for employee wellness and communication”, said Kit Fan, corporate head of human resources.

The area is known as “馨 Zone” and was named after a suggestion from an employee who won a naming competition for the area.

“The Chinese character ‘馨’ carries the meaning of ‘warm and caring’ (溫馨 ) which is a key element in Towngas’ culture. The name also signifies the area is a place for our colleagues to relax and have fun”, Fan said.

In the showroom of the building, employees can visit the Towngas Hall of Innovation, which promotes the company’s motto “growth equals innovation x implementation”. The room showcases the company’s inventions and gives credit to the employees who helped create them. “馨 Zone” on the 11th floor comprises several areas aimed at promoting employee wellness and communication.

A company clinic provides medical services to Towngas employees, with a doctor and nurses attending on a daily basis.

A well-equipped mother care room promotes breastfeeding by providing a comfortable and secure environment for mothers of newborn babies.

After working hours, an office area can be transformed into a table-tennis court for employees’ enjoyment.

The office features a library with more than 400 books, with new items being added every month. Employees can borrow and return them through self-service.

A “dream zone” provides a dedicated place for teams to brainstorm, dream and unleash their creativity.

Organic farming is practised on the roof to raise environmental awareness and promote a green office environment. Interested employees can sign up for training and volunteer to take care of the plants on the green roof.

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煤氣公司位於香港北角的總部設計，旨在支持和推動公司的兩大核心文化：參與 和創新。 位於11樓的辦公室顯示出公司的關懷文化。 該公司的人力資源總裁Kit Fan說：「整個樓層都是專為員工健康和交流而 設的多功能區域。」 該範圍被稱為「馨 Zone」，是通過員工命名比賽而定。 Fan說：「『馨』字帶有溫暖與關懷、溫馨的意思，這是煤氣公司文化的重要 部分。這個名字也象徵著該區域是供給同事放鬆和耍樂的地方。」 在總部大樓的展覽廳，員工可參觀煤氣公司的創新名人堂。展覽廳展示了 該公司的發明品和發明者的照片，充分體現了其「增長＝創新X實踐」 的公司座 右銘。 位於11樓的「馨 Zone」由不同區域組成，以促進員工的健康和溝通。 總部內設有診所，每天有醫生和護士為員工提供醫療服務。 設備齊全的母乳餵哺室，為母親提供舒適安全的環境來準備母乳。 下班後，辦公室可化身成為一個乒乓球場，供員工耍樂。 辦公室內設有圖書館，收藏超過400本書籍，更會每月添置新書，員工可透 過自助式借／還書系統借閱及交還書籍。 「夢想區」提供了一個讓團隊構思、夢想、及發揮創意的空間。 總部的天台是有機農場，旨在提高員工環保意識，促進綠色辦公環境。有興 趣的員工可以報名參加培訓和照顧植物。

SPONSORED RECRUIT CONTENT HOW TO THIS ARTICLE WAS BROUGHT TO YOU BY ORACLE

HOW ORACLE IS HELPING TO MODERNISE HR 甲骨文如何實行人力資源管理現代化 The trend of moving towards a cloud-based environment is accelerating.

Within 10 years, no one will be using data centres anymore. In order to align with the business, HR must modernise and transform by embracing the continuous development and transformation of technology.

Thanks to cloud technology, upgrading to new HR solutions doesn’t have to come with an impossible price tag anymore. In the past, introducing a new system required companies to invest in the infrastructure to support it. With the cloud, the infrastructure is already there.

“The cloud democratises technology,” says Yazad Dalal, senior director of HCM transformation at Oracle Asia-Pacific.

“It allows companies with vastly different budgets to make use of the exact same technology at a scale appropriate for them.”

Oracle’s role is to help companies get to the cloud when they decide they want to. Since all of the company’s solutions are built from the ground-up and based on one single platform, it offers its clients the unique possibility to run hybrid environments with legacy and modern products operating side by side.

The company sees this flexibility as a differentiator.

“Because we are disrupting our own business by constantly adding new, and improving our own solutions, we will go to great lengths to help our customers modernise,” Dalal says.

For Oracle, modernisation is vital as clients’ expectations have gone up exponentially in response to the needs of their employees. People expect things to work and don’t want to travel back in time when they go into the office.

For HR practitioners, it’s no longer enough to merely respond to employees’ technological needs and wants once they arrive.

“There needs to be a change of mindset. HR is a proactive role, not a responsive one,” says Patrick Lo, managing director of Oracle Hong Kong.

“By focusing on predicting what talent will need, you can become a strategic weapon for the company.”

Dalal adds: “If your systems are outdated, eventually the company will experience pain as it risks losing people and business. So define where it is you want to go, and convince your leadership of the need to move in that direction.”

雲端科技正在迅速發展。十年後，不會再有人使用數據中心。為了配合業務發展，人力 資源管理人員必須順應科技的不斷發展及轉型來走向現代化。 有賴雲端技術，企業無須再支付天價來為人力資源解決方案升級。在過去，要 升級到新的系統，企業必須投資建設基礎設施以支持新系統。但有了雲端技術，基 礎設施已經預備妥當。 甲骨文亞太區HCM 業務高級總監Yazad Dalal說：「雲端技術解放了科技。」 「使預算不同的企業能夠使用完全相同的技術，并採納適合其規模的方案。」 甲骨文的職責是幫助企業採用他們想要的雲端技術，該公司的所有解決方案 都是從基礎開始研發，建基於單一平台，讓客戶可享有傳統與現代產品並肩運行的 獨特機遇。 甲骨文認為這種靈活性是其能夠傲視群雄的原因。 Dalal說：「我們不斷革新自身研發的科技，不斷提升產品及加入新的元素，我 們將竭盡所能幫助客戶走向現代化。」 甲骨文認為，走向現代化是至關重要。隨著員工對僱主的要求提升，客戶的期 望也在提高。當僱員走進辦公室，他們期望科技的應用是順暢的，不想回到過去的 辦公室。 對於人力資源從業者，只是回應員工對新科技的需求并不足夠。 甲骨文香港區董事總經理盧偉權說：「他們必須在心態作出改變。人力資源管 理要從被動變成主動。」 「通過預測企業人才的需求，你可以成為公司的策略武器。」 Dalal補充說：「如果你的系統過時，公 司最終將要面臨流失人才和失去生意 的痛苦。因此，你必須訂立明確的 目標，並說服你的管理層朝著目 標進發。」

Q3 2016 « Human Resources Hong Kong «

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

Lawrence Chia Chairman Pico 謝松發 主席 筆克

What do you see in the future for the exhibition industry?

Pico is especially attuned to trends among clients and within our industry because we don’t specialise in just one narrow part of the picture. Pico is today a global “total brand activation” company offering 360-degree integrated marketing solutions – from brand strategy to execution – for a wide range of blue-chip companies.

So our share of the exhibition industry represents just a part of our total market presence.

In any case, we have fairly optimistic expectations for the industry and this segment of our business.

在一家機構任職超過30年，是甚麼讓你保持熱情？ 或許是因為一種堅持。 筆克由家族式經營的商業藝術業務起家，我們小 時候一放假便會來幫忙。大學畢業後，我開始了在筆克 的職業生涯，成為倉務員。 所以對我來說，公司就是我的家，我的熱情及堅持 也是源於此。 這並不是說除非你有這種個人感情，否則你不能 熱愛你的工作。如果你剛開始一個職業或一盤生意，不 管是甚麼你都要堅持，就能從中找到熱情。 你對展覽業未來有何看法？ 筆克一向以靈活應對行業趨勢及客戶需求見稱，因為我 們不只局限於單一的展覽業務。筆克現時成為一家全 方位的全球品牌推廣企業，我們為多家藍籌企業提供

What are your HR challenges for the company?

One of our key HR focuses is talent retention and development. We only recruit talented people who see working at Pico as a career rather than just a job.

To this end, we’ve co-organised an emerging leadership programme with Singapore Management University and have also developed a talent acceleration programme. Both aim to develop high flyers into leaders.

Our remuneration system is based on a balanced scorecard that ties in pay with 12 KPIs covering targets relating to “customer satisfaction”, “internal business processes” and “learning and growth” in addition to financial targets.

360度的營銷方案，從品牌戰略到執行一應俱全。 因此，我們的展覽業務僅代表我們的整體市場業 務一部分。 我們對這個行業以及我們這方面的業務發展持樂 觀態度。 公司面對甚麼人力資源管理挑戰？ 我們的人力資源管理重點之一是人才保留和發展。我 們只招收有才華、並把筆克視為終身職業的人，而不僅 僅是為找一份工作。 為此，我們與新加坡管理大學共同開拓領導培訓 課程，並制定人才加速發展計劃，培養高潛質的人才 成為領袖。 我們的薪酬制度是基於12項工作表現指標，包括 「客戶滿意度」、「內部業務流程」和「學習與成長」

Having served in the same organisation for more than 30 years, what keeps you passionate?

It probably comes down to commitment.

Pico originated from a family-run commercial art business, where we kids would help out during the holidays. After university, I started my career at Pico as a warehouse stockman.

So what I feel about this company and my role in it is all bound up with family in a quite literal way, and the passion and commitment stem from that.

That’s not to say you can’t be passionate about your work unless you have this sort of personal stake. If you’re just starting a career or a business, you just have to be committed to it, whatever it is, and from that, the passion comes along later.

8

» Human Resources Hong Kong » Q3 2016

Employer branding is very important in attracting talent so what is your company’s approach towards building your employer brand?

We believe in nurturing talent from within. Pico is a reputable name with 47 years and a deep culture behind it. This includes our talent acceleration programme, which we developed over three decades ago in collaboration with prestigious universities, and which to date, has had over 1,000 graduates.

We are also cultivating character to imbue our people with more than knowledge – we want them to be passionate about what they’re doing.

For example, there’s our annual Pico “Global Care in Action” programme under which 200plus senior executives from our global offices do voluntary work such as donating buses to schools or taking orphans out to the cinema.

等，並會考慮公司的財務目標。 僱主品牌推廣是吸引人才的關鍵，你如何建立公司的 僱主品牌？ 我們重視培養公司內部人才。筆克是一個擁有47年歷 史的知名企業，擁有深厚的公司文化底蘊。這包括我們 與名牌大學合作實行了超過三十年的人才加速發展計 劃，到目前為止，已有超過1,000名畢業生。 我們不僅增進僱員的知識，也注重品格的發展，我 們希望他們熱愛自己所做的事。 例如，我們的年度「全球關懷行動」計劃，200多名 來自全球辦事處的高級管理人員參與志願工作，如捐贈 公交車給學校或帶孤兒去看電影。 你喜歡在空閒時間在做甚麼？ 我每天會做一個小時的劇烈運動，這使我整天都精神 奕奕。 我也是所謂「分散式放假」模式的擁護者，即每個 月放一兩天假而不是連續放十到十二天。

What do you like doing during your free time?

I’ll do an hour of intensive exercise whenever I can as it keeps me sharp all day. I’m also a fan of what I like to call a “distributed holiday” – taking one or two days off per month instead of lumping 10 or 12 days together.

This way, you relax without totally switching off your brain – you’re giving yourself just enough distance from work to approach problems from a different angle.

這樣既可放鬆但又不會讓大腦完全關機，讓自己跟 工作保持適應的距離，能夠從不同的角度思考問題。

SPONSORED RECRUIT CONTENT HOW TO THIS ARTICLE WAS BROUGHT TO YOU BY ALEXANDER MANN SOLUTIONS

ATTRACTING TALENT BY TRANSFORMING THE TALENT ACQUISITION FUNCTION 社交平台求職千禧世代最Like Millennials are not only making up the majority of the workforce, they are also poised to become the next business leaders. Hence, it is crucial for companies to develop unique strategies to stay ahead of the game to attract emerging talent.

In view of the trend, Alexander Mann Solutions surveyed more than 150 HR executives and experts in Australia, China, Hong Kong and Singapore on the challenges and opportunities in talent acquisition and published a research report called “Transforming the talent acquisition function”.

Here are some key findings HR professionals should keep in mind, not only when they are looking out for Millennial talent, but talent spanning across all generations:

今時今日，千禧世代經已開始在職場撐起半邊天。當中不少更是業界專才，是未來的商 界領袖。要在人力市場搶盡先機，企業必須以創新策略，招攬這班職場生力軍加盟。 為進一步了解市場的最新趨勢，Alexander Mann Solutions於中國、香港、澳 洲及新加坡等地區，訪問了逾150位HR行政人員及專家，以調查他們招聘時遇到的 挑戰及機會，並撰寫了一份《Transforming the Talent Acquisition Function》 研究報告。面對新世代的崛起，受訪者有以下幾項見解，值得各位借鑑。 （一）理解員工差異 約43%的受訪HR行政人員認為，企業本身的品牌，以至求職者的體驗，同樣最具挑 戰性。職場環境錯綜複雜，除了牽涉不同年齡層，更要平衡彼此的差異。如何向背景 不一的員工，有效傳遞公司的價值觀，絕對是一項重大考驗。有見及此，建議企業的

Establishing and communicating the corporate brand and enhancing the candidate experience.

Forty three per cent of the HR executives surveyed consider the corporate brand and the candidate experience as the most prominent challenge. An age diverse workforce, with growing discrepancies even within the same generation, is fast becoming prevalent – as such, one of the most significant factors is the need to communicate an employer value proposition effectively across a broad range of age demographics and experience levels.

Hence, organisations should thoroughly research and build candidate “personas” according to the segments of their workforce in order to understand what motivates and frustrates them, as well as how to engage with particular demographics of candidates.

Mobile-friendly websites featuring simple navigation buttons and integration with social media platforms are key drivers to enhance the candidate experience.

領導層，事前必須做足準備，深入了解各年齡層及職級員工的需要及特點，例如根據 行業的定位，明確釐定各求職者的角色。找出吸引及激勵各求職者的方法。此外，專 為手機用戶而設計，備有簡潔的瀏覽介面，以及整合社交媒體平台功能的網站，無 疑可改善求職者的體驗。 （二）網上招攬人才 現今科技發達，手機已成為生活必需品，年輕人總是機不離手。將招聘過 程流動化，那是合理不過的事情。約78%受訪的HR行政人員指出， 社交媒體有助吸納人才，既方便評估及聯絡對方。為拉近求職者與 企業的距離，HR行政人員可善用他們的平台，為企業發布簡單而 一致的信息。在社交平台上，也可積極回應有關意見及查詢，以加 強對外的透明度。 （三）善用科技溝通 調查發現，有79%的受訪者同意，流動科技為招聘過

Finding the right sourcing channels and methods Millennials have come of age during a time of technological change, and in an increasingly connected world where smart devices are widely used, it only makes sense the sourcing approach is shifted online as well – 78% of the HR executives surveyed cited social media as an effective tool for attracting talent.

To help candidates relate to a company, HR executives should effectively use their platforms to fuel simple consistent messages of the company, and be transparent on social media by being responsive to comments and enquiries.

程提供了一個溝通的平台，讓他們能夠與求職者保 持互動。由於時空不受局限，無論僱傭雙方，均有更 佳的體會。透過手機版網站，求職者只要上網，即 可隨時聯絡﹔同時，僱主也可從另一角度，利用各種 評估工具，包括遊戲化的職前評估工具，向求職者 進行全方位的評核，以充分了解對方的特質，減低 資源錯配的機會。 最後要強調的一點是，不論任何溝通渠道，各方 必須真誠待人﹔與求職者及僱員接洽時，口徑應始終

Engaging candidates with emerging technology effectively Seventy nine per cent of those surveyed anticipate that mobile technology will lead the way in talent acquisition, opening up remarkable opportunities for connecting and engaging with candidates.

In particular, mobility has paved the way for a significantly enhanced experience for employees and candidates alike through the adoption of mobilefriendly websites and candidate assessment via smart devices.

Gamification of the pre-hire engagement and assessment tools has also become more popular in the talent acquisition process. No matter the channel, organisations should be genuine and share consistent messages when engaging with candidates and employees.

如一。這樣，才能為勞資雙方，共同創造雙贏局面。

Download the Transforming the Talent Acquisition Function APAC research report by Alexander Mann Solutions: bit.ly/APAC_ResearchReport2016 For more information, please email hello@alexmann.com 完整版的《Transforming the Talent Acquisition Function》研究報告可在此網址下 載：bit.ly/APAC_ResearchReport2016。 若要索取更多資料，請發送電郵至hello@alexmann.com。

Q3 2016 « Human Resources Hong Kong «

9

WORK LIFE » HR by numbers 人力資源統計數字

Why Hong Kong is such a tough place for workers The city not only has the longest working hours in the world, but also the world’s highest living expenses thanks to sky-rocketing property prices.

35

Number of hours on average employees in Paris work per week – three hours less per day than people in Hong Kong.

US$6,809

The average monthly rent of a two-bedroom unfurnished apartment in Hong Kong, according to Mercer’s 22nd annual Cost of Living Survey.

為何香港打工仔生活那 麼困難

香港不僅是全球工時最長的地方，也是全球生活指數最高的 城市，這都是拜瘋狂上漲的樓價所賜。

35

巴黎每週平均工作時數，跟香港比較每天足足少三小時。

6,809美元

根據美世生活成本指數調查，香港一個兩房單位的平均 月租。

Source: UBS Prices and Earnings 2015.

10 » Human Resources Hong Kong » Q3 2016

50

The number of hours on average Hongkongers work per week – the highest in the world.

50

香港人每週平均工作時數， 是全球最長。

snapshot

»

People 人物

WORK LIFE

15 minutes with ... 與...的15分鐘訪談

Ian Choy Senior director, people resources McDonald’s Hong Kong

蔡靖民

WHAT DO YOU LOVE ABOUT HR? Engaging with people and nurturing talent to reach their full potential is an extremely rewarding experience.

你為何喜歡從事人力資源管理工作？

人力資源高級總監 香港麥當勞

培育人才，充分發揮其潛力是一個非常有滿足感的工作。當我看到同事們取得 成就。 你面臨過甚麼巨大挑戰，以及如何解決？

PLEASE SHARE AN IMMENSE CHALLENGE YOU FACED AND HOW YOU RESOLVED IT? Talent retention requires more effort than ever. At McDonald’s, we see employees as our greatest asset and have developed three employee value propositions of “family and friends”, “flexibility” and “future”.

With these propositions, we are committed to encouraging teamwork, offering flexible working hours and job rotations.

留住人才需要比以往花更多的努力。麥當勞視員工為最大的資產，我們主張「 凝聚友共情」、「靈活有彈性」、「為你創前程」作為僱員價值定位。 有了這些定位，我們致力於鼓勵團隊合作，提供靈活的工作時間和崗位輪 換，以及繼續投放資源在員工的培訓、持續進修及事業發展方面。 麥當勞在2016年有哪些要優先處理的人力資源工作？ 面對黯淡的經濟前景，人力資源管理人員肩負起為員工維持一個穩定、和諧及 高效的工作環境的重任。 麥當勞在任何時候都堅持其三F理念，即「Fun（歡樂）」、「Firm（堅持）」、

WHAT WILL BE HR’S PRIORITIES FOR HONG KONG IN 2016?

Facing a gloomy economic outlook, HR plays a crucial role in maintaining a stable, harmonious and high-performing working environment for employees.

We uphold our 3F motto – “fun”, “firm” and “fair” at all times.

Regardless of the economic environment, we always endeavour to present our colleagues learning and advancement opportunities to ensure our colleagues at all levels can continue to flourish.

「Fair（公平）」。 無論經濟環境如何，我們會一直致力給予員工學習和發展的機會，以確保 各級別的員工能繼續健康發展。

Q3 2016 « Human Resources Hong Kong « 11

WHITE PAPER » Leadership 領導才能

MANY HONGKONGERS WORK WHEN SICK 許多香港人帶病上班 Hong Kong – Bupa Wellness@Work Research has found 68% of workers have worked even while being sick during the past year.

On average, presenteeism accounted for 64 days, or about a quarter of the total working days in 2015.

The research confirmed that not showing up to work actually makes the workplace more productive than when working sick.

Presenteeism represented a loss of productivity equivalent to HK$30.6 billion, 3.4 times more costly than people taking leave when ill, which accounted for a loss of HK$8.9 billion.

Those who continued to go to work while sick said they considered these illnesses to be “not serious” (55%) and that taking time off from work when ill would affect their work progress (47%).

Those who continued to go to work while sick said they considered 帶病上班的原因包括

illnesses to be “not serious” 員工認為病情「不嚴重」

taking time off from work when ill would affect their work progress

平均而言，帶病上班的日子有64天，約佔2015年總工作日的四分之一。

55%

該研究證實，在家養病比帶病上班更有利提高工作效率。 帶病上班對生產力造成的虧損相等於306億港元，是請病假所帶來的89億港 元虧損的3.4倍。

47%

請病假會影響他們的工作進度

WHAT MAKES ASIA’S TOP HR TEAMS SO EFFICIENT?

Global – According to Willis Towers Watson’s 2016 Asian Trailblazers: Masters of Multitasking and Transformation study, multinationals headquartered in Asia Pacific, known as Asian trailblazers, are able to overcome major HR challenges, despite having a small team and often not having a seat at the C-suite table.

One of the ways that Asian multinationals are handling the hectic pace of change is by “leapfrogging” some of the basic changes undertaken by their more developed counterparts, and making radical moves early on.

Furthermore, many Asian trailblazers have also skipped several traditional elements of certain HR roles and jumped directly to a more strategic role, such as using workforce analytics to focus on employee engagement or developing holistic wellness programmes.

Given the limited resources, HR and other corporate functions have had to become “masters of multitasking”.

12 » Human Resources Hong Kong » Q3 2016

香港 - 保柏健康@工作研究發現，多達68％的僱員在過去一年曾帶病上班。

帶病上班的原因包括，員工認為病情「不嚴重」（55％ ），請病假會影響他們 的工作進度（47％） 。

亞洲頂尖人力資源團隊 為何如此高效？

全球 - 據韋萊韜悅2016年亞洲先鋒：多元任務與轉型研究顯示，總部設在亞太地區 的跨國公司，統稱為亞洲先鋒機構，其人力資源團隊儘管人數不多，在董事會上也往 往不占一席位，卻能夠克服主要人力資源挑戰。 面對快速轉變的營商環境，亞洲先鋒機構跳過發展規模較成熟的同行所採取的 基本步，並儘早主動出擊。 此外，許多亞洲先鋒機構會跳過某些傳統的人力資源管理角色，直接跳升至 更具策略性的角色，例如善用勞動力分析數據來加強員工參與及制定全面的福利 計劃。 鑑於有限資源，人力資源和其他部門不得不成為「多元任務大師」 。

LOCAL CANDIDATES ARE LYING ON THEIR CV 本地求職者 誇大履歷 Hong Kong- Job applicants in Hong Kong are among the most dishonest in Asia pacific. 18.04% locals lied on the resume second highest in the region only to Australia (24.72%) The overall screening discrepancy of candidates in Asia Pacific totaled 17.3% in 2015, a slight decrease from 2014’s 17.9%. In 2013, this was pegged at 13.4%, according to First Advantage 2016 Background Screening Trends Report for Asia Pacific China and Japan/Korea discrepancy rates were the lowest in the region at 7.51% and 9.16% respectively. 香港 - 香港的求職者是亞太地區中最不誠實的一群。18.04％的人曾誇大其履歷，比

The overall screening discrepancy of candidates in Asia Pacific 亞太地區誇大履歷的求職者平均比例為

例在亞太地區內僅次於澳洲（24.72％）。 根據First Advantage公司2016年的背景審查趨勢報告顯示，亞太地區2015年 誇大履歷的求職者平均比例為17.3％，較2014年的17.9％略有下降。在2013年，比 例為13.4％。 中國和日本／韓國的求職者最誠實，誇大履歷的比例分別為7.51％和9.16％。

2015

17.3%

2014

17.9%

2013

13.4%

WHEN IS THE BEST TIME OF THE DAY FOR INTERVIEWS? 進行面試的最佳時間

Global – According to new research by Accountemps, which surveyed more than 2,200 chief financial officers (CFOs) on the best and worst times for conducting interviews, only 2% of respondents chose 5pm and beyond as the most productive time for meeting job candidates.

The period between 3pm and 5pm was also seen as unfavourable with only 5% saying they view it as an optimal window to interview job seekers.

The best time identified for hiring managers to interview candidates was found to be between 9am and 11am as highlighted by 61% of respondents. 全球 - Accountemps最近一項調查訪問了2,200多名首席財務官，當中只有2％的受 訪者選擇了下午5時或以後為進行面試的最佳時間。 下午3時至5時的時段也不被看好，只有5％的人認為這是最佳的面試時間。 多達61％的受訪招聘經理認為，最佳的面試時間是上午9時至11時。

YES, we recruit there.

Your single point of contact for all of your hiring needs globally

www.npaworldwideworks.com Q3 2016 « Human Resources Hong Kong « 13

PROFILE » Garrick Lau

14 » Human Resources Hong Kong » Q3 2016

Garrick Lau« PROFILE

Garrick Lau

Associate director – managing director’s office and head of talent acquisition and development at Hopewell Holdings 合和實業有限公司董事總經理辦公室助理總監 及人才招募及發展主管

By ANTHONY WONG

background, how did you get started with working in HR? My first encounter with the HR function was rather unexpected and challenging. I was assigned to handle the outplacement of staff at the revolving restaurant at Hopewell Centre, which has been in operation for more than two decades.

The company decided to cease the operation of the restaurant and I was hoping to provide a solution to ensure a smooth transition for every staff member. I spent more than 50 hours of facetime with everyone who was affected by the change to listen to their needs and concerns. It was certainly not easy as different people had different expectations. Some wanted to move onto other restaurant businesses within the Hopewell group, some wanted to get their bonus and then move on, while some planned to retire.

It was a formidable challenge for me considering I was quite new to the job market and I had to negotiate with people who were a lot more experienced than I was.In the end, my effort and patience paid off and every staff member went

問：擁有法律專業背景的你為何從事人力資

through the transition smoothly. That was my defining moment to enter the HR function.

Q Graduate recruitment has been your specialty, what make you so successful?

I started working on graduate recruitment 10 years ago when the management trainee programme in Hopewell just started. Before that, I had first-hand experience as a management trainee in another conglomerate and therefore my seniors considered me suitable for the job.My approach to recruitment is simple – we try our very best to be helpful. We think helpfulness has been underrated in building relations with a candidate, especially when there are thousands of candidates applying for the same job.Our definition of helpfulness as a recruiter means having empathy for candidates who are going through the stressful process of hunting for a job.

For example, like most employers, we have a Facebook page to promote job openings. But our Facebook does a bit more. It is built as a community for graduates who are applying for MT programmes to share their thoughts and experience.Besides sharing, we welcome students to ask us any questions regarding their career development. Our graduate recruitment team and graduates of the MT programme will try our best to respond to them.Sometimes we will receive comments/questions which we

源管理？ 我首次接觸的人力資源管理工作，是處理已 經營運超過20年的旋轉餐廳員工遣散及轉職

VITAL STATS Having been a management trainee (MT) of a regional conglomerate, Garrick Lau has run the management trainee programmes at Hopewell for a decade. He has created a Facebook fan page for local MT applicants which attracted more than 10,000 followers in eight months. 曾為一家國際集團 的管理培訓生，劉 家駿過去十年一直 負責合和實業有 限公司的管理培訓 生計劃。他為本地 管理培訓生應徵者

事宜，那是一項意想不到及相當具挑戰性的任 務。當時，公司決定結束餐廳的業務，我需要 提供多個解決方案，以確保每一位員工能夠 平穩過渡。我總共花了超過50小時與每一位 受影響的員工會面，聽取他們的需要及憂慮。 有人希望獲轉派到合和旗下其他餐廳工作，有 人希望拿取獎金然後另謀高就，有人則計劃退 休，要協調各方的需求當然不容易。 我當時踏入職場不久，要跟比我經驗豐富 得多的人談判，對我來說是一個巨大的挑戰。 最終，努力及耐心得到了回報，每一位員工順 利完成過渡，我亦親身體會到人力資源管理 的重要性。 問：畢業生招聘一向是你的專長，當中有何成 功祕訣？ 我在十年前開始從事畢業生招聘工作，當時合 和的管理培訓生計劃才剛剛起步。在此之前， 我在另一家集團已有作為管理培訓生的第一 手經驗，因此我的上司認為我是這個職位的合 適人選。我招聘的方法很簡單：盡我們所能提 供協助。我們認為在與應徵者建立關係的過程 中，提供協助的重要性一直被低估，尤其是當 有數以千計的應徵者申請同一職位的時候。我 們認為作為一位招聘者，樂於提供協助時需要 體諒應徵者在尋找工作過程中所承受的壓力。 例如，跟大多數僱主一樣，我們設有一個 Facebook專頁來公布職位空缺消息，但我們

建立了Facebook

的Facebook專頁也是一個分享平台，讓有興

專頁，短短八個月

趣應徵管理培訓生計劃的畢業生分享他們的

吸引了一萬多名

意見及經驗。除了分享，我們亦歡迎學生詢問

粉絲。

任何有關他們職業發展的問題，我們的畢業生 招聘團隊及管理培訓生計劃的畢業生會盡力

Q3 2016 « Human Resources Hong Kong « 15

Art Direction: Evisu Yip; Photography: Emil Photography

Q Coming from a law education

PROFILE » Garrick Lau 解答他們的疑問。有時，我們會收到我們不知 道或與我們的計劃不相關的意見／問題，因此 我們會盡力搜集資訊，或將意見／問題連繫至 有關方面。我們會在24小時內回應收件箱的 每一個訊息。即使有時可能需要一段相當長的 時間才能找到正確的答案，我們都會先回覆說 我們已收到他們的問題，並且正在處理當中。 我認為迅速向應徵者作出回應能與他們建立 長遠的關係，專頁成立八個月以來，已有超過 一萬位粉絲。 問：有甚麼因素令合和成為畢業生的理想僱主？ 要成功管理人才，僱主需要切身處地考慮員工 的情況，並反思員工的價值定位。問問自己：「 你有甚麼吸引力令人願意為你效力？」聆聽員 工的需求，並安排他們在最合適的位置，是吸 引及留住人才的成功關鍵。 在為期24個月的管理培訓生計劃中，我 們特意在實習的第二年預留了兩個月的「空白 期」，讓我們的培訓生選擇自己想要的體驗。 此外，我們認為在職業生涯初段有改變職業理 想的想法是很自然的，因此我們會不斷與培訓 生溝通，適時調整他們在不同部門職位的實習 期。我們希望讓他們知道，我們會靈活安排他 們的工作，協助他們發展事業。 我們認為，千禧世代視電子設備為個人 品牌的一部分，因此我們會讓他們自行選擇用 來工作的手提電腦的型號、顏色及配件。培訓 生上班的第一天，我們便向他們提供全新的 MacBook Air或Microsoft Surface Pro平板 電腦，他們可以在兩個品牌之間自行選擇自己 的喜好。但老實說，我們認為工作滿意度勝過 對任何特殊待遇。 問：你如何將社會創新結合到你的人才管理 策略之中？

don’t know or are not related to our own programmes, so we will try our best to source information or line up related parties.We make it a priority to respond to every inbox message within 24 hours.

Even if sometimes it may take quite some time to find the right answers, I will reply and inform them I have their questions and I am looking into them.I think being responsive to candidates goes a long way in building relationships with them. Since we started it eight months ago, the page has more than 10,000 followers.

Q What makes Hopewell an employer of choice for graduates?

To be successful in talent management, employers need to put themselves in employees’ shoes and rethink the employee value proposition. Ask yourself: “What have you got that makes people want to come work for you?”Listening to what employees want and trying to put them in the best position to be successful 16 » Human Resources Hong Kong » Q3 2016

is the key to attracting and retaining talent.

In our 24-month MT programme, we intentionally leave a two-month “blank” in the second year to let our MT choose where they want to get experience.

Furthermore, we believe it is natural to have changing thoughts on career aspirations during one’s early stage of a career, and therefore we will adjust individual rotations per ongoing dialogue with our MT.We want to let them know we will give them the flexibility they need to help with their career development.

We think Millennials consider their gadgets as part of their personal brand, so we will let them choose what model and colour of their work notebook, with accessories. One small perk we hand out is that we give every MT on their first day of work is a brand new MacBook Air or Microsoft Surface Pro tablet computer – they are free to choose from either brands.But to be honest, we believe job satisfaction trumps over any perks.

對我來說，社會創新不僅有利財政可持續發展， 更能為社會帶來積極的影響。很多企業都致力 於為社會帶來正面的影響。傳統的企業社會責 任計劃可能會將核心業務與社企方案劃分開 來，因此令成效未見顯著。人力資源管理涉及每 家企業的多個接觸點，可以成為一個榜樣，推 動業務部門考慮日常決策對社會的影響。 例如，我們推出一個名為「INreTERN」的 實習計劃，名字取自「in return」的諧音，代表 了實習計劃回報社會的概念。我們為大學生與 中學生進行配對，大學生有機會成為「經理實 習生」，帶領缺乏經驗的中學生「主任實習生」 。經理實習生可獲得親身體驗，以提升他們的 情緒智商及領導能力；而主任實習生可以首次 接觸商業環境，並獲得密集式的指導，從而啟 發他們對職業發展路向的想法。 我們將原本已制定的實習計劃，加入社會 元素，邀請缺乏資源的中學生參與其中，以支 持本地年青人向上流動。「INreTERN」實習計 劃是我們建立的第一個社會創新項目之一，我 們從｢香港社會創投基金｣及｢好•單位｣汲取經 驗，並運用他們的經驗及網絡加強我在社會創 新方面的能力。該計劃目前已進入第二年，並 已有十名學生加入我們的計劃。

Garrick Lau« PROFILE

Sometimes, we have to admit that many Millennials know the job market better than us. 有時候，我們不得不 承認很多千禧世代 比我們更了解就業 市場。 同時，我們希望加強行業間的共享與合 作，我們安排實習生參與其他企業的交流，讓 他們在暑假期間盡量獲得不同工作經驗及擴 大人際網絡，幫助他們在畢業後作出更好的職 業選擇。這種交流模式值得進一步推廣至不同 公司的管理培訓生及年青人才在企業間的交 流培訓，我相信這些培訓將有助提高社會的整 體人才儲備。只要各企業能夠以｢競合伙伴｣的 模式，一起培養更多高素質的人才，人才競爭 不再是一個零和遊戲。 問：很多僱主認為千禧世代與其他世代的員工 非常不同，因此難以管理。你對此有何看法？ 我認為，千禧世代的期望跟其他世代的員工大 同小異。誰不想要四天工作周？誰不想要靈活 的工作安排？誰不想主管能夠即時作出回應？ 然而，最主要的區別是千禧世代一般較其他世 代的員工擁有更高的議價能力，因為他們的家 庭負擔較輕，以及更容易通過互聯網獲取更多 有關職業選擇的資訊。有時候，我們不得不承 認很多千禧世代比我們更了解就業市場。他們 更勇於表達自己的想法，而且隨時準備好在工 作不如意時換另一份工作。 問：管理見習生要有甚麼必備條件？你如何作 出判斷？ 我欣賞對一切事物充滿好奇，以及有同理心及 謙遜的應徵者。我們會先了解應徵者的人生經 歷，包括他們如何運用自己的時間，以及如何 作出重大的人生決定來進行評估。實際表現比 說話及履歷更真實反映出一個人的本質。曾克 服過人生難關的應徵者，例如家庭難題或個人 挫折，都說明了這個人的堅持與自省。 問：空閒的時候你喜歡做甚麼？ 除了花時間與家人相處，我喜歡閱讀有關鼓 勵及營造愉快職場的書籍，而我最喜歡的作 家包括Daniel Pink、Adam Grant及Clayton Christensen。我也喜歡通過導師計劃及社會 企業來了解時下本地年青人的心態。

Q How do you incorporate social innovation into your talent management strategies?

To me, social innovation is innovations that bring positive social impact, on top of financial sustainability. Many organisations are committed to bringing positive social impact to society.

Conventional CSR programmes may imply a separation between the core business operations and impactful initiatives, which will not be the most effective.HR, with its involvement in many touch-points in each organisation, can be a role model in influencing business units to consider the social impact in their dayto-day decisions.

For instance, we have created an internship programme which pairs up university students and secondary school students called “INreTERN”, catching the pronunciation of “in return”, which means an internship programme having a giveback concept.The university students get the chance to be “manager interns”, leading inexperienced secondary school students as “officer interns”.The manager will get an empathetic experience to develop their emotional literacy and leadership, while the officer will get their first business environment exposure with intensive guidance, so as to inspire their perspectives in education-plus career paths.

We already have an internship programme in place and we added a social element to support the social upward mobility of local youth by getting under resourced secondary students involved.The “INreTERN” internship programme is one of the social innovation projects we started and we have been learning from Social Ventures Hong Kong and Good Lab to leverage on their experience and networks to enhance our capability.The programme is now in its second year and there are 10 students who have journeyed with us.

Another kind of disruption that we are trying is on industry collaboration.

We are arranging inter-company training for interns so they can maximise their types of exposure and network during the summer to help them make better career decisions when they graduate. There are potential to further develop such initiatives into inter-company externships for talents from different companies.

I believe these types of training will enhance the talent pool of society as a

whole. The so called “war” for talent is not a zero-sum game if companies are able to nurture more high quality talent together, as “co-opetitors”.

Q Many employers think Millennials are very different from workers of other generations, hence, making them tough to manage. What are your thoughts on this?

I think what Millennials want is very much similarly attractive to other generations.

Who doesn’t want a four-day work week? Who doesn’t want flexible work arrangements? Who doesn’t want prompt feedback from supervisors?The major difference, however, is the perceived higher bargaining power the Millennials enjoy compared to the previous generations – given the Millennials are less urgent to put bread on the table for the whole family, coupled with the information transparency of the career options they can get on the internet.

Sometimes, we have to admit that many Millennials know the job market better than us.They have more guts in voicing what they want, and are more prepared to change course if they are not happy.

Q What are the must-have features of an MT? How do you judge?

I am impressed by candidates who are curious about the “why” of everything, and candidates who possess high levels of empathy and humbleness. We would be assessing this by understanding the life stories of candidates, including how they invest their time and how they make major life decisions.

Actions speak louder than words on the CV. Candidates who have experienced and overcomeobstacles in life (such as critical family situations or personal setbacks) do support us to believe in their persistence and introspectiveness.

Q What do you like to do during your free time?

Besides spending time with family, I like to read about motivation and workplace happiness, and my favourite writers include Daniel Pink, Adam Grant and Clayton Christensen.I also like to keep myself updated with local youth through mentorship programmes and social enterprises.

Q3 2016 « Human Resources Hong Kong « 17

18 » Human Resources Hong Kong » Q3 2016

Relocation & Moblity

調配及流動

« FEATURE

From cost-cutting to unhappy families, Anthony Wong talks to HR heads about the solutions to major challenges faced by employers over expat assignments. 從降低成本、以至令外派家庭保持快樂，Anthony Wong 與人力資源總監 一同探討僱主所面臨的僱員外派挑戰與解決方案。

T

he globalised economy has made sending talent overseas more popular than ever as companies attempt to make their brands global.

With such a huge number of talent moving in and out of countries, tax, talent retention and family unhappiness with a new environment are all problems HR needs to solve to ensure a successful expatriate assignment.

Here is what three HR heads in Asia had to say on enhancing expatriate polices and the experience of assignees.

著全球經濟一體化，企業派員到海外擴充 業務的比例日趨上升。 大量的僱員進出不同的國家，稅項、挽 留人才，外派僱員的家庭成員能否適應新環境，都是人 力資源管理人員需要解決的問題。 以下是三位亞洲人力資源總監對提升外派政策 的看法： 靈活安排是成功的關鍵 為了確保外派僱員能夠完成他們的海外任務，僱主總是

Flexibility is the key to success

盡力去迎合他們的需求。但在某些情況下，外派僱員可

To ensure assignees are able to complete their overseas assignments, employers always try their best to cater to their needs, but in some cases, assignees can get too comfortable with their new working environment and refuse to return to their home countries.

This is often the case, especially for talent from China and India relocating to the west, according to Benjamin Wong, human resources director for APAC at Knorr-Bremse, a manufacturer of braking systems for rail and commercial vehicles.

“We send management trainees on overseas assignments to gain technical knowledge so they can bring back the knowledge to their home country to support the development of the business,” Wong says.

“To help them gain international exposure, the management trainees will get a chance to go on an overseas assignment during the course of their 18-month programme.”

Unfortunately, a number of management trainees often decide not to return to their home country after they have established their connection in the foreign country.

“The engineers from our company are highly sought-after, and some of them have left the company for a competitor and have continued to develop their career overseas. Retention has become a major challenge for us,” he says.

能太享受新的工作環境，並拒絕返回自己的國家。 根據克諾爾制動系統亞太區（控股）有限公司亞 太區人力資源總監Benjamin Wong表示，這是常有 的事，尤其發生在被外派至西方國家的中國和印度人 才身上。 Wong說：「我們派遣管理培訓生到海外培訓的原 意，是讓他們學習新的技術知識，並把知識帶回祖國， 以支持當地的業務發展。」 「為了幫助他們能夠到海外深造，公司推出為期18 個月的管理培訓生計劃，以確保他們一定有機會前往 海外歷練。」 不幸的是，一些管理培訓生在外地建立了人脈網絡 後，就拒絕回到自己的祖國。 Wong說「我們公司的工程人才非常渴市，其中一 些更加盟了競爭對手，繼續拓展其事業發展。挽留人才 成為我們的一大挑戰。」 基於情況嚴重，該公司已決定停止在中國的管理培 訓生計劃，以防止人才遭競爭對手挖角。 Wong所面對的另一個僱員外派挑戰是複雜的 稅制。 即使外派僱員移居海外，他們仍需繳納原居地的 稅項，這通常由僱主支付。當外派僱員從高稅率地區遷 往低稅率地區時，僱主所承擔的成本便更為沉重。

Q3 2016 « Human Resources Hong Kong « 19

FEATURE » Relocation & Moblity

調配及流動

In fact, the situation is so bad, the company decided to stop running its management trainee programme in China to prevent losing talent to competitors.

Another challenge Wong has to face in handing out expatriate assignments is the complex tax system that comes with it.

When the assignee relocates, they still need to settle their tax payments in their home country, which is often covered by employers. This is especially costly for employers when relocating someone from a high tax location to a low tax location.

Wong wants more flexibility in dealing with tax for expatriate employees to reduce the cost of relocation.

“One way to reduce tax is to provide the assignee with a local contract so he or she only has to pay the local tax and make his or her contract back home dormant,” he says.

“In this way, the expenses on tax can be reduced and the assignees have no worries about resuming their career back in their home country when they decide they want to go back.”

大的靈活性，從而降低調派成本。

Ensuring a cultural fit

僱員提供一份當地僱員合同，使他們只需繳納當地的稅

With expansion plans all over APAC, Marriott International is no stranger to handing out overseas assignments. The hotel group has plans to open more than 30 hotels in APAC by the end of 2016 with half of them in China.

“Moving people around is a big part of our expansion plans; we need to have the right leadership and talent with a Marriott background to open the hotels,” says Regan Taikitsadaporn, chief human resources officer at the hotel group.

The top reason why expat assignments fail is unhappy families – a challenge for expat assignments across industries.

To reduce the chance of a failed assignment, it is common for employers to arrange for assignees and their families to visit the destination before deciding to make the move.

Marriott decided to take another step to ensure assignees and their families would be able to fit in with a new environment by introducing an online education tool.

“The tool known as the culture wizard helps people learn about different cultures when they are going on a business trip or going to work in a different environment. It has country profiles giving a snapshot of the country’s culture with information on the dos and don’ts in the business and social environment of those countries,” Taikitsadaporn says.

“The tool is like a cultural ruler comparing the culture of your home country and the country that you are going to. It helps people understand and work better in other cultures.”

Part of the tool is a self-assessment for assignees and their families to evaluate whether they are suitable for an international assignment.

The user of the tool will be given scenarios they may face during international assignments – and how they handle those situations will help determine if the assignment is right for them.

項，而他們在祖國的合同則處於休眠狀態。」

Making a move: You need to make sure employees and their families are safely settled into their new environment.

Wong希望在處理外派僱員的稅務問題上能有更 他說：「減少稅務支出的其中一個方案，是為外派

20 » Human Resources Hong Kong » Q3 2016

「這樣一來，稅務支出便可以降低；當外派僱員決 定回到自己的祖國，亦不需要擔憂無法重拾他們在原 居地的事業。」 減少文化差異 萬豪國際集團正密鑼緊鼓地擴張其亞太地區的業務， 派員到海外對他們來說並不陌生。 該酒店集團計劃於2016年在亞太地區開設超過30 家酒店，當中有一半在中國。 萬豪國際集團首席人力資源官Regan Taikitsadaporn說：「外派僱員是我們擴張計劃的重要 部分，我們需要擁有萬豪背景的人才協助開設酒店。」 外派任務失敗的最大原因，是外派僱員的家庭成 員不能適應新的環境，這是各行各業外派任務所面對 的挑戰。 為了減低失敗的機會，預先安排外派僱員及其家人 到目的地了解是常見的做法。而萬豪酒店則多走一步， 通過引入一項網上教育工具，確保外派僱員和其家人能 適應新的環境。 Taikitsadaporn說：「我把這項工具稱為文化嚮導 工具，當僱員要出差或去不同的環境工作，它提供有關 不同國家的禁忌與文化特色簡介。」 「這個工具就像一把尺子，將僱員的祖國及將要 前往的國家進行文化比較，幫助外派僱員理解其他國 家的文化。」 該工具會評估僱員是否適合外派任務，並指出外 派僱員及其家人在外派過程中可能面臨的狀況，並讓 他們嘗試處理這些情況，以確定他們是否適合參與外 派任務。 Taikitsadaporn補充說，該酒店集團節省外派任 務成本的另一個優勢，是能夠提較便宜的住宿給外派 僱員。

Relocation & Moblity

調配及流動

« FEATURE

He adds that another advantage the hotel group holds in relocating talent is that being in the hospitality sector allows the company to provide accommodation to assignees at a bargain rate.

“It is common practice for our assignees to stay in hotels, saving cost on rent,” he says.

Be well-prepared

外派：你必須確保員工和他們的家屬能夠在新環境安 全落戶。

他說：「我們讓外派僱員住在酒店以節省房租成 本，這是常見的做法。」 做足準備 作為一家全球企業，業務遍佈全球220多個國家和地 區，外派任務是UPS文化的一部分。 執行任何外派任務之前，該公司會花大量的時間與 外派僱員及他們的家庭溝通，確保他們做好心理準備， 並有能力處理外派所面對的問題。 在未來，超過一半的全球商業活動將在亞太區發 生，如中國和新加坡等國家，該地區將會是海外任務的 首選目的地。 UPS亞太區人力資源副總裁Tim Robinson指出， 亞洲地大物博，不同地區的發展步伐不一，處理該地區 的工作簽證申請、住房、醫療和外派僱員孩子教育等問 題是重大的挑戰。 他說：「亞洲就像一個大熔爐。試想一下在橫跨40 個國家和地區經營業務要面對的語言與文化差異，其挑 戰有多大不言而喻。」 UPS致力與海外調派合作夥伴合作，以確保員工和 他們的家屬能夠在新環境安全落戶。 Robinson說：「當中包括行政上的協助，例如申請 工作和家庭簽證、物色舒適安全的住所、確保僱員得到 全面的醫療保障、為孩子找學校等。」 UPS優先考慮僱員的安全及能否適應新環境，這意 味著需要投放資源了解員工的外派意願。 Robinson說：「其中一個方法是資助員工和其家 人到訪目的地國家。我們鼓勵他們去嘗試當地的食物、 交通、甚至到訪他們可能入住的社區，讓他們親身感受 在當地的生活。」 對於外派任務時間的長短，Robinson認為愈來愈 多地區僱員參與較短期的特別任務。 他說：「一般的外派任務為期兩至三年，然而，我們 看到愈來愈多員工參與6至12個月的特殊任務。」 「這些任務為員工提供開闊視野的機會。歸根究 底，指派那一種任務是根據員工的事業規劃和發展需 要而定。」

As a global company with a presence in more than 220 countries and territories, international job assignments are part of UPS’ culture and a frequent occurrence.

Before any international assignment, the company spends considerable time speaking to the candidate and their family to ensure they are mentally prepared and equipped to handle the relocation.

With more than half of the world’s trade happening in the Asia Pacific, and countries such as China and Singapore, the region continues to be a location of choice for international relocations.

Tim Robinson, VP of human resources at UPS Asia Pacific, points out that as a diverse region with varying standards and levels of progression, Asia can be challenging for relocations when dealing with things such as work visa applications, housing, medical care, and education and schooling for employees relocating with young children.

“Asia is like a melting pot. Consider the cultural and language differences across the 40 countries and territories we operate in, and one can imagine how challenging things can be,” he says.

UPS works with external relocation partners to make sure employees and their families are safely settled into their new environment.

“This can include administrative tasks such as applying for work and family visas, to sourcing for comfortable and safe housing, securing comprehensive medical care coverage, and even short-listing schools for those with children,” he says.

UPS prioritises the safety and acclimatisation of employees. This means investing to make certain of the employee’s readiness to move.

“One of the ways we do this is to fund a visit for the employee and his or her family to the new host country. We encourage them to try the food, transportation and even explore potential neighbourhoods to live in. That way, they’re exposed to the local lifestyle and culture first-hand,” he says.

Commenting on the length of international assignments, he is seeing an increasing number of regional employees taking on shorter special assignments.

“The assignments are typically on average two to three years. However, we have seen a rise in regional employees taking on special assignments which have a shorter time frame (six to 12 months),” he says.

“These assignments provide exposure to strengthen an employee’s breadth of knowledge. Ultimately, a role is assigned based on an employee’s career advancement plans and development needs.”

Q3 2016 « Human Resources Hong Kong « 21

FEATURE » Talent Management

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人才管理

Talent Management

人才管理

« FEATURE

Countries faced with an ageing population are likely to also see a shortage of talent as workers go into retirement. To combat that, Jerene Ang looks into how organisations can re-hire these mature workers and tap on their experience. 面對人口老化問題的國家，隨著僱員逐漸踏入退休年齡，亦要面臨人才短缺的挑 戰。Jerene Ang探討企業如何重新聘用這些成熟的僱員，並善用他們的經驗。

B

etween 2015 and 2030, the number of older people (60 years or older) in the world is projected to grow by 56% – from 901 million to more than 1.4 billion, the 2015 United Nations World Population Ageing report found.

Asia is expected to see the third fastest growth (66%) in the number of older people over the next 15 years and by 2030, they are expected to account for about 17% of the population in Asia. As a result, countries in the region are faced with a diminishing workforce.

One of the most popular ways countries are tackling this problem is by raising the retirement and re-employment age.

In 2015 Singapore’s Prime Minister Lee Hsien Loong announced formal changes to raise the country’s reemployment age from 65 to 67 effective from 2017.

據聯合國2015年公布的世界人口老化報告 顯示，從2015年到2030年之間，全球長者 （60歲以上）人數預計將增長56％，從9.01 億上升至超過14億。 亞洲（66％）預計是未來15年長者人數增長第三 快的地區，到了2030年，亞洲長者人數預計佔總人口 約17％，因此該地區的國家將面臨勞動力逐漸減少的 問題。 各國最常用的解決方法是延長退休年齡。 經過多番猜測後，新加坡總理李顯龍在2015年的 國慶群眾大會上宣佈正式作出修訂，從2017年起，將退 休年齡從65歲延長至67歲。

Q3 2016 « Human Resources Hong Kong « 23

FEATURE » Talent Management

人才管理

One of the most popular ways countries are tackling the aging workforce is by raising the retirement and re-employment age. 面對勞動力老化，各國最常用的解決方 法是延長退休年齡。 Old is gold Roslyn Ten, general manager of the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP), points out that amid an ageing population and shrinking talent pool, companies can ensure they have the talent to drive their businesses by holding onto their talent for longer.“It makes business sense to recruit and retain older workers, as employers get to tap into a wealth of experience, skills and knowledge, and have higher loyalty and commitment as well as lower absenteeism for the organisation to stay competitive and productive,” she says.

“In fact, research conducted by TAFEP that surveyed employers’ attitudes towards older workers found that 76% of employers felt that older workers provided better mentoring and coaching and 73% felt that they contributed important insights that shaped crucial company decisions.

老而彌堅 馬來亞銀行有限公司人力資源管理負責人Wong Keng Fye同意這種看法，並說：「隨著新加坡繼續參與 全球市場的競爭，儘管面對人口老化問題，我們都要確 保我們的僱員能夠保持競爭力。實現這個目標的方法 之一，是善用這群人數愈來愈多的豐富經驗及技能熟 練的僱員。」 勞資政公平與良好僱佣聯盟（TAFEP）總經理

Older employees as mentors.

Case study – Maybank

Roslyn Ten指出，面對人口老化及人才庫萎縮的問題，

Walking the talk, Maybank employs more than 250 staff who are over 50 and about 50 staff who are aged 62 and above.

Wong Keng Fye, head of human resources at Maybank gave the example of Mr Lee who was made a senior banker in Maybank’s global banking division when he reached the retirement age of 62.

“His role is to deepen the relationships with customers, to groom the younger bankers and to teach and nurture them,” Wong says. “Mr Lee’s role is very much like an emeritus mentor, an ambassador for the bank. He sees the customers, develops paths to certain markets and paves the way for businesses to build up and flow in.”

Explaining Mr Lee’s appointment to the role, Wong says: “He can do this because he has spent more than 35 years – the larger part of his career – in corporate and commercial business. He knows the ground, the way to do business, customer behaviours and how to sustain and enhance relationships with customers.”

其業務發展。她說：「招募並留住舊員工符合商業原則，

24 » Human Resources Hong Kong » Q3 2016

企業要儘可能留住人才，以確保擁有足夠的人才來推動 這樣僱主便能善用他們的豐富經驗、技能及知識，並建 立更高的員工忠誠度及歸屬感，減低員工缺勤率，以保 持競爭力及生產力。」 「事實上，TAFEP進行有關僱主對年長員工態度的 調查發現，76％的僱主認為年長員工可以提供更好的指 導及輔導，73％的受訪者認為年長員工能夠提供影響公 司關鍵決策的重要見解。」 年長員工作為導師。 個案分析—馬來亞銀行有限公司 馬來亞銀行有限公司言出必行，聘請超過250名50 歲以上的員工，以及約50名62歲或以上的員工。銀行的 人力資源管理負責人Wong Keng Fye以李先生為例 子，後者達到62歲退休年齡時，獲晉升為馬來亞銀行全 球銀行部門高級銀行家。 Wong說：「他的角色是加深與客戶的關係、培養 年輕的銀行家及向他們作出指導。李先生的角色就好

Through the looking glass: It makes business sense to recruit and retain older workers for their wealth of experience. 放大鏡：招募並留住擁有豐富經驗的舊員工符合商業原則。

像一名退休的導師、銀行的大使，他聯繫客戶、開拓個

Challenges to overcome

別市場、以及為業務拓展及增長鋪路。」

Despite the obvious benefits older employees can bring as mentors, there are still mindset challenges that have to be overcome for this to work successfully.

Stephane Michaud, PhD, senior director – consulting at Human Link Asia (a Mitsubishi Corporation Company), points out that in a classic Japanese scheme when an employee reaches the age of 55, they are given a pay cut of 20% and less responsibility until they reach the age of 60 where the company may or may not re-employ them.

Mitsubishi got rid of that scheme at its headquarters in Japan as it was “way too young for the Japanese”. However, Michaud says: “There’s still the mentality in the region that managers will still do that to employees when they reach that age and, of course, it brings anxiety.

“When someone feels like the company wants to get rid of them, they entrench themselves in their positions and they have less incentives to teach their subordinates.” He adds this can also be a cultural problem “when departments work in silos and there isn’t a high level of trust and teamwork and there’s a lot of internal competition”.

Revealing a strategy he has to counteract the problem, he says: “I’m trying to make it comfortable for the mature workers to teach and transfer the knowledge.

“If they know they are valuable and the company wants to keep them for an extended period of time, they will feel more comfortable in sharing the knowledge.

問到對於李先生的任命有何看法，Wong說：「他 能夠獲得晉升，是因為他已經花了超過35年從事企業 及商業業務，這佔據了他大部分的職業生涯。他了解行 業背景、做生意的方式、客戶行為、以及如何維持並加 強與客戶的關係。」 要克服的挑戰 儘管年長員工作為導師有明顯的好處，但要順利實 行，必須克服一些觀念上的挑戰。 三菱商事株式會社高級顧問總監Stephane Michaud博士指出，日本一般的做法是員工一旦年滿55 歲，薪金便會減少20％，職責亦相應減少，直到他們年 滿60歲，公司再決定是否再次聘用他們。 三菱公司認為「日本人太年輕」，因此沒有採取這 種做法。然而Michaud說：「區內仍存在這種觀念，當 員工達到這個年齡，經理仍然會這樣做，當然，這樣會 帶來焦慮。」 「當有人覺得公司想擺脫他們，他們會想辦法鞏固 自己的位置，不願意教導自己的下屬。」他補充指這可 能是一個文化問題，「當部門各自為政，之間缺乏高度信 任及團隊精神，會出現很多內部競爭。」 他公開其解決這個問題的策略，他說：「我嘗試鼓 勵年長員工教授知識。」 「當他們知道自己是有價值的，以及公司希望留住 他們很長的一段時間，他們會更願意分享知識。」

Q3 2016 « Human Resources Hong Kong « 25

FEATURE » Employee Engagement

員工關係管理

CASE STUDY: HOW PHILIP MORRIS’ INTERN APP ENHANCES ENGAGEMENT 菲利普莫里斯如何利用手機應用 程式提升實習生參與

Michele Zieren, director of management and organisation development, Philip Morris on engaging interns with a mobile app.

Philip Morris管理及企業發展總監Michele Zieren透過手機應用程式與實習生聯繫。

Interning at Philip Morris is not only about gaining real-life working experience, the fortune 500 company makes it a priority for interns to return to university with an enhanced business knowledge and practical working skills that will be useful throughout their career.

Michele Zieren, director of management and organisation development for Asia at Philip Morris, said interns who were in their first or second year of university were given the opportunity to work on business projects as well as getting guidance on personal development.

“We have put great efforts into our intern program, they work on real business projects and each of them have personalized development plans to help discover themselves and build skills” she said.

To further enhance the experience of interns, the company hosted a competition – “InChallenge” – for the first time in Hong Kong last year. The event invited the top interns of the company worldwide to work on innovative business ideas and present them to senior management.

“Last year, delegates were chosen by their respective managers. This year we decided to try something new.

We collaborated with Team Building Asia to create an app to enhance the experience of interns. It was also a more objective way to select delegates,” she said.

Globally, Philip Morris has more than 400 interns across 30 countries, and the app allows a fair and efficient assessment of a large number of participants. In Asia, 175 of the 217 interns participated in the race to win a ticket for Inchallenge. The group competed for 14 spots.

With the app, interns were put through a series of activities such as writing tag lines, a video competition and

26 » Human Resources Hong Kong » Q3 2016

problem-solving challenges, all of which were conducted on smartphones.

The human resources team of the company monitored the progress and performance of participants in real-time and 14 delegates were selected after two days of screening.

“With technology, every intern has a chance to compete to be a delegate; the app is something that is fun and innovative and it fits with the way we are evolving as a company for the future.”

在菲利普莫里斯實習不僅能獲得實際工作經驗，該財富美國500强公司更致力 幫助實習生長知識和學習終身受用的技能。 打造成為更好的學生、更好的人。 菲利普莫里斯亞洲管理及企業發展總監Michele Zieren表示，大學一年級 和二年級的實習生有機會參與公司的商業項目，以及得到個人發展指導。 她說：「實習生將參與一系列的發展計劃，幫助他們探索自我，建立技能和 個人品牌。」 為了進一步推動實習生學習，該公司去年首次在香港主辦「Inchallenge」比 賽，邀請來自世界各地的優秀實習生構思創新經營理念，並向公司高層匯報。 她說：「去年，各地的比賽代表都是由其上司選出。今年，我們決定作新嘗 試，與亞洲群策商務顧問公司合作研發手機應用程式，以提升實習生的體驗，也 是一個比較客觀的代表選拔方式。」 利用手機應用程式，菲利普莫里斯可以對遍布全球30個國家的400多名實習 生作出公平有效的評估。在亞洲，217位實習生中有175人參加「Inchallenge」比 賽的選拔，爭奪14個席位。 利用新科技，實習生進行一系列的活動，如撰寫標題、短片比賽、以及解決問 題的挑戰，所有活動都透過智能手機應用程式進行。 人力資源部門實時監控參與者的進度及表現，經過兩天的時間選出14名代表。 「利用科技，每個實習生都有機會參加『Inchallenge』比賽的選拔。該應用 程式新奇有趣，能配合公司未來的發展。」

Q3 2016 « Human Resources Hong Kong «

9

Training & Development Asia inaugurates in Hong Kong Training & Development Asia 登陸香港 After enjoying success in Singapore and Malaysia with Training & Development Asia, the Human Resources team inaugurated the conference in Hong Kong on 14 June.

Held at The Mira, the conference is Asia’s only dedicated learning and development conference for HR leaders and L&D specialists, and featured a stellar mix of keynote speakers.

L&D professionals from Schneider Electric, Mannaz, Hong Kong Broadband Network and many more revealed their best-kept secrets regarding training and corporate learning.

28 » Human Resources Hong Kong » Q3 2016

隨著新加坡及馬來西亞舉辦的「Training & Development Asia」會議大獲成功，《Human Resources》雜誌團隊於6月14日將會議首次引進 香港。 這次會議假The Mira舉行，是亞洲區內唯一一個

Juliana Chow, Asia Pacific learning solutions and VP of global of human resources at Schneider Electric, kicked off the conference by sharing how the company develops high potential individuals into leaders of the future.

“The company’s training for high potential individuals is driven by engaging alumni of the programme to mentor newcomers. The key to developing leaders is, it’s driven by leaders not HR,” she said.

After the lunch break, delegates heard from Janet Man, senior director of talent and

專為人力資源管理領袖及培訓與發展專業人士而設的 大型培訓與發展會議，並邀請多位行內資深領袖擔任 主講嘉賓。 來自施耐德電氣、Mannaz、香港寬頻網絡有限公 司等培訓與發展專業人員分享他們在企業培訓及學習 方面的秘訣。 施耐德電氣全球人力資源副總裁兼亞太區學習解 決方案負責人Juliana Chow分享其公司如何培養高潛 力僱員成為公司的未來領袖，為會議拉開序幕。 她說：「公司為高潛力人員提供的培訓，會邀請課 程以往的畢業生擔任新生的導師。培養領袖的主導權 在於領導者，而非人力資源管理人員。」

午餐過後，麥當勞高增長市場及亞洲慈善基金人 才及多元化發展高級總監Janet Man跟與會者分享該 公司如何加速其人才發展計劃。 她解釋指，該計劃是專為總監級別、具備領導才 能的人才而設，目的是為他們未來晉升為管理層作好 準備。 她說：「培訓主要集中在三方面：領導自我、領導 他人、領導公司。」

diversity for McDonald’s high growth markets and Foundational Asia, on how the firm has accelerated its development programme.

She explained the programme was catered for director-level talent who demonstrated leadership.

The programme prepares them for future leadership roles.

“It is focused on three aspects: leading self, leading others and leading the organisation,” she said.

Jaspreet Kakar, regional head of talent management for AXA Asia, a pioneer in L&D, gave insights to delegates on leadership development in the VUCA world.

Leaders need to invest in the future of the VUCA world, where talent capability is not able

to catch up with the complexity of businesses, according to Kakar.

Another hot topic in training – micro-learning – was shared by Jaya Venugopal, APAC regional talent head at Richemont.

She provided tips on how to make use of microlearning and developing an active learning culture.

“In micro-learning, size does matter. It is bitesized learning and the learner is in full control of what they learn and when they learn. The duration of micro-learning should be three to seven minutes,” she said.

The conference closed with a lucky draw presented by Macao Government Tourism Office with a lucky delegate from Ocean Park winning a free trip and hotel stay at Macau.

安盛亞洲區人才管理主管Jaspreet Kakar是培訓 與發展領域的先驅，他跟與會者分享在VUCA世界的 領袖培訓心得。 據Kakar表示，商業世界將變得更為複雜，人才 能力趕不上世界的變化，因此管理層必須為未來的 VUCA世界作好準備。 而歷峰集團亞太區人才主管Jaya Venugopal分 享了企業培訓的另一個熱門話題：微學習。 她就如何善用微學習及發展積極的學習文化分 享心得。 她說：「在微學習中，量是很重要的。學習材料要 簡潔，而接受培訓的人士要能夠完全控制學習的範圍 及時間。微學習的時長應為3至7分鐘。」 會議最後，由澳門特別行政區政府旅遊局進行抽 獎，來自海洋公園的幸運兒贏得澳門免費來回船票及 酒店住宿。

Q3 2016 « Human Resources Hong Kong « 29

Highlights from Employee Benefits Asia Employee Benefits Asia 精彩回顧 The second annual edition of the region’s biggest conference dedicated to compensation and benefits – Employee Benefits Asia – organised by Human Resources – was held at The Mira Hong Kong on August 9 and 10.

At the two-day conference dedicated to C&B strategies, delegates listened to various sessions in the form of keynote presentations and real-life case studies, accompanied by panel discussions on the best practices in developing the best compensation and benefits strategies.

Here are some of the highlights.

On day one, Kris Lui, global head of human resources at C&A, addressed the issue of 30 » Human Resources Hong Kong » Q3 2016

由《Human Resources》雜誌主辦的第二屆區內最 大型的薪酬及福利會議「Employee Benefits Asia」 ，於8月9至10日假The Mira Hong Kong 舉行。 為期兩天的會議以薪酬及福利為主題，透過主題 演講、真實個案分析及小組討論等形式，跟與會者分享 制定最佳薪酬及福利策略的最佳做法。 以下是會議的重點。 在第一天的會議上，主題演講嘉賓C&A全球人 力資源主管Kris Lui講解如何滿足員工需求，同時削

satisfying employees’ needs while cutting costs in her keynote presentation.

With many human resources professionals facing budget constraints, she introduced the delegates to the option of alternative rewards.

“A lot of people are not only motivated by money, it’s about how they can learn and grow within the company – both vertical and horizontal,” she said.

Kicking off day two was Gordon Bedford, global director of environment, health and safety and corporate social responsibility at Mattel, on motivating employees.

He suggested that maybe we had

減成本。 由於許多人力資源專業人員面臨預算限制，她向 與會者介紹另類的獎勵選擇。 她說：「很多人不僅是為了錢，而是希望在公司內 部得到直線及橫向的學習及發展。」 美泰公司環境、健康和安全及企業社會責任全球 總監Gordon Bedford為第二天的會議揭開序幕，向 與會者講解如何鼓勵員工。 他指出，我們或者誤解了如何鼓勵員工的最佳 做法。 他說：「目標及獎勵實際上可能會對員工的業績 產生負面影響。」 「設定目標可能會令員工專注於短期利益，因而 忽略了對企業的潛在長期影響。」

misunderstood how to best motivate employees to perform well.

“Goals and rewards may actually have a negative effect on staff performance,” he said.

“The very presence of goals may lead employees to focus on short-term gains and lose sight of the potential long-term effects on the organisation.”

On the latest technology that can help employees lead a better life, Danny Yeung, chief executive officer at Prenetics, shed light on how advances in DNA technology can be part of a healthcare programme.

With advanced technology, the cost of DNA mapping has come down tremendously. Yeung predicted in the next few years, the public will be able to carry their genetic data on their phones.

With such information, the risk of patients being prescribed medication that they are allergic to will be greatly reduced; and individuals will be able to know what kind of diet and fitness programme is best for them.

In a new presentation format, Theresa Chong, group human resources director at Amoy Food, shared how to satisfy employees’ needs with various perks and benefits through an exclusive interview.

She shared the successful case of how the company enhanced staff engagement and saved money by replacing annual dinners with employee conferences for staff to voice their needs and participate in team-building activities.

The conference closed with inclusive experts sharing their ideas on building a diverse working environment for LGBT employees.

Florence Chan, senior manager of strategic programmes at Community Business; Paul Choi, executive director in the human capital management division at Goldman Sachs; and William Hallatt, partner and LGBT sponsor for Greater China at Herbert Smith Freehills, shared the best practices in building a LGBT inclusive workplace.

對於最新科技有助員工過上更好的生 活，Prenetics行政總裁Danny Yeung闡述先進的 DNA技術如何成為醫療計劃的一部分。 憑藉先進的技術，DNA造影的成本大幅減 低。Yeung預測，在未來幾年，市民將可以透過手機查 看自己的基因數據。 有了這些訊息，患者獲處方過敏藥物的風險將大 大降低，而個人亦可知道怎樣的飲食和健身計劃最適 合他們。 淘大食品集團人力資源總監Theresa Chong以 嶄新的演講方式，分享如何透過單獨的面談來滿足員 工對各種津貼和福利的需求。 她分享了該公司如何以員工會議取代週年晚宴， 讓員工有機會表達他們的訴求，並參與團隊建設活動， 成功提升員工參與及節約開支。 會議最後，企業共融專家分享如何為性小眾僱員 建立多元化工作環境的心得。 Community Business策略方案高級經理 Florence Chan、高盛集團人力資源管理部執行董事 Paul Choi、以及史密夫律師事務所合夥人兼大中華區 性小眾贊助人William Hallatt分享建立性小眾共融工 作環境的最佳做法。

Q3 2016 « Human Resources Hong Kong « 31

OPINION » Upwardly mobile 向上流動

Qualities that make a great leader DEBBIE MANNAS Group head of human resources, Wallem Group Debbie Mannas Wallem Group 人力資源總裁

Here are the top 10 traits of a great leader according to Wallem Group’s HR head

出色領袖的特質 Wallem Group人力資源總裁指出領袖十大共同特徵。

As a human resources practitioner for a good many years, I have been fortunate to have been able to observe a number of different leaders and leadership styles. Some were great, some were good, some were infinitely avoidable. But I learnt from them all.

Here, in no particular order, are 10 common characteristics the great leaders I have known have displayed.

1. A strong balance of self-acceptance and self-criticality, giving them a healthy self-esteem.

These are wonderful people to be around because they don’t have chips on their shoulders, take things personally or need to be right all the time.

They are humble, endlessly curious and are always learning. Their healthy self-esteem allows them to transcend their ego barriers and leverage the skills of others.

從事人力資源行業多年，我有幸見識過不同的領袖 及領導風格，有些非常卓越，有些表現理想，有些確實 不敢恭維，但全都讓我獲益良多。

2. Uncanny ability to spot talent.

The great leaders I have seen are uncannily astute and are voracious talent spotters. They do not have blind spots when it comes to their friends or inner circle. They appreciate that “talent” is a moving target and drive their people to stay relevant. I have never seen a great leader being accused of promoting their friends and cronies. Surrounding a great leader is often a very diverse team.

以下是我見過的出色領袖十大共同特徵，排名不 分先後。 1.

在自我接受與自我批評之間保持完美平衡，令他

們建立起正確的觀念。 他們不會經常黑面、人身攻擊或事事挑剔，讓人樂意親 近。他們謙虛，經常保持好奇心，並且不斷學習。他們 的正確觀念令他們不自負、不自滿，善用他人的才能。

3. Make wise decisions.

Their decisions are formed on a basis of data analysis and what can go wrong, sounding out subject matter experts, plus open-mindedness. They have the good sense to see through personal agendas; their own agenda is long-term results and sustainability, and to this end they have a clarity of thinking and vision that is quite breathtaking.

2.

發掘人才的天賦能力。

我遇過的出色領袖，他們對人才非常渴求，並且精於發 掘人才，不會用人唯親或搞小圈子。他們視「人才」為 一個不斷移動的目標，並鼓勵他們的下屬一同向著目 標奮鬥。我從未見過有出色的領袖被指偏袒自己的朋 友及親信，而一位優秀的領袖身邊總是圍繞著一支非

4. Optimism.

Great leaders are a wonderful positive force to be around. While being analytical and analysing the downside of decisions, they are also optimistic about opportunities and the future. Nothing ventured nothing gained, and they understand that great results involve investments in time and resources.

常多元化的團隊。 3.

作出明智的決定。

他們作出的決定是基於數據分析，出現問題的時候會 虛心向專家請教，而且思想開通，不會存有個人目的及 私心。其訂立的個人目標長遠，而且可持續發展，思路 清晰，目光遠大。

5. Alignment.

They prioritise aligning everybody to results, from themselves right down to the filing clerk and office assistant. They understand the link between

32 » Human Resources Hong Kong » Q3 2016

4.

樂觀。

出色的領袖身上帶有一股強大的正能量。儘管理性，並

Upwardly mobile 向上流動 « OPINION

會考慮最壞的情況，但同時亦對機會及未來保持樂觀 的態度。不入虎穴焉得虎子，他們明白成功是需要投放 時間及資源的。 5.

協調。

他們會協調所有人，包括自己，以至檔案管理員及辦公

individuals and its effect on team results, the product and the customer.

I have never seen a great leader begrudge the time spent in strategising, aligning and working with their teams to ensure that every goal throughout the company is linked and contributing to results. They ensure incremental improvements towards the greater goals are noticed and rewarded.

室助理，共同向著目標進發。他們了解個人與整體團 隊表現、產品與顧客之間的關聯。我遇過的所有出色 領袖都不會吝嗇時間去制定策略、進行協調、以及與 團隊合作，以確保公司的每一個目標都是環環相扣， 並為達成最終目標鋪路。他們會不斷進步，以完成更 大的目標。 6.

堅持及始終如一。

6. Persistence and consistency.

Once a course is set, leaders are patient with monitoring, tracking and the follow-up. They are able to make timely interventions because of solid performance factors in place, and are able to spot early warning signs.

They are consistent and principled in their decisions and create a safe environment for feedback and sharing – their people don’t feel as if they are walking on eggshells.

一旦設定目標，這些領袖會耐心監察、追蹤及跟進，在 適當的時間插手，確保一切表現合符正軌，並能預早發 現問題。他們保持一致的方向，堅持原則，並建立開放 的反饋及分享渠道，不會令下屬步步為營。 7.

以人為先。

他們真心視自己的下屬是一項重要資產，而且不是順 口開河，而是會確實優先考慮及加強其管理團隊的人

7. Make human beings their number one priority.

They view their people as a true asset, going beyond lip service to publicly prioritising and enforcing in their management teams outcomes around people management such as engagement, wellbeing, rewards, growth and recognition. They understand the role that businesses play in developing strong communities and sustainable skills, and ensuring this permeates throughout the organisation.

才管理能力，例如溝通、福利、獎勵、發展及認可。他 們明白企業對於建立強大社區及可持續發展才能的重 要，並確保整個企業貫徹實行。 8.

不虛偽。

他們不會低估別人的能力。他們是真誠的，不會耍一些 小孩子把戲。他們可以看穿你的虛偽，所以不要試圖蒙 騙他們。遇上這些領袖，你可以做回自己，的確令人感 覺輕鬆。出色的領袖往往能夠理解你，就像阿凡達一樣

8. They are not disingenuous.

They do not underestimate others. They are authentic and do not try to hoodwink you with rationale which a child can see through. They can see through your disingenuity, so don’t try that with them! It is so refreshing to be yourself with such leaders. If you’ve ever had an Avatar, “I see you” moment, this happens often with great leaders. They are not scared to show humour, vulnerability, confusion, strength, and indeed, the gamut of human emotions. Lovely.

「我看到你了」，他們亦不怕展示自己幽默、脆弱、困 惑、甚至可愛的一面。 9.

公平仁善。

他們是善意、公平的，總是考慮更大的利益。我從來沒 有見過一位出色的領袖是刻薄及鬥氣的。他們的精力 總是用於向前進步，不會浪費時間在私人恩怨上。他們 對人有深刻的了解，並明白他們要扮演的角色，因此， 他們的行為是公平公正。然而，一旦看到有礙目標及成

9. Benevolence and fairness.

Their intentions are benevolent, fair and always for the greater good.

Always. Period. I have never seen a great leader who is mean and vindictive.

Their energy is always used to move forward and onward. Never wasted on revenge and personal gripes. They have a profound human understanding and admit the part they had to play in how things unfold, and as a result, their actions are fair and appropriate to the deed. However, they are quick to act if they perceive a threat to the vision and results.

果的威脅時，他們會旋即採取行動。 10. 信任。 他們信任自己的管理層及團隊，放手讓他們辦事，並看 重結果。他們不會干擾或阻礙他們的團隊，給予下屬獲 取成功、個人發展及體驗學習的空間。他們不會視其 他人的成功為一種威脅，反而會加以讚許。他們建立開 放式的溝通，尊重每個人的角色及職責。但他們會細心 觀察形勢，並在失當行為造成更大的影響之前迅速有 效地解決問題。 出色的領袖聘用優秀的人才，創造積極及有前途 的環境。為了取得理想的成果、爭取人才及確保可持續 發展，他們不怕失去「朋友」。

10. Trust.

They trust their management and teams to do what they are paid to do, and manage by results. They do not interfere and undermine their teams, thereby allowing for greatness, personal growth and experiential learning. They are not threatened by greatness in others, but relish it. They build an organisation of open communication, yet instil a respect for roles and role accountability. But, they have their ear to the ground and will swiftly and effectively address poor behaviours before their impact becomes widespread.

Great leaders hire great people and create an environment of positivity and hope. They are not afraid to lose “friends” in order to win the battle for merit, talent and sustainability.

Q3 2016 « Human Resources Hong Kong « 33

OPINION » People issues 人事問題

The case for return-to-work programmes Dealing with career interrupions and searching for talent beyond traditional recruitment methods.

JO HAYES Director of pipeline initiatives, The Women’s Foundation

重返職場計劃個案

鍾希斯 婦女基金會領袖 項目總監

In Hong Kong, we face a potential

面對職業生涯中段及以非傳統的方式發掘人才。

在香港，我們面臨人

economic regression fuelled by a rapidly ageing 口迅速老化及破紀錄的低 population and a record-low birth rate. Given these 生育率而帶來的潛在經濟 demographic factors, to maintain our competitive 衰退危機。考慮到這些人 edge, it is vital we find innovative ways of retaining 口因素問題，我們必須以 talent in the workforce. 創新的方式留住人才，以 This search for talent must look beyond 保持我們的競爭優勢。 traditional recruitment methods. One of the most 我們必須以非傳統的 Support women return to work: More than 90% of women who take a career break say they want to return. underutilised, yet readily available talent pools, are 招聘方式發掘人才，其中 支持女性重返職場：超過90％暫離職場的女性表示，她 employees who have stepped off the corporate 一個最未被充分利用的現 們希望重返工作崗位。 ladder for a career break. Women make up the 成人才庫，就是離開了職 largest segment of this talent pool. 場一段時間的僱員，其中以女性佔大多數。 Some 58% of senior female talent experience career interruptions that 約58％的資深女性僱員由於職業生涯中斷而偏離 cause them to diverge from linear career paths. Although childcare is commonly 了職業晉升路徑，雖然育兒普遍被視為女性暫離職場 seen as the main driver for off-ramping, elderly care is becoming increasingly 的主要原因，但照顧老人成為愈來愈重要的因素，尤其 important, particularly in Asia. 在亞洲地區。 More than 90% of women who take a career break say they want to return 超過90％暫離職場的女性表示，她們希望重返工作 to the workforce, but only 40% are able to find full-time roles to return to. 崗位，但只有40％的人能重新找到全職工作。 Structuring robust return-to-work (RTW)programmes and tapping into this 建立穩健的重返職場計劃，並招攬這些有意重返職 pool of returnee women has enormous potential for a positive impact. 場的女性，將帶來巨大的正面影響。 From a long-term retention standpoint, it strengthens loyalty among 從長期留住員工的角度來看，這有助加強員工的忠 employees and creates a brand halo for an institution as an employer-of-choice. 誠度，並為公司帶上一個理想僱主的品牌光環。 此外，亦開闢另一途徑吸納有經驗的人才，使中高 It also provides an alternative channel for tapping into experienced talent, 層管理團隊變得更多元化。 allowing for a more diverse middle and senior leadership team.

From a strategic talent acquisition perspective, returnees bring a wealth of 從人才招攬的策略角度來看，重返職場的僱員帶來 豐富的經驗及可傳授的技能，能提升員工的參與度，並 experience and transferable skills, have increased levels of engagement and are 鼓勵員工積極爭取成功。 motivated to succeed. 擁有不同背景及經驗的員工，也是建立一個共融、 Having a mix of backgrounds and experiences is also a key factor in building 多元化職場的關鍵，有助提升員工的滿意度。 an inclusive, diverse workforce – which is better for employee satisfaction. 有意制定重返職場計劃的企業必須掌握成功的因 Organisations looking to establish RTW programmes need to be clear on 素及指標，並明確地闡述計劃如何解決多元化人才之 the rationale and metrics for success and to articulate how the programme 間的差距。 addresses talent diversity gaps. 此外，高級管理層的參與及認可對確定立場及招聘 Additionally, the participation and endorsement of senior leaders is vital in 經理有著至關重要的影響。 setting the tone and influencing hiring managers. 要留住重返職場計劃的參與者，最重要的是要確保 To retain RTW programme participants, it is important to ensure the 職位具挑戰性，並且是一個能夠充分發揮他們技能及專 roles are challenging and senior enough to adequately utilise their skills 業知識的職級及崗位。 and expertise. 為重返職場計劃的僱員提供技能提升方案亦可幫 Offering upskilling initiatives to returnees also encourages 助他們重新融入職場環境，工作拍擋計劃、晉升高級管 successful integration. Buddy schemes, access to senior management, 理層機會、快速晉升計劃、以及靈活的工作環境都有助 fast-tracked programmes and flexible working conditions all contribute to 僱員再次融入職場。 sustainable reintegration.

As we all live longer, careers marked by transitions, pivots and reinventions 隨著現代人壽命延長，職業過渡、轉變及再入職都 are likely to become the norm. It is key for business and the overall economy 可能成為常態。我們必須善用及制定有效的重返職場計 that we harness and develop RTW talent effectively. 劃，這對企業及整體經濟來說都很重要。

34 » Human Resources Hong Kong » Q3 2016

Talent Management 人才管理 « FEATURE

Q3 2016 « Human Resources Hong Kong « 27

OPINION » Unconventional wisdom 不一樣的智慧

Team spirit only sustains with shared values DORIS LEUNG Founder and CEO, Diamond Cab 梁淑儀 鑽的（香港）有限公司 創辦人 及行政總裁

Any organisation can be successful if their team shares the same mission and vision.

建立有共同理念的團隊時成功的關鍵 擁有相同的使命及願景的團隊，能令任何機構成功。

In March,

今年三月，全

Diamond Cab, the 港首個可供輪椅直接 first wheelchair 上落的無障礙的士服 accessible taxi service 務鑽的迎來第十萬位 in Hong Kong, served its 乘客。 100,000th passenger. 我們的司機阿明 Our cab driver Ming 載著我親自迎接這個 drove me to greet this 幸運家庭，並送上我 lucky family in person 們的禮物——鑽的 and present our gift – a 模型。 Teamwork: Building a team who shared the same mission and vision is the key success. miniature model of a 在乘車前往迎接 團隊合作:只有擁有共同價值觀，才能建立團隊合作精神 Diamond Cab. 客人途中，阿明很興 During the ride to meet the passenger, Ming was excited that despite our 奮。儘管我們的車隊只有六輛車，但過去五年的努力終 fleet only having six vehicles, all the hard work over the past five years had 於得到回報，我們的乘客人數達到十萬大關。 paid off and that we had recorded our 100,000th passenger. 這正是我一直所強調的鑽的成功因素：共同價值 This is exactly what I always emphasise about the success of Diamond 觀及團隊合作精神。 Cab – shared values and team spirit. 我在尋找的士車主、汽車代理、電召中心合作夥 At the beginning of searching for my partners for the business, including 伴、司機、甚至辦公室工作人員等業務合作夥伴的時 taxi owners, car agents, call centre partners, drivers and even office staff, etc, 候，心中一直抱著一個明確的使命——幫助輪椅使用 I had a clear mission in mind – to help wheelchair users enjoy a legal, safe 者享用合法、安全及方便的點到點的士服務。 and convenient point-to-point taxi service. 我希望我的合作夥伴跟我一樣擁有相同的使命 I wanted to work with partners who shared my mission and vision. 及願景。 We are dedicated to work on our common goals with transparent 我們每天保持高透明度的溝通，讓我們能夠應付 communications every day so that we empower ourselves to meet any 24小時服務所遇到的任何意外挑戰，共同為我們的目 unexpected challenges of our 24-hour operation. 標奮鬥。 Every month we have a drivers’ meeting, and I then communicate with the 我們每月舉行一次司機大會，並將會議的最新消 supervisor of the call centre of any update made in the meeting. 息通報電召中心的主管。 We have an administration officer to co-ordinate with drivers, the call 我們有一位行政人員，負責與司機、電召中心、乘 centre, passengers and garages, etc, especially in the case of accidents or 客及車行進行協調，尤其當發生事故或其他緊急情況 other emergencies. 的時候。 We also have board meetings every quarter to make sure our investors 我們亦會每個季度召開一次股東大會，以確保我 understand what we have achieved and to share with them the challenges we 們的投資者了解我們所取得的成果，並與他們分享我們 are facing. 所面臨的挑戰。 Last year, we had our first competitor running a similar wheelchair 去年，我們的第一個競爭者出現，他們亦提供類似 service, however, since there was no shared value between the operator and 的輪椅接載服務。然而，由於營運商與司機之間沒有共 drivers, passengers complained that many of their drivers did not want to 同的價值觀，乘客抱怨他們的許多司機並不想為輪椅 serve wheelchair users. 使用者服務。 Having shared values is what sets us apart from our competitor. Team 擁有共同的價值觀正是我們與競爭對手的最大分 spirit sustains only if we have shared values, as shown with the success and 別，全因我們擁有共同價值觀，才能建立團隊合作精 growth of Diamond Cab. 神，鑽的的成功及發展正是最佳的證明。

36 » Human Resources Hong Kong » Q3 2016

Learning & development 學習與發展 « OPINION

The ‘Sanofi Circle’ unites all into one The pharmaceutical giant’s secret to catering to the needs of employees from different generations.

IVY CHAN HR head, Sanofi Ivy Chan 賽諾菲人力資源總監

「賽諾菲圈」團結各方成一體 製藥巨頭迎合不同世代員工需求的祕方。

“For me, the Sanofi Circle is magical. It’s a link that connects

「對我來說，賽諾菲圈是不可思議的。它聯繫不

employees across all functions and a spirit that ignites my personal growth,” said Billy Jan, a 26-year-old senior product specialist who is also the chairperson of Sanofi Circle – a unique staff-led employee engagement programme created by Sanofi.

Being one of the world’s largest pharmaceutical companies, Sanofi Hong Kong takes pride in its 130-strong team in Hong Kong and Macau, serving thousands of patients suffering from cardiovascular, diabetes, oncology, rare diseases and infectious diseases.

Since we opened our doors in 1986, we have seen the growth and transformation of our employee portfolio.

Currently, the loyal Gen X represents about 40% of our headcount, while the rest is mixed with young talent from Gen Y or Gen Z. By having more Millennials in the workforce, the company needs to create a workplace that can meet their expectations, while at the same time allowing employees from different generations to integrate into one team.

It didn’t take long for our general manager to realise the best way was to flip the traditional top-down model into an employee-led approach which empowered employees of different levels and functions to take the lead in driving all staff activities. This was the birth story of Sanofi Circle in 2014.

Sanofi Circle now consists of five small circles: family, innovation, wellness, corporate social responsibility (CSR) and health, safety and environment (HSE), representing the core values of the company.

All circle members are volunteered to serve during their non-work hours and each circle is led by a leader elected by others.

Under the principles of Sanofi Circle, the company will fund all activities proposed by the circle, while circle members will be responsible for devising the overarching strategy, planning for the year-long activities, budgeting, event promotion and logistics co-ordination.

Over the years, we have seen a range of innovative and fun-filled activities led by Sanofi Circle, including sports week where employees dressed up in sportswear for work and conducted various types of sports during that week; CSR day which allowed colleagues to spend half a work day doing volunteer work for the needy; and the Sanofi private kitchen where senior managers were given the opportunity to show their cooking talent and prepare homemade dishes for all.

The success of Sanofi Circle owes a great deal of gratitude to the trust and openness of the senior management team. We also thank our employees for their hours of work behind each activity and their creativity in coming up with all these ideas.

同部門的員工，並且鼓勵我的個人發展。」26歲的高級 產品專員Billy Jan這樣說，他也是賽諾菲特別創辦的員 工主導僱員參與計劃「賽諾菲圈」的主席。 作為全球最大的製藥集團之一，賽諾菲香港在香 港及澳門擁有值得自豪的130人強大團隊，服務成千 上萬的心腦血管病、糖尿病、腫瘤、罕見疾病及傳染病 患者。 自1986年開業以來，我們見證著員工團隊的成長 及蛻變。 目前，忠誠的X世代員工佔總員工人數的40％左 右，而其餘的是由Y世代與Z世代的年青僱員組成。 隨著更多千禧世代踏入職場，公司必須營造一個 能夠滿足他們的期望、同時讓不同世代員工融為一體 的工作環境。 我們的總經理很快便想到最佳的辦法，就是將傳 統由上而下的運作模式，改變成由員工主導的方式，授 權不同級別及部門的員工負責帶領全體員工活動。因 此，「賽諾菲圈」的故事於2014年誕生。 「賽諾菲圈」現時由五個小組組成，分別是家庭、 創新、健康、企業社會責任（CSR）及健康、安全及環境 （HSE），代表了公司的核心價值觀。 「賽諾菲圈」的所有成員都自願在非工作時間提供 服務，而每一個小組的領袖均由其他成員選出。 在「賽諾菲圈」的原則下，公司將資助由「賽諾菲 圈」建議的所有活動，並由成員負責制定未來一年活動 的總體策略、規劃、預算、活動宣傳及執行。 「賽諾菲圈」這幾年來舉辦了一系列創新有趣的活 動，包括員工在運動週期間穿上整齊的運動服上班，並 於這一周內進行各類運動；社企日讓員工花半天工作時 間做義工，幫助有需要的人士；讓員工與家人及子女一 同玩樂；還有賽諾菲私人廚房，讓高級管理人員有機會 大展廚藝，為所有員工炮製拿手私房菜。 「賽諾菲圈」的成功，要歸功於高級管理層的信任 及支持。我們亦要感謝負責活動統籌的員工，他們投放 的時間，以及他們構思活動的創意。

Q3 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: Ravi Bhogaraju From: Archroma To: Archroma Archroma has promoted Ravi Bhogaraju to the role of global head of HR, talent and OD, effective 1 July.

He is based in Singapore and will report directly to the business president.

He was previously the head of HR Asia and global head of HR Textile Chemicals.

In his new role, he will continue to oversee the HR function across Asia and drive business partnering for the company. In addition, he will take on the role of global head of talent and OD. On his agenda for this year is, among other things, developing a HR capability programme to grow the capabilities of the team across the globe..

Who: Syed Ali Abbas From: Lazada Group To: Global Fashion Group Syed Ali Abbas has been named group HR director at Global Fashion Group as of August. He will act as the corporate HR leader for the group and report directly to the group’s CEO. The role is based in Singapore.

He has almost two decades of HR experience working in India and Singapore. Most recently, he briefly worked as head of general HR at Lazada Group. Before that, he was chief HR officer at Pacnet where he assisted with the company’s successful turnaround and acquisition by Telstra.

In his new role, he will deliver HR leadership at the corporate level and act as a strategic advisor to the various group companies. 人物：Syed Ali Abbas

人物：Ravi Bhogaraju

從：Lazada 集團

從：Archroma

至：Global Fashion Group

至：Archroma

Syed Ali Abbas從八月起出任Global Fashion Group集團人力資源總監。他常

Archroma擢升Ravi Bhogaraju為全球人力資源總監，該任命於7月1日起生

駐新加坡，負責帶領集團的人力資源部門，並直接向集團行政總裁匯報。

效。他將常駐新加坡，並直接向業務總裁述職。

他在印度和新加坡擁有將近二十年的人力資源管理經驗。加入Global Fashion

他曾擔任Textile Chemicals 亞洲及全球人力資源總監。

Group前，他擔任Lazada集團人力資源主管。在此之前，他曾在Pacnet任職首席人

在其新職位上，他將繼續負責管理該公司在亞洲地區的人力資源部門，並提升

力資源官，成功令該公司轉虧為盈，並收購Telstra。

該公司與業務夥伴的關係。此外，他會兼任全球人才和企業發展總監。 他今年的工作重點是制定人才能力提升計劃，以提升公司全球人力資源團隊

在其新職位上，他將管理該公司的人力資源部門，並充當集團旗下各公司的策 略顧問。

的實力。

personalgrowth SHOULD YOU BAN SMARTPHONES IN THE OFFICE? A recent survey lists smartphones as a top productivity killer. But, will banning their use solve the problem? Jerene Ang explores.

If you look around the train on your daily commute to work, chances are that you’ll be able to spot people playing on their smartphones. While these pocket-computers can be particularly useful for checking emails on the go, they can also be a major distraction in the workplace.

Recently, CareerBuilder released a survey about how cell phones/texting is the biggest productivity killer in the workplace as cited by 55% of employers. More than six in 10 have also admitted to using it (at least) several times a day.

The easy, and most obvious way of preventing the productivity drain is to ban smartphones altogether – get employees to place their phones in little lockers until lunchtime or the end of the workday.

But, is banning smartphones really going to help your productivity?

Knowing that today’s workforce – which comprises mostly Millennials – does not like to be micro-managed, a complete smartphone ban might do more harm than good.

So what can HR do to prevent these little devices from sapping the productivity of the workforce?

Instead of a complete ban on smartphones, a better approach to preventing smartphone-use is to implement a policy to limit its use at work. Ensure that the policy is reasonable, allows room for exceptions (for example, in the event of a personal emergency), is clearly communicated and strictly enforced.

38 » Human Resources Hong Kong » Q3 2016

辦公室應否禁止使用智能手機？ 最近的一項調查將智能手機列為影響工作效率的頭號敵人。然而，全面禁止使用 又能否解決問題呢？Jerene Ang報導。 天上班途中，都會看到有不少人低頭玩手機。這部袖珍版電腦可以隨時隨地查看 電郵，相當有用。但在辦公室內，它們亦可成為僱員分心的主因。 CareerBuilder最近發表的一項調查發現，55％的受訪僱主指手機／短信是 影響工作效率的頭號敵人，超過六成人亦承認一天（至少）使用手機數次。 預防工作效率減低的最簡單亦最明顯的方法是全面禁止使用智能手機，讓 員工把他們的手機鎖在小型儲物櫃內，直到午飯時間或下班後才取出。 但禁止使用智能手機真的有助提高工作效率？ 今時今日的勞動人口主要由千禧世代組成，他們不喜歡被管束，全面禁止使 用智能手機將會弊多於利。 那麼，人力資源管理人員如何防止這些小設備削弱員工的工作效率？ 與其全面禁止使用智能手機，一個更好的方法是落實政策，限制工作期間的 智能手機使用量。要確保政策是合理的，因應情況而調整（例如在個人緊急情況 下），亦要清楚地傳達並嚴格執行。

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

shelflife 閱讀人生 The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results,, 3rd Edition

Pick of the quarter

Three: The Human Resources Emerging Executive Ian Ziskin Wiley S$47 With today’s organisations demanding HR leaders to possess a broad array of cross-functional and cross-organisational perspectives to come up with practical solutions for multi-dimensional challenges, any THREE is a must-read book for any aspiring CHRO. As the definitive guidebook for thriving in the ever-changing role of HR leadership, THREE is written for high potential HR emerging executives who want to accelerate their effectiveness and business impact.

Centered around the critical and complementary aspects of the role, in the book, author and HR veteran, Ian Ziskin distills and compiles thirty-three years of based on his own experience. He explores leadership philosophy, HR’s evolving role in today’s organisations, and the future of HR and how it helps organisational success.

commitment, and conviction - or through their credibility based on trust-based relationships. These capabilities are helpful, but they are not sufficient in an increasingly resource- and time-constrained world, where every important decision is competing for leaders’ attention, support, and financial investment. - page 251

今時今日的企業要求人力資源管理領袖具備跨職

Roy V. H. Pollock, Andy Jefferson, Calhoun W. Wick Wiley – S$53.80 tee It is undeniable that corporate learning and developments play a huge role in business success. However, it is estimated that 80% of all professional development is usually never utilised. But what if there was a way to reclaim this huge amount of wasted value?

In the third edition of The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results, the authors address the just that, providing tools to reclaim its value.

This edition adds fresh, timely elements to the now globally trusted “6Ds” - define business outcomes, design the complete experience, deliver for application, drive learning transfer, deploy performance support, and document results.

Bookmark this!

Obviously, an organisation would not invest in a learning initiative that it did not think was going to be relevant and useful. But if, for whatever reason, participants do not perceive that relevance, the initiative is scrap. - page 146

能及跨組織的觀點，以構思出能夠解決各方面挑戰 而又切實可行的解決方案。《THREE》是任何有抱 負的人力資源管理領袖的必讀天書。

無可否認的是，企業培訓及發展對企業成功有著

作為幫助人力資源管理領袖應付角色不斷轉

重大的影響力。然而，估計有80％的專業發展資

變的天書，《THREE》是為希望提升其工作績效及

源是平時從不使用的。但如果可以重新運用這龐

業務影響力的高潛力人力資源後起之秀所編寫。

大的浪費資源又會如何？

圍繞著人力資源管理角色的關鍵及輔助職能，

在《The Six Disciplines of Breakthrough

本書是資深人力資源管理者Ian Ziskin根據其33年

Learning: How to Turn Training and

的經驗編撰而成。他探索管理理念、人力資源管理

Development into Business Results》第三版

在現今企業中不斷變化的角色、以及人力資源管理

中，作者針對這方面提供工具，教授如何重新運

的未來及對企業成功的幫助。

用這些資源。 這個新版本為現時備受全球推崇的「6D」概念添

金句收藏 單靠熱誠、承諾及信念已不足夠，人力資源 管理領袖現時要在基於信任的關係上以信譽來服

加了嶄新及時的元素：定義業務成果、設計完整 體驗、提供應用方法、推動學習轉型、提供績效 支援、並記錄結果。

Bookmark this!

It is no longer good enough for HR leaders to persuade through passion,

時間日益寶貴，每一個重要的決定都在爭取領袖的

金句收藏

注意、支持及資金，因此單憑這些能力還未足夠。

很明顯，一家企業是不會投資在一個不相關及沒

第251頁

有用處的學習方案。但如果因為種種原因，參與 者不覺察其相關性，方案就會自動報廢。第146頁

Q3 2016 « Human Resources Hong Kong « 39

Photography: Fauzie Rasid

眾。這些能力很有用，但現今世界資源不斷增加，

LAST WORD

Hong Kong recently topped the list of the longest working hours in the world, with 50 hour-weeks and a statutory minimum of only seven days paid annual leave. Is it time for a change? Asks Laura Fransen.

There’s often a perception in Asia that employees in Europe barely ever work. Having grown up in the Netherlands, I can confirm that we’re no stranger to the idea there can be more important things in life than being at the office. And that taking time off is healthy and good for you.

As a result, Dutch employees are offered a minimum of 20 days paid annual leave and 46.9% of the population works part-time, putting in less than 35 hours a week.

Where in Asia, working long hours can be seen as a status symbol, the Dutch, in turn, tend to be proud of their flexible office culture which allows them to spend time with family, friends and practising hobbies.

Of course, taking time off means spending less time at work, which to many Hong Kong employers doesn’t seem like an ideal scenario. But could the workingg hours you lose be made up for by heightened engagement? enga A considera considerable amount of research points towards the detrimental detr effects of overworked employees. Spending Spe too much time at work can lead to lower overall pproductivity, as staff become less efficient and less engaged.

For HR prac practitioners in Hong Kong, the challenge lies with finding the right balance between time spent in – and outside of the office.

Helpful to ke keep in mind is that a disengaged employee can spend sp 50 hours in the office, yet achieve less tha than a motivated co-worker who leaves after only 40. Sp Spending time at work doesn’t always equal doing wo work.

Since em employees place great value on their leave allowan allowance, even if they don’t take the full amount, this is an area that can help motiva drive motivation.

Offeri a few extra leave days or some Offering more flexib exible working hours can create a lot of goodwill. BBy asking just a little less of your staff, you might find they will give you back more in return.

每週工作50小時， 真的有這個需要嗎？ 香港「榮登」世界最長工時排行榜首 位，每週工作 50小時，卻只有七天法定 有薪年假。是時候改變了嗎？ Laura Fransen報導。

亞洲人經常覺得歐洲人是不用工作的。在荷蘭長大 的我可以做證，我們從小培養出一個觀念，就是辦公室 以外有更重要的事情等著我們，而且適當的休息對健 康有莫大的裨益。 在荷蘭，僱員的法定有薪年假不能少於20 天，46.9%的人從事兼職工作，一周工時少於35小時。 在亞洲，工時長被視為一種身份的象徵。反過來在 荷蘭，靈活的辦公文化，有更多時間陪伴家人、朋友和 發展興趣，才是令人們感到自豪的地方。 當然，假期增加意味著工作時間減少，這對於許多 香港僱主來說似乎不是一個理想的情況。但減少工時 換來更高的僱員參與度，你認為划算嗎？ 不少研究都指出工時過長的害處，長時間工作會 降低生產力，令僱員效率和參與度下降。 香港的人力資源從業人員所面臨的挑戰，在於如 何平衡辦公室以內及以外的時間分配。 謹記，不上心的僱員呆在辦公室50小時，其生產力 比一位積極但只工作40小時的僱員低，工時長不代表 僱員真的在工作。 員工非常重視他們的假期，提供額外的休假天或 作出靈活安排，是向員工釋出善意的好辦法。 有時降低對員工的要求，他們可能會為你貢獻 更多。

lauraf@humanresourcesonline.net 40 » Human Resources Hong Kong » Q3 2016

Photography: Evisu Yip

Are 50hour work weeks really necessary?

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