Human Resources magazine, Hong Kong, Quarter 3, 2019

HONG KONG

The smart HR professional’s blueprint for workforce strategy

2019

G N I N R A LE AND T N E M P DEVELO ISSUE 專輯 學習與發 展

HK$55 / Q3 2019

humanresourcesonline.net

HumanResources editor Robert Blain

CONTENTS

journalist Samantha Chan

July-Sep 2019

bilingual sub-editor Tracy Chan sub-editor James Foster

Regulars

senior graphic designer Julia Li circulation manager Deborah Quek sales director Keiko Ko sales managers Michael Tse Stella Chung regional marketing director Jamie Lee marketing executive Cyrus Ching event production Selina Kwok Venus Cheung Belle Leung

COVER STORY

Q&A 問與答

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Alisha Fernando, APAC head of diversity and inclusion at Bloomberg, on how her extraordinary journey has taught her resilience in HR.

彭博亞太區多元共融部門主管Alisha Fernando分享其非凡之旅如何教曉她在人力 資源管理方面的應變能力。

event services Melissa Tam Sharon Chu Fiona Ng

Feature

MIXING IT UP

How personalised learning boosts employee engagement. 相輔相成 個人化學習如何 提升員工參與度。

Hong Kong: Lighthouse Independent Media Ltd Unit B-D, 16/F, Yardley Commercial Building, 3 Connaught Road West, Sheung Wan, Hong Kong Tel: +852 2861 1882 Fax: +852 2861 1336 Singapore: Lighthouse Independent Media Pte Ltd 100C Pasir Panjang Road, #05-01, See Hoy Chan Hub, 118519 Tel: +65 6423 0329 Fax: +65 6423 0117

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僱員在社會動亂期間請假，僱主應有 的權利和責任。

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LONELY AT THE TOP 高處不勝寒

Events

EMPLOYEE BENEFITS ASIA

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亞洲招聘大獎2019

All the key takeaways from Employee Benefits Asia 2019 Shanghai. 亞洲僱員薪酬福利會議2019上海站 的精彩花絮。

To subscribe call: +852 2861 1882 / +65 6423 0329 or email: subscriptions@humanresourcesonline.net

僱傭法例

The rights and responsibilities of the employer when employees take leave during times of civil unrest.

Human Resources is published quarterly by Lighthouse Independent Media Ltd. Printed in Hong Kong by Asia One Printing Ltd. Subscription rates are available on request, contact the Circulation Manager by telephone: +852 2861 1882 / +65 6423 0329 or by email to: subscriptions@humanresourcesonline.net

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

EMPLOYMENT LAW

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general manager & publisher (Hong Kong & Greater China) Vivien Peters

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 Hong Kong office.

3 Ed’s note 編者的話 4 In the news 新聞 6 Spacial awareness 特別焦點 8 HR by numbers 人力資源統計數字 9 Suite talk 管理層訪談 10 Snapshot 快拍 21 Salary guide 薪酬指南 22 Ahead of the game 早著先機 27 What’s on my desk 桌面有什麼？ 36 The daily grime 日常污垢

Miriam Moeller, senior lecturer at the University of Queensland Business School, on the dangers of leaders being ostracised. 昆士蘭大學商學院高級講師Miriam Moeller談到領導人被排斥的危險。

Q3 2019 « Human Resources Hong Kong «

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EDITOR’S NOTE

GAME CHANGERS 改變遊戲規則

Games. We play them in all aspects of our lives.

Whether at work, in our relationships or in our spare time, games are an essential part of learning the lessons of life, leisure and career.

For learning and development in the workplace, the two great disruptors are digitisation and gamification, which are revolutionising organisations’ L&D strategies – long gone are the days of classroom-based learning.

Acknowledging the importance of an effective L&D – one that not only engages employees, but delivers measurable improvements in performance – this issue of Human Resources is dedicated to workplace learning.

We look at some of the latest innovations, while talking to L&D experts on the pitfalls to look out for that can hamper effective learning.

At the forefront of the new wave of L&D innovation is gamification. One very exciting development in this space is the inventive developers creating business strategy games customised to specific sectors, from food and beverages to finance and law.

One such outfit is Hong Kong-founded Press Start, which builds from scratch tailor-made business strategy games specific to particular industry niches and organisations.

It has the potential to take targeted learning through gamification to a whole new level.

Interactive and playful, it can reinforce and extend what employees know and can apply across the gamut of HR – from recruitment to employee engagement to talent management.

Vince Siu, founder of Press Start, perhaps sums it up best when he says: “It’s simple – who doesn’t like to have fun! In an era where experience is king, having that experience be fun, interactive and replayable makes it memorable and engaging.”

Taking us deeper into personalised L&D, Samantha Chan scours Hong Kong and beyond to talk to top-shelf organisations. Sourcing insights from the likes of Marriott International, Pandora, and Decathlon to unearth best practices for each employee’s personalised learning journey.

But whether you are focused on delivering organisation-wide or individual learning, I hope you find something within these pages to stimulate ideas on your company’s L&D strategies, and maybe even learn something along the way.

Above all, have fun with this issue!

遊戲。我們生活中經常玩遊戲，無論在工作中、在人際 關係中、還是在空餘時間，遊戲都是生活、休閒和職業 學習的重要一環。 至於職場學習與發展，數碼化和遊戲化是兩大顛覆 趨勢，這兩股趨勢正徹底改變企業的學習與發展策略， 課堂學習時代早已一去不返。 有效的學習與發展相當重要，這不僅可以吸引員 工，還可帶動可衡量的工作表現提升。有見及此，今期的 《Human Resources》雜誌將專題探討職場學習。 我們會了解一下一些最新創新，同時與學習與發展 專家討論要留意哪些可能會妨礙有效學習的陷阱。 遊戲化正帶領新一股學習與發展創新潮流，創新的 開發商正打造商業策略遊戲，以迎合餐飲業、金融業、以 至法律界等特定行業的需求，發展前景非常令人興奮。 香港成立的Press Start就是其中一家開發商，該公 司從頭開始為特定行業小眾和企業打造度身訂造的商 業策略遊戲。 遊戲化有潛力將具針對性的學習提升到一個全新 的水平。有趣互動的方式可鞏固和延長員工所學到的知 識，並可應用於招聘、員工聯繫、以至人才管理等各個人 力資源領域。 Press Start創辦人Vince Siu或許總結得最好，他 說：「道理很簡單，誰不喜歡玩樂！在體驗為王的時代， 打造有趣、互動、而且可重複參與的體驗可令人難忘和 引人入勝。」 為更深入了解個人化學習與發展，Samantha Chan訪問香港和其他地方的企業領袖，包括萬豪國 際、Pandora和Decathlon，以探討每位員工個人化學 習旅程的最佳實踐。 但無論您專注於提供企業或個人學習，我希望這期 雜誌能啟發您對貴公司的學習與發展策略的一 些想法，甚至可能在過程中學到一些東西。 最重要的是，好好細閱這期雜誌！

Robert Blain Editor 編輯

Q3 2019 « Human Resources Hong Kong «

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hrbulletin

News from humanresourcesonline.net

31% OF PEOPLE IN HONG KONG HAVE SUFFERED MENTAL HEALTH ISSUES

Three out of 10 Hong Kong individuals have experienced some kind of mental health issue at some point in their lifetime.

And, an even more alarming figure, is that two out of five have experienced suicidal thoughts – a disturbingly high number that will undoubtedly cause human resources practitioners to sit up and take notice when considering their duty of care to an organisation’s employees.

These are two of the telling findings from the latest YouGov snapshot of mental health in the city, which questioned 816 citizens.

While a third of those questioned “rarely” have suicidal thoughts, 8% have them frequently. Women are more likely to have them than men (47% versus 33%), while younger Hongkongers (aged 18 to 24) are likely to experience them more than older Hongkongers aged 55 and above (59% versus 26%).

The most commonly cited mental health issues are depression (61%) and anxiety (50%). However, only 51% of those with mental health issues seek professional help.

Overwhelmingly, Hong Kong people consider mental health a serious issue. A total of 92% believe that mental health should be taken as seriously as physical health.

While 87% agree that mental health should be covered by insurance, nine out of 10 think that employees should be entitled to medical leave for mental health issues.

31%港人受精神問題所困 三成港人分別在不同時期受精神問題所困。 更令人擔憂的是，有四成人曾經有過自殺念頭，比率之高令人力資源從業員 不得不正視問題，並著手照顧公司員工的心理健康。 YouGov訪問了816名港人，並於最新一份有關心理健康的簡報中公佈上述 兩項調查結果。 調查發現三分之一受訪港人「很少」有自殺念頭，而8%的受訪者「經常」有 這種想法。有這種想法的女性比男性多（47%比33%），而年輕一輩（18至24 歲）亦比55歲或以上的港人較容易有這種念頭（59%比26%）。 調查指最常見的心理健康問題為抑鬱症（61%）和焦慮症（50%），但只有 51%的患者曾尋求專業協助。 高達92%的受訪者認為精神健康與身體健康同樣重要，反映絕大多數港人 認為心理健康問題嚴重。 87%的受訪者認為精神健康應納入保險範圍，亦有九成受訪者認為員工應 享有精神健康問題病假的權利。

TOP 10 EXIT INTERVIEW QUESTIONS

Before your soon-to-be former employees start running for the door … stop them, as they are a vital source of crucial feedback/information. According to the CareerGuru website, here are some key questions you should ask.

1. Why did you decide to resign from this job?

2. I can appreciate that you want to move on, but are you sure you won’t miss your time here a little?

3. Did you have any goals when you joined the company?

4. Would you consider working for this organisation again?

5. What was the thing you disliked most about working here?

6. Do you think your line manager gave you sufficient opportunities to express your views?

7. Which part of your job did you enjoy the most?

8. If you were to change anything here, what would it be?

9. What will you do with your free time?

10. What has improved during your time here?

十大離職面談問題 在準前員工開始速離公司大門前…請他們稍為留步，因為他們是關鍵意見／訊息 的重要來源。據CareerGuru網站建議，以下是一些該問的重要離職面談問題。 1. 你為何決定辭職？ 2. 我很欣賞你想繼續向前走，但你肯定自己對這裡一點留戀都沒有？ 3. 你加入公司時有沒有任何目標？ 4. 會考慮再次為這家公司工作嗎？ 5. 你對這裡的工作最不滿的地方是什麼？ 6. 你認為你的直屬上司給予你足夠的機會表達意見嗎？ 7. 你最喜歡哪部分的工作？ 8. 如果可以改變這裡，你想改變什麼？ 9. 你空閒時間會做什麼？ 10. 你在職期間看到有何進步？

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» Human Resources Hong Kong » Q3 2019

HONG KONG SENIOR FEMALE TALENT ARE DRAWN TO SMALLER COMPANIES

Large organisations in Hong Kong with more than 500 employees have an average of 22% of women at senior management level, while small organisations, which employ less than 50 people, have about 61% of female senior management representation, a study has found.

“Smaller companies in Hong Kong attract senior female talent who require greater flexibility and time,” says Kirti Lad, executive director at Meraki Executive Search & Consulting.

Professor Haipeng Shen, associate dean in executive education at the University of Hong Kong, says of the unbalanced distribution of female talent in Hong Kong that although there is 54% of females at the undergraduate level, the female representation at senior management level in companies across the city stands at just 29%.

Overall, Hong Kong companies stand to lose about 45% of their female talent over the course of their careers.

This results in a huge opportunity cost – from 53% of the total workforce female representation to 29% at senior management level.

For large organisations, an average of 30% of their female talent opt out of the workforce before reaching senior management, resulting in a loss of more than half a million US dollars, on average, per senior leader.

“Nine out of every 10 Hong Kong women report barriers to reaching their career aspirations. From a lack of promotional opportunities in their companies or industries and not being recognised and valued, to the burden of family commitments,” Lad says.

細公司對香港資深女性人才較具吸引力 研究指出，本港聘請超過500名員工的大公司當中，女性在高級管理層中所佔的平 均比例為22%，而聘請少於50人的細公司卻有61%的高級管理層為女性。 Meraki Executive Search & Consulting行政總監Kirti Lad表示：「香港的細 公司吸引追求更具彈性和自由時間的資深女性人才。」 香港大學高層管理教育副院長沈海鵬教授指出，現時本港女性人才分布不均： 雖然女性佔畢業生總數的54%，但在高級管理層的佔比卻只有29%。 整體來說，該項研究顯示在女性的職業發展過程中，香港企業流失近45%的

JOB HOPPING: THE MORE THE MERRIER?

Based on the feedback of 3,192 job seekers during March and April, JobsDB’s survey examined the relationship between the frequency of job hopping and wage growth, and concluded that two to three years is the sweet spot for changing jobs.

Job seekers in Hong Kong who switch jobs three to four times in 10 years received a 17% increase in their paycheck annually compared with their first full-time jobs. However, when the amount of job hopping exceeds four or stagnates at two, the average salary increment per year would be 3% less.

Respondents who never changed jobs had an average annual pay rise of 6%, the lowest among those surveyed.

Company culture and management style, salary and benefits, and workloads, continued to be the leading factors that drive resignations.

There is an emerging trend within the Hong Kong labour market – especially in the workforce for those under the age of 25 or with less than two years of work experience. Almost 40% of respondents quit their previous jobs before securing a new offer.

Their reasons were: • Lack of tolerance towards their previous jobs (54%).

• Confidence in getting a new job quickly (34%).

• A planned vacation between two jobs (29%).

• No financial burden and so no urgency to get a new job (23%).

女性人才，女性佔總勞動人口的53%，但在高級管理層的佔比卻只有29%，造成極

跳槽：跳得快好世界？

大機會成本。

JobsDB最新一項研究，於三、四月訪問3,192名求職者，並分析跳槽次數與工資 對於大公司來說，平均30%

增長之間的關係，結果顯示兩至三年為轉工的最佳時機。

的女性人才在晉升至高級管理

研究顯示，10年內轉工三至四次的本港求職者，年薪與第一份全職工作相比

層前便脫離勞動人口，導致平

增加17%。而跳槽四次以上或不多於兩次的受訪者，平均年薪加幅少3%。從未跳

均每位資深領袖損失超過五 十萬美元。 Lad續說：「礙 於公司或業內缺乏

過槽的受訪者年薪增幅最低，每年平均為6%。 公司文化及管理風格、薪酬福利、以及工作量繼續成為辭職的三大主因。 「裸辭」成為本港勞動市場的新趨勢，情況以25歲以下或兩年工作經驗以下 的受訪者為甚。在找到新工之前先辭職的受訪者佔近四成 。

升職機會、不受認

辭職原因包括：

同及重視、以至於

對舊工作忍無可忍（54%）

家庭負擔，香港有 九成女性難以達成事 業理想。」

有信心很快找到新工作（34%） 計劃在轉工期間休息（29%） 沒有經濟負擔而不急於找新工作（23%）

Q3 2019 « Human Resources Hong Kong «

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WORK LIFE » Places 場地

SpacialAwareness PERSOLKELLY’S NEW COLLABORATIVE WORKSPACE BRINGS A MERGER OF CULTURES AND COMPANIES

全新共享工作空間共融不同文化和公司

The recruitment group with roots in Japan and United States unveils its new digs at Harbour City in Tsim Sha Tsui. 這家紮根於日本和美國的招聘集團展示其尖沙咀海港城的新辦公室面貌。

The recruitment and consulting businesses under PersolKelly changed digs in February from its old location in Hutchison House in Central. With stunning views of Victoria Harbour through expansive windows (replete with docked cruise liners and the Star Ferry bustling by), the company’s brand-spanking new premises embody its “work and smile” philosophy for both its 110 employees and customers.

PersolKelly Consulting於2月遷出中環和記大廈舊址。全新的辦公室擁有寬大的窗戶（飽覽停泊的郵輪和繁忙的天星小輪），坐 擁維港壯麗景色，向其110名員工和客戶體現其「工作並微笑」的理念。

Passing by the “wonderwall” of photos of smiling colleagues near the entrance, visitors are ushered through to “RelaxNation” – a cafeteria/bar-type space used for socialising, small group discussions, one-on-one meetings and a Friday happy hour, with a big-screen karaoke. Laptops for employees come equipped with a phone-system connection so they can work from anywhere in the space. 入口附近的照片牆上掛有同事們笑容滿面的合照，穿過這堵牆，訪客會進入一個類似自助餐廳／酒吧的空間「RelaxNation」，那 裡設有大屏幕卡拉OK設備，可用作社交、小組討論、一對一會議和享受週五歡樂時光。員工的手提電腦配備電話連接系統，因此 可以在空間的任何地方工作。

Onto the entertainment/training area, which resembles a cinema with plush carpeting, mushroom seating and soundproof doors that can be easily opened and closed, this versatile space can be adapted for seminars, viewing of movies and yoga sessions (including a massage chair) as required as all furnishings are modular and portable. 娛樂／培訓區的格局類似戲院，提供毛絨地毯、蘑菇座椅、以及容易開關的隔音門。這個多功能空間的所有家具都可獨立拆 件和方便移動，可根據需要調整為研討會場地、戲院和瑜伽課室（包括按摩椅）。

Going deeper into the premises reveals the floor-to-ceiling glass meeting rooms, allowing natural light to flood in and affording views of the outside world. In a thoughtful touch, there is also a mother-friendly room for employees with young children. 再走入一點，會看到落地玻璃會議室，室內有充足的自然光，並飽覽窗外的景色。此外，還貼心設置一間為母親而設的育兒 室，供有小孩的員工使用。

The joint workspace is comprised of the sister companies Kelly Services, Persol HK and PersolKelly Consulting, which all fall under the PersolKelly Group – a merger between United States and Japanese brands. The office move and change in philosophy also mirror the cultural merge the organisation is undergoing. 共享工作空間由PersolKelly Group旗下的美國與日本品牌姊妹公司Kelly Services、Persol HK和PersolKelly Consulting共 同使用，辦公室搬遷和哲學理念的轉變也反映出該集團正致力推動文化共融。

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» Human Resources Hong Kong » Q3 2019

Places 場地 WORK LIFE »

Q3 2019 « Human Resources Hong Kong «

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WORK LIFE » HR by numbers 人力資源統計數字

38%

of businesses believe cybercrime is the biggest future threat.

61%

of colleagues use emojis at work. 的員工在工作上使用表情符號

的企業認為網絡犯罪是未來最大的威脅

1135

London HSBC staff are relocated to WeWork offices. 名倫敦滙豐銀行員工遷至WeWork辦公室

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» Human Resources Hong Kong » Q3 2019

$1.5

million is what an HR director in Hong Kong can earn annually. 香港人力資源總監 每年可賺取的收入

150萬

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

are all advocates for our company as a great place to work – leading to more job applications through word of mouth.

Deliveroo’s ongoing CSR efforts have included a Chinese New Year event for the elderly and free first-aid training for over 150 riders.

您於2015年成立香港辦事處。招聘這麼多新員工要面 對哪些挑戰？ 我們早期階段嘗試招募時，品牌知名度是一大挑戰。大 眾不熟悉我們的品牌和工作，因此會卻步。 但我們通過直接接觸消費者，例如送贈品、在赤 柱舉辦龍舟節等節日活動、以及與人力資源和辦公室 經理合辦公司活動等，在短時間內成功提升品牌知

Brian Lo General Manager Deliveroo Hong Kong & Taiwan 羅家聰 總經理

Deliveroo香港和台灣區

How do you encourage a workplace environment that’s creative, flexible and agile?

Our space at WeWork encourages team collaboration and stimulates creativity during brainstorms. With a variety of areas available, from flexible private offices to common amenities and meeting rooms, we can get down to business and get new ideas up and running quickly.

The shared space at hot-desks encourages conversation and interaction. The teams are free to work in any booth, pantry areas as well as the lounge floor, rather than at their fixed desk, to encourage creativity. There is also a phone booth if they want privacy.

名度。 我們一直致力成為一個創新職場，而我們的員工 亦大力推廣我們公司是一個好的工作場所，通過口碑 吸引更多人來求職。 Deliveroo正推行的企業社會責任工作包括為長 者舉辦農曆新年活動，以及為150多名外賣員提供免 費急救培訓。 您如何鼓勵靈活敏捷的創意工作環境？ 我們在WeWork的工作空間鼓勵團隊合作，並通過會 議集思廣益，激發創意。從彈性私人辦公室到公共設 施和會議室，我們提供各種區域，藉此開展業務，並迅 速構思和執行新想法。 共享辦公桌鼓勵對話和互動，團隊不是坐在固定 的辦公桌，而是可以在任何工作間、茶水間、以及休息

Can you elaborate on Deliveroo’s get-paidanywhere-any-time policy for its riders?

“Cash out” is a global initiative by our company.

Riders can receive their fees as early as the same day should they wish to. The new feature will help riders manage their finances, to access money in an emergency or simply if they need instant money.

室樓層工作，以鼓勵創意。如果他們想保留私隱，我們 還設有電話室。 請詳述一下Deliveroo最近為其外賣員實施的隨時隨 地支薪政策嗎？ 「Cash Out」是我們公司的全球企劃，外賣員可以在 他們要求的日子收到薪金。新措施將有助外賣員管理 自己的財政、在緊急情況下獲得資金、或單純滿足他們

You established the Hong Kong office in 2015.

What were some of the challenges in recruiting so many new staff?

Back in the early stages, brand awareness was a key challenge when we tried to recruit. People hesitated when they were not familiar about the brand and what we did.

However, we have successfully increased our brand awareness in a short period of time by going directly to consumers. For example with giveaways, festive events – such as the Dragon Boat carnival in Stanley – and corporate events with HR and office managers.

We’ve always strived to be an innovative workplace, which in turn, means that our employees

What benefits does your company deliver to your office-based employees?

We provide wellness programmes such as a gym allowance for our employees to encourage them to enjoy a positive work-life balance. Though Teal Talks, different speakers are invited to talk about a range of topics such as entrepreneurship and personal finance, to help the team become wellrounded professionals.

Millennial employees are constantly seeking new challenges. We encourage employees to take on tasks beyond their traditional roles. For example, when we launched in Taiwan last year, we sent some Hong Kong team members to help build the business there.

對即時資金的需求。 貴公司為辦公室員工提供哪些員工福利？ 我們為員工提供健康計劃，例如健身津貼等，以鼓勵他 們積極享受作息平衡。通過Teal Talks邀請不同演講嘉 賓探討一系列主題，如創業和個人理財，以幫助團隊成 為全面的專業人士。 千禧一代員工不斷尋求新挑戰，因此我們鼓勵員 工擔起超越其傳統角色的任務，例如去年我們在台灣 開業，我們派遣一些香港團隊成員協助在那裡建立 業務。 對於有志成為高級管理層的人力資源專業人員有何 建議？ 參與並成為團隊的一分子非常重要，必須平易近人，並 且可以為團隊服務，團隊成員可以隨時隨地聯繫我。我

What advice can you give to HR professionals with C-suite ambitions?

It’s important to be involved and be part of the team. You have to be approachable and available for the team – teammates can reach out to me if they want. I have coffee chats with the team regularly to understand their needs. Don’t isolate yourself as an HR professional. We must be part of the team to understand what employees do, what their challenges are and how we can help.

定期與團隊一邊喝咖啡一邊聊天，以了解他們的需求。 不要將自己局限為人力資源專業人員，我們必須 成為團隊的一分子，了解員工的工作、他們面臨的挑 戰、以及我們如何可以提供協助。

Q3 2019 « Human Resources Hong Kong «

9

» WORK LIFE Snapshot 快拍

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15 minutes w 訪談 與...的15分鐘

Rachel aPrtnoer,on

HR business p n , Omega divisio Swatch Group

潘芷羚 務合作夥伴 人力資源業 茄 up 旗下歐米 Swatch Gro

擁有藝術教育背景的您，如何投身人力資源

With an academic background in fine arts, how did you get started in human resources?

I wasn’t involved in human resources early on. I studied in the United States and after graduation, I spent years in customer service until I was recommended by my former employer to take on a human resources role because of my people-centric mindset. To me, human resources is not that different from customer service. The end users are indeed different, but the spirit to serve others is the same, and communication is the key to success.

行業？

How do you manage employees, especially Millennials?

My approach is tracing back to who these employees or Millennials are: human.

And acknowledge and celebrate that humans are distinctly different and complex.

Recently, I was enlightened by a viral advertisement which goes: Life is short. Smile when you still have _________. During an onboarding session, I asked employees to fill in the blank on a piece of paper and put that in a box.

Each of them was invited to randomly pick one from the box and read it aloud.

Comparing with the suggested answer ‘teeth’, employees’ interpretation of the crucial element of happiness reflected their rational or creative side.

Through this activity, not only did they understand every person might have different perspectives on the same thing, they also realised the reason they found the activity interesting was the answers were unique.

Ironically, the difference is usually the first thing many people spot about the Millennial. But instead of embracing the difference, they magnify it. In fact, there are a lot more similarities between them.

您如何管理員工，尤其是千禧一代？

我早期沒有參與人力資源管理。我在美國讀 書，畢業後，我從事客戶服務工作數年，直到我 的前僱主因為我的以人為本思維模式，推薦我 出任人力資源管理職位。 對我來說，人力資源管理與客戶服務沒太 大分別。最終用戶確實不同，但服務他人的精 神是相同的，而溝通是成功的關鍵。

我的方法是追溯這些員工或千禧一代是誰：人 類，承認並肯定人類各有不同且複雜。 最近，有一個廣告為我帶來啟發：生命是 短暫的，還有_________時要微笑。在入職培 訓期間，我要求員工將答案寫在紙上，然後將 紙放進一個盒內，之後每人隨機抽出一張答案 並大聲讀出來。與建議答案「牙齒」相比，員工 對快樂關鍵要素的詮釋，反映了他們理性或創 意的一面。 通過這項活動，他們不僅了解每個人對同 一事物可能有不同的看法，還意識到這個活動 的有趣之處在於每個答案都是獨特的。 諷刺的是，許多人首先留意到千禧一代與 他們的差異，但他們並沒有接受差異，而是將 其放大。事實上，他們之間有很多共同點。

What is the first step towards building a strong interpersonal relationship within the team?

Respect is key. I build relationships based on trust, and winning the trust of others takes a lot of time. I tell myself to be patient, objective and neutral. I start by letting others know the benefits of the task and displaying how it can be a win-win situation.

在團隊中建立緊密人際關係的第一步是什麼？ 關鍵在於尊重。我建立了基於信任的關係，要贏 得別人的信任需要花很長時間。我告訴自己要 有耐性、客觀和中立，首先讓其他人了解任務的 好處，並展示如何實現雙贏。

How do you work with the management team on new ideas?

I act as a mediator between the brand manager and the group’s head of human resources. Staying unbiased is crucial. I present them with facts about the current situation, followed by weighing the pros and cons, and showing them the bigger picture such as the downside of staying the same.

您如何與管理團隊合作構思新想法？

What is your career goal?

I want to influence and rouse people to be their better selves. I believe every person has a designated role or mission in his or her life. Instead of being in the spotlight, my task is to be supportive.

您的職業目標是什麼？

10 » Human Resources Hong Kong » Q3 2019

我作為品牌經理與集團人力資源主管之間的中 間人，保持不偏不倚相當重要。我向他們提供有 關當前形勢的事實，然後權衡利弊，並向他們展 示更宏觀的情況，例如保持不變的缺點。

我想繼續感染他人成為更好的自己。我相信每 個人在其生命中都有指定的角色或使命。我的 任務不是成為焦點，而是為他人提供支持。

PROFILE » Alisha Grace Xu Fernando

Alisha Fernando APAC head of diversity & inclusion Bloomberg 彭博亞太區多元共融部門主管 Q You fled Vietnam on a boat as a child,

were rescued by a Dutch ship on the South China Sea and eventually settled in Australia. What is your recollection of that harrowing experience?

I have no conscious recollection of fleeing Vietnam, thankfully I think. But there are things that impact me today that I know stem from my experience. For example, I’m terrified of water, open water – so it’s not great that I live on an island now.

Boats and I don’t get along very well.

One very fortunate thing I did was reunite with the Dutch captain of the ship who rescued me. He and I met in Holland.

He took photos of my rescue actually and he had kept them. And he kept the manifest, which also helped me to fill in the blanks.

Q How has that experience shaped

your career?

It definitely has. When we landed in Tasmania my parents struggled to get jobs. So I saw how difficult it was for them to break into the labour market and find a job. So when I got into the workforce I quickly learned that a lot of the time it’s not about what you know, but who you know. So I became very aware of my privilege and what I could do to help.

I have worked for the ANZ bank for a good chunk of my career so far. And I immediately became very engaged and very passionate about trying to help those who don’t have the foot in the door or the established networks.

My working life has been shaped by my upbringing and what my parents had been exposed to and went through.

So I am very passionate about helping those who are under-represented or minority groups.

Q Would you say that your background

has given you resilience in your role as a HR professional?

Yes. In the HR space I think we are uniquely placed to see the good and the bad within organisations. Sometimes, as a HR professional you are either challenged in a business sense, and that impacts on your emotions and your ability to perform – so you have to separate emotions from the business. So resilience plays a key part in conducting yourself in a way that is business-appropriate.

My upbringing and experience has given me the ability to cope and rise above – and I would even say to be quite dogmatic in some ways. Even stubborn, to see things through.

My resilience helps me to look ahead instead of being bogged down.

Q What specific challenges have you seen since taking up your new role at Bloomberg?

We have quite a specific challenge here in APAC – not just limited to Bloomberg – that when you looks at leadership and leadership roles, especially at MNCs, we tend to see that the minority are actually sitting in the leadership roles. What I mean by that is expats.

Like me, they (expats) are parachuted in to take leadership roles across APAC. In other regions, such as America, you have minority groups pushing to get into leadership.

12 » Human Resources Hong Kong » Q3 2019

BY ROBERT BLAIN 問: 您小時候乘船逃離越南，並在南中國海被

VITAL STATS

一艘荷蘭船隻救起，最終定居澳洲。您對這段

Alisha Fernando joined Bloomberg’s Hong Kong office in May of this year, where she is responsible for driving the media and technology company’s D&I strategy across the region. She took up her position with Bloomberg after relocating from Australia where she undertook several senior HR postings, including inclusion programme manager at ANZ Bank, and associate director of D&I at the University of Melbourne.

我對逃離越南沒有記憶，我想這是可幸的

Alisha Fernando今 年5月加入彭博香港 辦事處，負責推廣該 媒體和科技公司在地 區的多元共融策略。 她之前在澳洲工作， 曾擔任多個高級人力 資源職位，包括澳新 銀行包容項目經理和 墨爾本大學多元共融 部門副總監，隨後來 港出任彭博職務。

痛苦經歷有何記憶？ 事。但我知道現時我對一些事物的反應，是 源於我的經歷，例如我怕水、怕大海，所以 我現時住在島嶼上不太好，船與我不太夾。 一件非常幸運的事，是能夠與救起我的 荷蘭船船長重逢。我們在荷蘭見面，他拍下了 當時救起我的相片，並一直保留至今。他保留 了當日的艙單，也幫我填補了記憶中的空白。

問: 這種經歷如何影響您的職業生涯？ 肯定有影響。我們在塔斯曼尼亞定下來後， 我的父母很難找到工作。我看到他們很難打 入本地勞動市場找工作，因此當我踏入勞動 市場時，很快便明白很多時不是在於你認識 什麼，而是你認識什麼人。所以我非常了解自 己的特權，以及我能做些什麼來幫助人。 到目前為止，我大部分職場生涯都在澳 新銀行度過。加入銀行後，我立刻全心投入， 並非常熱衷於嘗試幫助那些沒有獲得初步機 會或無法接觸有規模網絡的人。 我的職業生涯受到我的成長經歷、以及 我父母所接觸和經歷過的事影響，因此我非 常熱衷於幫助那些弱勢或少數群體。

問: 您的背景是否令您在擔任人力資源專業 人員職位時有更強適應力？ 是的，我認為人力資源管理人員處於獨特的 位置，可以看到組織內部的好與壞。作為一 名人力資源專業人員，有時要面對商業層面 上的挑戰，這會影響到情緒和表現能力，因 此必須將情感與工作分開，而適應力有助以 專業的態度進行自我管理。 我的成長經歷培養出我的應對和超越自 我能力，甚至可以說在某些方面非常武斷，甚 至頑固地不願看清事實。 我的適應力不會令我陷入困境，而是幫 助我展望未來。

Alisha Grace Fernando« Xu « PROFILE

Art Direction: Julia Li; Photography: Anakin Yeung(www.yeunganakin.com)

Q3 2019 2018 « Human Resources Hong Kong « 13

PROFILE » Alisha Fernando

問: 自上任彭博新職位以來，您遇到哪些具體挑戰？ 我們在亞太區面對一個非常具體的挑戰。縱觀領導和 管理職位，尤其在跨國公司，較常看到實際擔任領導角 色的是少數群體，我的意思是外籍人士，這個情況不 只在彭博出現。 像我一樣，他們（外籍人士）空降出任亞太地區 的領導角色。在美國等其他地區，少數群體爭相進入 領導層。 我們了解到這一點，所以在彭博建立本地領袖晉 升計劃。該計劃由我們的領導力發展團隊負責營運，全 力專注培養本地人才，提升他們的技能，並為他們提供 機會以擔任領導角色。 隨著時間過去，像我們這樣的公司將培育出大量 能勝任領導角色的本地人才，從而更少依賴招聘海外 人才。

問: 介紹一下您在以前的公司成功實施的一項人力資 源計劃？ 最近的例子之一（2018年），是我任職墨爾本大學時推 行的計劃。墨爾本大學擁有165年歷史，從未有過多元 共融議程。大學環境有千禧一代和更年輕的學生，也有 老一輩的學者。 世代之間存在衝突，並迫切需要討論LGBTI共融。 因此我們與外部夥伴合作，了解如何以有助學生的方 式，在大學展開有關LGBTI共融的對話。 因此，我們在去年全面在大學推出LGBTI培訓課

So here at Bloomberg we recognised that and we built the local leadership accelerator programme. And that programme is run by our leadership development team and it’s completely focused on taking our local talent and giving them the skills and the opportunities to move into leadership roles.

So over time, companies like us are going to rely less on recruiting people from overseas because we have a great pipeline of local talent that can step up to leadership roles.

Q Describe a HR initiative you successfully

implemented at one your previous companies?

One of the most recent things I’ve done (in 2018) is that when I was at the University of Melbourne – which is 165 years old – they never had a D&I agenda at all. Being in a university environment, you’ve got students who are Millennial-aged and younger, and you’ve got academics of an older generation.

There was a clash, and an urgent need to talk about LGBTI inclusion. So we worked with external partners about how we could introduce the conversation around LGBTI inclusion across the university in a way that was helpful for our students.

So last year we were about to roll out LGBTI training sessions across the whole university. And 14 » Human Resources Hong Kong » Q3 2019

that has completely reshaped the university’s culture around LGBTI inclusion.

程，完全改變大學對於LGBTI共融的文化。

Q Any notable failures – and what did you

我們一直在學習，過程中難免會經歷失敗，沒有人在這

learn?

In my line of work there are always failures because we’re learning all the time. No one is a world leader in this space that hasn’t made mistakes.

I learned from one specific mistake about assumptions. And the assumptions that we make when we look at inclusion.

I helped create a programme that brought refugees and asylum seekers into the workplace. We were able to hire the chief statistician of the Iranian Interior Ministry. His CV was amazing and he was a numbers man, so we thought we’d put him into a workforce planning role.

Day one we gave him onboarding and orientation and then sat him down at his desk.

But he missed the calendar invite to his welcome morning tea and didn’t turn up.

So we went to look for him and found him at his desk and when I asked the reasons why he missed his own welcoming, it was only then we realised that our assumptions about this man – based on him being extremely experienced and senior – were completely wrong – he’d never used a computer in his working life. So our

問: 您經歷過什麼重大失敗？從中學到什麼？ 個領域是沒犯過錯誤的世界領導者。 我們在推行共融時作出過錯誤假設，我從這個具 體失誤中汲取教訓。 我當時協助推行一個將難民和尋求庇護者融入 職場的計劃，其中一個人選是伊朗內政部的首席統計 師。他是一個跟數字打交道的人，履歷很出色，所以我 們認為應安排他出任人力規劃的角色。 上班第一天，我們給予他入職指導，然後帶他到 他的辦公桌。我們發出電郵日曆通知邀請他參與早上 的迎新茶會，但他錯過了沒有出現。 於是我們便去找他，發現他坐在辦公桌前。我問他 為何錯過自己的迎新會，才發現我們對這個人的假設 大錯特錯。我們假設人人都懂得使用電郵，基於他非 常有經驗和擔任高級職位，我們假設他也懂得使用電 郵，但原來他在其職業生涯中從未使用過電腦。 新員工入職時，我們不應作出任何假設。當我們建 立一個共融的工作環境時，假設將會令我們失敗。

問: 彭博最近實施了哪些多元共融計劃？ 首先是性別平等指數，這是一個年度指數，以鼓勵各 行各業的組織就其性別平等策略和進展作出報告。 我們發現越來越多組織參與，並就性別平等指 數作出報告。我們也身體力行，而數據越豐富（成果 越好）。 這是彭博在過去幾年所領先並實施的計劃。

Alisha Fernando « PROFILE

“We shouldn’t assume anything when trying to onboard people and that when we’re creating an inclusive work environment, assumptions are what’s going to be our downfall.” 新員工入職時，我們不應作出任何假設。當我們建立一個共融的工作環 境時，假設將會令我們失敗。」

另一個例子是New Voices。 這項計劃旨在建立 商業和金融領域女性新聞人員的全球權威數據庫。我 很自豪地說這是從亞太地區開始，現已走向全球。我們 的亞太區新聞團隊意識到，作為半媒體機構，我們擁有 獨特的機會來幫助提倡媒體有更多女性的聲音。 因此我們展開這個計劃，以吸引優秀的女性人才， 培訓她們的演講技巧，並為她們提供在電視或在我們 的其他媒體渠道上講話的機會。

問: 您想在彭博推出怎樣的人力資源／多元共融計劃？ 我們從數據中了解到，隨著任期越長，越多女性退出勞 動力市場。這並非彭博獨有的現象，所有行業都普遍出 現這種情況。 我們真的想深入了解原因，因此我們運用來自內 部和多個來源的數據，如LinkedIn等，以了解為何女 性會離開職場，並測試我們的假設。 因為同樣地，我認為假設會扼殺共融，我們要嘗試 真正了解導致女性離開職場的根本原因。 我們積極投資培育員工，並希望留住員工，所以我 們想了解女性為何離職，以及是否有哪些系統性問題， 從而設計干預措施來解決問題和鼓勵我們的女性員工 留在公司。 我們也有意引入有關心理健康和福祉的對話。這 個話題在亞太區各地的成熟程度各不相同，澳洲的討 論或者稍為成熟，但區內有些國家還未開始對話。 此外，了解我們每個樞紐中心的細微文化差異很 重要，這樣才能確保有關健康和福祉的對話能夠符合 每個國家的文化。

問: 您如何建立一個共融工作環境，避免「管理」多元 化的陷阱？ 如果我們談論「管理」多元化，我們就會失敗。因為 當你嘗試管理多元化，便會自動將員工分門別類。當 我們談論共融及共融工作文化和多元化，所說的是如 何整合？ 談到共融，簡單來說，就是所有走進我們辦公室 的人應感到受歡迎、安全、他們的貢獻得到重視、並受 到尊重。我們如何確保不僅是一些人，而是所有人都 有這種感覺？ 因此建立一個共融工作環境很重要，不僅是女 性、不僅是LGBTI社群，而是所有人走入我們的大門， 都能夠感受到這四種基本感覺：歡迎、安全、重視和 尊重。

assumptions were completely wrong, that we assumed that everyone knew how to use email.

We shouldn’t assume anything when trying to onboard people and that when we’re creating an inclusive work environment, assumptions are what’s going to be our downfall.

Q What are some of the D&I initiatives that

Bloomberg has implemented recently?

The first is the Gender Equality Index. It encourages organisations across industries to report on their gender equality strategies and progress – it’s a yearly index.

What we’re finding is that organisations are getting on board and reporting on gender quality.

We are also doing the same and the richer the data (the better the results).

And that is something where Bloomberg has led from the front and implemented over the past few years.

The other thing I’d like to talk about is “New Voices”. It’s an initiative that aims to build the definitive global database of women newsmakers in business and finance. I’m very proud to say this started in APAC and has now gone global.

Our APAC news team recognised that we have a unique opportunity to help promote – given we’re a part-media organisation – more women’s voices into the media.

So we developed this programme to bring on outstanding female talent and give them the skills and exposure to step into speaking on TV or our other media channels.

Q What are some HR/D&I initiatives you are looking to bring in at Bloomberg?

One of the things we know from the data – and this is not unique to Bloomberg, but across all industries – is that women drop out of the workforce as their tenure increases.

We really wanted to understand why this happens, so we used data not just our internal data, but also data from several sources such as

LinkedIn, to understand why women are leaving and to then test our assumptions. Because I think, again, that assumptions are the death of inclusion. We really need to try and understand the root causes that are causing women to leave the workforce. We’re investing in our people and we want our people to stay.

So we want to understand why women are leaving and what are the systemic issues – if there are any – so we can design interventions to address and encourage our women to stay with us. We’re also interested in introducing the conversation around mental health and wellbeing. Across APAC, it’s at varying levels of maturity. In Australia, they’re probably a little bit more mature in the conversation, and then there are countries in the region that haven’t started the conversation yet.

And it’s also about understanding the cultural nuances in each of our hubs so that when we introduce the conversation on health and wellbeing, it’s culturally appropriate – it’s nuanced to each of the countries.

Q How do you create an inclusive workplace and avoid the trap of “managing” diversity?

If we talk about “managing” diversity we will fail. Because when you try to manage diversity you automatically put people in boxes or categories. And when we’re talking about inclusion and inclusive work cultures and diversity, what we’re talking about is how do we integrate?

When you talk about inclusion, when you strip it all back, then everyone who walks into our office should feel welcome, safe and valued for their contribution, and respected. How do we do that to ensure everyone feels that way, not just some, but all?

So it’s important that we’re creating an inclusive workplace where everyone, not just our women, not just our LGBTI community, but everyone who walks through our doors feels those basic four things: Welcome, safe, valued and respected.

Q3 2019 « Human Resources Hong Kong « 15

FEATURE » Learning and development

學習與發展

FINDING THE RIGHT MIX IN WORKPLACE LEARNING

尋找完美職場學習模式 16 » Human Resources Hong Kong » Q3 2019

Learning and development 學習與發展 « FEATURE

Samantha Chan speaks to HR leaders from Alva Hotel by Royal, Decathlon, Marriott International, and Pandora, to unearth the true meaning of personalisation in workplace learning.

SamanthaChan訪問帝逸酒店、Decathlon、萬豪國際和 Pandora的人力資源領袖，揭示「個人化」在職場學習的真諦。

A

ccording to the Deloitte Global Millennial Survey 2019, a lack of learning and development opportunities was voted as the third leading cause for Millennials and Gen Z to leave their current organisations; while a majority considered their employers should bear the greatest responsibility to future-proof their workforces.

In view of the strong growth momentum of personalised workplace learning, we speak to four companies in Hong Kong – Alva Hotel by Royal, Decathlon, Marriott International, and Pandora – on the essence of the trend.

The it factors

根

據德勤的《2019年千禧一代調查報告》， 缺乏學習和發展機會被選為千禧一代和 Z世代離開現有公司的第三大主因，而大

多數人認為其僱主應承擔最大責任以確保員工為未來 作好準備。 鑑於個人化職場學習模式的強勁增長勢頭，我們 訪問了香港四家公司：帝逸酒店、Decathlon、萬豪國 際和Pandora，探討這一趨勢的本質。

吸睛元素 「個人化學習」，是指根據不同學習者的學習需求和特 定興趣主導的教學風格，這一詞語的起源最早可追溯 到19世紀。儘管近年才在人力資源界興起，但這一概 念對員工學習與發展尤其重要。

The origin of the term ‘personalised learning’ – a teaching style driven by the learning needs and specific interests of different learners – can be traced back to as early as the 19th century. Emerging in human resources only in recent years, the concept is nevertheless imperative.

Päivi Tynjälä, professor at Finland’s University of Jyväskylä, pointed out in her educational research review – Perspectives into Learning at the Workplace (2008) – that the workplace should not be assumed as a unified environment for all learners since they are coming from different age groups, cultural, educational and professional backgrounds, unlike learners from school systems.

In other words, a one-size-fits-all learning programme cannot be the right antidote for the entire workforce.

Sun Hung Kai Properties’ hospitality project, Alva Hotel

by Royal, aims to recruit young professionals, especially fresh graduates, who recently acquired the Hong Kong Diploma of Secondary Education to meet the strong front-line labour demand for its official debut in late 2019.

“If you ask Gen Z what they want to do in life, their typical response is: ‘I don’t know, but I want to try everything at once’.

This is why we offer job rotation,” says Joeland Lo, talent development manager at Alva Hotel by Royal.

New hires are welcome to work in different departments.

If they consider the position is not a good fit, they will be swapped to another role until they find their passion.

“It’s a win-win situation. Not only do they learn their strength and vocation through job rotation, they also gain a broader understanding of the overall business,” he says.

Q3 2019 « Human Resources Hong Kong « 17

FEATURE » Learning and development

學習與發展

Sporting goods retailer Decathlon is also a firm believer in shifting the role of an employee from being a mere consumer of education to a co-producer of his or her Marc Antoine Lepley, learning pathway. chief financial officer, Decathlon Hong Kong has Decathlon Hong Kong replaced the HR department with an HR committee where employees from various teams come together voluntarily to discuss any human resourcesrelated policies.

“Every team leader is an HR head because who better knows the best practices for their own team?” says Decathlon Hong Kong’s CFO Marc Antoine Lepley.

With hindsight that most people have short attention spans, Pandora, a jewellery manufacturer and retailer renowned for its customisable charm bracelets, injects video production into employees’ learning journeys on top of existing gamification practices.

Regarding the company’s effort to prepare staff for an upcoming brand relaunch, Simpson Wong, learning and development director at Pandora, said: “Our staff love Instagram so we produce five-minute videos in KOL (key opinion leader) style on our app, from hard and soft skills, product information, to office function, as an instant boost for front line staff and office staff.”

The perfect mix Based on interviews with successful managers, researchers Morgan McCall, Michael Lombardo, and Robert Eichinger, proposed an ideal balance of corporate learning: the 70:20:10 model – 70% of learning from onthe-job experience, 20% from interaction with others, and 10% from formal educational events.

This year, Marriott International reduced its reliance on instructor-led trainings by 50% and debuted a digital learning platform, including training campaigns, on-the-job reinforcement guides, robust reporting and measurement capabilities.

“We shifted away from traditional e-learning and classroom training to Grace Chang, learning and architect programmes that blend selfdevelopment vice-president, Marriott International

18 » Human Resources Hong Kong » Q3 2019

芬蘭于韋斯屈萊大學教授Päivi Tynjälä在其教育 研究評論《對職場學習的觀點（2008）》中指出，職場 上的學習者有別於學校系統的學習者，他們來自不同的 年齡層、文化、教育和專業背景，因此職場不應被視為 適用於所有學習者的統一環境。 換言之，一刀切的學習計劃未必適用於所有員工 身上。 新鴻基地產的酒店項目帝逸酒店旨在招募年輕的 專業人士，尤其是最近通過香港中學文憑考試的應屆 畢業生，以應付酒店2019年底正式開幕對前線員工的 強大需求。 帝逸酒店人才發展經理羅宗豐說：「如果問Z世 代有何人生目標，他們的標準答案是：我不知道，但 我想嘗試一切。這就是我們提供工作輪換的原因。」 新員工歡迎到不同的部門工作，如果認為職位不 合適，可以換到另一個職位，直到他們找到自己喜歡 的角色。 他說：「他們不僅可通過工作輪換了解自己的強項 和職業取向，還對整體業務有更廣泛的了解，是一個雙 贏的局面。」 體育用品零售商Decathlon也堅信，將員工的角 色從單純的教育消費者，變成其自身學習途徑的聯合 製作人可為雙方帶來裨益。 Decathlon香港以人力資源委員會代替人力資源 部門，各團隊的員工自願聚集在一起，討論任何與人力 資源管理相關的政策。 Decathlon香港首席財務官Marc Antoine Lepley表示：「每位團隊領袖都是人力資源主管，有誰 比他們更了解最適合自己團隊的運作方式？」。 考慮到大多數人的注意力都很短，以可定制的 珠寶手鐲而聞名的珠寶商和零售商Pandora，在現 有的遊戲化方式之上，將影片製作加入員工的學習旅 程當中。 Pandora學習與發展總監Simpson Wong談到其 公司為即將重新推出的品牌而致力為員工作好準備：「 我們的員工喜歡Instagram，所以我們在集團的應用 程式上以KOL（關鍵意見領袖）的風格製作五分鐘的影 片，內容包括介紹軟硬技能、產品資訊、以至辦公室運 作等，為前線員工和辦公室員工作即時培訓。」

完美比例 根據與成功管理人員的訪問，研究人員Morgan McCall、Michael Lombardo和Robert Eichinger提 出理想的企業學習比例：70:20:10模式，70％的學習來 自在職經驗，20％來自與他人的互動，10％來自正規 教育活動。

Learning and development 學習與發展 « FEATURE

今年，萬豪國際集團減少一半的講師指導培訓， 並推出數碼學習平台，包括培訓推廣活動、在職提升指 南、強大的報告和測量功能。 萬豪國際集團學習與發展副總裁Grace Chang 說：「我們從傳統的電子學習和課堂培訓轉為架構課 程，將自學課程與實踐和反思機會相結合，以助員工保 留知識。」 Pandora的Wong認為，該模式的應用與學習體 驗的成功息息相關，並形容其為「無與倫比」和「貼 地」。 「然而，很多香港管理人員仍認為該10％是最重 要的。抱著『現在你培訓他們，課程結束後，他們應以 完美的姿態回到公司』的心態，這些管理人員毫不猶豫 地將教學責任推給培訓導師，但現實並非這樣，因為每 位員工都是不同的。」

人為因素 雖然科技常被視為「天降神兵」，但管理人員的直接參 與實際上是任何個人化學習策略成功的轉折點。 Wong說：「無論培訓有多好，但當員工走出房 間回到自己的辦公桌，發現有80封電郵需要跟進， 他會立即回到自己的舒適區，因此其上司的參與是 關鍵。」 Pandora的員工在電子學習平台上註冊課程時， 他們的申請會直接發送給其經理。該公司鼓勵經理在 審批申請前，先與申請人討論學習目標、課程大綱、 以及申請人應對課程的哪部分格外留神，然後將對話 匯報給人力資源團隊，以跟進員工的學習表現。 課程結束後，經理將與員工共同檢討是否已達成 學習目標，而最重要的是，他們如何學以致用。 在帝逸酒店，個人化學習路徑非常重要。每次招 聘後不久，每個部門的負責人都要為其新員工指派一 名導師。 羅宗豐說：「導師指導的成效最好。除了額外的 關注，學員會覺得自己可以成為接班人，這樣能夠賦 予他們權力。我們會確保每位導師的學員人數不超過 三人。」 學習課程的個人化元素不止於此。Pandora和帝 逸酒店都將其部分學習與發展基礎工作外判給外部公 司，包括學習管理系統和供應商，但僅此而已。 Pandora根據真實案例情況，從頭開始在電子學 習平台上製作所有學習材料，並每月進行更新。帝逸酒 店的大多數高級管理層擁有輔導背景，並特別熟悉供 應商所提供的課程材料，因此可確保材料與業務相關。 Wong說：「我們會不斷評估課程是否配合實際需 要，例如受歡迎的主題演講課程可能不適合Pandora

paced lessons with opportunities for practice and reflection to support knowledge retention,” says Grace Chang, L&D vice-president at Marriott International.

Pandora’s Wong describes the model as “unbeatable” and “close to reality” as the application is yoked to the success of a learning experience.

“Yet, many managers in Hong Kong still consider the 10% as the most important. With the mentality of ‘now you train them, and after the session, they should come back as perfect’, these managers do not hesitate passing the teaching responsibility to trainers. However, reality doesn’t work like that because every employee is different.”

The human factor While technology is often interpreted as the deus ex machina (god from the machine), the direct involvement of a manager is the de facto turning point of any successful personalised learning strategy.

“No matter how good your training is, when an employee walks out of the room, comes back to his desk and realises he has 80 emails he needs to follow up, he immediately goes back to his comfort zone. That is why the involvement of his manager is crucial,” Wong says.

When Pandora employees register for a course on the e-learning platform, their request goes straight to their manager, who is encouraged to discuss the applicant’s focus, the course outline, and the part of the course they should pay extra attention to, before approval is granted. The manager will also report the conversation to the human resources team to track employee performance.

After the course, the manager will sit down with the employee and reflect whether they have achieved their learning goals, and most importantly, how they can put what they have learned into their work.

At Alva, a personalised learning path is important. Shortly after each recruitment, each department head is requested to assign a mentor for the new hires.

“Mentorship is the best. Apart from the extra attention, mentees feel like they can be the successor and that empowers them. We make sure each mentor has no more than three mentees,” Lo says.

The personal touch of a learning programme doesn’t stop here. Both Pandora and Alva Hotel by Royal outsourced some

Joeland Lo, talent development manager, Alva Hotel by Royal

Q3 2019 « Human Resources Hong Kong « 19

FEATURE » Learning and development

學習與發展

of their L&D groundwork with external parties, that is, a learning management system and a vendor, but that is all.

Pandora creates all the learning materials on the e-learning platform from scratch, based on real-case scenarios, and updates them every month. Most of the senior leaders at Alva have a coaching background and are especially familiar with the course materials the vendor provides, so they can make sure the materials are relevant.

“We constantly evaluate whether our courses are practical or not. For example, the popular keynote presentation course might not be right for Pandorians because we seldom need to do stand-up presentations.

Instead, we have cross-country conference calls on a day-today basis, so we need courses with similar skills such as how to engage the audience or negotiate,” Wong says.

The end game Conscious and unconscious incompetence can make huge differences in learning. Centuries ago, ancient Greek philosopher Socrates was named by the Oracle of Delphi as the wisest man. In Socrates’ search for ‘smarter’ people with different professions to refute the theory, he realised that the key to his wisdom was the consciousness of his own ignorance.

Likewise, when it comes to workplace learning, the responsibility lies within the individual, and selfconsciousness can be the key.

“Building a learning habit takes time. First, employees need to have the acumen to address a circumstance as a learning experience. Conflicts and mishaps are unavoidable, but these can be a breakthrough for employees if they can turn that into reflection: Can this be prevented or how can I be better next time?” Wong says.

He said a learning habit is formed only when the employee decides to initiate a transformational action.

“Our role is to constantly remind employees that everything can be a learning experience; and to be able to present different learning options when the employee is ready to grow,” he added.

“It is crucial that they own the learning, not us.”

20 » Human Resources Hong Kong » Q3 2019

Simpson Wong, learning and development director, Pandora

的員工，因為我們很少需要上台演講。相反，我們每天 都需要進行跨國電話會議，因此需要培訓類似技能的 課程，例如如何吸引受眾或進行談判。」

致勝關鍵 有意識和無意識的無能可在學習上產生巨大的差異。 數世紀以前，古希臘哲學家蘇格拉底被德爾菲的神諭名 為最聰明的人。蘇格拉底在尋找不同職業「較聰明」的 人來反駁這一理論時，他明白到其智慧的關鍵在於意 識到自己的無知。 同樣地，談到職場學習，責任在於個人，而自我意 識可能是關鍵。 Wong說：「培養學習習慣需要時間。首先，員工需 要具備將遇到的情況變成學習經驗的能力。衝突和不 幸事件無可避免，但如果員工能夠對情況進行反思：可 以防止這種情況再次發生嗎？或者下次再遇到這種情 況我怎樣才能做得更好？這可能會為員工帶來突破。」 他表示，只有員工下定決心開始作出轉變，才能養 成學習習慣。 他補充說：「我們的職責是不斷提醒員工，一切都 可以成為一種學習體驗，並在員工準備好成長時能夠提 供不同的學習選擇。」 「最重要是由他們主導學習，而不是我們。」

Salary Guide 薪酬指南 WORK LIFE

Learning & development (and other HR) salary guide 學習與發展（以及其他人力資源）職位薪酬指南 The latest salary benchmark and job trends report from Michael Page for Hong Kong professionals has revealed that talent acquisition and talent development are the most in-demand HR roles.

Michael Page發表的最新香港專業人員薪酬基準和就業趨勢報告顯示，人才招聘和人才 發展是最渴市的人力資源管理職位。 Learning & Development 學習與發展 Base salary range for 12 months (HK$’000) 12個月基本工資範圍 (HK$’000) Job Title 職位

Min 最低

Max 最高

Avg 平均

230

300

265

Assistant Learning & Development Manager 助理學習與發展經理

420

520

470

Training & Development Manager 培訓與發展經理

480

720

600

Learning & Development Manager 學習與發展經理

540

720

630

Head of Learning & Development 學習與發展主管

880

1200

1040

Talent & Organisational Development Manager 人才與企業發展經理

580

720

650

Learning & Development Officer 學習與發展主任

Human Resources 人力資源 Base salary range for 12 months (HK$’000) 12個月基本工資範圍 (HK$’000) Job Title 職位

Min 最低

Max 最高

Avg 平均

Talent Acquisition Specialist 人才招聘專員

250

370

310

Talent Acquisition Manager 人才招聘經理

480

750

615

Head of Talent Acquisition 人才招聘主管

960

1200

1080

Human Resources Assistant 人力資源助理

168

240

204

Human Resources Officer 人力資源主任

216

300

258

Senior Human Resources Officer 高級人力資源主任

300

380

340

Assistant Human Resources Manager 助理人力資源經理

380

540

460

Human Resources Business Partner 人力資源業務夥伴

380

670

525

Human Resources Manager 人力資源經理

400

720

560

Regional Human Resources Manager 區域人力資源經理

520

800

660

Senior Human Resources Manager 高級人力資源經理

630

930

780

Human Resources Director 人力資源總監

950

1500

1225

APAC Head of Human Resources 亞太區人力資源主管

1500

2200

1850

Q3 2019 « Human Resources Hong Kong « 21

Learning and development 學習與發展 « FEATURE

AHEAD OF THE GAME 早著先機 L&D remains an essential component of an organisation’s talent development pipeline. But as learning evolves, tried and true methods are becoming old hat as innovation holds the key to employee engagement. Robert Blain reports. 學習與發展仍然是企業人才發展管道的重要一環。但隨著學習的演變，以往行之有效的方法 正變得過時，而創新成為吸引員工參與的關鍵。Robert Blain報導。

學

習與發展（L&D）近年最大的單一變化是 走向數碼化，為學習與發展從業者開闢廣 闊的探索新視野，讓他們提供更靈活彈性

的有趣選擇來培訓企業員工。 另一個席捲L&D的趨勢是遊戲化，創新的開發商 打造商業策略遊戲以迎合特定行業需求，超越整個遊 戲化的概念。 餐飲業（麥當勞是其中一個積極的參與者）、大型 金融服務機構、以至法律界均參與其中，稍後詳述。 問到L&D計劃近年最大的單一變化，人力資源和 人才發展機構CIPD的業務總監Gill White說：「數碼化 學習的發展速度呈幾何級數增長。」 「L&D從業者不僅要花時間了解如何建立出色的 數碼資產，還要花時間研究學習神經科學。」 「了解人們到底如何學習相當重要，這樣才能為員 工提供優秀的學習方式，讓員工『長遠受用』，並真正 改變技能和行為。」 「例如，現時網上社交聯繫對於學習過程是必不 可少，如果學習管理系統（LMS）缺乏社交和協作工 具，便會妨礙員工有效學習。」 專業學習機構Avado的亞太區董事總經理Elliot Homan表示同意，並補充指鞏固員工已學到的知識才 能讓員工長遠受用。 他說：「許多企業仍沿用傳統的課堂學習模式。」 「但如果熟悉（赫爾曼•）艾賓豪斯（德國心理學 家）的『遺忘曲線』理論，便會明白如果不立即付諸實 踐的話，大多數人會將所學到的事物忘記一半。」 他補充說：「將這套理論與70:20:10概念結合起 來，便會發現我們有七成的知識是從與工作相關的經 驗學習得來的，因此（最好的）課程要基於現實世界的 學習，與受眾在企業中的角色融合，確保他們從中吸 收重點。」

T

he biggest single change to learning and development in recent years is digitisation. This is opening up wide new vistas for learning and development practitioners to explore as they provide more fluid, flexible and fun options for the enhancement of their organisation’s employees.

Another trend that is sweeping L&D is gamification, with inventive developers creating business strategy games catering to specific industries that are transcending the whole concept of gamification.

Sectors as diverse as food and beverage (McDonald’s is one eager participant) to big finance outfits to legal are getting involved. But more on this later.

“The speed at which digital learning has grown is exponential,” says Gill White, director of business at HR and people development body CIPD, when asked about the single biggest change in L&D programmes in recent years.

“It’s essential L&D practitioners take the time to not only understand how to create great digital assets, but that they take the time to study the neuroscience of learning as well.

“It’s vital we understand how people actually learn, in order that we can create great learning that’s ‘sticky’ and will genuinely transform skills and behaviours.

“For example, we now know that social engagement while online is imperative for the learning process, so if you have a learning management system (LMS) without social and collaborative tools, you’re hampering your people’s chance to learn effectively.”

Elliot Homan, APAC managing director for professional learning provider Avado, concurs, adding it’s essential to reinforce what is being learnt by employees so that it sticks.

“Many organisations still use traditional classroom-based learning,” he says.

Q3 2019 « Human Resources Hong Kong « 23

FEATURE » Learning and development

學習與發展

“But if you’re familiar with the (Hermann) Ebbinghaus (German psychologist) ‘forgetting curve’, then you’ll understand that most people will forget 50% of what they learn if they don’t put it into practice immediately.”

“When you couple that with the 70:20:10 concept and you see that 70% of our learning comes from job-related experience, then (the best) programmes are based around real-world learnings – which are interwoven with the audience’s roles within the organisation to make sure they take away those key points from it,” he adds.

Gamification gratification One of the biggest buzzwords around learning and development in the workplace is “gamification”. Clearly, classroom learning in organisations has largely given way to more interactive and playful mediums.

Gamification is one of the ways that organisations can engage their workforces – from recruitment, to employee engagement, to talent development – but it’s important for HR practitioners to identify what gamification is. And isn’t.

According to Vince Siu, CEO and founder of business strategy games developer Press Start, there are a few misconceptions surrounding gamification.

“The traditional definition of gamification is to borrow concepts from games to spice up a product, service or campaign, which usually takes the form of leader boards, badges, points and levels,” he says.

He believes the definition is too simple and outdated, and that there is much more that can be learned from games.

“If you create a fun experience at the core, then it’s that much easier to build educational programmes around it,” he says.

“Fun and interactivity beget replayability, and if you have a game-play experience that people want to come back to – even if it’s designed around the driest theme out there – then you increase the chance of engagement and retention.”

CIPD’s White is also a passionate advocate of the crucial role gaming should play in an organisation’s L&D programme.

“The brain learns well in gaming environments,” she says.

“If the environment is stimulating, the amygdala (the part of the brain where learning is thought to happen) is stimulated and if you are enjoying the experience, dopamine 24 » Human Resources Hong Kong » Q3 2019

遊戲化的滿足感 圍繞職場學習與發展的最大流行語之一是「遊戲化」。 顯然，企業常用的課堂學習模式基本上已讓位於更有 趣的互動媒介。 在招聘、員工聯繫、以至人才發展方面採用遊戲 化，是企業吸引員工參與的方式之一，但人力資源從業 者必須清楚了解何謂遊戲化。 據商業策略遊戲開發商Press Start的行政總裁兼 創辦人Vince Siu表示，大眾對遊戲化有一些誤解。 他說：「傳統的遊戲化定義是借助遊戲的概念來增 加產品、服務或推廣活動的吸引力，常用的形式包括排 行榜、徽章、積分和等級。」 他認為這個定義過於簡單和過時，而且可從遊戲中 學到的遠不只於此。 他說：「如果創造出一個有趣的核心體驗，圍繞這 個核心打造教育計劃便容易得多。」 「有趣互動遊戲可衍生重複參與，如能創造出一 個讓人想再次參與的遊戲體驗，即使這個體驗是圍繞 最乏味的主題設計，也可增加員工參與和留住員工的 機會。」 CIPD的White也大力支持遊戲應在企業的L&D計 劃中發揮重要作用。 她說：「大腦在遊戲環境中能夠有效學習。」 「如果環境具刺激性，杏仁核（認為在大腦中負責 學習的部分）會受到刺激，如果正享受這種體驗，大腦 會分泌出多巴胺，這被認為會增強記憶，因此遊戲是一 個很好的學習環境。」 「然而，令遊戲變得令人享受的刺激也常常令人上 癮，這些例子在遊戲世界中越來越多，因此也要小心留 意這一點。」

Learning and development 學習與發展 « FEATURE

is released, which is believed to encourage memory. So, gaming is a great environment for learning.

“However, the stimuli that makes games enjoyable can also often make them addictive – which we are now seeing more and more in the gaming world – so there is a note of caution here too.”

Business strategy games

商業策略遊戲 L&D的下一步發展很可能是商業策略遊戲。Press Start已開始行動，並已開發涵蓋餐飲、金融、以至法律 等各行業的定制商業策略遊戲。Siu認為，這股策略遊 戲新浪潮是一種更有效吸引員工的方式。 他解釋：「基本上，遊戲是複雜現實的簡化版本， 通過規則和邏輯濃縮成可玩的體驗。所選擇的組件、所 運用的機制、所打造的體驗，一切都反映出個別世界所 重視的元素，以及那個世界如何運作。」 舉例來說，Press Start為理大（香港理工大學） 的時裝商業課程設計了一款專為時裝買手而設的紙牌 遊戲。 他說：「遊戲的核心是模擬現實時裝買手行業，通 過與多位行業專家和從業者的訪問，我們能夠了解行 業的整體運作模式，包括庫存管理、預算控制、趨勢預 測、VIP策展、作品等，全部濃縮成簡單易玩的規則是 最大的挑戰。」 「我們首先在其本科課程招募活動中試行，結果大 受歡迎，因為能夠學得快，玩起來很有趣，最重要的是 簡單而又反映現實。」 招募活動的例子很有意思。Siu指出，招聘員工時 也可有效地部署這個遊戲模板。 Press Start亦成功與快餐業巨頭麥當勞的大型招 聘活動McTalent合作，為求職者定制以「創業遊戲和 角色扮演冒險」為基礎的遊戲，取得出色的成績。

情商是新智商 L&D的另一發展趨勢是重視軟技能。情緒智商（EQ） 正成為一項寶貴資產，對於解決與同事和客戶紛爭等方 面是一種搶手特質和必學技能。

The next step in the evolution of L&D could well be business strategy games. Press Start is one company already getting in on the act and develops custom-built business strategy games across a variety of sectors – from food and beverages to finance and law. Siu believes this new wave of strategic game playing is a much more effective way to engage employees.

“At their core, games are a simplified version of a complex reality, condensed into a playable experience via rules and logic. The components chosen, the mechanics used, the experience curated – these all reflect what elements are seen as important to a specific world, and how that world is perceived to work,” he explains.

By way of example, Press Start designed a card game focusing on fashion buying for PolyU (the Hong Kong Polytechnic University) to use in its fashion business programme.

“At its core, it was a simulation of the actual fashion buying industry, and from many interviews with industry experts and practitioners we were able to get a sense of how it works on the whole – inventory management, budget control, trend forecasting, VIP curation, the works – but condensing it all into simple, playable rules was the main challenge,” he says.

“We first tested it in a recruitment drive for its undergraduate programme, and it worked like a charm because it was quick to learn, fun to play, and most importantly, simple, yet reflective of reality.”

The reference to recruitment is interesting. Siu points out that this games template can also be effectively deployed when hiring employees.

Press Start also had a successful engagement with fast-food giant McDonald’s large-scale McTalent recruitment drive, by customising a game based around an “entrepreneurship game and a role-playing adventure” for candidates, with outstanding results.

EQ is the new IQ Another way that L&D is evolving is the trend towards soft skills. Emotional intelligence (EQ) is becoming a sought-after attribute and learning skills in areas such as conflict resolution with colleagues and customers alike, is a valuable asset.

Although, according to CIPD’s White, the need to build soft skills through L&D depends on specific scenarios.

Q3 2019 « Human Resources Hong Kong « 25

FEATURE » Learning and development

學習與發展

“It depends on what the learning outcomes are,” White says. “There are compliance requirements that are quite simply ‘black and white’ in the outcomes they need from the learner. But certainly, the more engaging, social and exciting learning is, the greater the chance for it to sink in and drive genuine behavioural and skills changes.”

White cites David Rock’s, The Science of Making Learning Stick, as a great example of some of the many new theories on putting together a great learning programme.

While L&D is a standalone aspect of human resources management, it also traverses all aspects of HR – from recruitment through to diversity and conclusion.

According to Alisha Fernando, APAC head of diversity and inclusion at Bloomberg, and featured in this issue’s cover story: “Diversity and inclusion needs to be embedded into everything a business does, not just learning and development. But L&D, I think, plays a key role in shifting the dial.

“So when we talk about D&I for an organisation, we’re talking about doing things differently. We’re talking about shaping a new world where we haven’t been before and the way that we do that is to continually develop our people – and we do that through L&D.” Whatever aspect of HR that L&D encompasses, one thing is clear: for the best outcomes, it should fire the imagination of those participating and be relevant to your workplace.

“It’s simple – who doesn’t like to have fun!

In an era where experience is king, having that experience be fun, interactive and replayable makes it memorable and engaging,” concludes Siu from Press Start.

但據CIPD的White表示，通過L&D來培養軟技能 的需求取決於具體的情況。 White說：「這取決於學習成果是什麼。」 「對於要求學習者取得的成果非常『白紙黑字』， 但當然，學習方式越具吸引力、社交功能和令人興奮， 越容易被吸收並推動真正的行為和技能改變。」 White引用David Rock的《The Science of Making Learning Stick》作為一個好例子，展示一些 有關打造出色學習計劃的新理論。 雖然L&D是人力資源管理的一個單獨範疇，但 也貫穿人力資源管理的各個方面，包括招聘以至多元 共融。 據今期雜誌的封面故事主角、彭博亞太區多元共 融部門主管Alisha Fernando表示：「多元共融不僅要 融入學習與發展，更要融入企業的一切業務。但我認為 L&D在變革方面起著關鍵作用。」 「因此，企業多元共融在於以不同的方式做事，在 於塑造一個我們前所未有的新世界，所用的方式就是 通過L&D不斷培育我們的員工。」 無論L&D涵蓋哪些人力資源管理方面，有 一點很明確：為取得最佳成果，應激發 參與者的想像力，並要與自身的 職場息息相關。 Press Start的 Siu總結道：「道理 很簡單，誰不喜歡玩 樂！在體驗為王的 時代，打造有趣、互 動、而且可重複參與 的體驗可令人難忘 和引人入勝。」

Gill White, director of business, CIPD “It’s essential L&D practitioners take the time to not only understand how to create great digital assets, but that they take the time to study the neuroscience of learning as well. It’s vital we understand how people actually learn, in order that we can create great learning that’s ‘sticky’ and will genuinely transform skills and behaviours.”

Elliot Homan, APAC managing director, Avado “Many organisations still use traditional classroom-based learning. But if you’re familiar with the (Hermann) Ebbinghaus (German psychologist) ‘forgetting curve’, then you’ll understand that most people will forget 50% of what they learn if they don’t put it into practice immediately.”

Alisha Fernando, APAC head of diversity and inclusion, Bloomberg “So when we talk about D&I for an organisation, we’re talking about doing things differently. We’re talking about shaping a new world where we haven’t been before and the way that we do that is to continually develop our people – and we do that through L&D.”

Vince Siu, CEO, Press Start “Fun and interactivity beget replayability, and if you have a game-play experience that people want to come back to then you increase the chance of engagement and retention. It’s simple – who doesn’t like to have fun! In an era where experience is king, having that experience be fun, interactive and replayable makes it memorable and engaging.”

26 » Human Resources Hong Kong » Q3 2019

Personal Space 個人空間 « HR LIFE

What’sonmydesk?

MANDY AU, HR BUSINESS PARTNER, LVMH GROUP (PERFUMES AND COSMETICS) LVMH集團（香水和化妝品） 人力資源業務合作夥伴 區凱雯 What does your typical work week look like?

I move a lot throughout the week, as I am managing two brands mainly: Fresh and Benefits Cosmetics. I spend most of the time in the Fresh office, around three days; a day at the Benefits office; and a day at LVMH Group’s shared service centre. My duties focus a lot on talent acquisition and business partnering with management. When I come to the office, I always check if the department head, line manager or brand general manager want to discuss anything.

描述一下您一星期的日常工作流程。 我主要管理兩個品牌：Fresh和Benefits Cosmetics，因此每星 期都很忙碌。我大部分時間留在Fresh的辦公室，大約三天，另 外一天會在Benefits辦公室，一天會在LVMH集團的共享服務中 心。我的主要工作是招聘和與管理層的業務合作，每當我來到辦 公室，我總會先看看部門主管、直線經理或品牌總經理是否想要 討論任何事情。

What have been HR’s biggest challenges recently?

Dealing with a series of unexpected events such as the extradition bill protest or a typhoon signal number eight. We are also juggling between handling the aftermath of declining revenues caused by disruption – which includes a halt to funding for campaigns – and actively talking to line managers on stores’ opening and closing times and the brands’ emergency procedures. Safety is always our priority.

人力資源最近面臨的最大挑戰是什麼？ 處理一系列突發事件，例如逃犯條例風波和八號風球。我們正處 理動盪所導致的收入減少影響，包括暫停投放廣告，並積極與直 線經理商討門店營業和關門時間，以及品牌的緊急應變程序。安 全始終是我們的首要考慮。

Can you break down the misconception about HR business partners?

Many people are confused about the roles and responsibilities of HR business partners, and honestly, I don’t blame them. This position only emerged in recent years.

The main difference between BPs and traditional HR roles is that BPs are really into the business side (of things), especially in the retail industry. With an understanding of the business direction, we make decisions taking both human and revenue factors into account.

And that is the main reason this position is highly sought-after.

There is no clear definition yet of what a BP is in terms of rank. It can be the next step for a HR director or a talent acquisition specialist, and his or her duties can vary despite being fundamentally similar. Therefore, it is crucial to understand the role of each BP before making any judgment.

普遍對人力資源業務合作夥伴有何誤解？

One tip on keeping your energy levels high all day Do what you love. And getting recognition from my work definitely keeps me going strong!

保持整天充滿能量的一個小貼士

許多人不了解人力資源業務合作夥伴的角色和職責，老實說，我 不會怪他們，因為這是近幾年才出現的職位。 業務合作夥伴與傳統人力資源管理角色之間的主要區別，在 於業務合作夥伴真正涉足業務方面，尤其是零售業。了解業務方 向後，我們會考慮人力和收入因素作出決策，這就是這個職位備 受追捧的主要原因。 業務合作夥伴目前還未有明確的職級定義，可以是人力資源 總監或人才招聘專家的下一步，儘管基本職責相似，但亦可能會 有所不同。因此在作出任何判斷之前，最重要是了解每個業務合 作夥伴的角色。

做自己喜歡的事。從工作中獲得認可絕對令我變得更強大！

Q3 2019 « Human Resources Hong Kong « 27

SPONSORED CONTENT

Treating employees as assets starts with managing their health journey

健康僱員成就健康企業 In recent years, ‘people centric’

and ‘employee experience’ have become two of the hottest buzzwords in the human resources community. Many enterprises have turned their attention to investing in their greatest intangible asset: talent. For that reason, solidifying the foundation of any healthy organisation begins by managing the health of the employees.

According to the Asia Best Workplace survey 2018, the workforce in Mainland China is leading an unhealthy lifestyle. More than half of the workers in Mainland China surveyed do not exercise regularly, and about a quarter of them rarely eat vegetables and fruits, and frequently indulge their sweet tooth with sugar-laden drinks and snacks.

Hence, it is no surprise that about 30% of the respondents in Mainland China are overweight or obese, and more than a quarter suffer from chronic disease, including gastroenteritis, lumbar or vertebral diseases, anxiety and depression, hyperlipidemia (high blood cholesterol), and hypertension.

28 » Human Resources Hong Kong » Q3 2019

「以人為本」和「員工體驗」近年已成為人力 資源業界最熱門的兩個流行語，許多企業已將注意力轉 向投資於其最大的無形資產：人才。因此，要為健康的 企業鞏固基礎，一切由管理員工的健康開始。

On 30 May, AIA, the world’s largest life insurer by market capitalisation, and with more than 60 years of employee benefits experience in Asia Pacific, served as the platinum sponsor for Human Resources’ Employee Benefits Asia 2019’s debut in Shanghai.

More than 100 senior HR professionals and compensation and benefits specialists were assembled for the one-day conference that showcased results-proven business solutions, examined the current compensation and benefits trends, and highlighted new directions through keynote presentations, case studies and panel discussions.

Rae Chen, head of corporate solutions (group insurance) at AIA China, cautioned attendees against an unhealthy workforce.

“Employees simply cannot enjoy their work because of physical and psychological discomfort, and therefore companies should engage them to take initiatives and lead a healthier lifestyle,” she said.

根據2018年亞洲最佳職場調查顯示，中國內地僱 員中有相當部分人群的生活方式不甚健康。過半數受訪 中國內地僱員不經常做運動，其中約四分之一的人很少 吃蔬菜和水果，並經常進食含糖飲料和零食等甜食。 隨之而來的結果顯示，約30%的中國內地受訪者 超重或肥胖，超過四分之一人患有慢性疾病，包括腸胃 炎、腰椎或脊椎病、焦慮和抑鬱、高脂血症（高血脂） 和高血壓。 全球市值最大的人壽保險公司、在亞太地區擁 有超過60年僱員福利經驗的AIA，成為《Human Resources》於5月30日首次在上海舉行的亞洲僱員薪 酬福利會議2019的白金贊助商。 為期一天的會議雲集100多名高級人力資源專業 人士和薪酬福利專家，會上通過主題演講、案例研究和 小組討論，展示有實證支持的商業解決方案，探討當前 的薪酬福利趨勢，並為與會者指引新方向。 友邦保險中國團體保險部負責人陳睿提請與會者 對不健康的勞動力趨勢引起注意。 陳睿說：「由於身體和心理上的不適，員工無法享 受工作，因此企業應鼓勵他們採取主動，開展更健康的 生活方式。」

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AIA不斷致力為客戶提供各類解決方案，促進員 工改變習慣以改善整體健康狀況，提供預防慢性病和 肌肉骨骼損傷的指導，並提高僱員對心理健康和財政 健康的意識。 友邦中國團險的優+服務助企業打造健康職場,提

AIA is constantly developing capabilities to help its clients provide interventions that promote behaviour change on employees’ overall health; offer guidance on the prevention of chronic diseases and musculoskeletal injuries; and create awareness on mental health and financial wellbeing.

AIA China Corporate Solutions’ A-Plus Service provides comprehensive medical services targeted at four groups: green channel services, including arranging a second diagnosis with medical specialists, hospitalisation and surgery for employees with critical illnesses; a chronic management service such as offering an online private doctor consultation and medicine delivery for chronic patients; conventional medical treatment such as a nation-wide registration for a sub-healthy workforce; and a customised health management tracking app for healthy employees.

Ambra Debernardi, director of the multinational business and broker development of group corporation solutions at AIA, echoed

the importance of developing a healthy and energetic workforce.

“By changing lifestyle behaviours, we can make a meaningful impact on employees’ health and wellbeing and achieve key HR goals,” she said.

An all-encompassing wellness strategy includes segmenting and understanding the population through analytics, developing targeted wellness solutions, sustaining employee engagement and making positive behavioural change.

AIA Analytica is a self-service platform that allows employers the flexibility to track progress, review results and gain data-driven insights of their employees’ physical, mental and financial wellbeing transformation.

It covers all aspects such as claims, the vitality health baseline and workforce wellbeing programmes.

“At the end of the day, we hope to motivate and support workforces in Mainland China to embark on their own health journey,” she added.

供針對四類群體的全方位健康管理服務：綠色通道服 務，為患有嚴重疾病的員工安排醫療專家進行第二次診 斷，以及提供住院和手術服務；慢性病管理服務，為慢 性病患者提供網上私人醫生諮詢和藥物處方及藥物直 送服務；在線掛號服務，為僱員提供網上預約醫生就診 服務；友邦「健康友行」APP，為僱員定制的健康管理 追蹤應用程式。 AIA集團企業解決方案跨國業務和經紀發展總監 安蓓蕾同意培養充滿活力的健康員工團隊的重要性。 安蓓蕾說：「通過改變員工的生活方式行為，我們 可以對員工的健康和福祉產生有意義的影響，實現重要 的人力資源管理目標。」 一套完善的健康策略包括通過數據分析細分和理 解僱員特徵、制定具針對性的健康方案、維持員工投入 度和鼓勵員工作出積極的行為改變。 AIA Analytica是一個自助服務平台，涵蓋索賠、 活力健康基線和員工福利計劃等各方面，讓僱主可以靈 活追蹤進度、檢討成果、以及了解員工身心健康和財政 健康的轉變。 安蓓蕾說：「我們的最終目標，是希望鼓勵和支持 中國內地僱員展開自己的健康之旅。」

Q3 2019 « Human Resources Hong Kong « 29

EMPLOYEE BENEFITS ASIA

Highlights from Employee Benefits Asia 2019 Shanghai 亞洲僱員薪酬福利會議2019上海站花絮 On 30 May, Human Resources brought the region’s biggest conference series dedicated to compensation and benefits – Employee Benefits Asia 2019 – to a new and exciting location: Shanghai. About 100 industry experts gathered at the Grand Kempinski Hotel Shanghai to keep abreast of the biggest compensation and benefits trends and challenges through a series of keynote presentations, case studies and panel discussions.

2019年5月30日，《Human Resources》將區內專門探討薪酬福利主題的最大型 會議亞洲僱員薪酬福利會議2019引進嶄新市場：上海。約100名行業專家雲集上海 凱賓斯基大酒店，通過一系列主題演講、案例研究和小組討論，了解當前的最大薪 酬福利趨勢和挑戰。 30 » Human Resources Hong Kong » Q3 2019

EMPLOYEE BENEFITS ASIA

為期一天的會議，由京東招聘僱主品牌負責人 王盛通發表的主題演講揭開序幕。其主題演講 介紹京東的全面福利計劃，以及探討建立強大 僱主品牌的骨牌效應。 王盛通介紹一些京東為員工提供的多方面 福利，例如房屋或大學補貼計劃。他補充表 示，通過社交媒體和廣告推廣，他確保員工和 潛在人才充分了解京東的福利。 王盛通說：「人們可能會忘記你所說和所做 的事，但永遠不會忘記你帶給他們的感受。」 歐華律師事務所合夥人及中國勞動法業務 負責人蔡朗風闡述薪酬兼福利創新的法律觀 點。隨後，友信金服集團SSC兼薪酬福利總監 劉暢發表主題演講，講述人力資源專家中心 （COE）策略的實施情況和人力資源管理的三 大支柱：COE、共享服務中心和人力資源信息 系統（HRIS）、以及人力資源業務合作夥伴。 劉暢說：「凡事都有兩面。雖然人力資源管 理三大支柱模型可為公司帶來好處，但這種模式 缺乏靈活性，將拖慢公司對市場變化的反應。」 由友邦保險中國企業解決方案（團體保險） 負責人陳睿主持的小組討論重點關注員工對當 前健康計劃的反饋。與會者包括兄弟（中國） 商業有限公司總經理助理兼任行政部長張燕和 強生中國區負責人趙琳。 張燕說：「要構思一個引人入勝的創意健 康計劃，必須從員工的角度出發。」 午餐後，羅蓋特中國區人力資源總監虞文 濤解釋如何通過員工價值主張（EVP）加強員 工投入度，並展示交易和變革領導的各自人才 概況。 拜耳（中國）整體獎酬負責人錢鵬通過展 示數碼化如何全面提升其工作成效，包括品牌 和溝通、員工體驗、獎勵和認可、以及數據分 析，為這場資訊豐富的會議劃上圓滿句號。 他解釋指職業健康與安全、領導能力與健 康、良好的工作條件、注重健康的行為、以 及健康保險是拜耳加強健康和福祉的五大核心 要素。 錢鵬進一步解釋定制flash視頻等數碼工 具如何幫助管理人員解決棘手的薪酬問題。他 隨後詳細闡述如何善用應用程式管理與健康相 關的活動，以及健康活力指數如何鼓勵員工投 入參與。 錢鵬總結道：「我們需要具備數碼思維來 幫助公司吸引數碼人才並發展數碼能力。」

Wang Sheng-tong, head of employer branding at JD.com, kicked off the one-day conference with an opening keynote on the company’s allround benefits programme and the domino effect of building a strong employer brand.

He highlighted some of JD.com’s multifaceted perks for employees such as housing and university subsidy programmes.

He added that by using social media and advertising campaigns, he makes sure that employees and potential talent are well aware of the benefits at JD.com.

“People might forget what you said and what you did, but people will never forget how you make them feel,” he said.

Johnny Choi, partner and head of employment for China, at law firm DLA Piper, shed light on the legal perspectives of compensation and benefits innovation. This was followed by Youxin Financial Group’s group director of total rewards, Liu Chang, who gave a presentation on the implementation of centre of expertise (COE) strategies and the three pillars of HR: COE, shared service centres and human resources information systems, and human resources business partners.

“Every coin has two sides. Although the HR three-pillar model can bring good news to companies, the lack of flexibility of this model will result in companies’ slow responses to market changes,” he said.

Moderated by Rae Chen, AIA China’s head of corporate solutions (group insurance), the panel discussion focused on employee feedback on current wellbeing programmes. Participants included Brother (China)’s HR director, Yan Zhang, and Johnson & Johnson’s China commercial head for its human performance institute, Cathy Zhao.

“To come up with a creative and engaging wellness initiative, you must think from the standpoint of the employees,” Zhang said.

After lunch, Roquette’s HR director Jason Yu explained how to strengthen employee engagement through an employee value proposition and showcased the respective talent profiles of transactional and transformational leadership.

Bayer (China)’s head of total rewards, Iggy Qian, wrapped up the insight-packed event by demonstrating how digitalisation is empowering all of his work, including brand and communication, employee experience, reward and recognition, and data analytics.

He said that occupational health and safety, leadership and health, good working conditions, health-conscious behaviour, and health cover are Bayer’s five core elements to foster health and wellbeing.

He went on to explain how digital tools such as customised flash videos can help tutor managers on thorny compensation issues.

He then elaborated on how apps can be used to manage wellnessrelated activities and how a health dynamics index can help engage employees.

“We need to have a digital mindset to help the company attract digital talent and develop digital capabilities,” he concluded.

Q3 2019 « Human Resources Hong Kong « 31

EMPLOYMENT LAW » Absence from work 缺勤

Sick leave and protests

The extradition bill protests and a citywide strike in Hong Kong in recent months have thrown up some tricky issues for HR surrounding employee sick leave during times of disruption.

KATHRYN WEAVER Partner and head Lewis Silkin Hong Kong Kathryn Weaver 合夥人兼負責人 Lewis Silkin Hong Kong

病假與示威 近月反對《逃犯條例》的示威活動和全港大罷工，為人力資源人員 帶來一些有關社會動盪期間僱員放取病假的棘手問題。 1. Following the protests in Hong Kong over the contentious extradition law, what are some of the issues/responsibilities HR faces around employees taking a day of sick leave to attend the protests?

Sick leave should only be used where an employee is genuinely ill or injured, not where they require time off to participate in a protest. An employee has no entitlement to take sick leave for reasons other than poor health or injury, and should an employee be found to have taken sick leave for other reasons, such as attending a protest, an employer would be entitled to take disciplinary action against them (which could include dismissal, where appropriate).

1. 香港就具爭議的《逃犯條例》進行一連串遊行示威 後，人力資源部門對於僱員申請病假參與示威活動面臨 一些什麼問題／責任？ 病假應只適用於僱員真正生病或受傷的情況下，而不是 用於參加示威遊行，僱員無權因健康狀況不佳或損傷以 外的原因放取病假。如發現僱員因其他原因放取病假， 如參與示威遊行，僱主有權對其採取紀律處分（這可能 包括在適當情況下將其解僱）。 2. 僱員正式申請一天年假以參與示威相關活動，人力

2. Is HR legally obliged to grant a day’s leave for an employee who officially requests one day of annual leave for a protest-related event, or is it discretionary?

An employer is entitled to refuse annual leave requests and to determine with the employee when annual leave is to be taken. However, this should be balanced against potentially preventing employees from exercising their freedom of expression, assembly, procession and demonstration, which are constitutionally protected rights under Article 27 of the Basic Law. Refusing a request for annual leave (where the request has been made in good time, following the company’s proper processes) on the basis that the employee wishes to participate in a protest would likely be considered by the employee as a curtailment of their constitutional rights.

If an employee has applied for and been granted annual leave in accordance with the company’s annual leave process, they are entitled to use their time off however they wish, provided that their actions during the leave do not negatively impact on the employer’s reputation or their ability to carry out their role.

資源部門是否有義務批准，或者是否可自行決定？ 僱主有權拒絕批准僱員的年假申請，並與僱員商討何 時可放取年假。然而，受《基本法》第27條保障，僱員享 有言論、集會、遊行和示威的自由，僱主與僱員商討年 假放取安排時要取得平衡，以免妨礙僱員行使其法律 權利。如僱員在適當的時候遵循公司的正當程序申請 年假，而僱主基於僱員希望參與示威而拒絕批准僱員的 年假申請，可能會被僱員視為限制其憲法權利。 如僱員已按公司的年假申請程序申請並獲批年 假，他們有權按照自己的意願使用假期，前提是他們在 休假期間的行為不會對僱主的聲譽或他們履行職務的 能力產生負面影響。 3.如果一家公司的辦公室接近可能爆發激烈示威的前 線地區該如何處理？人力資源部門／僱主是否有義務 向員工表示「不要上班」？ 香港僱主有責任為僱員提供一個安全的工作環境。為履

3. What about if an organisation’s office is in the firing line near the centre of a potentially volatile protest. Is there an obligation by HR/the employer to say to staff “don’t come in”?

Employers in Hong Kong have a duty to maintain a safe work environment for their employees. As part of that duty, employers are required to provide and maintain safe access to and exit from the workplace. If the workplace is near an upcoming protest which is anticipated to be volatile, employers have a duty to make appropriate arrangements to ensure the safety of their employees.

Such arrangements could be to allow employees to work from home (which should be communicated to employees in good time) or if the employees are already at work, to release employees to ensure they can make their way home as early as possible.

If an employer has not kept abreast of developments in relation to the protests and has failed to put in place appropriate alternative work arrangements, leading to the injury of an employee at the workplace or while entering or exiting the workplace, then the employer may be liable to pay compensation to the employee for the injuries sustained.

32 » Human Resources Hong Kong » Q3 2019

行責任，僱主必須提供並保持安全的工作場所進出通 道。如果工作場所接近預計即將發生激烈示威的現場， 僱主有責任作出適當安排，以確保僱員安全，包括允 許僱員在家工作（應及時通知僱員），如果僱員經已上 班，應讓僱員下班以確保他們能夠儘早回家。 如果僱主沒有及時了解與示威相關的事態發展， 並沒有制訂適當的臨時工作安排，導致僱員在工作場所 內或進出工作場所期間受傷，那麼僱主可能要就僱員的 傷勢承擔支付賠償的責任。 4.香港病假的一個有趣規定是僱員可享最多120天與 壓力相關的病假。如果人力資源部門想解僱這類員工 有何追索權？ 僱員按連續性合約受僱，在最初受僱的12個月內每服 務滿1個月，便可累積2天有薪病假；之後每服務滿1個 月可累積4天。有薪病假可在整個受僱期間持續累積， 但在任何時間不得超過120天。

Absence from work 缺勤 EMPLOYMENT LAW »

“If the workplace is near an upcoming protest which is anticipated to be volatile, employers have a duty to make appropriate arrangements to ensure the safety of their employees.” 如果工作場所接近預計 即將發生激烈示威的現 場，僱主有責任作出適當 安排，以確保僱員安全。

僱員應出示適當的醫生證明書，醫生證明書須指 明僱員疾病／損傷性質，以及僱員不適宜工作的日數。 如果僱員在未有提供醫生證明書的情況下放取病假， 該病假將被視為未經授權的病假，僱主可對其採取紀 律處分。 但如果僱員已累積足夠的有薪病假，並出示由註 冊醫生簽發的醫生證明書，無論健康狀況不佳是否與 壓力相關，該僱員均有權因健康狀況不佳或損傷而放 取病假。除因僱員犯嚴重過失而將其即時解僱外，僱主 不可在僱員放取有薪病假期間解僱該僱員 。 僱主只可在僱員放畢有薪病假復工後才能解僱員 工，但如果僱員在復工後立即被解僱，可能會聲稱他／

4. One interesting aspect of sick leave in Hong Kong is that an employee can take stress-related sick leave for a maximum of 120 days. What recourse does HR have if it wants to terminate such an employee?

Employees employed under a continuous employment contract can accumulate statutory sick leave at the rate of two days for each completed month of employment during the first 12 months of service, and four days for each completed month thereafter. Statutory sick leave can be accumulated throughout the employment period, but is subject to a maximum of 120 days.

An employee should produce medical certificates covering the nature of the sickness/injury and the number of days which the employee is unfit for work.

If an employee takes leave without providing a medical certificate, such leave would be considered to be unauthorised leave, and disciplinary measures may be imposed by the employer.

However, provided the employee has accumulated a sufficient number of sick leave days and the leave is supported by a medical certificate issued by a registered medical practitioner, the employee will be entitled to take sick leave for poor health (whether that poor health is related to stress or not) or injury, and an employer is prohibited from terminating the employee’s employment, except in cases of summary dismissal due to the employee’s serious misconduct.

The employer may only terminate the employee’s employment once he/ she returns to work after statutory sick leave; however, an employee who is terminated immediately on their return to work may claim that he/she was discriminated against for his/her disability (which is widely defined and would include stress-related ill health).

她因殘疾而受到歧視（因殘疾受到歧視的定義非常廣 泛，並包括與壓力相關的疾病）。 5.員工是否可放取120天與壓力相關的病假，復工一 天，然後再放取另外120天的壓力假？這種情況下人 力資源部門可以怎樣做？ 如上述所言，只要僱員已累積足夠的有薪病假，並出示 醫生證明書，無論健康狀況不佳是否與壓力相關，均有 權因健康狀況不佳或損傷而放取病假。鑑於每服務滿 1個月可累積4天有薪病假（受僱滿一年後），僱員在放 取其已累積的首120天有薪病假期間，不可能再另外累 積120天病假，但期間僱員可累積最多16天有薪病假。 僱員不可開始放取這繼續累積的病假，直至他們復工 一天為止。

5. Is it possible that an employee can take 120 days of stress-related leave, return to work for a day and then take another 120 days of stress leave? What options are open to HR in such a scenario?

As mentioned above, an employee will be entitled to take sick leave for poor health (whether that poor health is related to stress or not) or injury as long as he/she has accumulated a sufficient number of sick leave days – and the leave is supported by a medical certificate. Given that sick leave accrues at the rate of four days for each completed month (after the first year of employment), it is not possible to accrue another 120 days during the period of time that the employee is exhausting his/her first 120-day sick leave entitlement, but the employee could accumulate up to 16 more days of sick leave entitlement during that time. The employee would not be able to commence this further period of sick leave though until they have returned to work for one day.

Q3 2019 « Human Resources Hong Kong « 33

OPINION » Unconventional wisdom 不一樣的智慧

No one is safe from being ostracised, not even leaders MIRIAM MOELLER Senior Lecturer, the University of Queensland Business School Miriam Moeller 昆士蘭大學 商學院高級講師

“When leaders become ostracised, it diminishes their ability to do what we need them to do – lead.”

人人都可能會被排斥，領袖也不例外 世界政治舞台的光芒很少照射到女性領袖身上。

Very few of the spotlights trained on the world’s political stage, light up leading women.

Still accounting for a disproportionate minority of elected representatives globally, women who reach the pinnacle of politics often find they occupy a lonely and isolated position.

Take, for example, Angela Merkel. German Chancellor since 2005, she has faced a growing, open rebellion within her own party, yet she continues to lead the world’s fourth largest economy based on GDP. Theresa May, elected Prime Minister of the United Kingdom in 2016 (until she was replaced by Boris Johnson in July this year) faced relentless internal opposition as she attempted to broker a Brexit deal with the potential to impact the UK, Europe and the world at large.

Key advisor to the United States’ Trump administration, Ivanka Trump is continually belittled and dismissed by political opponents and critics within the White House alike as she petitions to advance her policy agenda for paid family leave.

These women sit at different points of the political spectrum, but share the unenviable trait of being shunned: By their own parties, by their constituents and by the world.

全球民選 女性代表少得不成比例，能夠登上政治 生涯巔峰的女性往往處於孤獨和孤立的位置。 以2005年上任德國總理的默克爾為例，她雖然繼 續領導以GDP計算為全球第四大的經濟體，但她正面 臨自己黨內越來越多的公開挑釁。 2016年當選為英國首相的文翠珊（直至今年七月 被約翰遜罷免）試圖通過可能會對英國、歐洲、以至全 世界帶來潛在影響的英國脫歐協議，她同樣面對國內 無情的反對。 美國特朗普政府的白宮總統高級顧問伊萬卡因力 推有薪家事假政策議程，不斷被白宮內的反對派和批 評者輕視和貶低。 這些女性站在政治光譜的不同位置，卻有著不可

When leaders become ostracised, it diminishes their ability to do what we need them to do – lead.

While ostracism is not limited to politics, this toxic practice of social rejection puts individuals, organisations, and indeed, entire economic systems at risk.

We may expect ostracism to occur in our personal lives, but when it happens in the workplace or in politics, it becomes confusing and impacts on countless stakeholders.

There is no easy way to eradicate ostracism at the top level, but understanding its forms and motivators makes it easier to approach and address in an organisational context. There are three main types of ostracism: • Physical ostracism: The deliberate removal of oneself or others from a social situation.

• Social ostracism: Emotional withdrawal such as refusing to make eye contact or avoiding conversation.

• Cyber ostracism: Exclusion via digital interactions such as deleting someone from an email list or ignoring them in a chat room.

Across all its forms, ostracism can lower psychological wellbeing and self-esteem, provoke greater levels of anxiety and generate symptoms of depression. Some

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思議的共通點：被她們的政黨、被她們的選民和被世 界冷待。 當領袖被排斥，會削弱其履行該做的事 — 領導。 排斥不限於政治，這種有害的社會杯葛做法使個 人、組織、甚至整個經濟體系面臨風險。 我們可能會以為排斥現象只發生在個人生活之中， 但當它發生在職場或政治層面時，會變得令人困擾並影 響無數持份者。 沒有簡單的方法可消除領導層的排斥現象，但了解 其形式和動機可以更容易在組織內處理和解決這個問 題。排斥主要有三種類型： • 物理排斥：故意將自己或他人排除在社交場合之外 • 社交排斥：情感迴避，例如拒絕眼神接觸或避免 交談 • 網絡排斥：通過數碼互動進行杯葛，例如從電郵列 表中刪除某人或在聊天室中忽略他們 所有形式的排斥都會損害心理健康和自尊，引起更 高程度的焦慮並產生抑鬱症狀。

Unconventional wisdom 不一樣的智慧 OPINION »

一些神經科學研究表明，長期被排斥可影響大腦 以為身體正經歷疼痛。 研究也指那些目擊排斥的人亦對他人遭杯葛感同 身受。 很容易會以為「輕微」的排斥行為是無害的，但小 小的冷漠也會引發「沉默的漩渦」。 這個概念始於一個想法：除非其他同事擁有相同 的觀念和想法，否則表逹或提供意見是不智。 當員工開始採取沉默態度，對組織問題的意見和 擔憂隱而不談，便會產生漩渦效應。 這很快便會形成一種惡性文化，表達意見被視為 不被接受，人們會擔心因表達意見而受到排斥。 排斥審計是一種有效預防或解決這種沉默漩渦的 管理層干預手法。 關鍵在於尋找能提高意識的適當內部人選，不僅 讓內部了解如果排斥行為持續不受控將會發生什麼事， 還有公司為何有需要作出干預。 客觀是當中的關鍵，以消除偏見，並確保過程的質量。 排斥審計需要值得信賴的外部審計師負責行動，包括： • 強調有助管理者識別其自身排斥行為的政策 • 就如何接觸正被排斥的人與目擊排斥的人提供 指導 • 就如何釋除那些不願提及排斥現象的人的憂慮提 供指導 • 就如何協助被排斥的人重新融入提供指導 • 最重要是謹記無論是旁觀者、排斥者或被排斥者， 員工很容易在過程中受到傷害，有些人比其他人 更脆弱。 職場排斥現象無人能倖免，制訂政策糾正組織文 化，清晰列明什麼行為是可接受和不可接受，可以及時 挽救局面。 排斥現象不可能徹底從職場消失，但必須實施明 確的指引和頻繁的檢查，以確保從初級員工直到最高 層，由下而上讓這種有害的杯葛做法減至最少、受到控 制、並被標籤為不可接受。

neuro-scientific research suggests prolonged experiences of ostracism can influence a brain to believe it is experiencing physical pain.

Those who witness ostracism also report experiencing the pain of others’ rejections as their own.

It is easy to fall into the trap of thinking that “minor” acts of ostracism are not harmful, however, even a few snubs can trigger a “spiral of silence”.

This concept begins with an idea that speaking up or offering viewpoints is unwise unless other colleagues share the same perceptions and thoughts.

The spiral occurs when employees begin to adopt silence as they withhold opinions and concerns about organisational problems.

This quickly creates a vicious culture where speaking up is not considered acceptable and people fear the punishment of ostracism for speaking out.

An ostracism audit is one managerial intervention technique that can be employed to prevent or resolve this spiral of silence.

Key to this is engaging an internal champion who can raise awareness, not only about what will occur if ostracising behaviours continue unchecked, but why it is necessary for a workplace to intervene.

Objectivity is key to this operation to eliminate bias and ensure quality in the process.

An ostracism audit requires a trusted external auditor responsible for actions, including: • Highlighting strategies relative to what a manager might do to recognise ostracism in their own behaviour.

• Direction on how to approach individuals who experience ostracising behaviour versus those who observe ostracising behaviour.

• Direction on how to address the concerns of those who do not speak up about ostracism among others.

• Direction on assisting ostracised individuals to become re-engaged.

It is vital to keep in mind that employees are vulnerable to the process – some more than others – be they bystanders, “ostracisers” or the ostracised.

No one is immune to ostracism in the workplace and a plan to correct an organisational culture to clearly delineate what is acceptable behaviour, and what is not, can be timely.

It is unlikely ostracism will be completely eradicated from workplaces, but clear guidelines and frequent checks must be implemented to ensure this toxic practice of rejection is minimised, managed and branded as unacceptable – starting from junior staff right up to the very top.

Q3 2019 « Human Resources Hong Kong « 35

LAST WORD

Team building: In or out?

Samantha Chan urges companies to rethink whether their practices are really working.

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Employees are becoming increasingly polarised when it comes to team building. Too often I hear friends and family describing their companies’ efforts as dreary and a waste of time, while the younger workforce are engaged only if the activities look fun enough for their social media.

Popular corporate team building away days – from kayaking and sand sculpting to a yacht cruise – appear to be a glamorous form of socialising.

While a good relationship between colleagues can increase motivation and communication, this does not guarantee a strong high-performing collaborative team.

Other underlying concerns towards modern day team building include: How does a one-day activity make a long-lasting impact? Do these activities reinforce the existing office cliques instead of bringing all the colleagues together? Do they strengthen the employer brand?

During my interview with Pandora’s learning and development director Simpson Wong for this issue’s feature on personalised workplace learning, he was dubious about the effectiveness of a set team building scenario as well.

There is no particular one-day event labelled as team building at Pandora. Since Pandora’s Hong Kong office also acts as its regional headquarters, collaboration across departments or locations occurs naturally every day, and managers are the key to facilitate and build the so-called team spirit.

“There is usually a lot of labels in the retail industry such as front-line and back office employees referring to each other as ‘the staff upstairs’ or ‘the staff downstairs’. This kind of name-calling is unhealthy and unnecessary. Despite their job functions or work locations, they are still co-workers, and their work is closely tied with each others’ work,” Wong said.

To foster the relationship between employees on a larger scale, Pandora regularly produces digital materials such as “Retail 101” or “Finance 101” or video interviews with department heads to give every Pandora employee an insight into each department’s daily work.

Pandora’s team building focus – infusing the concept into everyday work instead of a one-time event – leads me to the question: Is team building obsolete? Looking back, one of the earliest research into workplace behaviour, the Hawthorne Experiment, showed that employees’ motivation and productivity are linked to social interactions.

In the meantime, reflecting on business nowadays, there is not a single product or service produced that is a one-man show.

Good teams are intrinsically necessary for a healthy business, but achieving that takes time.

Human resources professionals should rethink whether their existing practices are taking them any closer to their end goal.

團隊建設活動： 應去應留？ Samantha Chan敦促企業認清陳舊思 想，重新思考他們的做法。

對於團隊建設活動，僱員的意見越來越兩極化。 我經常聽到朋友和家人形容他們公司的活動沉悶和浪 費時間，而年輕僱員只在乎公司活動能否讓他們在社 交媒體上炫耀。 受歡迎的企業團隊活動選擇，從划艇或堆沙以至 遊船河，似乎都是具吸引力的社交活動。同事之間的良 好關係可鼓勵參與和溝通，但並不保證事後能建立一支 高績效的強大合作團隊。 現代團隊建設活動的其他典型潛在憂慮包括：一 天的活動可如何產生長遠影響？這些活動會否鞏固現 有辦公室小圈子而不是團結所有同事？這將如何加強 僱主品牌？ 今期雜誌我就個人化職場學習與Pandora學習與 發展總監Simpson Wong進行專訪，他對團隊建設活 動的成效存疑。 Pandora沒有特別將某一天定為團隊活動日。 Pandora的香港辦事處也是該公司的區域總部，因此 跨部門或跨地區的合作是日常事，而管理人員是促進 和建立所謂團隊精神的關鍵。 Wong說：「零售業通常有很多標籤，例如前線員 工稱後勤員工為『樓上員工』或後勤員工稱前線員工為 『樓下員工』。這種改花名的做法不但對公司無益，而 且是不必要。工作的地點不應成為同事建立關係的障 礙。因為無論同事是在『樓上』或『樓下』工作，大家的 工作密切相關。」 為更大規模促進員工之間的關係，Pandora定期 製作數碼材料，例如「零售101」或「財務101」，或者 與部門主管進行影片訪問，讓每位Pandora員工了解 每個部門的日常工作。 Pandora團隊建設的重點，不是單靠一次性的活 動，而是將概念融入日常工作之中。這引伸出一個問 題：團隊建設活動是否已過時？ 回顧過去，一項最早對職場行為進行研究的霍桑 實驗表明，員工的動機和生產力與社交互動息息相關； 與此同時，現時的業務亦反映出這一點，任何產品或服 務都不是單靠一個人而成。 良好團隊對發展健康企業很重要，但要實現這一 目標需要時間。人力資源專業人員應重新考慮現有做 法是否能助他們更接近自己的最終目標。