Human Resources Online, Hong Kong H2 2023

HONG KONG

The smart HR professional’s blueprint for workforce strategy

July-December 2023

From awareness to action HK$55 / H2 2023

15 leaders on prioritising mental health in the workplace Page 26

publisher & managing director Evelyn Wong

CONTENTS

Jul-Dec 2023

editor-in-chief Aditi Sharma Kalra senior journalist Tracy Chan

Regulars

english sub-editor James Foster graphic design Julia Li

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advertising sales Karen Yung Sally Hui delegate sales Gloria Yam Mandy Chan circulation Deborah Quek marketing Cyrus Ching event production Selina Kwok Lemuel Cheung Gokce Narin event services Chiyan Lam Hedy Chao office manager Irene Wong

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HEALTH COVER MENTAL HRO reaches out to 15 HR and business STORY leaders across Asia to understand how they enable this basic right in the workplace for everyone.

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2 – Editor’s Note 6 – Snapshot 8 – Whitepaper 10 – HR by Numbers 24 – Event Report

SUITE TALK SIMON MANNING, MANAGING DIRECTOR, NINA HOSPITALITY Hear from the senior leader on taking care of employee wellbeing while guiding the brand to be a multi-brand hospitality group.

Q&A

STEPHANIE KEAY, HEAD OF HUMAN RESOURCES APAC, J.P. MORGAN In this exclusive interview, Tracy Chan finds out how the financial institution supports its people and became the ‘Most Attractive Employer’ in Hong Kong.

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EVENTS

04

EVENTS

KEY TAKEAWAYS FROM INSPIRE HR 2023 Under this year’s theme of “future-proof your humans”, HR leaders shared ideas and solutions that can help engage talent in a meaningful way.

30 & 36

Meet the winners of the HR Distinction Awards and HR Vendors of the Year 2023, Hong Kong.

To subscribe call: +852 2861 1882 / +65 6423 0329 or email: subscriptions@humanresourcesonline.net H2 2023 « Human Resources Online Hong Kong «

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EDITOR’S NOTE

EMBRACING GOOD MENTAL HEALTH AS A HUMAN RIGHT FOR ALL Dear readers, At the outset of our final magazine edition for 2023, we at HRO would like to thank you for a year of inspired learning, incredible support, and meaningful partnerships. Every day spent developing content and conferences for the HR fraternity is a day marked with excitement and new ideas.

We look forward to 2024 with optimism as we continue to track the most novel and progressive developments in HR across Hong Kong and North Asia.

One of the keys to embracing a new year is to establish strong mental health. In the cover story (on page 26), 15 HR and business leaders across Asia share with HRO their approaches to enabling care towards this basic right in the workplace for everyone.

Having put in mechanisms to encourage conversations, Jolene Huang, Chief Talent Officer, Singapore & Southeast Asia, Publicis Groupe, shares: “There are times when things don’t go their way and people fall into a temporary pit of being depressed. Leaders/managers need to be intuitive to pick these first signs up and address them – whether to help support employees or just give due recognition to employees.”

This becomes even more important in customer-satisfaction-driven industries, such as for TDCX, where Group CHRO, Lim Chee Gay, shares: “As mental health awareness grows, we host various initiatives, including expert talks and provide both online and in-person counselling support through our employee assistance programme.”

Learn more about their insights on page 26.

The ability to improve the HR ecosystem is also a key driver for our Q&A interviewee in this edition, Stephanie Keay, Head of Human Resources for Asia Pacific, J.P. Morgan. As someone who has spent 25 years in the APAC region and in global HR roles, she deeply values how diverse and culturally rich the region is, not to mention its high complexity.

“These dynamics mean there is always an opportunity to learn, grow, and make an impact,” she affirms. Please head to page 12 to read all the insights from this exclusive interview.

Aditi Sharma Kalra Editor-in-Chief

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People remain the top priority for our Snapshot interviewee as well this edition. Angel Kwok, Chief People Officer, Toys”R”Us Asia, has a simple objective – ensure the workforce grows happily along with the company and when they look back, they will feel proud of how well they have progressed and contributed to something valuable.

In this mission, she is capably supported by the leadership team, as she shares: “I cannot think of a day I do not communicate with my CEO. He is a people leader who puts people and communication as his top priority.” Read all about this camaraderie on page 6.

In the pages ahead, you will also enjoy a spotlight on our events this year.

We have the key takeaways from our flagship conference Inspire HR 2023 on page 18, and our National Counselling & Psychotherapy Conference (NCPC) in Hong Kong on page 24; as well as all the honourable winners at our HR Distinction Awards and HR Vendors of the Year 2023, Hong Kong on page 30 and 36. We hope these help you carry the momentum forward into 2024.

Here’s wishing you joy, good health, peace of mind, success, and happiness in the new year, and beyond! Enjoy the read.

THIS ARTICLE IS BROUGHT TO YOU BY AXA HONG KONG AND MACAU

BEING A HEALTH PARTNER TO FOSTER CORPORATE WELLBEING In addition to improving total wellness, AXA Hong Kong and Macau strives to enhance the awareness of a healthy lifestyle and the importance of disease prevention, as shared by its Chief Employee Benefits & Wellness Officer.

With the purpose to act for human progress by protecting what matters, AXA Hong Kong and Macau not only aims to be the insurer to provide comprehensive protection to customers, but also a holistic wellness partner to the individuals, businesses, and communities it serves.

As one of the most diversified insurers offering integrated solutions across life, health, and general insurance, AXA Hong Kong and Macau has been actively promoting total wellness to provide HR professionals and its members with better support and knowledge on health and prevention. The focus has been on keeping people healthy rather than treating them when they get sick.

Guided by its four core values: ‘Customer First’, ‘Integrity’, ‘Courage’ and ‘One AXA’, the core of AXA Hong Kong and Macau’s service commitment is continuous product innovation and customer experience enrichment. This is achieved through attentively listening to its customers and leveraging technology and digital transformation.

One example is ‘BeOnTrack’, an innovative programme that offers a groundbreaking non-insurance health management solution to safeguard the wellbeing of client’s employees. BeOnTrack is the first non-insurance product in the employee benefits industry focusing on lifestyle and behavioural changes. Encompassing a suite of 12-month health management programme tailored to customers’ needs, it equips them with expert guidance and health and wellness treatments to prevent chronic diseases or seek specialised support in women’s health.

With the programme, the insurer not only strives to improve the total wellness of customers, but also enhance the awareness of corporates and even the community to a healthy lifestyle and the importance of disease prevention. In the long term, this can help people reduce future medical costs and create a healthier workforce and community.

Responding to the increasing need for specialised support in women’s health, AXA Hong Kong and Macau provides further support by launching the

‘Better She’ programme under ‘BeOnTrack’. This is the first menopause health management programme in Hong Kong designed to support women in navigating menopausal transition.

Unlike traditional women’s health insurance, which emphasises illness diagnosis and treatment, ‘Better She’ offers a comprehensive health management solution for women in Hong Kong. In addition to gynecological examinations, it provides detailed health analysis, personalised treatments, and psychological consultations.

“As a lifelong partner to our customers, AXA is committed to breaking taboos and encouraging women to be more aware of menopause,” says Emily Li, Chief Employee Benefits & Wellness Officer, AXA Hong Kong and Macau.

“We hope ‘Better She’ will be a catalyst to fostering women’s health awareness and creating a supportive community, inspiring every woman in Hong Kong to take control of the physical and mental wellbeing in this important life stage.”

Looking forward, AXA Hong Kong and Macau will continue to catch up with the expectations of employers, employees, and the community with agility in its employee benefits product development, addressing the unique needs of corporates and individuals around budgets and protection.

Apart from attractive benefits, the insurer will keep on enhancing employee engagement through comprehensive wellness support, focusing on both physical health and mental wellbeing, with mind health wellness as one of its key focuses.

On top of the existing mind health support in the mind health network and the ‘Emma by AXA’ app, it will explore the offering of even more comprehensive mind health services leveraging its digital capability.

With its pioneering mind health support, health management programme and other wellness initiatives, AXA Hong Kong and Macau strives to redefine its role from an insurance provider to a health partner that helps its HR clients and members obtain better physical and mental health and foster corporate wellbeing.

H2 2023 « Human Resources Online Hong Kong «

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WORK LIFE » Leadership

Simon Manning, Managing Director Nina Hospitality

As the brand repositioned from a local midscale operator to a multi-brand hospitality group, apart from developing new products and services and delivering higher guest satisfaction, in this exclusive interview, he shares with Tracy Chan how to enable employees to grow and develop.

What in your view is the biggest talent-related challenge and opportunity in your industry at the moment?

Selection and turnover are the biggest challenges in our industry. However, we focus on our five key HR processes – selection, orientation, training, certification, and reward and recognition – which have proven effective in reducing turnover.

We provide an enjoyable working environment for our employees, and make sure that our staff benefits are on par with industry standards. We also prioritise wellbeing activities to support our employees’ physical and mental health. These help to reduce the challenges and bring our turnover rate below the market level.

With a vision to create a leading hospitality group in Hong Kong, Simon Manning has been guiding the transformation of Nina Hospitality since he joined the company in 2021.

From developing a business model, creating a service philosophy, establishing a people culture, and building individual hotel improvement plans, to relaunching the brand, his goal has been to establish a unique value proposition that will enable Nina to stand out in the market and captivate a broader audience.

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Nina Hospitality has recently repositioned its brand. What is the motivation behind this? How has this development influenced the hotel’s people strategies?

We see that our real estate has higher potential to grow from the previous mid-scale positioning to an upscale lodging brand. We started the transformation process of Nina Hospitality in 2021, aiming to bring the brand alive and showcase its fresh new image to everybody.

To undertake the repositioning, we created ‘Nina’s Way’, our service philosophy. It includes five components – our brand slogan ‘surprise yourself’; five core values; service steps; service principles; as well as our employee promise.

» Human Resources Online Hong Kong » H2 2023

Employee wellbeing has always been at the heart of Nina Hospitality, and one of your passions as well. How do you take care of the wellness of your employees and yourself?

Our definition of employee wellbeing is linked to how we enhance our employees’ work environment and benefits, which indirectly improves their mental, physical, and social wellbeing.

All our hotel and corporate staff are on a five-day work week. We also appointed a professional service provider for our employee assistance programme of which hotline services and face-to-face consultation by certified counsellors and psychologists are provided to our staff and family members.

We have a wellness programme in place designed by an in-house nutritionist that features a healthy staff cafeteria menu, regular wellness talks related to building a healthier lifestyle, consultation during pregnancy, etc. We have formed various social clubs and organised recreation and social activities for our employees on a regular basis.

From regular town halls to training, everyone in the group is involved from top to bottom. We not only listen to our employees’ opinions, but also address their questions actively.

We have made improvements to all back-ofhouse areas, including new canteens and changing rooms. At Nina’s corporate office, our parent company Chinachem Group transformed the office with a new design, fostering a more user-friendly and health-conscious work environment.

How would you describe your leadership style?

Be the very best version of myself and try to set myself as an example to others. As a transparent leader, I aim to foster an inclusive culture where everybody’s opinion is listened and valued. This creates a happy and modern working environment.

As a leader, I need to be focused and disciplined, able to drive and set a vision, as well as being an effective communicator, so all employees are aligned with the company vision. We have daily power-up sessions and regular Nina’s ‘way refresher’ sessions at hotels and our corporate office, aiming to ensure everyone understands our service philosophy and business model.

What are some perks in the hospitality sector we don’t know about?

Working in our industry, we get the opportunity to travel because the skill set is transferable to any country or city that you wish to choose to work in.

We are very open to existing and new talent; this enables people from our industry to move while other industries are not so flexible.

THIS ARTICLE IS BROUGHT TO YOU BY SHANGRI-LA GROUP

BUILDING A SHANGRI-LA WITH AND FOR ALL EMPLOYEES Apart from supporting employee development and wellbeing, the hotel group strives to work with its people to build a better world.

“We must set out to do three things: To look after our hotel staff, to look after our guests, to look after our shareholders.” – Robert Kuok, Founder, Shangri-La Group.

As the man who has defined Asian hospitality, as well as set new standards on luxury and what it means to be a host, the Founder’s saying has revealed the key to Shangri-La Group being the “best-loved” hospitality group by customers as well as its people.

Staying true to its rich Asian heritage by blending the traditional and the contemporary, showcasing Asia’s finest, from its colourful cultures to its culinary masterpieces, strengthening the ability to identify and anticipate customers’ needs, as well as innovating and enhancing the brand with ongoing passion – all contribute to the top-of-the-class experience the hotel group has been delivering to its guests. And this, has always started with its people.

Operating in the people-first business of hospitality, it is in the Group’s nature to look after its people, anticipate their needs, and care for them. By prioritising its people, the Group has been motivating them to deliver heartfelt hospitality to guests and create moments of joy that truly matter.

“Our culture of thoughtful service is embodied in our people as they engage and interact with customers and each other every day,” Hui Kuok, Chairman & Executive Director, Shangri-La Group, affirms. “They know instinctively what it means to delight our guests and to deliver hospitality from the heart. Not only are they motivated to give their best, but they also bring the Shangri-La magic to life.”

Amidst rapidly changing business, socio-economic, and workforce landscapes, and highly volatile workplace environments, addressing employees’ needs and challenges properly could help build strong ties and a sense of belonging, which eventually attract, develop, and retain the right talents.

At Shangri-La Group, one way to support its people is by developing them, which has been particularly important in the face of the global hospitality labour shortages post-pandemic. The Group has been committed to strengthening leadership at all levels, developing talent pipelines to close talent capability gaps, as well as bringing value to its people by realising their potential.

From a management trainee programme to equip young talents with functional and leadership knowledge and skills; various leadership development programmes for business leaders, operations leaders and

emerging leaders; to ShangriLa Academy Curriculum across essential, functional and leadership capabilities – the Group aims to work together with its people to fulfil their professional aspirations during every step of their career.

Meanwhile, a formal acknowledgement channel has been introduced to recognise and extol colleagues who have demonstrated behaviours aligned with the Shangri-La culture in the workplace; robust data infrastructure and HR information systems have been built to enable better data-driven decisionmaking and enhance efficiency; complemented with the implementation of mental wellbeing initiatives to take care of employees’ health.

As a result of such efforts, Shangri-La Group has won five prestigious awards at this year’s HR Distinction Awards, namely for excellence in compensation & benefits, leadership development, learning & development, rewards & recognition, and workplace culture.

Recognising that today’s employees, however, are not only looking at their personal development and wellbeing, but also at achieving a greater self to contribute to a wider world, ESG and sustainability have become core pillars of Shangri-La Group’s strategy.

Its efforts in providing sustainable support to every community it serves was exemplified by its aid to affected families in response to the devastating earthquake that struck Türkiye. Shangri-La employees across the Group donated to the construction of 300 temporary homes, setting new benchmarks for other companies to join this humanitarian effort.

“Pioneering new horizons and setting new benchmarks is part of our vision’s statement as we continue to innovate and challenge the status quo,” Hui Kuok shares. “By encouraging teams to do things differently, we will be able to navigate our future, including addressing the future of work’s challenges.”

“We are proud of what we have achieved together, but we also know that there is more work to be done. We have a clear vision and strategy for the future, and we are confident that we can overcome any obstacles that may arise,” she adds.

“If people aspire to be a force behind the ‘best-loved’ hospitality group, guided by our beliefs and vision of pioneering new horizons and setting new benchmarks, we welcome them to find their Shangri-La with Shangri-La Group.”

H2 2023 « Human Resources Online Hong Kong «

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WORK LIFE » Snapshot

. with .. s e t u n 15 mi

K O W K L ANGEEF PEOPLE OFFIIACER AS CHI R”US ” S Y O T

aspect of our work. There is an unparalleled level of fun and inspiration when you come to the office every day. As a family brand, we also bring the joy to our ‘extended’ family. We organise family fun days, and invite family members to our office.

In charge of the people function for the leading retailer of toys, games, leisure equipment, and educational products, Angel Kwok’s top priority is people, as they are the core of every business.

As the world continuously advances, she has seen customer demands naturally evolve, requiring adjustments and adaptations within businesses.

In this dynamic landscape, the role of HR, she tells HRO’s Tracy Chan, is to identify and attract the most suitable talent while cultivating an environment conducive to both personal growth of the talent as well as business growth. Read on for the interview: With stints across different industries – banking, fast fashion, properties, textile, and now retail – what was your biggest learning from these diverse HR experiences?

The overarching priorities of HR have remained the same despite the different industries – it always comes back to our people and business.

Having said that, my experience from different industries has provided me with invaluable insights into different perspectives, innovations, and best practices. Drawing from the wealth of different experiences empowers us to become more resourceful and effective in applying novel concepts within different contextual frameworks.

How does Toys”R”Us Asia offer support, guidance, and a sprinkling of fun and magic throughout employees’ journeys?

Our company’s vision is ‘to fuel the imagination and inspire our next generation through the power of toys and play’ and we live up to this vision in every

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How would you describe your leadership style?

Open, transparent, and direct. Communication is key and it’s especially true in this rapidly evolving world. My unwavering focus has always been on people and I am a true believer in talent development. My objective is very simple. I want my team members to grow happily along with the company and when they look back, they will feel proud of how well they have progressed and contributed to something valuable.

How closely do you work with the CEO, and what are the specific projects that both of you work closely on?

I cannot think of a day I do not communicate with my CEO. He is a people leader who puts people and communication as his top priority. The whole leadership team works together on most people-related issues as we strongly believe in teamwork and communication.

Is there a phrase that you believe HR professionals should do away with? And what should they replace it with?

Rather than focusing on a phrase we should replace, let’s talk about one we should keep, and it’s ‘people, people, and people’. HR professionals should always have a people-focused mindset. There’s no other way we can do our job well. While we should balance different business needs and expectations, we must carefully consider the implications on our people, and how to bring out the best from them to create a win-win situation for all parties.

With 2024 fast-approaching, what is your vision for the coming year?

In 2024, one of our main focus areas lies in harnessing the power of AI to empower our people in advancing their roles with greater impact.

By leveraging AI, we seek to enhance the efficiency of our teams by automating tasks, introducing more innovation, and elevating the overall experience for our valued customers.

Let’s end on a fun note – if you could choose only one toy from the store, what would it be and why?

Miniverse would be my choice because the product is full of surprises, all the items are relatable, fun, and everyone gets excited while building the miniature toys! In 2024, there will be more to look forward to as Toys”R”Us continues to bring many never-before-seen campaigns and initiatives to our customers!

THIS ARTICLE IS BROUGHT TO YOU BY BOARDROOM GROUP

OUTDATED LEGACY SYSTEMS AND PROCESSES WILL SOON BECOME OBSOLETE HR professionals must proactively embrace change and revolutionise their approach to payroll management, or risk becoming disconnected from their businesses and losing valuable talent. continue to streamline and centralise their activities to optimise cost and resource efficiency,” Wong explains. Thus, BoardRoom will remain agile in its response by preparing the team for managing increased scale while digitalising internal processes.

The BoardRoom team also recognises that accurately captured and wellanalysed payroll data can provide impactful insights for business planning. These insights include the ability to assess team workload and staffing needs through overtime analysis, identification of employee engagement and wellbeing trends via leave applications, and addressing potential disruptions in the manufacturing chain or task completion by monitoring time and attendance data. “Therefore, we will continue to enhance our systems and software to assist our clients in harnessing the potential of this invaluable information,” says Wong.

With this forward-facing outlook, BoardRoom looks to lead the industry by providing guidance and assurance on matters beyond payroll. Its new performance appraisal module on Ignite is a flexible and multi-faced tool to help Navigating the complexities of doing business across Asia can be challenging, especially if an organisation is unfamiliar with the region. Help is at hand, however, in the form of highly skilled professionals at BoardRoom Group, who use their comprehensive local knowledge to help companies navigate the changing business landscape and ensure employers remain compliant with local laws and regulations.

After building a solid track record over the last 50 years, BoardRoom has established its position as a leading provider of integrated corporate and advisory services in the Asia Pacific region. With a focus on payroll expertise, this is driven by investments in its platform, as well as by finding best-in-class partners and people to expand its geographic coverage.

In its bid to help clients across Asia future-proof their payroll needs, BoardRoom has recently concluded a high-impact initiative, that involved successfully transitioning all clients from legacy payroll systems to its cloudbased HRMS solution, ‘Ignite’.

This move provided mutual benefits for both BoardRoom and its clients.

For BoardRoom, it enhanced the team’s efficiency and accuracy by removing administrative burden and manual calculations, thus being able to serve clients more effectively. It also meant further opportunities for engagement and career pathways for BoardRoom’s workforce, who now benefit from a Centre of Excellence (CoE), a centralised hub that provides lateral learning and development programmes across different payroll functions and geographies.

For clients, this transition has resulted in superior employee experience and played a critical role in their business continuity planning.

As a result, all payroll functions are able to run seamlessly, regardless of where their staff are based, or what macro factors may be affecting working from an office.

Ken Wong, Managing Director Asia, Payroll, BoardRoom Group, affirms: “With Ignite, all payroll functions can seamlessly operate, without geographical boundaries and in an ever-changing working environment.”

With a successful year capped, what’s next for this prolific payroll specialist?

“We anticipate that clients, particularly those with multi-country operations, will

visionary organisations reduce time spent on performance reviews and increase their efficiency. The module allows customised templates across different groups of people (whether by role, department, cost centre, etc.), easily tracks employee performance across the company, and identifies opportunities for alignment.

Evidently, it is Wong’s view that the payroll and talent management landscape must shift to align with the dynamic business environment and evolving employee expectations. He shares: “Outdated legacy systems and processes will soon become obsolete. HR professionals must proactively embrace this change and revolutionise their approach to payroll management, or risk becoming disconnected from their businesses and losing valuable talent.”

H2 2023 « Human Resources Online Hong Kong «

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WORK LIFE» Whitepaper

EMPLOYEES MISSED AN AVERAGE OF FIVE DAYS OF WORK DUE TO LOW WELLBEING

Global – According to the third annual Global Wellbeing Report released by lululemon, while more than two-thirds of people prioritise wellbeing, the worldwide state of wellbeing has not improved since the company’s first survey in 2021.

Overall, 67% of people placed wellbeing as a top priority, but 44% felt it was impossible to achieve. This dissonance was felt most in Singapore, South Korea, and Thailand (all at 48%).

Only 12% said their wellbeing was where it should be. More alarmingly, one in three people worldwide feel their wellbeing is lower than it has ever been before (34%).

The feeling of low wellbeing has created a ripple effect of impact on both the individual and society: • Global employees reported missing an average of five days of work in the past 12 months due to low wellbeing.

• 58% said they cannot be the best version of themselves when their wellbeing is low.

• 37% of employees said they would fall behind on work responsibilities when their wellbeing is low.

So why is this happening? The report indicated that: • 30% of respondents said they don’t have the time to think about their wellbeing.

• 33% said they don’t seek help for their wellbeing because they don’t feel comfortable talking about it.

• 51% are deprioritising their wellbeing due to cost concerns.

• 39% said they feel that the pressure to conform to societal norms negatively impacts their mental wellbeing.

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Additionally, the report revealed that the taboo around mental health is a significantly higher barrier for Gen Z compared to older generations, with 60% of Gen Z wishing they could express how they actually feel, instead of always pretending to be fine (versus 55% of Gen X, 41% of Boomers, and older).

Meanwhile, 48% of individuals who identify as men feel society has made it more difficult for men to speak up about their mental health than women. In Hong Kong, nearly half of men feel their wellbeing is at its lowest point ever, more than 1.5 times that for women. Men are especially likely to feel challenged in their wellbeing largely due to societal pressures to look a certain way (52%), disconnection from the community (49%), and lack of language to express feelings (63%).

THIS ARTICLE IS BROUGHT TO YOU BY YESASIA HOLDINGS LIMITED

SAYING “YES” TO ASIAN TALENT THROUGH RESPECT AND WELLBEING: YESASIA’S PEOPLE DEVELOPMENT FRAMEWORK With a “never give up” spirit, YesAsia Holdings Limited boosts employee engagement through learning opportunities tailored to senior executives and individual contributors.

Established in 1997, YesAsia Holdings Limited is an online retailer headquartered in Hong Kong that engages in the procurement and sale of third-party branded and unbranded Asian fashion and lifestyle, beauty, and entertainment products to customers around the world.

YesAsia’s customer-centric business model requires it to maintain close relationships with customers to identify and respond to their needs as well as the latest market trends. But the e-retailer takes this one step further by identifying and responding to employees’ needs as well. This is part of its seven corporate beliefs, which include the pillars of “people development”, “respect and dignity”, and “teamwork”.

YesAsia’s management team is led by founders Joshua Lau and Priscilla Chu, both of whom have been among the pioneers in the e-commerce retail industry since 1998. Both have provided their trust and support to the Human Resources & Administration (HRA) team, motivating them to “never give up”.

As testament to their faith, the HRA team was able to implement high-impact initiatives for YesAsia’s workforce.

“Our ‘People Development Framework 2022/23’ and our corporate wellness programme, ‘YS TEAMHUB’, are the two significant initiatives led by HRA in recent years to foster greater engagement and motivation among team members,” affirms Joely Tsang, Director of Human Resources & Administration, YesAsia Holdings Limited.

The People Development Framework 2022/23 involves YesAsia team members of all levels, and consists of four development programmes that aim to impart knowledge and skills, and shape attitudes and behaviours. The programme aligns corporate training with YesAsia’s vision, its brand, and its strategic goals, ensuring a holistic approach to company and team member development.

The company’s ‘Let’s Walk the Talk’ development programme comprises scheduled learning opportunities tailored for senior executives, providing them with opportunities to develop and practice executive presence. The programme explores topics that are practical and relevant to senior executives, and enhances engagement through discussions in small cohorts, self-driven learning activities, and one-on-one coaching sessions.

The ‘Our Culture Matters’ corporate culture workshops explore the significance of YesAsia’s corporate beliefs, and engage team members in open discussions about creating growth opportunities and effectively addressing workplace challenges.

The People Development Framework 2022/23 is further supported by ‘Activity-based Learning’, which offers fun and interactive learning opportunities

for individual contributors, and ‘Leadership Skills Training’, which enhances the leadership and personal effectiveness of managerial team members.

The other high-impact initiative that Tsang cites is YS TEAMHUB, the official staff club of YesAsia, which was formed in order to unite people and foster a positive and collaborative environment.

Having implemented both workforce campaigns this past year, the HRA team has further had its hands full looking after its multigenerational workforce.

Tsang explains: “A one-size-fits-all approach will hardly engage today’s dynamic workforce. Hence, generational acceptance and sensitivity are part of the company’s diversity, equity, and inclusion (DEI) initiatives, together with our people-oriented practices.”

To this effect, YesAsia has undertaken a number of steps, such as the launch of an employee assistance programme in 2019, an employee discount programme created in 2020 offering employees discounted goods and services, a lactation room for working mothers available since 2021, and a flextime programme offering flexible working hours to improve employee morale, provide a sense of autonomy, and boost motivation.

As a result of this holistic people approach, YesAsia has seen a number of benefits that extend beyond business revenue to talent milestones, such as increased motivation for self-improvement among the workforce, greater achievement of employer branding goals, and more. Tsang shares: “Not only has the engagement rate increased, from 14% in 2022 to 64% in 2023, but we have also attracted the attention of the Hong Kong Council of Social Service, who invited us to share our HR practices in a seminar on ‘Diversity, Equity and Inclusion in the Workplace’ in August 2023.”

All of these HRA initiatives would not have been possible without the management team’s support. Tsang says: “I want to express my sincere gratitude for the trust and all the support provided by the management team for all HRA initiatives. Without these crucial components, initiatives would have remained on paper and in emails. Even when facing challenges and obstacles, the management team’s valuable feedback and positivity helped the team overcome them and pursue our goals.”

Concluding the conversation, she urges all leaders to recognise and understand the complexities and dynamics of a rapidly changing world to mitigate potential risks. This, she believes, can significantly improve the strategic abilities of a leader and lead to better outcomes.

H2 2023 « Human Resources Online Hong Kong «

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WORK LIFE » HR by Numbers

HOW HONG KONG EMPLOYERS WILL HIRE AND PAY IN 2024 While the labour market rebounds, more than two-thirds (69%) of Hong Kong employers surveyed have acknowledged challenges in recruitment, according to the latest research by JobsDB. As such, they are adopting diverse strategies to attract and retain top talent.

62%

Employers are anticipating an average pay increase of

+2.2%

in 2024, reflecting a rebound of 0.6 percentage points compared to 2023.

Surveyed businesses also prioritised ‘promotion of work-life balance’ and ‘good working environment/facilities’

(both at 29%).

of companies have provided bonuses in the past 12 months, with more than a third (36%) having offered guaranteed bonuses.

There is a growing trend of hiring different types of talent: 22% of businesses plan to expand their part-time workforce;

56% hired fresh graduates in the past 12 months; 63% showed a deliberate intention to engage Mainland talent; while 60% voiced a discerning interest in recruiting overseas talent.

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For this report, JobsDB commissioned an independent research agency in Q3 2023 to survey 407 corporations across 41 industries in Hong Kong regarding their projections for 2024’s hiring plans, as well as compensation and benefit packages for employees.

THIS ARTICLE IS BROUGHT TO YOU BY AMERICAN EXPRESS

HOW AMERICAN EXPRESS CO-CREATES GREAT WAYS OF WORKING THAT ENABLE EVERYONE TO BE THEIR BEST ‘Amex Flex’ programme along with other recognition, development and wellbeing initiatives – learn more about the company’s efforts in building a supportive and empowering work environment.

American Express believes: “The best way to back our customers is to back our people.” This people-first philosophy enables the globally integrated payments company to deliver its mission to provide customers with access to products, insights, and experiences that enrich lives and build business success.

Calling its people “colleagues”, American Express strives to create an exceptional employee, or colleague, experience to provide unwavering support and foster meaningful engagement among them. Revolving around the four pillars of its HR strategy on career, culture, recruiting, and wellbeing, American Express focuses on: • Developing a new career growth model, providing innovative learning experiences, and cultivating future leaders within the organisation; • Engaging colleagues to strengthen and champion its culture, with a specific focus on diversity, equity, and inclusion (DE&I), conduct risk, and its ‘Amex Flex’ programme; • Delivering a great end-to-end internal and external recruiting experience to attract and retain top talent; and • Promoting holistic wellbeing for all colleagues, supporting them across the moments that matter to them.

Among these imperatives, one much-emphasised is the introduction of the ‘Amex Flex’ programme. Adapting to new and flexible ways of working, the programme provides colleagues more flexibility to manage their professional and personal lives with options to work at home, in the office, or take a hybrid approach that combines both, while also allowing them to enjoy in-person connection, collaboration, and events.

To further support colleagues’ work-life balance, American Express has implemented another flexible work arrangement through the ‘Summer Flexi’ programme from June to August, during which colleagues were

encouraged to spend quality time with loved ones by taking an extra afternoon or day off to be with their children during exam periods, or enjoy summer activities with their families.

As American Express transitions into flexible and hybrid working, how to ensure colleagues’ engagement and wellbeing has become its top-of-mind priority. To better motivate and engage colleagues, American Express has launched a holistic rewards and recognition strategy. This includes the ‘Reward Blue’ tool to enable colleagues to acknowledge each other’s great work and success; highlighting colleagues’ outstanding achievements with the ‘Blue Awards’, which include monetary rewards and e-cards, during the dedicated ‘Colleague Appreciation Month’; as well as acknowledging milestone anniversaries every five years with personalised ’Fan Mail’ to honour colleagues’ valuable contributions and accomplishments.

Meanwhile, prioritising colleagues’ mental and physical wellbeing is also crucial to help them be at their best at work.

Therefore, American Express has introduced new resources to support colleagues, including 24/7 mental health counselling with instant access to an exclusive network of vetted and trained counsellors and coaches, on-site medical facilities ‘Amex clinic’, new flexible spending account to support colleagues’ expenses for work-fromhome gadgets, as well as virtual yoga and steps challenge activities throughout the year to encourage colleagues to stay healthy.

Looking forward, American Express sees the importance of continuing to invest more in employee development and upskilling programmes to empower its colleagues for future success, while taking action on any practices that could hinder diversity, equity, or inclusion within the organisation – all as parts of its plan for an inclusive and equitable workplace for all.

‘Project MarketPlace’ and ‘Market Colleague Plan’ which provide different career opportunities for all colleagues; access to LinkedIn Learning and a customised leadership development programme in partnership with Harvard Publishing Certificate and leading business experts; and additional investments to achieve full gender pay equity globally are some of the prominent examples that well-represent its efforts in supporting the career development of all colleagues as well as in promoting diversity and inclusion in the workplace.

By putting people first, American Express’ commitment to its colleagues remains steadfast: “You lead the way, we’ve got your back.” As such, the company will continue to innovate and enhance its colleague offerings, build an exceptional colleague experience, support them to thrive both personally and professionally, and ultimately maintain its position as a great place to work and an employer of choice.

H2 2023 « Human Resources Online Hong Kong « 11

PROFILE » Stephanie Keay

Art Direction: Julia Li; Photography: Anakin Yeung @ Planar Studio Limited

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Stephanie Keay « PROFILE

Stephanie Keay Head of Human Resources for Asia Pacific J.P. Morgan

BY TRACY CHAN

VITAL STATS

As a global leader in financial services, what makes J.P. Morgan’s culture so special is its strong emphasis on excellence, innovation, collaboration, integrity, as well as respect – for its clients, our communities, and its people.

Being part of a management team that leads the HR function of the financial institution, Stephanie Keay feels strongly about being a role model of values and behaviours for others.

“I strive to approach my leadership role with empathy, compassion, and authenticity, while at the same time, being highly collaborative, commercially focused, and outcome-driven,” she tells us.

Keay believes actively listening to the thoughts, feelings, and perspectives of both her team and clients is the way to better support and serve them.

“When people know you genuinely care about their wellbeing and success, it takes the focus beyond performance metrics to cultivate a peoplecentric culture, thus deepening working relationships and enhancing collective ownership and solutions,” she affirms.

In this interview, Keay shares with Tracy Chan her role at J.P. Morgan, how the financial institution supports its people and became the ‘Most Attractive Employer’ in Hong Kong, and her vision for the group, herself, and the future of HR.

Stephanie Keay joined J.P. Morgan in 2017, and was appointed Head of Human Resources, Asia Pacific, in April 2022.

As a member of the Asia Pacific Executive Committee, the Asia Pacific Management Committee as well as the International Human Resources Management Team, she partners with business leaders, senior country officers, function heads, and HR executives to drive the region’s people agenda.

Having started her career in the energy sector in the areas of business development and M&A in the US, Keay has since held senior Asia Pacific and global HR management positions for more than 20 years.

H2 2023 « Human Resources Online Hong Kong « 13

PROFILE » Stephanie Keay

Q Tell us about yourself and your role at J.P. Morgan.

As the head of human resources for J.P. Morgan’s Asia Pacific franchise, I work closely with my team, and partner with the region’s CEO, business, and function executives, and the senior country officers across our 17 markets to effectively manage the firm’s most valuable assets – our people.

Every day is different as we adapt to evolving internal and external factors, but what is constant is the need for HR leaders to act as a perceptive compass, helping guide the organisation and balance the talent agenda with business priorities and regulatory requirements, while fostering a diverse and inclusive, yet cohesive work environment and culture.

I joined J.P. Morgan in 2017 as the country HR head for Japan and Korea based in Tokyo, but relocated to Hong Kong after more than two decades in Japan when appointed to my current role. Having spent 25 years in the APAC region and global HR roles, I value deeply how diverse and culturally rich the region is, not to mention its high complexity. These dynamics mean there is always an opportunity to learn, grow, and make an impact.

Q With your vast regional experience, what are some of the key factors to consider when developing a talent strategy?

Clearly, we need to consider the dynamics of each location and line of business. However, it has been my experience that we are more similar than we are different. Of course, it is important to understand the respective business or location’s stage and projection of growth, competitor landscape, talent/skills demographics and availability, and technology capabilities. No

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matter what the factor, in-depth data analysis and insights are needed and regularly re-evaluated.

Q J.P. Morgan was ranked the ‘Most Attractive Employer’ in Hong Kong by Universum for two consecutive years in 2022 and 2023. What makes the company stand out to talent in such a competitive market?

J.P. Morgan introduced its purpose statement earlier this year – “Make dreams possible for everyone, everywhere, every day”. We continuously strive to make this applicable not only for our clients, but also for our more than 250,000 employees globally as well as prospective candidates. And, while the purpose statement may be new, it knits together our values – service, heart, curiosity, courage, and excellence – with our everyday business principles and explains how we have done business for years.

These help us stand out as people want to work at a company where they will be challenged, do interesting work, and have loads of professional development opportunities, but also be in an environment that champions equity,

Stephanie Keay « PROFILE

focuses on women talent empowerment and professional development, and ‘Access Ability’ represents a voice for employees with disabilities and caregivers.

In fact, in Hong Kong we have recently refined our disability hiring strategy and rolled out disability inclusion awareness sessions for hiring managers and employees to better understand how to support people with disabilities at the workplace.

In addition to the ‘PRIDE BRG’ for our LGBTQ+ community and allies, we also have an ‘Office of LGBTQ+ Affairs’, which is a full-time, global dedicated business unit focused on advancing LGBTQ+ equity and inclusion for our employees, clients, and communities globally. All of our diversity, equity, and inclusion efforts are supported by senior leaders from the very top of the firm.

Regular yoga sessions for employees at J.P. Morgan’s Hong Kong office.

inclusion, and sustainable growth – doing so with humanity and excellence.

Q As one of the largest financial institutions,

what initiatives is the company implementing to ensure diversity, equity, and inclusion thrive to create an environment of belongingness for all employees?

At J.P. Morgan, we are committed to creating an environment that reflects the diverse communities that we serve, a workplace where all employees feel they belong and are respected.

We strive to ensure that our policies, programmes, and platforms support this. An example is our ‘Business Resource Groups’ (BRGs) which provide opportunities for education, awareness, and networking. ‘Women on the Move Interactive Network’ is a BRG that

Q The banking and financial industry has been known for its hectic working culture. What does J.P. Morgan do to support employee health and wellbeing?

At J.P. Morgan, employee health and wellbeing have long been a priority and we continue to raise the bar. We constantly look for ways to support employee wellness whether that be physical, mental or financial health. We provide a wide range of services, programmes, and resources to help our people cope with the day-to-day challenges of work and life.

This year, we enhanced our parental leave policies globally, giving a minimum of 16 weeks of paid parental leave that covers primary, nonprimary givers, and adoption. In Hong Kong and Singapore, we also provide support for fertility treatment, including intrauterine insemination, in vitro fertilisation, and egg freezing.

Our ‘Employee Assistance Programme’ is a free and confidential counselling service available 24 hours a day, seven days a week. A team of qualified coaches and counsellors are there to help not only our employees, but also their families – on such matters as mental health counselling, medical provider recommendations, and financial and legal advice. In addition, the ‘Working Families Network BRG’ promotes knowledge sharing and provides networking opportunities to support work and family integration.

H2 2023 « Human Resources Online Hong Kong « 15

PROFILE » Stephanie Keay

Q As a member of the management team, what are the keys to aligning all leaders, managers, and stakeholders across the region to drive the people agenda in a consistent way?

At the heart of it is building relationships and trust. When trust exists, it becomes much easier to align perspectives and drive toward common goals.

Yet, it takes work and must be nurtured on an ongoing basis.

Key enablers are regular open communication, collaboration, and clear direction. I am incredibly fortunate as our leadership team is in lockstep on this – there is mutual respect, an expectation to think and behave with a franchise-wide mindset, and a high degree of transparency. This goes back to the earlier point about needing to role-model the behaviours you expect from others.

Q Let’s look into the future. How do you see the role of HR evolving?

What future challenges and opportunities should HR professionals be prepared for?

The needs of the business and our workforce are continuing to change driven by advances in technology and the current social, geopolitical, and economic climate. Our ability to adapt to these changes and create a more connected employee experience is more important than ever.

Undoubtedly, artificial intelligence (AI) is, and will, continue to be a game changer for the HR function. It continues to revolutionise HR by improving self-service options, automating administrative tasks, and providing invaluable data analysis and insights.

With the advent of AI, HR professionals can allocate more time and be better equipped to positively impact the manager and employee experience, providing data-driven solutions and value-add advisory across all areas of the function.

Building data literacy capabilities is absolutely key. This shouldn’t make HR professionals nervous, but rather excited; it lifts our game. You don’t have to be a data specialist to be good at it, in fact, AI is levelling the field. You won’t necessarily need to run the numbers, but rather be able to effectively form queries/prompts, interpret the data, and tell the story.

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Q Looking into 2024, what’s on your HR checklist to ensure that J.P. Morgan’s employee experience remains purposeful and timely?

The employee experience is very much centre stage for us. Globally, J.P. Morgan HR has an experience product operating model. HR has sometimes been prone to creating policies and protocols that may have worked for us as a function, but may not have delivered the best experience for our stakeholders. Fortunately, the expectations and norms are fast becoming to think and work end-to-end across all HR products and advisory to ensure deliberate hand-offs and remove as much friction from our processes and systems as possible.

As a regional HR head, I am delighted by this horizontal approach as it helps me and my team to operate more seamlessly as we support the business and employees. Ultimately, the client doesn’t differentiate the compensation team from the talent, recruiting or employee relations team, they just see HR. So these changes make us work more uniformly and with more intent, ensuring we keep front and centre the upstream and downstream impacts to our employee experience.

Stephanie (right) participated in the bike challenge at J.P. Morgan’s annual Health Fair.

Q Wrapping up our interview, what are your personal start/stop/continue goals as you set your resolutions for the year ahead?

Post the pandemic, we thankfully are able to travel again and connect with leaders and colleagues around the region and globe. This means more time away from family and friends. My goal is to stop multi-tasking when I am with them and start being more present, so I can continue fostering deeply meaningful relationships with them, and provide all the love and support they need. It’s about quality time.

Five things to Inspire HR professionals in 2024 GOLD SPONSOR

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There are five things that every single employee in your workforce is looking for – recognition, trust, empowerment, clear direction, and to genuinely be cared about as people. Most of our employees want to be challenged to grow beyond their comfort zones, they want to stay relevant, and they want to do so by contributing to your business objectives.

And that is exactly why Human Resources Online gathered more than 250 of Hong Kong’s HR and talent management leaders together for the third consecutive edition of Inspire HR 2023, held on 19 October, with the aim to “navigate change, transform futures”, at The Mira Hong Kong.

Good people will always be in demand – so how can Hong Kong’s HR and talent management leaders give them a reason to stay?

At Inspire HR, we shared ideas and solutions that can help engage talent in a meaningful way. All this while they enjoyed networking with their HR peers, as well as learning about new products showcased by HRO’s sponsors and partners.

Under this year’s theme of “future-proof your humans”, produced by HRO’s Gokce Narin, we dedicated the day to building an agile and change-ready workforce for an organisation. Below, we have shared five of the many inspiring snippets we captured during the day from the several on-site presentations and conversations:

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1. Make career development a shared responsibility HR plays a pivotal role in preparing organisations for the future of work, as highlighted during our opening keynote session featuring Julia Schielke, Chief People Officer at Mox Bank.

She emphasised the importance of HR’s strategic role in upskilling and reskilling employees. “We are taking a partnership approach to employees’ career development. We want to be a trusted partner in our talent’s career journey,” she affirmed.

This topic also came up during a panel discussion, where all panellists agreed that career development is a cornerstone of how organisations attract and retain people. “We do have a strategic intent to keep people longer in the organisation, so the approach is very caring,” said Priscilla Chau, Director, Human Resources, CLP Power Hong Kong.

As such, companies are thinking about their overall livelihood – benefits such as home loans to help young couples establish their family, social recreational activities across age groups, as well as retirement, engagement, and assistance programmes.

2. HR must take pride in managing change effectively From a panel discussion moderated by Jovan Trajceski, People Analytics Centre of Excellence Lead, H&M Group, we identified five key takeaways around the change management imperatives for HR leaders: • Possess an active learning and growth mindset, as well as a risk acumen: Be able and willing to learn new things – put your risk management caps on, because none of us can afford to be non-compliant.

• Transform ourselves to become a generalist: The future of work requires us to make complex decisions – so as HR professionals, we need to build a broader range of skills.

• We need to accept AI as a specialist business partner – one that provides us useful suggestions to think about.

• We now have four generations in the workforce – as HR professionals, we need to understand the needs of each generation and foster collaboration among different age groups.

• We need to have a forward-looking mindset with strategic thinking. We need to be able to foresee future work trends, and align work trends with long-term business goals.

3. Put workforce planning high on your agenda We had Dorothy Chan, VP, Skills Transformation Global Project Lead, Schneider Electric, sharing with us the vital shift from jobs to skills, and how this impacts workforce planning. So how do we build, buy, and borrow to ensure we have the critical skills we need to drive business growth? There are six steps she cited: • Understand the organisational strategy and initiatives.

• Determine future workforce needs.

• Understand internal/external supply and demand.

• Identify workforce gaps/risks.

• Develop and execute action plans.

• Measure and review effectiveness of actions.

“Be transparent. Make sure employees know the different roles and opportunities in the organisation, and the development they have to undertake to get from ‘here’ to ‘there’,” Chan advised us.

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4. Is a work-from-anywhere future realistically possible?

In a conversation around global talent mobility, we heard from prolific moderator, Stef Teng, Head of Diversity, Equity, and Inclusion, Asia, Warner Music Group, who was joined on stage by panellists Adeline Looi, Senior Director of Talent for Asia Pacific, Estée Lauder Companies; and Gwen Lockington, Head of HR, Asia and India, National Basketball Association (NBA).

For work-from-anywhere arrangements to succeed, one of the things the speakers shared, is to make sure leaders create an inclusive space where people can show up as they are, rather than worrying about who they are seeing in the office. As such, a lot of work still needs to be done in management capability – to develop our leaders and managers and make sure they are comfortable with these new practices.

These include training them on things that are simple as well as complex – an example of the former being a Zoom meeting, and a leader’s role in ensuring to create similar experiences for people across locations (for example, 15 people huddled in one conference to align with the one person who is dialling in remotely).

5. Collaborate to overcome change resistance Another great point made by the panellists in the previously cited session on preparing managers to manage talent virtually was to make sure they don’t get overwhelmed with tools as well as resistance. Further: “If it’s the business

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that is resistant, we need to partner with the business leaders and help them see the benefits of it (work from anywhere). It’s not a talent strategy, it is a business strategy.”

In conclusion, the panellists agreed to focus on small wins, as well as on examples where this has been really successful. “It could be one superstar employee that you’ve made an exception for,” they said.

“It’s also about taking opportunities for coaching.

Be able to show leaders that you’ve been able to access a much wider breadth of talent across the region if we don’t all have to be sitting in Hong Kong.”

In another panel discussion, the conversation hovered around having a well-thought-out change management programme.

The essential point the leaders made was: “Projects are often delayed because of resistance from stakeholders. So for every change you do, you have to have a very thorough change management programme. It’s not just about the management, but also about the staff who will be using the systems.”

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H2 2023 « Human Resources Online Hong Kong « 21

THIS ARTICLE IS BROUGHT TO YOU BY SOCIETE GENERALE

A LABOUR OF LOVE: SOCIETE GENERALE’S COMPREHENSIVE DEVELOPMENT OFFERINGS FOR THE APAC WORKFORCE To inculcate curiosity and a growth mindset in all employees, learning at SocGen is pervasive and available to everyone who may benefit from it.

In a world of unprecedented changes and continuous transformation, learning and development is also changing shape. To inculcate curiosity and a growth mindset in all employees, it has become essential that learning is pervasive and available to everyone who might benefit from it. Keeping this context in mind, the fact that all employees have different learning styles, different levels of access to information, and different motivations to learn, Societe Generale’s development offerings for the APAC workforce have been designed to address the diverse needs and styles of its staff.

One of APAC’s leading financial services groups, Societe Generale (SocGen) has painstakingly developed tailored development programmes for high-potential staff at different career stages, such as short-term assignments,

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coaching, ‘CAROUSEL’ reverse mentoring, and the ‘CEO Club’. These training offerings are hybrid and are available for staff to upskill themselves for the future of work at anytime and anywhere.

But it’s not just enough to provide developmental offerings – the SocGen team goes out of its way to build awareness and tools to drive uptake and participation. For example, to build awareness among staff on internal mobility opportunities, an ‘Internal Mobility Space’ has been set up, which acts as a one-stop shop with resources and tools available to staff when exploring internal opportunities. To this effect, internal openings are robustly communicated, via various means of communication. Further, the ‘Live my Life’ programme has unlocked a world of cross-learning opportunities, by enabling staff to discover and understand jobs and other departments outside of their own within the bank.

Similarly, to drive uptake and participation, ‘ACE Tool’ has been set up, which is an internal competency and skill repository to enhance the learning and career experience of employees. Through the system, employees can provide information on their ambitions, competencies, and experience – based on this input, they receive relevant proposals for open positions. If an employee is interested in a role, he/she will also see the competencies and proficiency level required for that role and receive recommendations on training to close the skill gap (if any).

All these initiatives were reinforced during the company’s recent ‘Career Week’ in Oct 2023, which saw a series of workshops and sharing sessions on personal branding and career development strategies, as well as activities to help staff understand the benefits of mobility, and how they will be supported along the journey.

Mukta Arya, Managing Director, Chief Human Resources Officer, APAC, Societe Generale, affirms, “Societe Generale is committed to providing a ‘career’ to our employees, not only the job that they are first hired for, but a place where they are supported for professional development and career advancement throughout their tenure with the bank.”

What becomes obvious then is that the workforce truly appreciates and respects the efforts the bank is making by investing in them. As such, on average, each staff has a tenure of 6.8 years (as of Dec 2022). Additionally, the development team has observed positive indicators all along the training activities – an increase in training sessions, 3.7 training sessions attended per internal employee on average, and 10 hours invested in training per internal employee on average, and this excludes mandatory training.

During talent’s relatively long career journey, SocGen believes recognition from the employer and colleagues is critical to one’s job satisfaction, and is a major

motivation (outside of monetary rewards) to go the extra mile outside of their daily job. From simple but powerful gestures, such as creating a culture of saying “thank you” abundantly, to the ‘Commitment Awards’ campaign, which identifies and rewards Societe Generale staff who have made exceptional contributions to the bank or the community at large, outside of their job responsibilities, through initiatives such as business development projects, diversity network, CSR, innovation, culture and conduct, and more, SocGen’s philosophy towards rewards & recognition adds plenty of motivation to every employee’s day at work.

Further adding to the data perspective, the HR team undertakes an ROI study of each of its development offerings to measure the business impact and for continuous improvement. As such, five levels of measurement are considered: • Level 1: Learners’ end-of-course feedback • Level 2: Facilitators’ observations • Level 3: Impact on job performance – through performance appraisals and career growth • Level 4: Impact on business results – through talent retention and assumptions of key positions • Level 5: The cost savings in external recruitment costs when filling key positions, as well as the cost savings in reduced staff turnover

• Environmental transitions: Contribute to the preservation of biodiversity and the development of a circular economy, • Positive local impact: Financing of infrastructure, and supporting local SMEs and entrepreneurs, • Responsible employer: Act for professional equality, diversity, and inclusion, while developing skills and employability, • Culture of responsibility: A governance integrating sustainability at the highest level.

To support these endeavours, on the workforce front, ESG training is being rolled out extensively, with two in three staff already trained as of the end of 2023, and the company striving to achieve 100% workforce training by the end of 2024. ESG objectives have already been instituted for a large group of managers, and ‘Climate Collage’ awareness workshops are being deployed across the Group.

Looking to the future, Arya is optimistic, driven by SocGen’s noble mission. She sends out a message to all current and potential teammates: “At Societe Generale, we are committed to helping you pursue your ambitions through our learning and development initiatives, to help you take the next big step in your career.”

However, the company goes far beyond measurements and returns in its business approach – in fact, SocGen firmly believes that economic development is no longer possible without environmental, social, and governance (ESG) progress. As a financial services group, it is committed to supporting clients, employees, and their communities to build a sustainable future through responsible and innovative financial solutions. Its ESG ambitions are based on four strategic pillars:

H2 2023 « Human Resources Online Hong Kong « 23

NATIONAL COUNSELLING & PSYCHOTHERAPY CONFERENCE HONG KONG

SUPPORTING PARTNERS

Confronting mental health issues in Hong Kong: Six key takeaways Mental health issues manifest in many different ways – low energy, loss of interest, a sense of isolation and loneliness, detachment, burnout, anxiety, and depression, or worse, at the cost of one’s own life.

“What’s the bravest thing you have ever said?” asked the boy.

“Help,” said the horse – a story cited by one speaker at the recent National Counselling & Psychotherapy Conference (NCPC) in Hong Kong. Asking for help isn’t giving up, it’s refusing to give up. This may best round-up the solution to tackling mental health issues.

Supported by our sponsors, Hong Kong Hypnotherapy Association, and the Psychotherapy Society of Hong Kong (PSHK), the event organised by Human Resources Online saw over 200 attendees gather at the Hong Thai Expo and Business Centre on 28 September to discuss and learn a host of compelling and relevant topics surrounding mental health and counselling practices from leading counselling, psychotherapy, and mental health experts, as well as industry practitioners and like-minded professionals.

Here are some key takeaways.

1. We feel burnt out because we care One speaker pointed out that the more you care, the more likely you will feel burnt out.

There are three components of burnout: • Feelings of energy depletion or exhaustion.

• Increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job.

• Reduced professional efficacy (productivity).

The risk factors for burnout include: • Work overload • Lack of reward • Lack of community • Lack of fairness • Values gap • Lack of control To tackle burnout, we need to set healthy boundaries, and these healthy boundaries need to be strong. If not, they will get broken easily. We also need flexibility and to connect to support, whether it’s for administrative support or any other type.

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2. If you detect the symptoms early enough, you can save a life A speaker in a separate session highlighted that suicide is the single biggest cause of teenager death. And the reasons behind it? Despair, pressure, and the long waiting time to get help. Another big concern is the way the media portrays suicide.

Describing teenage suicide as a terrible “cancer”, the speaker said the way to deal with it is through education – to educate parents, teachers, and young people on how to recognise symptoms and provide help.

“We try to help young people become what we might call an ambassador. They are trained to look for symptoms in their peers, to be able to talk to them and to say, if you want help, this is a way you can get help,” she said.

3 Beware of the impact of social media on children Quality social interaction, including faceto-face peer interactions, can significantly affect cognitive development. However, as we use smartphones for almost everything now, screen/social media addiction is hindering quality social interaction, magnifying social comparison, as well as causing enduring effects on one’s behavioural, emotional, health, interpersonal, and occupational development, especially for children.

According to one statistic, a 10% increase in negative experiences on social media sees a 13% rise in loneliness. Therefore, we should change our mindset and understand that using the internet is a privilege, not a right. Education, open conversations, having control, and clear expectations are the ways to help implement healthy screen habits that can protect children and last a lifetime.

4. Finding inner harmony “Without being balanced, centred and neutral, we can never make the right choices for us. Otherwise, we are constantly in a state of reaction, rather than responding to whatever life is throwing at us,” said one of the speakers of the day.

As cited, 80% of workplace illness is stress-related. To tackle the sources of stress, prayer, repetitive movement, meditation, walking, and even taking a short power nap of less than 30 minutes can go a long way.

5. Couple relationships all come down to communication The sense of insecurity, detachment, and helplessness can shape or break the relationship of a couple.

There is a common misconception that compromise means sacrifice.

In fact, it is all about getting two people to work together, come out of their comfort zone, and meet halfway.

Both of them can’t have 100% of what they want; they need to explore each other’s flexible and inflexible areas, and eventually understand their own and their partner’s emotional needs.

6. People want to work for a company that prioritises mental health • Sending an employee who is struggling with their mental health to an employee assistance programme, and then forgetting to check back in with them ever again.

• Sending an employee who is struggling with mental health on sick leave, and then expecting them to reintegrate into the workforce without any acknowledgment that they have gone away on sick leave or any type of conversation about what needs to happen next and what accommodations need to happen.

• Scheduling a one-off awareness session once a year in October around World Mental Health Day.

All of the above are, in fact, not prioritising employee mental health or effective at dealing with employee wellbeing within an organisation.

The speakers on the panel discussion highlighted some of the keys to promoting mental health in the workplace: • Mental health has to be embedded into everyday workplace decisions and the everyday workplace culture.

• The tone from the top is important. It demonstrates a commitment at the leadership level. What the leadership values is going to be what employees’ sentiment is going to be like.

• Day-to-day check-in is building trust as a foundation to build a space, and then translate for the employee to be open for the dialogue.

• To provide education so people can understand how to get help.

H2 2023 « Human Resources Online Hong Kong « 25

FEATURE » MENTAL HEALTH

GOOD MENTAL HEALTH: A HUMAN RIGHT FOR ALL HRO reaches out to HR and business leaders across Asia to understand how they enable care for this basic right in the workplace for everyone.

“Everyone, whoever and wherever they are, has a right to the highest attainable standard of mental health.” – World Health Organization (WHO).

All the headwinds, turbulences, and uncertainties over the past few years have taken a toll on everyone’s mental health, whether consciously or unconsciously. But one silver lining is the increasing awareness and care on this topic that was previously considered sensitive, but is now fast becoming mainstream.

In this special, HRO has reached out to 15 HR and business leaders across Asia to understand how they promote this basic right that is worth caring about in the workplace for everyone.

Helena Shen, Chief Human Resources Officer, Asia Pacific, TK Elevator In our line of business, physical and mental fitness are vital for staying focused and alert in high-risk environments. Operating machinery under these conditions can cause injuries to individuals and co-workers. To address this, we have introduced a mental health learning playlist and campaigns that connect safety measures with family time. These initiatives raise mental health awareness and promote safer operations.

Harshita Uppal, Chief People Officer, Home Credit India We put employees’ holistic wellbeing at the centre of everything we do. Being in the service industry, our human capital is one of the most vital elements for our business success. We have a heterogeneous workforce where almost five generations are working together.

An open communication culture is a cornerstone for us which allows the workforce to collaborate and voice ideas openly. Structurally, we drive inclusivity which ensures that everyone is valued equally and we celebrate every small win while investing strategically in individual development through mentoring and training.

Dr Natineeporn Rattanawichai, Vice President, Human Resource Head Office and Thailand, Indorama Ventures Public Company Indorama Ventures is committed to supporting its associates with mental health issues in the workplace based on a proficient resilience strategy, which was further adapted to cope with the post-COVID workplace situation.

26 » Human Resources Online Hong Kong » H2 2023

Our employee assistance programme offers confidential counselling and practical guidance via virtual channels, phone, or email, extending to employees and their loved ones, while an HR counselling service at each entity has been established to ensure accessibility to vital resources.

Lim Chee Gay, Group CHRO, TDCX TDCX is in the business of driving customer satisfaction. Our people regularly handle the toughest issues and deeply disgruntled customers.

Employee wellbeing is therefore paramount. As mental health awareness grows, we host various initiatives, including expert talks, and provide both online and in-person counselling support through our employee assistance programme.

Simon Ong, Chief Human Resource Officer, NTUC First Campus A ‘people first’ organisation, NTUC First Campus empowers employees to prioritise their mental health. Besides a caring and supportive workplace culture, we provide wellbeing leave, hybrid work arrangements, access to counselling platforms and resources, and activities such as webinars on relaxation techniques to reduce stress and prevent burnout.

Armina Mispar, Head of People Operations, Forest Interactive We address mental health at work through our #YouMatter campaign, encourage open discussions, easy access to counselling (talent assistance programme), and flexible work arrangements. We’ve also formed an ‘anti-

MENTAL HEALTH FEATURE

Helena Shen

Chief Human Resources Officer, Asia Pacific

TK Elevator

Dr Natineeporn Rattanawichai Harshita Uppal Chief People Officer

Home Credit India

Vice President, Human Resource Head Office and Thailand

Simon Ong

Chief Human Resource Officer

Lim Chee Gay Group CHRO

TDCX

Indorama Ventures Public Company

Armina Mispar

Doungthip Leenuttapong

Forest Interactive

CIMB Thai Bank

Head of People Operations

Heather Mitchell

Head, HR Services

Jason R. Jocson

NTUC First Campus

Dr Loo Leap Han

Head of People & Culture

Head of People

etaily

Infinity Logistics and Transport

harassment and discrimination committee’ to promote inclusivity, while leaders conduct regular employee check-ins for feedback. These are all under the umbrella of our #ItEndsNow campaign.

Jason R. Jocson, Head of People & Culture, etaily Mental health issues in the workplace often overlooked include burnout, discrimination, and remote worker isolation. To address these, etaily provides mental health training, fosters open communication, offers employee assistance programmes, allows flexible work arrangements, conducts regular check-ins, and measures progress through surveys for a mentally healthier workplace.

Doungthip Leenuttapong, Head, HR Services, CIMB Thai Bank There are several mental health issues that can go unnoticed, but seriously impact employee wellbeing. Stress can lead to inefficiency and long-term health issues, while workplace bullying and harassment can lead to depression, anxiety, and decreased job satisfaction.

To address these issues, policies and mechanisms have been established for employees to raise concerns. A one-to-one counselling session is available for employees to share their burdens privately, and training sessions and seminars are provided to enhance knowledge and awareness.

Associate Director, Global Workplace Experience, People and Organisation Development

Agoda

Dr Loo Leap Han, Head of People, Infinity Logistics and Transport Increasing the employees’ awareness of mental health issues caused by bullying or mobbing is crucial for creating a supportive and inclusive work environment. Psychological safety at work matters more (now) than ever!

The senior management team and managers need to first do a ‘self-check’ if they are the aggressors. Stop and change this abusive behaviour.

Being on the receiving end of bullying/mobbing at work can be stressful. No one should have to tolerate such abusive behaviour in any setting.

Heather Mitchell, Associate Director, Global Workplace Experience, People and Organisation Development, Agoda With the increase in the cost of living, anxiety around financial and emotional wellbeing is of utmost concern. To support our employees’ holistic wellness, we provide knowledge sessions

H2 2023 « Human Resources Online Hong Kong « 27

FEATURE » MENTAL HEALTH

Pokpong Pathamasoonthorn

Country HR Lead & People Partner, Thailand, Malaysia, and Singapore

Maersk

Jolene Huang

Chief Talent Officer, Singapore & Southeast Asia

Publicis Groupe

Gopi Mirchandani

Head of North Asia and Head of Strategy, Asia Pacific

Schroders

Amanda Chew

Pattaraporn Vimonwatvetee General Manager

Amgen Thailand

Human Resources Manager

J&T Express Singapore

recognition to employees. The converse is also true, employees also need to take the initiative to recognise these signs and take steps to ask for help.

So, we put in mechanisms to encourage conversations in the most efficient way so people don’t feel they need too much time to do so.

Platforms where employees can do shout-outs to colleagues to reinforce good behaviour or send encouragement. For us, we digitalise our mental health offerings to speak better to our digitally savvy employees.

Gopi Mirchandani, Head of North Asia and Head of Strategy, Asia Pacific, Schroders It’s crucial to demystify the concept of mental illness. Schroders actively organises sessions to enable staff to better understand their own needs, and how to achieve good mental health and wellbeing. We should not underestimate the potential of burnout and the importance of getting sufficient rest and exercise, and keeping to a healthy diet.

on mental health best practices and promote our global EAP (employee assistance programme) – which gives employees and their loved ones access to licensed counsellors, and comprehensive wellness content. These initiatives aim to empower employees to navigate all aspects of life and work.

Pokpong Pathamasoonthorn, Country HR Lead & People Partner, Thailand, Malaysia, and Singapore, Maersk In the workplace, we prioritise addressing both common ‘burnout’ and the less noticeable ‘compassion fatigue’. We foster a culture of empathy and support through workshops, accessible resources, self-care options, and open communication. Our employee assistance programme and wellbeing initiatives provide the needed support and knowledge for better mental health.

Jolene Huang, Chief Talent Officer, Singapore & Southeast Asia, Publicis Groupe Being humans, we all innately want to succeed in our roles and so many of us give extra long hours and extra care to do a good job. There are times when things don’t go their way and people fall into a temporary pit of being depressed. Leaders/managers need to be intuitive to pick these first signs up and address them – whether to help support employees or just give due 28 » Human Resources Online Hong Kong » H2 2023

Pattaraporn Vimonwatvetee, General Manager, Amgen Thailand When it comes to employee wellbeing, Amgen’s approach is to listen and engage with our employees to understand their needs as there is simply no one-size-fits-all. We are committed to supporting our employees to achieve good work-life balance through initiatives such as ‘work empowered’ and ‘flex space’, equipping them with tools and resources to find their own ‘right’ balance of personal life, work, and career development.

Amanda Chew, Human Resources Manager, J&T Express Singapore The mental wellbeing of our employees is a top concern for us because people are core to our business. At J&T Express Singapore, we believe in engaging our employees regularly through team building and workshops, understanding their pain points and challenges, and providing support to help them allay the pressures of the fast-paced logistics industry.

Flexible and future-ready In uncertain times, flexibility is more vital than ever. Whether you’re looking to design benefits that inspire wellness and engagement, help your people plan for a healthy and financially secure retirement, or build an agile workforce for the future, we’re here to help.

Flexibility for the changing world of work. www.mercer.com.hk

A business of Marsh McLennan

CELEBRATING HONG KONG’S BEST-IN-CLASS HR TEAMS Meet the winners of this year’s edition of the HR Distinction Awards where we aim to benchmark HR best practices across industries.

In the past year, a lot has changed in Hong Kong’s employment landscape. Hybrid working has become the new-normal work arrangement. But the shortage of skills keeps us all worried, with many employers doing their best to build a learning culture.

And finally, we’ve seen the rise of sustainability. Talent wants to work for companies who genuinely care about the community and the environment.

In this ever-changing world, the HR function is playing a vital role in empowering organisations to stay competitive, seize new opportunities, and unlock the potential of talent.

This is why the HR Distinction Awards returned this year with a more comprehensive and consolidated list of awards categories, providing the perfect platform to showcase the proven human capital strategies implemented by organisations.

On the evening of 16 November 2023 at Hotel ICON, Hong Kong’s best-in-class HR professionals and HR solution providers were recognised and celebrated among more than 200 distinguished guests for their spectacular work over the past year.

Among this year’s winners, Societe Generale emerged as the HR Grand Winner after winning three gold awards for Excellence in Career Development, Excellence in Mobility Strategy, as well as Excellence in Rewards and Recognition. The financial services firm also won silver for Excellence in Employee Development, and bronze awards for Excellence in ESG Strategy and Excellence in Retention Strategy.

HRO would like to thank all jury members for their time and hard work in grading the entries to make this annual event possible. Our hearty congratulations go out to all the winners and finalists!

30 » Human Resources Online Hong Kong » H2 2023

PANEL OF JUDGES 2023 Erica Lam

San Lee

Tras Wong

CY Chan

Stephanie Cheung

Nicholas Pang

Head of Human Resources BSH Home Appliances Group Chief Talent Officer EC Healthcare

Alia Bei

Director, Regional People GoGoX

Victoria Ip

Assistant General Manager, Human Resources Humansa

Sari Suono-Rasehorn

Chief People & Culture Officer ISS Hong Kong

Aida Castilho

Head of Human Resources & Administration Kadoorie Estates

General Manager, Talent Acquisition Kum Shing Group Head, People & Operations Lee Kum Kee Family Investment Group

Sharlene Song

Senior Director - Human Resources Meiyume

Joan Cuevas

Head of People & Culture, Asia East Cluster Philip Morris International

Paul van Rotterdam

Head of Learning and Development Pirata Group

Head of HR, HKTW Reckitt Vice President, Human Resources Shangri-La Group

Dave Pearce

General Manager - Talent Acquisition The Caravel Group

Yen Ngai

Human Resources Director, Supply Chain Asia Tory Burch

Fay Peng

Head of Learning and Development, Asia Toys”R”Us Asia

Janet Man

Senior Director, Talent Management & Development PVH Asia Pacific H2 2023 « Human Resources Online Hong Kong « 31

EXCELLENCE IN CAREER DEVELOPMENT

EXCELLENCE IN COMPENSATION & BENEFITS

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Avnet Technology Hong Kong

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EXCELLENCE IN EMPLOYEE DEVELOPMENT

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Avnet Technology Hong Kong

Schneider Electric

SILVER

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EXCELLENCE IN EMPLOYEE ENGAGEMENT

EXCELLENCE IN EMPLOYER BRANDING

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HK Express

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ESDlife

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YesAsia Holdings

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32 » Human Resources Online Hong Kong » H2 2023

THIS ARTICLE IS BROUGHT TO YOU BY AVNET ASIA PACIFIC

WHY AVNET HONG KONG BELIEVES EMPLOYEE WELLBEING AND ENGAGEMENT ARE CRUCIAL TO BUSINESS PROSPERITY When employees are happy, healthy, and engaged, they are more productive, and more likely to stay with the company, affirms James Tan, SVP HR, Avnet APJ.

Avnet Asia Pacific is a technology solutions company that supports customers of all sizes, entrepreneur to enterprise, at each stage of the product lifecycle with a comprehensive ecosystem and portfolio of design and supply chain services. With deep expertise in design and engineering, the team aims to meet critical time-to-market needs for customers globally, and it maintains a sharp focus in-house for its employees’ needs as well.

“In Avnet, we have a firm belief that our employees’ personal success is critical to the company’s overall success. Therefore, we are committed to caring for employees’ wellbeing in every aspect, promoting a positive work culture, and investing in their development,” affirms James Tan, Senior Vice President, Human Resources, Avnet Asia Pacific & Japan.

Avnet’s approach to delivering an exceptional employee experience is based on three pillars – development, recognition, and wellbeing. This mission is earnestly supported by the top management, who is dedicated to building an empowering work environment that enables employees to strive, grow and achieve, for the sustainable growth and success of the company.

Tan shares more on each of these pillars. “Our strong focus on leadership development sets us apart. We are committed to nurturing and empowering our employees to become future leaders.”

To this effect, Avnet has established a learning community with multiple online learning platforms, a global mentorship scheme, a structured management skill framework, in-house facilitators’ development, functional sharing sessions, and so on. In addition, a multi-tiered approach to leadership development has been deployed, catering to different depths namely ‘Core’, ‘Advanced’, and ‘High Potential’ for three levels of staff, i.e., middle managers, people managers, and individual contributors.

To take an example, in its aim to develop leaders as teachers, to ensure they have the skills to deliver programmes effectively, a number of business leaders have already been certified by this process, and a pool of active facilitators for leadership training has been chalked out. Through such dedicated mechanisms and actions, a culture of growth and development has been successfully cultivated.

As part of the second pillar, Avnet is committed to fairly recognising and rewarding employees for their hard work and dedication. Apart from offering competitive remuneration packages to provide financial security and stability, reward schemes have been designed and implemented to encourage good performance and business results.

Examples of these are its ‘Supplier Recognition Programme’ in cooperation with suppliers to recognise remarkable business results, as well as the ‘SPOT Bonus Scheme’ to appreciate outstanding business and office performance.

What’s unique about the Supplier Recognition Programme is that, while typically programmes require HR to take full ownership, this one requires a partnership with the supplier management team in order to engage different suppliers for funding and sponsorship.

In the new world of work, Avnet’s focus on employee wellbeing has been instrumental in creating a supportive and thriving work environment. Under its holistic wellbeing framework called ‘THRIVE’, Avnet prioritises the physical and mental health of employees, as well as takes care of their social and financial wellbeing. Tan shares: “By investing in employees’ overall wellbeing, we empower them to excel both personally and professionally. In turn, they contribute to the continual success of the company.”

Among the notable efforts undertaken under this framework, Avnet has published a ‘Total Wellness Book’ focusing on a ‘Mind+Body’ approach. This book contains contemporary health concepts and tips, as well as demonstrations by its internal experts including members of the senior management. The coverage of online resources also extends to topics such as connection, money, and career, whereby employees can access learning platforms to cater to their topics of interest among social skills, business and financial concepts, and management knowledge, and learn at their own pace.

Tan sums up the overall philosophy aptly: “Better body, better mind, better overall wellbeing for personal and the company’s success.”

H2 2023 « Human Resources Online Hong Kong « 33

EXCELLENCE IN LEADERSHIP DEVELOPMENT

EXCELLENCE IN LEARNING & DEVELOPMENT

GOLD

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Shangri-La Group

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SILVER

BRONZE

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Marco Polo Hotels – Hong Kong

Avnet Technology Hong Kong

Bank Julius Baer

YesAsia Holdings

EXCELLENCE IN MOBILITY STRATEGY

EXCELLENCE IN RETENTION STRATEGY

GOLD

GOLD

Societe Generale

Hongkong Land

SILVER

BRONZE

Schneider Electric

The Hoffman Agency (Asia Pacific)

EXCELLENCE IN REWARDS & RECOGNITION

SILVER

Crystal Jade Culinary Concepts Holding (Great China)

BRONZE Societe Generale

EXCELLENCE IN WORKPLACE CULTURE

GOLD

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Societe Generale

Shangri-La Group

SILVER HK Express

SILVER

BRONZE

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Lacoste

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HR TEAM OF THE YEAR

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HR GRAND WINNER

Chailease Holding Company SILVER YesAsia Holdings

34 » Human Resources Online Hong Kong » H2 2023

Societe Generale

THIS ARTICLE IS BROUGHT TO YOU BY HK EXPRESS

HK EXPRESS BELIEVES IN UPLIFTING THE EMPLOYEE JOURNEY THROUGH LISTENING AND UNDERSTANDING Instead of being imposed from the top down, culture is curated by its people through interactions, ways of working, and sharing of ideas.

With the vision of being the leading best practice low-cost carrier (LCC) in Asia, HK Express recognises the importance of creating meaningful work as part of navigating the future of work.

In a generation where talents seek purposeful work, to attract and retain top talent, it is crucial to go beyond surface-level solutions and address the fundamental needs that drive individuals to seek meaningful employment. In that sense, HK Express focuses on creating purpose-driven work that appeals to individuals from various professions with diverse objectives, and on finding the right talent who can contribute their unique skills and perspectives towards the shared goals.

“Before taking any action, we must genuinely ponder over our commitment to embracing the future of work. How serious are we about this endeavour, and are we truly prepared?” asks Vivian So, HK Express People Director. “Only commence crafting a comprehensive strategy once consensus is reached on these questions.”

HK Express believes another key to creating a great place to work is to actively listen to employees, understand their needs and aspirations, and constantly seek ways to enhance their journey. “We must dig deeper into why people choose to join our organisation in the first place,” Vivian says. By doing so, the company can align its core values with the motivations of talents, and create a workplace that resonates with their aspirations.

An engagement survey, therefore, plays a vital role. At HK Express, the focus of the engagement survey goes beyond just the scores, but ensures the voices of its people are heard and incorporated into the decision-making process. Through regular reviews of the feedback collected, the airline can gain deeper insights into employees’ experiences, identify areas where it can make positive changes, and develop corresponding action plans to address the needs timely.

In situations where certain suggestions or ideas may face challenges in implementation, HK Express will take the approach of openly explaining the

reasons, proactively seeking solutions, and breaking down barriers to do the right things for employees and the organisation.

“Our aim is to continuously foster an environment where our core values shine through, and our employees feel heard, valued, and supported,” reiterates Vivian.

To develop a sustainable people-oriented culture, she affirms it is essential to adapt and let go of outdated practices – stop looking back at the good old days, and instead, embrace the future with openness and a willingness to change.

“By being forward-thinking and agile, we can effectively respond to new challenges and opportunities that arise in the ever-evolving talent landscape. The ability to adapt, move on, and enjoy the new normal is essential for leading HK Express into the future of work.”

HK Express team’s continuous efforts to create a remarkable workplace have been well-recognised at the recent HR Distinction Awards 2023 in Hong Kong, with the company winning gold awards for Excellence in Employee Engagement and Excellence in Employer Branding; as well as silver for Excellence in Employee Care & Wellbeing and Excellence in Workplace Culture.

“For us, UO culture is not something imposed from the top down; it is a culture that is curated by our people through their interactions, ways of working, and the sharing of ideas. The shared experience among all our team members is what makes our culture so special,” shares Vivian.

“These awards serve as a reminder that the collective impact we make as a team is significant and encourages us to continue striving for excellence.”

H2 2023 « Human Resources Online Hong Kong « 35

RECOGNISING THE MOST TRUSTWORTHY HR SERVICE PROVIDERS The HR Vendors of the Year Awards provides the best platform to assure HR professionals they have chosen the right partners to work with.

To keep up with changing times, there is an increasing need for HR professionals to build deep functional capabilities. And this greatly leans into the expertise of HR solution providers who are committed to future-proofing and strengthening the HR function.

At the HR Vendors of the Year 2023, Hong Kong, held on 16 November at Hotel ICON, the city’s best HR service providers took centre stage with their diverse portfolios, proving their expertise and capabilities in supporting the HR community.

Walking away as the overall champion at HR Vendors of the Year 2023 was Morgan Philips Group, which won three golds – Best Executive Search Agency, Best International Expansion Provider, and Best Recruitment Firm – Industry Specialist; as well as a silver for Best All-Round Recruitment Agency and Best Innovative Recruitment Solution Provider.

Human Resources Online would like to extend our gratitude to all our judges and attendees. Once again, congratulations to all winners and finalists!

36 » Human Resources Online Hong Kong » H2 2023

PANEL OF JUDGES 2023 Erica Lam

San Lee

Tras Wong

CY Chan

Stephanie Cheung

Nicholas Pang

Alia Bei

Sharlene Song

Dave Pearce

Victoria Ip

Joan Cuevas

Yen Ngai

Sari Suono-Rasehorn

Paul van Rotterdam

Fay Peng

Aida Castilho

Janet Man

Head of Human Resources BSH Home Appliances Group Chief Talent Officer EC Healthcare Director, Regional People GoGoX Assistant General Manager, Human Resources Humansa Chief People & Culture Officer ISS Hong Kong Head of Human Resources & Administration Kadoorie Estates

General Manager, Talent Acquisition Kum Shing Group Head, People & Operations Lee Kum Kee Family Investment Group Senior Director - Human Resources Meiyume Head of People & Culture, Asia East Cluster Philip Morris International Head of Learning and Development Pirata Group

Head of HR, HKTW Reckitt Vice President, Human Resources Shangri-La Group General Manager - Talent Acquisition The Caravel Group Human Resources Director, Supply Chain Asia Tory Burch Head of Learning and Development, Asia Toys”R”Us Asia

Senior Director, Talent Management & Development PVH Asia Pacific

H2 2023 « Human Resources Online Hong Kong « 37

BEST COMPENSATION & BENEFITS CONSULTANCY

BEST PAYROLL OUTSOURCING PARTNER

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Links International

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BoardRoom

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BEST CORPORATE INSURANCE PROVIDER

GOLD BEST MOBILITY & ORIENTATION CONSULTANCY

AXA China Region Insurance Company

GOLD SILVER

Crown World Mobility

APRIL Hong Kong

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BEST TRAINING & FACILITATION SKILLS PROVIDER

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Ergon Global

Strategic Executive Training Consulting

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Asia Corporate Training

BEST EXECUTIVE SEARCH AGENCY

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Morgan Philips Executive Search

Links International

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StackTrek

38 » Human Resources Online Hong Kong » H2 2023

THIS ARTICLE IS BROUGHT TO YOU BY BIPO NORTH ASIA

ENHANCING HR EFFICIENCY: GLOBAL PAYROLL AND PEOPLE SOLUTIONS FOR A SEAMLESS EXPERIENCE Florence Mok, MD of BIPO North Asia, firmly believes that technology enhances, not replaces, the human element in HR, a philosophy which guides BIPO’s innovations.

Established in 2010 and headquartered in Singapore, BIPO is a global payroll and people solutions provider. With a strong presence across 150+ global markets, BIPO offers comprehensive workforce solutions encompassing its award-winning human capital management (HCM) solutions and professional services: global payroll outsourcing and employer of record (EOR) services.

BIPO leverages the latest technological advancements to provide clients with best-in-class solutions and empower businesses to achieve greater efficiency and success.

What makes BIPO different from what is out there in the landscape is that its scalable solutions support companies throughout the business lifecycle, from initial growth to global expansion. Unlike standalone services, BIPO’s agile solutions integrate a cloud-based proprietary HR management system (HRMS) with services such as global payroll outsourcing and EOR. This integration offers a holistic, end-to-end solution – ensuring a seamless employee journey from onboarding to offboarding.

Diving into some of the features that make BIPO HRMS so powerful for its users, this SaaS-based solution is available on a secure, unified platform, including a mobile app. Apart from automating the employee lifecycle from on/offboarding, the system is available in 18 languages, and its proprietary multi-country platform supports multi-currency salary payments. As part of its promise around “seamless integration,” the HRMS has a centralised storage of employee data, providing easy access to critical information like employee

profiles, salaries, emergency contact information, and more – delivered on a single dashboard and user-friendly interface to enhance the employee experience. In addition, an intuitive, built-in payroll calculation engine ensures accuracy, accountability, and reduced manual errors. At the same time, multilevel approvals offer added security features – helping to improve workflows and workforce management.

In line with BIPO’s philosophy to “make life easier” for HR and business professionals, BIPO HRMS also integrates with various LMS and ERP solutions to offer a complete, one-stop HR ecosystem to enhance the employee experience and cater to the needs of both SMEs and enterprises.

Collectively, BIPO’s total HR solutions empower companies with the tools to make informed business decisions by streamlining HR workflows, complemented

by BI and analytics that deliver actionable insights. By eliminating manual, transactional tasks, BIPO enables global/regional and local HR teams to take on a strategic HRBP role so they can contribute to business revenues/goals. In a dynamic economic landscape, BIPO’s hybrid workforce solutions seamlessly merge traditional HR services with innovative technology and facilitate effortless global expansion for businesses in today’s connected world.

This trailblazing solutions provider’s projects have significantly impacted Hong Kong’s business landscape, especially in HR and payroll compliance. Its 21 proprietary payroll engines with built-in compliance have empowered HR professionals with the tools, expertise, and capabilities to process multi-country payroll and HR transactions on a single, unified platform. For instance, a regional payroll outsourcing project for a client based in Hong Kong with 500+ global employees resulted in a 15% productivity boost, 40% time-savings, and 100% on-time payroll processing across 10 markets in APAC. Florence Mok, Managing Director of BIPO North Asia, shares: “BIPO’s success stems from our understanding of the global HR landscape, expertise in compliance, and alleviating administrative burdens. These enable clients to concentrate on strategic HR initiatives, solidifying our commitment to their success.”

Mok firmly believes that technology enhances, not replaces, the human element in HR. She explains: “This philosophy guides our innovations, ensuring that while we leverage technology and increasingly, AI – the core focus remains on the human aspect.

“It is about harmonising technology with HR to create solutions that connect and empower professionals in making the best decisions for their teams and the business.”

H2 2023 « Human Resources Online Hong Kong « 39

BEST INTERNATIONAL EXPANSION PROVIDER

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Morgan Philips Group

Ergon Global

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Morgan Philips Group

SHL Hong Kong

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BridgeBuilder HRMS, FlexSystem

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HR VENDOR OF THE YEAR

GOLD Ramco Systems

SILVER BIPO Service North Asia

40 » Human Resources Online Hong Kong » H2 2023

Morgan Philips Group