Human Resources Magazine, Hong Kong Q2 2021

HONG KONG

The smart HR professional’s blueprint for workforce strategy

April-June 2021

How HR leaders in Hong Kong are bracing for the new normal PAGE 10

香港人力資源領袖 如何迎接新常態 HK$55 / Q2 2021

7-8 September • The Mira Hong Kong INSPIRING TALENT WITH PRACTICES THAT WORK InspireHR is designed to help HR leaders navigate through challenges while being educated on the best practices. InspireHR will bring you a line-up of HR experts and technology influencers to share their experiences and insights on what will be the biggest challenges of the industry through keynote speeches, panel discussions, head-to-head Q&As and other formats.

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Sponsorship opportunities: Karen Yung

Speaking opportunities: Gerard Timbol

Regional Business Development Director

Senior Event Producer

publisher & managing director Evelyn Wong

CONTENTS

Apr-Jun 2021

editor-in-chief Aditi Sharma Kalra bilingual sub-editor Tracy Chan

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graphic design Julia Li advertising sales Karen Yung Carine Chang Sally Hui circulation Deborah Quek marketing Cyrus Ching Iris Tse

COVER STORY

How HR leaders in Hong Kong are bracing for the new normal 香港人力資源領袖如何迎接新常態

In this exclusive, Samantha Chan speaks to leaders at five organisations to identify the exciting and innovative range of post-pandemic plans they have devised.

event production Wendy Yung Gerard Timbol event services Melissa Tam Sharon Chu

Samantha Chan專訪五家企業的領袖，了解一下他 們為後疫情時代所制定的一系列創新精彩計劃。

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Highlights from ShhOUT 「ShhOUT 2021 」回顧 The ShhOUT – LGBTQ+ Advocacy in the Workplace conference saw over 150 attendees gain insights into some of biggest D&I trends and challenges through virtual panel discussions.

Human Resources is published quarterly by Lighthouse Independent Media Ltd. Subscription rates are available on request, contact the Circulation Manager by telephone: +852 2861 1882 / +65 6423 0329 or by email to: subscriptions@humanresourcesonline.net COPYRIGHTS AND REPRINTS. All material printed in Human Resources is protected under the copyright act.

All rights reserved. No material may be reproduced in part or in whole without the prior written consent of the publisher and the copyright holder. Permission may be requested through the Hong Kong office.

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

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3 Editor’s note 編者的話 4 Suite talk 管理層訪談 7 Snapshot 快拍 30 HR’s favourite read 首選讀物

WINNING SECRETS 致勝秘訣

6 8 9 20

在「ShhOUT — LGBTQ+職場平 權」會議上，近百名與會者透過虛 擬小組討論深入探討多元共融的 一些主要趨勢和挑戰。

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Regulars

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EVENTS ASIA RECRUITMENT AWARDS: MEET THE WINNERS

亞洲招聘大獎得獎者 名單

Human Resources Online was determined to present Asia Recruitment Awards 2021 Hong Kong, now in its seventh year, while making health and safety a priority. 《Human Resources Online》以健康與 安全為大前提下，決定舉行第七屆「亞洲 招聘大獎2021（香港）」頒獎典禮。

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Q2 2021 « Human Resources Hong Kong «

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2021

HONG KONG

Human Resources Online is proud to announce the return of the HR Distinction Awards 2021 in Hong Kong. This awards ceremony has celebrated organisations with success-proven records of exceeding performance in delivering organisational growth, alongside strategic human capital strategies, solutions and executions for the past FIVE YEARS.

This year, 8 new categories have been added to the list:

ENTER THE AWARDS

• Excellence in CSR Strategy & Sustainability • Excellence in Diversity, Equity, & Inclusion • Excellence in Innovative Business Solutions (HR Initiative) • Excellence in Innovative Use of HR Tech (HR Technology Strategy) • Excellence in Adaptable Workspace Environments • Excellence in Flexibility Working Strategy • Excellence in Overseas Strategy • Excellence in Internal Communication

Sponsorship opportunities: Karen Yung

Judging opportunities: Gerard Timbol

Regional Business Development Director

Senior Event Producer

NOW

EDITOR’S NOTE

LET’S EMBRACE A BRIGHT AND BOLD FUTURE 勇敢擁抱光明未來

Where our employees spent their working day would have been a surprising, almost irrelevant, conversation a few years ago because the answer was obvious: You needed to be in the office.

Flexibility was uncommon unless evaluated on a case-by-case basis, as most leaders explicitly or implicitly believed in ‘face time’ as a measure of productivity and sincerity.

But following the COVID disruption to work, have all the rules changed? And how should we prepare for the future in terms of recovery, sustainability and growth?

This was our precise focus in this quarter’s special cover story, where we scoured views from leaders across Hong Kong on their post-pandemic HR strategies. We bring you insights on the incredible range of initiatives they are undertaking as we brace for the new normal.

Take, for instance, Societe Generale, where the team has developed a cascade of initiatives to support gender, culture, LGBT+ and differently abled talent. Meanwhile, over at DBS, the ‘horizontal organisation’ approach is being embraced where operating models are characterised by project-specific squads.

Flip straight to page 10 to read this cover story.

We’ve got a lot more exclusive content lined up for you, not just in this edition, but in the months to come.

Having served the HR community in Southeast Asia for seven years, I’ve recently been given the opportunity to lead content for Human Resources Online (HRO) in Hong Kong. For someone who is as passionate about the progress of the HR profession as I am, this is a most valuable and exciting responsibility!

Our team at HRO has spent the past 15 years building something special for you – from daily e-bulletins to magazines, from conferences to awards, webinars, and more, and I want to continue to build on the work we’ve done.

I’ve been fortunate to talk to thousands of HR professionals and hear their stories over the past seven years, and I’m really excited to hear from all our readers in Hong Kong.

HRO wants to be the best possible resource for those embracing the bold and bright future of HR. You can count on us to deliver you the freshest, most relevant, and timely HR content for you and your teams, now, and in the future.

Please write to us with your feedback: aditis@humanresourcesonline.net.

And in the meantime, stay safe, healthy and positive! Enjoy the issue.

換作數年前，談論員工在哪裡工作會是令人感到出奇且近乎無謂的 話題，因為答案很明顯：辦公室。 大多數領袖都認為「面對面時間」是衡量工作效率和投入程度的標 準，除非是個別例子，否則靈活工作模式並不常見。 但隨著新冠疫情顛覆了工作模式，是否所有規則都已改變？我們該 如何為未來復甦、可持續發展和增長作好準備？ 這正是今季特別封面故事的焦點所在，我們訪問本港企業領袖，了解 他們就後疫情時代所制定的人力資源策略，以及為迎接新常態所採取的 一系列出色措施。 以法國興業銀行為例，其團隊制定了一系列措施，為不同性別、文 化、LGBT+ 和不同能力的人才提供支援。與此同時，星展銀行採取「橫 向組織」的方法，組成不同小隊負責執行特定項目。封面故事全文請翻 閱第10頁。 除今期雜誌外，我們將繼續為您送上更多獨家內容。 服務東南亞人力資源社區七年，我最近有機會執掌香港《Human Resources Online（《HRO》）》的內容。對於像我這樣熱衷於探討人力 資源行業發展的人來說，這是一個最寶貴、最令人興奮的任務！ 我們的《HRO》團隊在過去15年一直致力為讀者送上精彩的服務， 從每日電子通訊以至雜誌，從會議以至獎項、網絡研討會等，未來我們會 在此基礎上再接再厲。 過去數年，我有幸與數以千計的人力資源專業人士交流並聆聽他們 的故事，我衷心期待聆聽香港讀者的意見。 《HRO》期望成為各位勇敢擁抱光明未來的人力資源從業者的最佳 資源，無論現在還是未來，我們都會為您和您的團隊提供最新、最相關、 最及時的人力資源內容。 歡迎您將意見電郵至aditis@humanresourcesonline.net。 與此同時，希望各位保持安康樂觀！請細閱今期雜誌。

Aditi Sharma Kalra Editor-in-Chief 編輯

Q2 2021 « Human Resources Hong Kong «

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

Dr Jennifer Cronin President Wharf Hotels 高康琳博士 總裁

九龍倉酒店

VITAL STATS Dr Jennifer Cronin was appointed as President of Wharf Hotels in 2016, after serving as Vice President Sales & Marketing for two years. Throughout her career, she has been a firm believer of learning and improving her capabilities. She got her MBA back in the 1990s when MBAs were “still a pretty sexy thing to do”. On top of that, she decided to pursue a Phd degree with a focus in crisis management from Bond University in 2011, even when she was already a VP at a listed hospitality group. 任職酒店銷售及營銷副總裁兩年後，高康琳博士 （Dr Jennifer Cronin）於2016年獲任命為九龍倉 酒店總裁。在其整個職業生涯中，她一直堅持不斷 學習和提升自己的能力。她於1990年代獲得MBA 學位，她指MBA課程「在當時仍然是一件很前衛 的事」。在2011年，她決定再攻讀邦德大學（Bond University）的博士學位，針對危機處理，當時她已 是一家上市酒店集團的副總裁。

What inspired you to pursue a PhD degree?

Doing the PhD was a really left-field decision because I was already Vice President of Sales and Marketing for a hotel group in Thailand. It was a very good job, and I felt that I had reached a new high in my career as it was my first corporate VP job.

But then, at the time, in Thailand, they were having a crisis every year. Every year we were doing a recovery plan. I felt that we could be doing it better but many of the leaders at that time really didn’t take crisis management as seriously as we should be.

In 2010, we had the Red Shirts crisis in Thailand. When the Red Shirts’ leader was shot dead in front of our hotel, the protesters threw Molotov cocktails at the hotel. We were under siege at the time. It was like a war zone, and it was pretty scary.

So, at that time, I thought, I could help out the industry by going back to academia and doing research, and coming up with a better way to manage a crisis. Back then, I was also in between staying in the corporate world and teaching at universities. To teach at a university at a good level, you need a PhD so that convinced me to go back and do it full time.

It was really the best thing I did. After I submitted my thesis, I thought academia is probably going to be too quiet for me, and I want to get back to the corporate world. I started putting my feelers out to friends in the industry. I flew here for an interview and the rest is history.

什麼因素驅使你攻讀博士學位？

What are the key takeaways from your thesis?

1. One of the outcomes of my PhD, also my recommendation for every organisation, is that you need a living manual.

Every organisation has manuals for all kinds of things but they often sit on a shelf and gather dust.

The fact we call it a living manual gives everybody the understanding that it must be reinforced, energised, reviewed, updated, added to, every time something new happens.

We’ve also created a fantastic training programme around it. In today’s world today, there’s always some sort of crisis. Some are small, some are big, some are really scary, but you know, you’ve got to be able to manage through it.

界，不論危機大小，領袖必須好好應對處理。

攻讀博士學位是一個大膽的決定，因為我當時已經是 泰國一家酒店集團的銷售及營銷副總裁。那是一份非 常好的工作，也是我首次擔任企業副總裁的職務，算是 當時在事業上創出高峰。 但泰國當時每年都面臨一個新的危機，導致我們 每年都要制定一個新的復甦計劃。我覺得我們應該 可以做得更好，可惜當時的領袖並未有認真對待危機 管理。 在2010年，泰國爆發紅衫軍危機。當紅衫軍的 領袖在我們的酒店門前被槍殺時，示威者向酒店投擲 汽油彈。我們當時被圍困，好像置身戰場一樣，非常 可怕。 我當時在想，如果我可以重返學術界進行研究， 或許能想出更好的方法來處理危機，從而幫助這個行 業。那時的我還在考慮究竟我應繼續工作還是到大學 執教。要在一所好的大學任教，需要一個博士學位，於 是我決定全職重返校園。 這是我做過最正確的決定。在提交畢業論文後， 由於當時的學術界實在太靜，所以我決定重投職場。 我開始向業內朋友問問有沒有空缺，之後飛到香港面 試，結果大家都知道了。 請概括論文的主要重點。 1. 我修讀博士學位的成果之一，也是我對每個組織的 建議，就是需要一本活用手冊。 每個組織都有各種各樣的手冊，但這些手冊往往 放在書架上封塵。我們稱之為活用手冊，其實是希望每 個人都明白，每當有新事情發生，都必須對這些手冊進 行加強、活化、檢討、更新和添加。 我們為此制定了一個很好的培訓計劃。在現今世

2. 了解變革型領導與交易型領導之間的區別。領導風 格將決定危機的結果。 有魅力的領袖或變革型領袖言出必行、樹立榜樣、 賦予員工權力、鼓勵他們學習，將能夠獲得員工的支 持。相反，酒店業多年來一直奉行交易型領導風格。我 在酒店成長，對於總經理的大聲呼駡，以及管理層「這 是我的方式或我說了算」的態度早已習慣。他們非常咄 咄逼人，可能會令人生畏。 如今時代不同，我們有一支更出色、受過良好教育 的員工團隊，不能再以這種方式管理他們。我會說變 革型領導是最成功的領袖。 活用手冊涵蓋一切，人人都可以使用。領袖的角色是 什麼？

2. Understanding the difference between transformational leadership and transactional leadership. Your leadership style will determine the outcomes of a crisis.

A charismatic leader, or a transformational leader will be able to get the buy-in from people. You walk the talk, you set the example, you empower people, and you encourage them to learn. Whereas hotels were for many years very transactional. As I was growing up in hotels, I was used to general

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能夠提供這種支援幫助員工從所處的位置反彈。因為 很多時候，當危機發生時，他們往往過於遵循程序，而 這些程序不一定全面涵蓋一切。我的角色是賦予他們 權力，讓他們能以最好的方式完成工作，同時確保結 果達標，以最高的誠信和最高的道德標準來理解我們 的公司聲譽形象，並在每件事上都做正確的事。 行業深受各種危機重創，你如何克服？ 其實我們還未克服。我們兩年前已面對危機，2019 年出現社會動盪，我認為國際傳媒將香港描繪成一個

People 人物 WORK LIFE

戰區是不公平的，因為實際上香港整體業務仍然繼續

managers yelling and executives with the attitudes of ‘It’s my way or the highway.’ They were very aggressive and could be intimidating.

It’s a different world today.

We have a much better and welleducated workforce, you cannot manage them that way. The most successful leaders, I would say, are transformational leaders.

運作。 因此我們成立了經典旅遊品牌聯盟（Heritage Tourism Brands），由本港七個豪華酒店品牌組成。 我們同心合力，決心告訴全世界香港會走出困境。巴黎 或伊斯坦布爾也有示威活動，而且比香港更暴力。我們 想告訴大家，香港的業務仍然在運作，我們歡迎你們回 來。除了海港，香港還有很多其他美麗一面。去年5月， 我們製作了一個名為「家在香港」的宣傳短片，顯示香 港走出新冠疫情所展現的美麗和多元。 我們的員工在疫情期間付出了很多。我們不得已 實施無薪假，這令我很傷心。今年，我們的辦公室逢星 期五關閉。我們的企業辦公室沒有裁員，但仍要努力維 持每位員工的士氣。

The living manual covers everything and is accessible to everyone. What is the role of a leader?

To be able to give that support to help employees bounce off where they’re at. Because very often, when there is a crisis, they’re so focused on following the procedures which don’t necessarily cover everything. My role is to empower them to do their job at their best, while making sure that the standards are met, the reputational image of our company is understood with the highest of integrity, the highest ethics, and that we do the right thing at every opportunity.

疫情如何改變人力資源職能？ 我們變得更專注運用數碼工具來完成工作，比以往更 重視流動解決方案。我們也在人工智能方面進行研究， 運用數據和數碼化提升工作效率，並研究更扁平化的 組織架構。在科技方面，酒店業好像恐龍一樣，疫情確 實迫使我們作出改變。 人力資源人員如何才能晉身最高管理層？ 許多人力資源專家只是一個範疇的專家，他們需要擴 大自己的知識層面。 我們集團現任的人力資源副總裁擁有銷售及營 銷和其他營運方面的背景，所以我認為她可以晉身管 理層。 很少會看到人力資源領袖有較多元化的涉獵。如 果真的想晉身最高管理層，不能單靠一門專業，盡量了 解營運、業務和行業非常重要。努力成為一個更全面的 領袖，並且可以得到與你共事的人的尊重。 你提到以往女性要晉升並不容易，現在情況有沒有 改善？ 我曾經遇過因為我的性別而不能升職的經驗，但這只 會讓我更有動力去證明他們是錯的。 一家酒店雜誌最近提名我和三位來自大型企業的 男性領袖競逐一個全球獎項。我曾在其中一家獲提名 的公司工作，其當時的總裁不想要一名女性總經理。 看，我現時處於相同的職業位置，並與那家公司在競 爭。所以我認為，儘管女性在酒店業還有很長的路要

The industry was badly hit by various crises.

How did you overcome it?

Well, we haven’t overcome it yet. This has been two years since we’ve been going through a form of crisis. We had social unrest in 2019. I think the international media portrayed Hong Kong as a warzone, which is unfair because in fact overall business was still going on.

That is why we created the Heritage Tourism Brands group, which is made up of seven luxury hotel brands in Hong Kong. We all got together and said that we have to tell the world that Hong Kong will survive. Paris or Istanbul were having protests too, and they were more violent than here. We wanted to tell everybody that Hong Kong is still open for business and we want you to come back. And there’s so much more to Hong Kong than just the harbour. We came up with a video called “Our home” last May, as we emerged from the COVID-19.

Our people have sacrificed a lot during the pandemic. We had to do no-pay leave. That for me is heartbreaking. This year, we close our office every Friday. In our corporate office, we haven’t made anybody redundant but it still takes its toll of trying to keep everybody motivated.

走，但努力可以證明一切。 你的下一個事業目標是什麼？ 善用我從這些角色中獲得的知識，最終成為跨國公司 的董事會主席或大學校長。

How has the pandemic changed the HR function?

We have become much more focused on digital tools to get our jobs done. We’ve had to look at mobile

solutions more than ever before. We are also looking at the AI aspects, workforce optimisation through data and digitalisation where we’ve also looked at organisational structures to be much flatter. Hotels were dinosaurs when it came to technology so the pandemic has really forced us to change.

What does it take for HR to make it to the top?

A lot of HR specialists are just specialists. What they need to do is expand their knowledge base.

Madame Juliette (currently the group’s Vice President, Human Resources) has sales and marketing and other operational backgrounds so she could.

It’s not very often you find HR leaders who have a more diversified approach. If you really want to work your way to the top, it’s really important to understand as much about the operation, the business, and the industry and not to just rely on one discipline. Try to be a more rounded leader and you can also gain the respect of the people that you work with.

You mentioned that back in the days it was not easy for women to move up the ranks. Has the situation improved now?

I had instances of being told I couldn’t do something because I was female. That only made me more driven to prove them wrong.

A hotel magazine recently nominated me along with three male leaders from really big companies for a global award. I worked for one of the nominated companies, and the president at that time didn’t want a female GM. And look, I’m at that same career level and am competing against that company. So I think the proof is just working hard even though I think we’ve still got a way to go in our industry.

What is your next goal for your career?

It’s very much to use my knowledge from these roles, and eventually be a chairman of a board in multinational companies or Chancellor of the university.

Q2 2021 « Human Resources Hong Kong «

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THIS ARTICLE IS BROUGHT TO YOU BY FWD

HOW FWD’S RECRUITMENT CAMPAIGN SUCCESSFULLY CREATES A TOTAL EXPERIENCE FOR EVERY CANDIDATE

In the wake of COVID-19, many companies have fast-tracked their digital transformation journey and adopted various digital tools in the hope for better candidate experience. To unleash the full potential of digital tools, the key is to build a total experience for candidates, as revealed by FWD Insurance.

With the aim of manifesting its brand promise ‘Celebrate Living’ to candidates, FWD rigorously identifies five touch points in a candidate’s journey to becoming a FWD employee. These touch points are awareness, interest, application, selection, and hire.

When designing the candidate journey, a simple, intuitive, and integrated experience is FWD’s top priority. The insurance company believes that a simple application process can relieve the candidates from worries and hassles. To personalise the whole experience, FWD enables candidates to engage with them anytime anywhere. All processes – from application to onboarding can be completed in one single online platform and on their smartphones.

To boost brand awareness, FWD partnered with job search engines to launch targeted advertising campaigns. Additionally, the firm invited employees to share their passion in personal life and at work, showcasing how they are fulfilling FWD’s brand promise in a video series.

FWD cites engaging internal staff in different departments during the process as one of the keys for success as it ensures the process is peoplecentric, humane, and reflects the company’s core values. In particular, during the ‘awareness’ part, employees can show future talent what it means to work at FWD, instead of telling them a carefully-crafted brand image.

While looking for talent with a start-up mentality, a passion for innovation and a trailblazer attitude, FWD leverages technology to conduct video interviews on automated interview platforms and has replaced aptitude tests with gamification amid campus recruitment.

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It is crucial for FWD to hire talent who embody the company values and want to make a change. As the company’s core values are to be committed, innovative, proactive, open, and caring, FWD walks the talk and tries its best effort to demonstrate these values in transforming its candidate journey. FWD innovates and differentiates its employer brand by acting in the best interest of the candidates.

FWD Life Insurance clinched two golds for coming up Best in Recruitment Innovation and Best Recruitment Transformation, and one bronze for Best Internship Programme at the Asia Recruitment Awards 2021 Hong Kong, organised by Human Resources Online.

Snapshot 快拍 WORK LIFE »

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15 minutes w鐘訪談 與...的15分

Jennyr, Pong HR Directo truction Gammon Cons

1. 您在建築公司擔任人力資源董事，與以往擔 任的職務有何不同？

龐燕妮 資源 董事—人力 限公司 金 門建築有

這是一種全新的體驗。作為一名主要在辦公 室工作的人力資源人員，很多方面是我從未接 觸過。我在一個非常特別的時期加入金門建築 （2019年11月），當時多個建築工地發生黃色 運動，面對交通堵塞和路障問題，工人到工地開 工並不安全。 員工安全是首要考慮。對於坐在高樓大廈

1. You’re a HR director at a construction company. How does that differ to your previous roles?

This is a completely new experience. There were many areas that as an office-only HR I had never experienced. I actually joined Gammon (Nov 2019) during a very interesting time because there was the Yellow Movement at the time on construction sites. There were transportation issues, blockages and it was not safe for people to go on site.

People’s safety needs to come first. Because while you are in a comfortable office in a high-rise building, it’s OK for people to stay in the office until things calm down. But on a construction site, we have to make a decisive call and say ‘let’s get them out now’.

內舒適辦公室的員工，當然可以待在辦公室直 至情況回復平靜為止，但對於建築工地的工人， 我們必須果斷致電工地主管，指示其「現在就 讓工人離開」。 2. 在危機時期上任新工作感覺如何？ 前任人力資源董事退休後，我在2020年初農曆 新年期間正式接任金門建築的人力資源董事， 當時正值新冠疫情爆發。即使有百年人力資源 經驗的人，也從未遇過這樣的情況。我們十分關

2. What was it like starting a new job just during a crisis?

At the start of 2020, I officially took up the HR director role at Gammon – when my predecessor retired – right during Chinese New Year when COVID-19 was hitting. And even if you’ve had 100 years of HR experience, you would’ve never encountered such a thing. We were very concerned with the number of people travelling in and out of the Mainland. The majority of our workers have a family link on the Mainland.

And at the time the COVID test wasn’t unavailable. So we had to put people on quarantine leave. But some of our workers don’t get paid unless they come back to work – it’s not their fault. So from that perspective, we had to develop a proper company policy and communicate with them.

Also when there’s an accident on site, I have to go to hospital to see them and their family and support them. I don’t think fair to send a junior HR officer. It’s a stressful situation. So thank God that I have a very experienced team that is kind enough to offer to help. It’s not a task – it’s a mission. This job humbles me a lot.

注出入內地的員工人數，因為大多數工人有家 人在內地居住。 當時沒有新冠病毒檢測，因此我們不得不 讓員工休假隔離，但有些工人「手停口停」，而 且這不是他們的錯，考慮到這一點，我們必須 制定適當的公司政策，並與他們進行溝通。 此外，當工地發生意外，我必須前往醫院 探望工人和其家人，為他們提供支援，我認為指 派初級人力資源人員前往並不公平。面對這樣 的情況很大壓力。我感恩擁有一支經驗豐富的 團隊，他們都樂於提供協助。那不是一項工作， 而是一項使命。這份工作讓我學會更加謙卑。 3. 新冠疫情對招聘有何影響？ 我們正擴展業務。公司於2020年夏季招聘了過

3. How has COVID-19 affected recruitment?

We’re growing. In the summer of 2020, we recruited more than 100 interns and trainees.

And last year we picked up a number of big jobs at the airport. Also, we were recruited by the government to build a 700-unit quarantine house at Penny’s Bay that was finished within three months. We hired quite a number of young engineers ad hoc.

百名實習生和學徒，去年亦承建多項大型機場 工程項目。此外，政府聘請我們在竹篙灣興建 700個單位的檢疫營舍，工程在三個月內完工。 我們臨時聘請了許多年輕工程師。 4. 金門建築最近推出哪些措施提升員工體驗？

4. What are some recent initiatives undertaken to enhance the employee experience at Gammon?

We have the Gammon Academy. It was developed by a number of my predecessors. We send a senior civil engineer to be the dean of the training programme. We have these trainers, who are engineers, not full-time trainers who teach technical skills. One of them organised 14 virtual classes. And to show our appreciation, we did an online Trainer of the Year award.

We also have a couple of registered nurses who belong to the HR team to look after the health condition of the workers, especially in summer when it’s 37 degrees. Some of the workers didn’t realise they had diabetes, high blood pressure and other health issues.

金門建築多位前任人力資源董事成立了金門 學院，我們委派一名高級土木工程師擔任培訓 計劃的主任。我們聘請工程師而非全職培訓導 師教授技術技能，其中一位舉辦了14場虛擬課 堂。為表揚他們的貢獻，我們在網上舉行年度 培訓導師大獎。 人力資源團隊還有幾位註冊護士，負責照 顧工人的健康狀況，尤其在氣溫高達37度的夏 天。有些工人沒有意識到自己患有糖尿病、高 血壓和其他健康問題。

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THIS ARTICLE IS BROUGHT TO YOU BY OCTOPUS

CULTURE TRANSFORMATION AT OCTOPUS PAVES THE WAY FOR A STRONGER EMPLOYER BRAND

As an organisation serving literally the entire population in Hong Kong, Octopus Group (Octopus) is committed to fully engaging with stakeholders at large, including all Hong Kong citizens and its employees.

With an ambition to build a better cashless society, Octopus has two main priorities this year: Being one of the stored valued facility operators in implementing the government’s HK$5,000 Consumer Voucher Scheme; and further extending the government’s public transport fare concession scheme for the elderly and eligible persons with disabilities.

“Our entire workforce is excited about these projects. We are working very hard to achieve these goals to ensure successful launch of the schemes. Our employees have demonstrated professionalism and excellence of work. They stand proud to contribute to the wellbeing of the community and aspire to bring diversified payment methods to customers,” says Angus Lee, CEO of Octopus.

Lee, accompanied by Connie Chan, Head of Human Resources and Administration at Octopus, both underscore employees as the heart of the business and key to success.

“We have a vision of the future Octopus workforce: Employees play an integral role in the company’s success. One of HR’s key functions is to unleash employees’ full potential, as well as enable managers’ effectiveness and operations efficiency,” Chan says.

To realise this vision, the e-payment operator has put enormous amounts of effort and focus in driving culture change and digital transformation. For example, Octopus launched a culture enrichment programme this year to transform the organisation to be more innovative, collaborative, and result-driven through competitions, talks, and workshops.

“Through the collaboration of creative projects across departments, there will be new products or services offered for the company’s future roadmap. Everything we do at Octopus is about driving impactful results, appreciating new ideas, recognising high performers, and attracting and retaining top talent,” Chan says.

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While engaging the dynamic workforce is a priority, Octopus cares equally about employees’ wellbeing.

“Employees are our most valuable asset. We provide all-rounded support to accommodate both employees’ families’ needs and their professional development,” Chan says.

“I hope our employees have a rewarding career in Octopus and enjoy working with us.”

A series of family-friendly programmes are in place, including home office programme, flexible working hours, four-day work week arrangement, breastfeeding-friendly facilities, family-friendly leave, birthday leave, prolonged maternity and paternity leave, etc. In addition, the company has established a parenting community to support working parents.

The effort from Octopus has paid off with the company winning one silver for Best Family-friendly Employment Policy; and one bronze for Best Employer Brand Development at the Asia Recruitment Awards Hong Kong 2021 organised

by Human Resources Online.

“Winning the award is the result of the collective efforts of the company, which I feel extremely proud of. It is also a great recognition of all the dedication of all employees,” Lee says.

“The credit in winning this prestigious Best Employer Brand Development Award goes to our employees. As the CEO of the company, I share the utmost joy in witnessing this great accomplishment,” he adds.

THIS ARTICLE IS BROUGHT TO YOU BY BDO

RESKILLING & UPSKILLING – WHAT DOES IT MEAN TO YOU?

Written by Portia Tang, Director, Head of Professional Resources Solutions & Client Services, BDO Reskilling & upskilling are trends that have been brewing even before the pandemic, but were simply catalysed with the onslaught of COVID-19, where companies and employees were scrambling to adapt overnight to the drastically changed business landscape, skill requirements, and job expectations.

The pandemic highlighted how individuals who constantly reskill and upskill themselves would be equipped for more extraordinary career opportunities. In my role, I have seen many candidates losing out on great opportunities simply because employers expect candidates to possess additional skillsets on top of the knowledge and experience required for standard job scopes.

I myself have gone through a transformation journey through my career.

I was professionally trained as a Chartered Accountant and have transformed from an auditor initially, to a finance professional specialising in a large variety of business advisory and consulting services, to where I am now, working as an HR practitioner and thought leader. I know that my transformation journey will continue, with more exciting opportunities to come!

I strongly believe that one of the keys to business success is hiring the right talent. They are the ones who possess creativity and think out-of-the-box.

They are flexible and are receptive to new ideas. They have a positive “can-do” attitude and are passionate about personal growth. More importantly, they are willing to step out of their comfort zone and transform into someone with more attractive career advancements.

Having said that, I love to hire people who possess transformed and transferrable skillsets. Talents with such qualities will usually have the caliber and skills to survive through the different stages of a company’s lifecycle, both good and bad times. Therefore, I am excited to share with you the transformation story of my Senior Manager, Christy Lam, who achieved a radical transformation of her career through constant learning and upskilling.

How this former professional jockey galloped into in the accounting and HR industry Since young, I always had visions of achieving great things. At the age of 15, a newspaper article, recruiting for the professional jockey training programme, by the Hong Kong Jockey Club (HKJC) caught my attention. Being a horse lover, I decided to drop out of school to pursue my dream of becoming a female jockey in Hong Kong. I survived the three-year intensive reskilling programme, and at the end outperformed other trainees to be awarded the “Best Jockey Trainee of the Year.”

Moving forward from this extraordinary journey, I realised the importance of the need to reskill in order to survive in the commercial world outside of this sport.

At the age of 18, I continued my secondary education in Hong Kong and went abroad to pursue my Bachelor in Accounting.

Upon graduation, I anchored my new career at PricewaterhouseCoopers.

With the rapidly changing market, my transformation continued. I found passion in HR recruitment and was grateful to receive a host of upskilling and reskilling programmes with a global recruitment agency. After seven years of working in traditional recruitment firms, I joined BDO’s Professional Resources Solutions, where I galloped to set new goals and provide our clients with one-stop solutions in professional secondment, resource outsourcing, executive search, and recruitment services.

As we move into the post-pandemic era, we need to ask ourselves – are we willing to change to adapt to the new normal? This is not an easy question to answer, given that we have entered an ’age of acceleration’. As the business environment evolves, so does the market value of skills. In the past, the half-life of a skill was 30 years, it has now shortened to five years – meaning that in five years’ time, the value of our current skillsets will only be worth half of what it is today, and I foresee this half-life will continue to shorten.

Time slows for no one, and progress is constant. If we are unable to accept the need to continuously reskill and upskill, we are accepting our gradual decline into irrelevance. “It is never too late to start changing our mindsets!” I always tell my fellow colleagues, consultants, candidates and clients.

Q2 2021« Human Resources Hong Kong «

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How HR leaders in Hong Kong are bracing for the new normal 香港人力資源領袖 如何迎接新常態 Employers are quickly learning that returning to the workplace does not equal returning to life as it was pre-pandemic, and that it is actually more complicated than they had previously anticipated. In this exclusive, Samantha Chan speaks to leaders at five organisations to identify the exciting and innovative range of post-pandemic plans they have devised. 僱主很快便意識到，重返工作場所並不等於回復疫情前的生活， 而且實際情況比他們之前預計的還要複雜。Samantha Chan 專訪五家企業的領袖，了解一下他們為後疫情時代所制定的一系 列創新精彩計劃。

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T

he next 12 to 18 months will be a roller coaster as economies and organisations digest the full emotional and economic consequences of the pandemic. Employees will require energy and confidence to survive and thrive – whether back in the workplace, still at home, or embarking on new assignments.

Let’s find out how employers in Hong Kong are unleashing strategies to both excite and motivate their employees in the post-pandemic era through a series of five case studies.

隨

著經濟和企業完全消化疫情所帶來的情 緒和經濟影響，未來12至18個月將出現 過山車般的起伏。無論是重回工作場所、

繼續在家工作、還是開展新任務，員工都需要力量和信 心才能生存和蓬勃發展。 通過以下五個案例研究，一同了解香港僱主如何 在後疫情時代推出策略鼓勵和推動員工。

Case study: Sino Group Elaine Liu, Associate Director and Chief Human Resources Officer, Sino Group, had her “aha” moment around Q3 2020 that the pandemic was going to stick around. The company needed a breakthrough instead of postponing plans as she realised employee training could not be put off indefinitely.

New hires needed onboarding training, while existing employees required new skills or refreshers. Additionally, phone and email could not be the sole avenues for Elaine Liu, Associate Director communicating with employees. and CHRO, Sino Group “We realised if we keep halting our plans, not only will this affect our colleagues, but also 案例研究；信和集團 our service to our clients,” she says. 信和集團集團聯席董事兼人力資源總監廖懿妮於2020 With the pandemic being characterised by its 年第三季度左右有所「頓悟」。當時本港疫情仍然嚴 uncertainty, rather than trying to predict the future of COVID-19 and the economy, Liu kept a keen eye for certainty 峻，但她明白員工培訓不能無限期延遲，公司需要的不 是推遲計劃，而是取得突破。 in the present. 新員工需要入職培訓，現有員工需要培訓新技能 “From an HR perspective, to prepare for the 或進修，而電話和電郵不能成為與員工溝通的唯一途 post-pandemic future, we enhanced and deepened 徑。 communication with colleagues to help them better 她說：「我們明白，如果繼續暫停所有計劃，受 understand our business direction, our progress and how 影響的不僅是我們的同事，還有我們為客戶提供的 they can contribute,” she says. 服務。」 “So at least we can bring as much clarity and certainty to 疫情充滿變數，與其嘗試預測新冠疫情和經濟的 the business, and all of us can be as prepared as possible.” 未來發展，廖懿妮反而著眼於掌握目前。 Since Sino has several important hotel and residential property debuts throughout this year, recruiting talent is 她說：「從人力資源角度來看，我們加強並加深與 Sino’s top HR priority. 同事的溝通，幫助他們更好地了解公司的業務方向和 In May 2021, Sino Group organised a career day to offer 進度、以及他們可如何作出貢獻，從而為後疫情時代作 1,000 jobs covering roles in property development, property 好準備。」 management, hospitality services, innovative technology, 「至少我們可盡量保持業務清晰明確，讓所有人盡 sustainability, and other related sectors. Of these, around 可能作好準備。」

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信和集團今年將有多家重點酒店和住宅物業開 幕，因此招聘人才是其首要人力資源事項。 信和集團於2021年5月舉辦招聘日，提供逾千個職 位空缺，涵蓋物業發展、物業管理服務、酒店款待業、 創新科技、可持續發展及其他相關範疇，其中三成適合 年輕人及應屆畢業生。 該物業和房地產發展商在活動當日特設三個區域， 年輕人可獲取人力資源團隊提供的即場職業諮詢、參 與職業性格問卷調查、以及體驗模擬工作場景。 加強組織內部溝通，是信和集團在疫情後保持競 爭力的另一策略。廖懿妮指善用Zoom和Microsoft Teams等科技有助公司「提升效率」，因為員工無需再 往返不同辦公室參加會議或培訓課程。 反思人力資源的角色，她表示人力資源職能正不 斷進步。 她補充道：「企業越來越需要人力資源人員來執行 市場推廣工作，他們要懂得如何傳遞企業價值主張，如 何透過社交媒體或其他途徑與其『客戶』溝通。對 人力 資源人員來說，員工就是我們的『客戶』。」

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30% of the roles were targeted at young talent and fresh graduates.

The property developer designed three zones where young applicants could receive on-site career consultations with HR, take personality questionnaires, and experience job simulations.

Enhancing communication within the organisation is another strategy by Sino to remain competitive after the pandemic. Liu cites tapping into technology such as Zoom and Microsoft Teams as “an efficiency gain” for the company because colleagues no longer have to travel between offices to attend meetings or training sessions.

Reflecting on the role of HR, she says HR is progressing gradually.

“There is an increasing need for HR to perform marketing tasks. They need to know how to deliver value propositions, and how to communicate on and off social media to their ‘customers’. For HR, our ‘customers’ are employees,” she adds.

Case study: Societe Generale

Mukta Arya, Head of HR, APAC, Societe Generale

案例研究；法國興業銀行 法國興業銀行的使命， 是為人才提供具創意的職業 發展途徑，讓他們能夠在互動共融的環境下培養專 業和個人能力，為企業的發展、策略和轉型作出 貢獻。 因此，其人力資源部門與亞太區管理委員會今年 共同制定的人才策略有三大主要方向：人才策略與業

Societe Generale is on a mission to support its talent in developing their professional and personal capabilities through creative career paths, within an inclusive and engaging environment, to successfully contribute to the organisation’s growth, strategy and transformation.

With this in mind, it has three main directions for this year’s people strategy, co-created by HR and the management committee for APAC: aligning workforce strategy to business strategy, strengthening the culture of responsible behaviour, and datadriven decision making.

Mukta Arya, Head of Human Resources, Asia Pacific, Societe Generale, stresses that while remaining competitive is important, becoming resilient is equally crucial for the company in a post-pandemic future.

In light of the business transformation in various jurisdictions in APAC, building a future talent pipeline is essential for HR. To attract talent, Arya’s team boosts the firm’s employer branding internally and externally through various channels such as forums, social media and awards. On the other hand,

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to strengthen talent retention, the team puts a lot of emphasis 務策略互相配合、加強負責任行為的文化、以及以數據 on internal mobility, which echoes its definition of the 為主導作出決策。 employee value proposition. 法國興業銀行亞太區人力資源主管Mukta Arya “We want to develop the professional and personal 強調，在後疫情時代，保持競爭力固然重要，但提升彈 capability of employees through creative career paths 性對企業同樣重要。 because we believe that employees need to be assisted in 鑑於亞太區各地的業務轉型情況，建立未來人才 finding their careers. It doesn’t have to be a traditional 儲備對人力資源管理至關重要。 career. They can move from function to function, across 為吸引人才，Arya的團隊通過論壇、社交媒體和獎 geographies, or we can even create something for 項等各種途徑，加強公司內外的僱主品牌推廣。另一方 themselves which does not yet exist,” she says. 面，為留住人才，該團隊非常重視內部人員流動，這與 In terms of culture and conduct, rewarding 其員工價值主張相呼應。 good behaviour and having zero tolerance 她說：「我們相信，員工在尋找職業方向的路上需 for inappropriate behaviour have been the 要得到協助，因此希望通過具創意的職業發展途徑， financial services firm’s core principles. With an 幫助員工培養專業和個人能力。他們不一定要遵循傳 understanding that managers are essential in shaping 統的職業發展路向，他們可以在不同地區、不同部門工 a healthy workplace, HR has designed a toolkit for every 作，我們甚至可以為他們創造一些全新的職能。」 manager so they are well aware of the HR initiatives that 在文化和行為方面，獎勵良好行為和對不當行為零 might be useful for their teammates. 容忍一直是這家金融服務機構的宗旨。該公司明白管理 Furthermore, to cultivate an engaging, diverse and 人員是塑造健康職場的關鍵，因此其人力資源部門為 inclusive workplace, the firm launched a road map for 每位管理人員設計了一個工具包，以助他們充分了解或 employees’ wellbeing, while its diversity council has 適用於其團隊成員的人力資源措施。 developed a cascade of initiatives to support gender, culture, 此外，為營造一個聯繫互動、多元共融的工作環 LGBT+ and differently-abled talent. 境，該公司推出一個員工福祉路線圖，其多元化委員會 In March, Societe Generale launched a sponsorship 亦制定一系列舉措，為不同性別、文化、LGBT+ 和不同 programme to help under-represented profiles gain more 能力的人才提供支援。 visibility and growth within the firm. Additionally, the 法國興業銀行於3 月推出一項贊助計劃，以助代表 company debuted executive coaching for female managing 比例不足的員工在公司內部獲得更多關注和發展。此 directors, maternity coaching, parental transition webinars, 外，該公司亦為女性董事總經理推出高管教練、孕產教 and more. 練、父母過渡網絡研討會等。 Policy-wise, Arya says seemingly little gestures, in fact, matter significantly in building an inclusive workplace. For example, she and her team make sure to use gender-neutral language in policies and have closely examined their office, including the toilet signs.

“We are taking concrete actions and not just lip service that diversity is important for us. We are really looking at it in our HR processes, from succession planning, promotions, to training programmes,” she says.

Looking back, she says HR has evolved into a partner and an advisor for business.

“During the COVID period, people realised Shirley Fung, Head of HR & the importance of the human connection. HR has Administration, Hong Kong, played a great role in making sure people have Cushman & Wakefield that support when they want it.”

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Case study: Cushman & Wakefield Looking into the post-pandemic future, two leaders at Cushman & Wakefield cite talent management as one of the top challenges, and hence, that has become the real estate services firm’s HR priority.

Shirley Fung, Head of Human Resources & Administration, Hong Kong, Cushman & Wakefield, observes that recruitment has not been easy amid the pandemic. While some have faced the axe across the local landscape, others have decided to stay put because of the economic uncertainty brought by the pandemic.

“When the pandemic winds down and the economy starts to pick up, talent will consider getting a new job. And for some businesses, they will start resuming their recruitment John Siu, MD, Hong Kong, Cushman & Wakefield processes. The war for talent will be fierce,” says John Siu, Managing Director, Hong Kong, Cushman & Wakefield. 政策方面，Arya表示看似微不足道的舉動，實際 With this foresight, Cushman & Wakefield has 上對建立共融職場非常重要。例如，她和團隊確保在政 looked into both monetary and non-monetary incentives 策方面採用性別中立語言，並仔細檢查其辦公室每一方 to retain talent. Even though the business was hit hard by 面，包括廁所標誌。 the pandemic last year, all employees were paid their full 她說：「我們對多元化的重視並非只是口頭上 bonus. Additionally, Siu and his team successfully worked 說說，我們正採取實際行動，確保從接班人規劃、人 with the global team to provide salary increments for 事晉升、以至培訓計劃等所有人力資源流程均體現多 employees this year. 元化。」 Even so, Siu and Fung recognise that employees are 回顧過去，她表示人力資源人員已發展成為企業 looking for more. 的合作夥伴和顧問。 “We always emphasise that it is important to let 「在新冠疫情期間，大眾意識到人與人之間聯繫 colleagues feel at home, create a sense of belonging at work, 的重要性，而人力資源人員擔當重要的角色，以確保員 cultivate a positive company culture, and reinforce a diverse 工在有需要的時候能夠獲得這方面的支援。」 and inclusive culture, apart from making sure that our salary and benefits package is competitive,” Siu says. 案例研究；戴德梁行 Effective communication and driving inner mobility 展望疫情後的未來，戴德梁行兩位領袖將人才管理列 are critical to the firm, which believes in maintaining a flat 為首要挑戰之一，因此這成為該房地產服務公司的人 hierarchy and a tight-knit culture in place. 力資源優先事項。 “As the MD of the Hong Kong office, I always tell new 戴德梁行香港董事、人力資源及行政部主管馮淑 employees that they can talk to me directly anytime and 儀表示，在疫情期間進行招聘並不容易。鑑於疫情所帶 without appointment,” Siu says. 來的不明朗因素，除一些被裁的本地人才外，其他人大 In fact, he organises a monthly gathering to introduce 多決定靜觀其變。 new employees, announce new assignments and 戴德梁行香港董事總經理蕭亮 achievements, and recognise specific teams. For those who 輝說：「當疫情消退，經濟開始復 can’t attend, he sends out a newsletter with the same content. 甦，人才會考慮尋找新工作。一 Whether it is young talent or the ones who have been 些企業將開始恢復招聘，人才競 with the company for decades, the firm makes sure there are 爭將非常激烈。」 different engagement plans catered to them.

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For employees aged 30 and below, Cushman & Wakefield has in place its Youth Intelligence Committee (YIC) to facilitate more interactions amid the pandemic. The purpose of the YIC programme is to close the gap between generations, ranks and departments. YIC representatives are also invited to department heads’ regular meetings so they have a clearer picture of the business direction.

Under the revamped programme, YIC 2.0 participants have a clearer set of goals and benefits by understanding more about the future business direction and giving feedback to the management team. More recently, YIC had dinner with the executive committee, Sharon Cheng, MD and Head of HR, marketing and HR departments to get to know DBS Bank Hong Kong each other better.

To understand talent profiles better in order to drive internal mobility, Siu and Fung regularly use a 有見及此，戴德梁行通過金錢和非金錢獎勵來留 nine-square division (九宮格) to identify where the top talent 住人才。雖然該公司去年的業務受疫情重創，但所有員 stands between high performers and high potentials. Based 工仍獲發全額花紅。此外，蕭亮輝和其團隊與全球團隊 on the analysis, they design a tailor-made plan to drive their 合作，成功爭取今年為員工加薪。 future development. 但蕭亮輝和馮淑儀明白員工對公司有更多的期望。 Looking ahead, Fung comments on the changing role 蕭亮輝說：「除確保為員工提供具競爭力的薪酬 of HR by urging HR teams to leave behind their mindset of 福利待遇外，我們經常強調要讓同事有家的感覺、對 being a “backup support”, and to become more proactive. 工作有歸屬感、培養積極的公司文化、以及加強多元共

Case study: DBS Bank For an organisation with more than 29,000 employees and 53 years of heritage, it can get easy to be bogged down by processes and legacy – but this isn’t the case with DBS. There are several ways in which the organisation is bracing for the new normal, one among which is to embrace the ‘horizontal organisation’ (HO) approach to formalise collaboration and joint accountability. Thus, operating models are characterised not by conventional functional departments, but by project-specific data-driven squads formed with members from different functions and relevant areas of expertise.

Sharon Cheng, Managing Director and Head of Human Resources, DBS Bank Hong Kong, explains: “Agile squads are already commonplace in some parts of the bank, primarily in the technology space, and this will further extend at scale to other parts of the bank.”

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融文化。」 該公司認為維持職級之間的平等和緊密聯繫的 文化很重要，因此十分重視有效的溝通和推動內部人 員流動。 蕭亮輝說：「作為香港辦事處的董事總經理，我 經常告訴新員工，他們可以隨時直接與我溝通，無需 預約。」 事實上，他每月會舉行一次聚會，以介紹新員工、 宣布新任命和成就、以及表彰個別團隊。至於未能參與 的員工，他會發送電子通訊向他們提供相關內容。 無論是年輕人才還是效力公司數十年的員工，該公 司都確保為他們打造不同的參與計劃。 戴德梁行為30歲及以下的員工成立了青年情報委 員會（YIC），以促進他們在疫情期間的互動。YIC計劃 旨在拉近不同世代、職級和部門員工之間的距離。YIC 代表也會獲邀參與部門負責人例會，以便他們更清晰了 解公司的業務發展方向。 在革新後的YIC 2.0計劃下，參與者可了解更多公 司的未來業務發展方向，並向管理團隊提供意見，從而 有更清晰的目標並獲得更大裨益。最近，YIC與執行委

Future of Work

員會、市場推廣和人力資 源部門共晉晚餐，以便 彼此加深了解。 為加深了解人才概 況以推動內部人員流動， 蕭亮輝和馮淑儀經常使用 九宮格來發掘表現卓越和高潛 力的頂尖人才。他們根據分析為人才設計度身訂造的規 劃，以推動他們的未來發展。 展望未來，談到人力資源角色的轉變，馮淑儀敦促 人力資源團隊擺脫作為「後勤支援」的心態，採取更積 極主動的態度來支持員工的發展。

案例研究；星展銀行 對於一家擁有超過29,000名員工和53年歷史的機構 來說，流程和傳統做法往往成為其負累，但星展銀行 並非如此。 該銀行通過多種方式迎接新常態，其中之一是採 取「橫向組織（HO）」模式來實現協作和共同問責制， 因此其營運模式不再以傳統職能部門為劃分，而是由 不同職能和相關專業範疇員工組成的小隊根據數據執 行特定項目。 星展銀行（香港）董事總經理兼人力資源主管鄭 綺青解釋：「在銀行部分業務領域上，主要是在科技 範疇，靈活小隊已成常態，並將進一步擴展至銀行其 他領域。」 人力資源團隊正帶頭實行橫向組織模式，並建立 更多架構，因此鄭綺青將擔當重要的角色。首先是編制 一份業務手冊，內容包括角色和責任的定義、投資和員 工人數決策、關鍵績效指標設定和績效評估等，為業 務提供指引。 這些措施的推出，全因星展銀行通過貼心的員工 聯繫以了解員工的當前需求。疫情初期（2020年3月）， 星展銀行在實施分散工作地點和在家工作安排期間，向 本地員工進行了一次脈搏調查，並於2020年稍後時間 發展成為跨區域的「Future of Work」特別工作小組， 由來自不同職能和地區的80名員工組成。 鄭綺青分享道：「特別工作小組會就我們的工作 方式提供建議，以便能夠更好地應對新冠疫情帶來的 轉變。」 在為期六個月的研究中，該特別工作小組通過跨 職能跨區域的各項研究、深入實驗和員工調查收集意 見，最終於2021年推出星展銀行「Future of Work」 工作策略。 為確保順利推行混合工作模式，星展銀行自2021 年初已實施一系列變革管理、聯繫和宣傳計劃。

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Cheng has an exciting role to play, as the HR team is taking the lead to formalise and put more structure on the HO implementation. On the cards is a playbook to provide guidance to businesses, including the definition of roles and responsibilities, decisions on investment and headcounts, evaluation of KPI setting and performance, and more.

Such initiatives are a result of DBS’ thoughtful employee engagement to see what the need of the hour is. Early in the pandemic (March 2020), DBS HK conducted a pulse survey with its employees locally, in the midst of the split locations and work-from-home arrangements. This was elevated to become the regional Future of Work Taskforce later in 2020, with 80 members coming together from different functions and regions.

“The task force was formed to give recommendations in the way we work to better address the changes brought about

by COVID-19,” Cheng shares.

Over a six-month study, this task force reviewed the insights gathered from research, deep dive experiments and employee surveys conducted across functions and regions – and the result – DBS’ ‘Future of Work’ strategy is being rolled out in 2021.

To ensure a successful roll out for the hybrid work mode, a series of change management, engagement and awareness programmes have been put in place since the beginning of 2021.

In addition, employees have been getting advice on new work rituals with teams operating virtually, as well as establishing new norms to ensure a respectful and productive digital work environment.

Managers have also received guidance on how to better engage their teams remotely, including actionable tips on building team morale as well as insights on cultivating trust and empathy from behind the screen.

Further plans include the redesign of workspaces as ‘Joyspaces’ to allow better co-creation and cross-team collaborations. In Hong Kong, this journey started back in 2019 to redesign the office for the technology and operations team in Kwun Tong into an agile collaboration workplace.

Cheng reveals: “We will further reconfigure our workspaces located in other premises to enable greater collaboration and ideation, aiming to blend the best physical and virtual modes of working under our Future of Work vision. We target to have more Joyspaces, that is, our activity-based workplace, in Q3 this year.”

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Going forward, culture will continue to play an important role at DBS. “To ‘create culture by design’ is the responsibility of DBS HR and we have been playing a key role to ensure our values and culture are embedded in every part of the bank, and in every individual,” Cheng concludes with a flourish.

Case study: PwC Carpe diem, we’ve been taught since childhood.

Ewan Clarkson, CPO, PwC PwC is doing exactly Mainland China and Hong Kong that, by seizing this critical moment in time to accelerate the adoption of new ways of working and living as an opportunity to drive a better experience for its people.

Leading the change is the launch of ‘Reimagine Life at PwC’, where the goal is to deliver greater career and personal development opportunities for employees, while ensuring the right skills, capabilities and tools are in place to help clients to solve their most important issues.

Ewan Clarkson, Chief People Officer, PwC Mainland China and Hong Kong, explains: “Our people strategy revolves around three key elements, including workforce, wellness, and workplace, contributing to the overall experience for our people. To align our people capabilities with business strategy, we’re making significant investment into upskilling at all levels to build an agile and resilient workforce that is market-centric and fit for the future.”

In line with this priority, the company has made significant progress towards empowering the growth, development and life of its people. Last year saw the introduction of PwC badges as a key milestone in reimagining learning recognition.

“PwC badges are visible, shareable and portable electronic records of new knowledge and skills gained at PwC. They reflect our people’s ability to contribute and create value in specific skill-related areas, and recognise the progress of their personal development,” Clarkson shares.

A six-week gamified campaign called ‘DigiTrek’ was also launched, featuring the 22 hottest digital topics in today’s

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此外，員工可獲取有關團 隊虛擬運作的新工作禮儀建議， 並制定新規範以確保建立一個互相尊重和高效的數碼 工作環境。 管理人員亦獲得指引，包括提升團隊士氣的可行 心得，以及在數碼環境建立互信和培養同理心的建議， 以助其更好地遙距聯繫團隊。 星展銀行的未來計劃包括將工作空間重新設計為 「Joyspaces」（活動為主的工作區），以促進共同創 作和跨團隊協作。香港科技及營運團隊的觀塘辦公室 已於2019年進行改造，變成一個可靈活合作的工作 空間。 鄭綺青透露：「我們將進一步改造其他辦公室 的工作空間，以提高協作和思想交流的效率，旨在於 『Future of Work』的願景下，將實體和虛擬工作模式 的優勢結合。我們的目標是在今年第三季度增設更多 以活動為主的『Joyspaces』工作區。」 展望未來，文化將繼續在星展銀行發揮重要作用。 鄭綺青欣然總結道：「『通過設計創造文化』是星 展銀行人力資源部的責任，我們一直致力確保將我們 的價值觀和文化融入銀行的每個範疇和每個人心中。」

案例研究；羅兵咸永道 活在當下，是我們從小得到的教誨。羅兵咸永道正秉承 這個理念，捉緊這個關鍵時刻，加快採取新的工作和生 活方式，藉此機會為員工帶來更好的體驗。 羅兵咸永道推出「Reimagine Life at PwC」計劃 引領變革，其目標是為員工提供更多職業和個人發展 機會，同時確保員工擁有合適的技能、能力和工具來幫 助客戶解決最重要的問題。 羅兵咸永道中國內地及香港地區首席人才官Ewan Clarkson解釋：「我們的人才策略主要圍繞三大關鍵要 素，包括員工、健康和工作場所，從而構成整體員工體 驗。為確保員工能力與業務策略保持一致，我們正投放 大量資源提升所有職級員工的技能，以建立一支以市場 為中心、能夠適應未來的靈活員工團隊。」 配合這一優先事項，該公司在促進員工成長、發展 和生活方面取得重大進展。羅兵咸永道去年引入徽章 制度，作為革新學習認可的重要里程碑。 Clarkson分享道：「羅兵咸永道徽章是可見、可 分享的便攜電子記錄，用於記錄員工在羅兵咸永道獲 得的新知識和技能，反映了員工在特定技能相關領域 作出貢獻和創造價值的能力，並對其個人發展進步給 予認可。」 該公司亦推出為期六星期的「DigiTrek」遊戲化 推廣活動，涵蓋市場目前最熱門的22個數碼議題，員

Future of Work

工成功完成數碼任務，並運用數碼知識來解決公司面 臨的客戶問題，便可贏取數碼觸角知識徽章。截至今 天，羅兵咸永道的員工已獲發超過3,000個數碼觸角 徽章。 員工健康是羅兵咸永道的另一首要考慮，因此該 公司於4 月推出自家「Wellness Reimagined」應用程 式，為員工提供一站式的健康服務和產品商店。 員工現時可按自己的選擇，預約和購買羅兵咸永 道策劃的健康服務，並享用彈性生活福利，包括獲認 證的健康專家提供的一對一免費課程、享用企業折扣 優惠購買健康產品等。該團隊更進一步照顧員工的至 親，將健康保險計劃和福利擴展至涵蓋員工的家人和 朋友。 羅兵咸永道一向重視靈活。事實上，該公司數年前 已推出名為「WeFlex」的「日常靈活」措施，讓員工自 行選擇工作地點、時間和方式。 Clarkson解釋：「我們在這些穩固的基礎上，推出 靈活生態系統，在不同的服務線和地點提供更大的流 動性和透明度。」 這促進了申請流程簡化、人員流動政策更新、並提 高職位空缺的透明度，讓員工能夠根據自己的興趣來 規劃職業發展路向和提升技能。 羅兵咸永道的「重新構想生活」做法也滲透至實 體工作場所。該團隊近月一直採用以活動為基礎的工 作概念，重新設計和重新打造中國內地和香港每個主 要市場的工作空間，讓員工在能夠滿足其任務需求的 指定區域工作。 Clarkson說：「我們希望更刻意塑造辦公室的角 色，確保工作空間數碼化之餘，亦能夠以人為本，成為 我們促進合作、提升工作效率和發揮創意的樞紐。」 隨著我們踏入後疫情時代， 羅兵咸永道明顯已作好準 備，透過為員工提供 更大彈性和靈活 度，讓他們能夠 在現今充滿 活力的數碼 世界中，在 個人和專業 方面茁壯成 長，繼續建 立一支能夠 適應未來的員 工團隊。

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market, enabling employees to earn the digital acumen knowledge badge. Badges are earned through successfully conquering digital quests and applying digital knowledge to solve clients’ problems in scenarios faced by the firm. As of today, more than 3,000 PwC digital acumen badges have been granted across the workforce.

With wellness another top priority for the firm, in April, PwC launched its very own Wellness Reimagined app, a seamless one-stop shop for wellness services and products.

Employees can now make appointments and purchase PwC-curated wellness services at their own choice with flexi-life benefits. This includes one-to-one complimentary sessions with certified wellness professionals, a shop for wellness products with corporate discounts, and more.

The team even went the extra mile to take care of staff’s loved ones by extending the wellness coverage’s plans and benefits for family and friends.

Flexibility is not a new mantra at PwC. In fact, it launched ‘everyday flexibility’ some years ago (called WeFlex) allowing people the ability to choose where, when and how they work.

“We built upon these strong foundations by enabling greater mobility and transparency within and across our different service lines and locations through the launch of an agility ecosystem,” Clarkson explains.

This led to a streamlined application process, refreshed mobility policy and increased transparency of available roles, which empowered people to shape their career development according to interests and a desire to grow their skills.

PwC’s ‘reimagine life’ approach spills over into the physical workplace as well. Over recent months, the team has been redesigning and reconfiguring the workspace in each major market across Mainland China and Hong Kong by embracing the concept of activity-based working – where its people work in designated areas that cater to the requirements of their task.

“We want to be more deliberate and intentional about the role of the office, so as to ensure that the workspace is digital, yet human-centric, and serve as a hub for us to be collaborative, productive and creative,” Clarkson says.

What’s evident is that as we move into a post-pandemic world, PwC is well set to continue to build a workforce that is fit for the future by delivering greater agility and flexibility for its people to thrive personally and professionally in today’s dynamic and digital world.

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THIS ARTICLE IS BROUGHT TO YOU BY SHERATON

HOW SHERATON CONDUCTED A VIRTUAL MASS RECRUITMENT CAMPAIGN AMID A TIME OF CRISIS

The hotel industry has been hit hard by the COVID-19 pandemic. In this time of crisis, recruitment is more challenging than ever as the pandemic has upended the traditional face-to-face recruitment processes.

As Sheraton Hong Kong Tung Chung Hotel was scheduled to open in December 2020, the hotel management team decided to host a virtual mass recruitment day in September 2020 to recruit associates at all levels and across all departments, since face-to-face interviews were prohibited under the social distancing restrictions.

To maintain an engaging and smooth recruitment process in this time of uncertainty and rapid change, Sheraton tapped into digital tools, while inviting HR professionals from Marriott group to assist with the interview and selection process and conducting workshops to align employees’ skills with digital transformation.

Not just the people aspect, the Sheraton team covered all its technical bases too prior to the event – from testing network stability and quality to dispatching guidelines to candidates on how to use the applications and attend the interview.

“In a time of crisis, we have to adapt to a new mindset, as well as redesign our talent acquisition processes through a user-friendly digitised approach which incorporates a higher level of human-centric communication that drives compassion, provides stability, and shares career opportunities with candidates.

Our initiatives are driven by our company’s core values such as putting people first, embracing changes, just to name a few. We aspire to cultivate an environment where each one of us feels like a valued member of a team and is motivated to make a difference in our communities,” says Patrick Chan, Director of Human Resources.

To allow candidates to have a glimpse of what Sheraton is like, the team filmed a video to showcase the hotel and invited the General Manager to share

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some of his thoughts prior to the recruitment day.

“Sheraton is a place where the world comes together. At the heart of local communities since 1937, we bring people together—both our guests and our associates. Sheraton is also where all our colleagues create a space for the community to gather. We emphasise this brand value throughout the entire recruitment process and touchpoints, ensuring that candidates are aware of our core values and philosophy.”

The event was a rousing success, with over 1,200 resumes received over the short span of two days, and the Sheraton team conducting more than 350 interviews. Not only did the company overcome the challenge of staffing its upcoming property within safety guidelines, but it also received positive feedback from candidates on the logistics and the overall experience.

Sheraton Hong Kong Tung Chung Hotel was awarded a silver in Best Recruitment Transformation - In-house and a bronze in Best Local Recruitment Strategy at the Asia Recruitment Awards 2021 Hong Kong, organised by Human Resources Online.

HIGHLIGHTS FROM

回顧

PUTTING PRIDE INTO PRACTICE Organised by Human Resources Online, the ShhOUT – LGBTQ+ Advocacy in the Workplace conference saw over 150 attendees gain insights into some of biggest diversity and inclusion (D&I) trends and challenges through virtual panel discussions.

Held virtually on 16 June, and as a physical panel and discussion session on Hong Kong LGBTQ+ rights on 25 June, this was Human Resources Online’s first-ever LGBTQ+-themed event.

With an aim of bringing a voice to a typically silenced and marginalised group, and creating discourse in advancing the inclusion of LGBTQ+ members in organisations in the region, the conference began with a discussion about why supporting this cause is good for business.

James Tong, Regional Representative, Global Pride Affinity Steering Committee, APAC, Citi, accompanied by Tina Shaw, Senior Creative Director/LGBTQIA+ Global Adviser, NBCUniversal, both underscored that any organisation that wants to be a profit-making one should reinforce an LGBTQ+-friendly workplace.

It would be “a win-win situation for both employees and business”. Since human capital is the one driving the business, it is essential for employees to be themselves at work.

Tong said if an employee can’t bring their true selves to work, customers can sense that something is not right about the company.

Added Shaw: “When people are happier, they tend to be more productive and more collaborative.”

Shaw warned that employers should really start building a dialogue within the company. If the company is not going to progress, it is likely to slide back.

In the rest of the morning sessions, D&I leaders continued to explore other topics, including the challenges of implementing D&I programmes; updates on LGBTQ+ development around the world; cultivating a LGBTQ+-friendly workplace; and nurturing LGBTQ+ professionals.

Multiple leaders expressed that it was great seeing many organisations turning their attention to this topic and launching initiatives such as having a policy in place, or launching various rainbow products, or changing their logo to rainbow-themed ones during the Pride month.

《Human Resources Online》首次舉辦以LGBTQ+為主題的活 動「ShhOUT — LGBTQ+職場平權」會議，超過150名與會者分別 透過於6月16日和25日舉行的虛擬和實體小組討論，深入探討多元 共融（D&I）的一些主要趨勢和挑戰，以及本港LGBTQ+權益。。 整個會議旨在讓被邊緣化的社群發聲，並推動區內 LGBTQ+ 人士融入職場。會議首先討論支持LGBTQ+平權對企業有何裨益。 花旗集團全球性小眾友善督導委員會亞太區代表James Tong 與NBC環球集團高級創意總監／LGBTQIA+全球顧問Tina Shaw均 強調，任何企業想提升盈利，應加強建立LGBTQ+友善職場。 這將會是「員工與企業雙贏的局面」。人力資本是推動業務發 展的動力之一，因此員工能夠在工作中做自己至關重要。 Tong表示，如果員工不能在工作中表現真我，客戶會感覺到公 司有些不對勁。 Shaw補充說：「當員工較快樂，工作往往較有效率，而且能提 高合作度。」 Shaw警告，僱主應儘快開始在公司內部建立對話。如果企業 固步自封，便可能被淘汰。 在會議上午的其他環節中，D&I領袖繼續探討其他主題，包括 實行D&I計劃會面對的挑戰、LGBTQ+在世界各地的發展情況、如

22 » Human Resources Hong Kong » Q2 2021

何建立LGBTQ+友善職場、以及如何培養專業人才推動LGBTQ+ 族群。 多位領袖表示，很高興看到許多企業開始關注這個議題，並推 出不同相關措施，例如制定政策、推出各種彩虹產品、或在「同志驕 傲月」（Pride month）期間將公司標誌改以彩虹為主題。 但要真正成為LGBTQ+友善職場，企業須仔細審視其工作環 境，例如員工是否使用包容性語言或願意討論LGBTQ+、LGBTQ+ 員工在工作環境中是否感到安心、以及員工們有多了解公司對歧視 的零容忍政策或反歧視政策。 在下午的會議中，各領袖和支持D&I的專業人士討論到精神健 康和福祉的議題，並分享自身經驗，例如：如何透過戰略合作關係 發揮影響力、職場出櫃、以及如何運用數據釐清界限。 在虛擬會議完結前，五位代表LGBTQ+族群的講者分享他們以

However, to truly become a LGBTQ+-friendly workplace, companies need to scrutinise their working environment such as whether employees are practising inclusive language or talking about LGBTQ+ openly; whether LGBTQ+ employees feel safe in the environment; and how much employees understand the company’s zero-tolerance policy or anti-discrimination policy.

In the afternoon sessions, leaders and D&I-minded professionals discussed mental health and wellbeing, and shared their experiences on how to create impact through strategic partnerships, coming out at work, and how to draw a line with data.

The virtual conference ended with five speakers who identify as LGBTQ+ sharing their experiences in the workplace. They wished for a future where companies can practise inclusive protocol every day, and employees are able to express themselves freely.

The event extended one week later to an in-person engagement where top legal professionals, a representative of the Hong Kong Equal Opportunities Commission, and a corporate D&I leader joined together in a panel to discuss LGBTQ+ advocacy in Hong Kong.

往在職場的經驗。他們期望未來企業可以讓推廣共融的理念貫穿 公司文化，讓員工可以自由表達自己。 虛擬會議結束後一星期，頂尖法律專業人士、香港平等機會 委員會代表和企業多元共融領袖親身聚首一堂，共同討論香港 LGBTQ+平權。

Q2 2021« Human Resources Hong Kong « 23

THIS ARTICLE IS BROUGHT TO YOU BY FIDELITY

BREAKING RECRUITMENT NORMS AT FIDELITY INTERNATIONAL 富達國際積極打破招聘常規

In the face of COVID-19, businesses around the world have been severely disrupted. Since talent is the heart of business, the war for top talent is fiercer than ever. For a financial services firm like Fidelity International, recruitment is even more challenging as its target hires are often not just based in Hong Kong.

While remote hiring and recruitment technology are the obvious solutions, it is the company’s norm-breaking recruitment philosophy and strategy that helps its early careers recruitment team to steer its local and international recruitment processes through tough times.

Fidelity International took home four golds – for Best International Recruitment Strategy, Best Local Recruitment Strategy, Best Remote Recruitment Strategy, and Best Use of Recruitment Technology; and one bronze for Best Recruitment Transformation – In-house – at the Asia Recruitment Awards Hong Kong 2021 organised by Human Resources Online. Let’s find out the team’s winning secrets.

新冠疫情令世界各地的企業大受影響。人才是業務的核心，因此 頂尖人才競爭比以往更為激烈。像富達國際這樣的金融服務公 司，其招聘對象不只是香港本地人才，因此招聘工作更具挑戰。 遙距招聘和運用招聘科技是一個明顯的應對方法，而富達國 際更憑藉打破常規的招聘理念和策略，使其實習生招聘團隊能夠 在艱難時期繼續開展本地和國際招聘流程。 在《Human Resources Online》舉辦的「亞洲招聘大獎 2021（香港）」頒獎禮上，富達國際勇奪最佳國際招聘策略、最 佳本地招聘策略、最佳遙距招聘策略和最佳招聘科技應用四個組 別的金獎，並贏得最佳招聘轉型 — 企業內部招聘人員組別的銅 獎。現在一同發掘這支團隊的致勝秘訣。 科技應用背後的人性化元素

The human touch behind technology adoption Amid the pandemic, Fidelity partnered with an external vendor to replace in-person paper-based assessment with an all-in-one digital assessment platform. Additionally, by optimising audio and video conferencing platforms such as Zoom, Hopin, Airmeet, Microsoft Teams, all campus recruitment events and roadshows, which used to be conducted face-to-face in overseas locations, have gone virtual.

24 » Human Resources Hong Kong » Q2 2021

在疫情期間，富達國際與外部服務供應商合作，以一站式 的數碼評估平台取代面對面的紙本評估方式，並透過優化 Zoom、Hopin、Airmeet、Microsoft teams等音訊視像會議 平台，將以往在海外舉行的面對面校園招聘活動和路演移師網 上進行。

科技無疑可提升招聘流程，但富達國際並非單純依賴科技， 而是在科技與人性化元素之間取得平衡，務求發揮最大成效。富 達國際與人力資源服務供應商合作，定期訪問以往曾參與富達國 際實習生計劃的舊學員，以及在各自崗位上被視為成功人士的高 級贊助商，並發掘兩者之間的共通點。富達國際的人力資源團隊 隨後將發現結果匯總成一個優勢列表，名為「優勢為本模型」，並 根據這個模型設計練習、網上測試、影片面試等。為驗證評估工具

While technology can undoubtedly enhance recruitment processes, Fidelity did not leave all the work to the platform. Rather, the firm balances technology and the human element to make the best out of it. Leveraging the partnership with its HR vendor, both parties regularly interview the alumni of Fidelity’s early careers programme and senior sponsors who are considered as successful in their roles, and figure out the common ground between the two. After that, Fidelity’s HR team consolidates the findings into a list of strengths called “strength-based model”, which is developed into exercises, online tests, video interviews, etc. To validate the assessment tools, the interviewees will complete these tests. If they score high, that means the exercise is reflective of Fidelity’s hiring standard.

Apart from adding the human touch into technology, Fidelity is also strategically coming up with ideas to reinforce its attractiveness to candidates as well as its recruitment accuracy.

Louis Ng, Early Careers Recruiting Lead at Fidelity International, underscores the success of its international recruitment strategy on its active participation in conferences globally. The financial firm has gone the extra mile to sponsor overseas events, most recently, an LGBT+ conference in London and an MBA women investors’ conference in Boston.

“Supporting such activities allows us to see candidates outside the interview setting because they are often very well-trained for interviews. Seeing them in a more casual and relaxed setting can allow us to make a better judgment on their motivation and cultural fit,” Ng says.

的成效，受訪者將完成這些測試，如果他們獲得高分數，便證明練 習能夠反映出富達國際的招聘標準。 除了在科技應用之中加入人性化元素，富達國際亦構思出一 些策略，以增強公司對求職者的吸引力，同時提升招聘準繩度。 富達國際校園招聘主管吳耀文強調，其國際招聘策略的成功 關鍵在於積極參與全球會議。該金融公司竭力贊助海外活動，包 括最近在倫敦舉行的LGBT+會議，以及在波士頓舉行的MBA女 性投資者會議。 吳耀文說：「求職者往往已為面試作好充分的訓練，而透過支 持此類活動，我們能夠在面試以外，一個較輕鬆隨意的環境中接 觸他們，有助我們更好地判斷他們的求職動機和文化契合度。」 熱誠比履歷更重要 富達國際的核心招聘理念，是為不同背景的人士提供機會。 吳耀文說：「我們是亞洲少數不一定將教育程度和過往工作 經驗視作主要考慮因素的幾家公司之一。我們非常重視對這個行 業充滿熱誠的求職者。」 他解釋指，充滿熱誠可以指一個人讀了很多有關投資的書 籍、是一個與金融投資相關的俱樂部的會員、或曾經參加一些相 關的比賽。富達國際明白第一眼未必能夠發掘出有熱誠的求職 者，因此會確保其招聘流程公平透明，讓求職者能夠親自推銷自 己，而非單靠履歷作介紹。 為發掘對投資銀行業務充滿熱誠、但未必了解資產管理行 業或股票推薦實務的年輕人才，富達國際於2015年舉辦首屆中 國股票推薦大賽，旨在建立本地股票研究分析師和投資組合經 理人才儲備。比賽優勝者可率先加入富達國際的暑期實習計劃， 從中了解分析師的日常工作，更有機會在實習結束時向高級管理

Passion prevails over résumé At Fidelity, the core recruitment philosophy is to provide opportunities for people from diverse backgrounds.

“We are one of the few firms in Asia that don’t necessarily pick education and previous experience as the major considerations. We focus a lot on candidates who are passionate about the industry,” Ng says.

He explains that passion could mean somebody who reads a lot of investment books, is a member of finance-related clubs or has previously joined some relevant competitions.

Understanding that at first glance it is hard to spot an enthusiastic candidate, Fidelity makes sure that its recruitment processes are fair and transparent, which allows candidates to sell themselves instead of their résumé.

To identify young talent who are passionate about investment banking but might not be aware of what the asset management industry or stock pitching would look like, Fidelity debuted at China Stock Pitch Competition in 2015 in a bid to build a local talent pipeline for equity research analysts and portfolio managers. Winners were fast tracked into Fidelity’s summer internship programme where they learnt the daily tasks of an analyst and even had the opportunity to give advice to top management towards the end of the internship.

“Mixing things up” is another key recruitment strategy for Fidelity. While there is a typical talent pool the company goes for, Fidelity always tries to include people that might not come from an “ideal” education background in the candidate shortlist.

“Employees coming from different backgrounds can bring in more fresh ideas to the table. We are serving clients who are also coming from various backgrounds. Having a diverse team brings a positive impact because we can then bring different perspectives for the clients,” Ng says.

Looking forward, Fidelity aspires to continue to strengthen diversity in its recruitment process and its strength-based model. The firm will also carry on implementing its hybrid interview model to attract talent from all around the world.

層提出建議。 「互相融合」是富達國際的另一關鍵招聘策略。一般而言，每 個職位都有既定的招聘對象，但富達國際亦致力嘗試將未必來自 「理想」教育背景的人才納入候選名單。 吳耀文說：「來自不同背景的員工可帶來更多新主意。我們 服務的客戶同樣來自不同背景，因此擁有一支多元化的團隊可以 為客戶提出不同的觀點，為業務帶來正面的影響。」 展望未來，富達國際希望繼續加強其招聘流程和「優勢為本 模型」的多元性，亦會繼續實施混合面試模式，以吸引來自世界 各地的人才。

Q2 2021« Human Resources Hong Kong « 25

26 » Human Resources Hong Kong » Q2 2021

Outstanding HR rewarded at Asia Recruitment Awards 2021, Hong Kong 2021亞洲招聘大獎香港 表揚傑出人力資源精英

T

he COVID-19 pandemic has disrupted recruitment processes for many companies in Hong Kong. Though the industry is slowly dragging itself back to life, there are still rough times ahead.

Therefore, it is more important than ever to recognise Hong Kong’s top talent acquisition teams and agencies.

Human Resources Online was determined to present Asia Recruitment Awards 2021 Hong Kong, while making health and safety a priority. Into its seventh year, the prestigious gala took place on 30 June 2021 at the Hong Kong Productivity Council.

Awards were given in 18 categories to those who went above and beyond in the HR industry. The awards were judged by an esteemed panel of respected industry leaders to ensure the winners were representative of the HR area.

Hays Hong Kong was the grand winner as Best Recruitment Agency, winning three golds for Best Banking/Financial Services Recruitment Agency, Best IT/Technology Recruitment Agency, and Best Professional Services Recruitment Agency; and one silver for Best Client Service.

As for in-house HR, Fidelity International was hailed the grand winner for Best Corporate HR Team, after winning four golds for Best International Recruitment Strategy, Best Local Recruitment Strategy, Best Remote Recruitment Strategy, Best Use of Recruitment Technology; and one bronze for Best Recruitment Transformation – In-house.

新

冠疫情使香港許多企業的招聘流程大 受影響，儘管行業正逐步回復正軌，但 前路仍然困難重重。因此，向本港的傑 出人才招聘團隊和招聘機構予以表揚比以往更 為重要。 《Human Resources Online》以健康與安全為 大前提下，決定於 2021 年 6 月 30 日，在香港生 產力促進局舉行第七屆「亞洲招聘大獎2021（香 港）」頒獎典禮。 獎項分為 18 個組別，經由一眾備受尊崇的業界 領袖組成的專業評審團嚴格甄選，最終頒贈給人 力資源行業的佼佼者，以表揚他們在人力資源範 疇的優秀表現。 Hays Hong Kong分別在最佳銀行／金融服務業 招聘機構、最佳資訊科技／科技業招聘機構和最 佳專業服務業招聘機構三個組別贏得金獎，並贏 得最佳客戶服務組別的銀獎，因而勇奪「最佳招 聘機構大獎」殊榮。 至於企業內部招聘人員方面，富達國際憑藉在 最佳國際招聘策略、最佳本地招聘策略、最佳遙 距招聘策略和最佳招聘科技應用四個組別贏得 金獎，並贏得最佳招聘轉型 — 企業內部招聘人 員組別的銅獎，榮膺「最佳企業人力資源團隊大 獎」得主。

Q2 2021 « Human Resources Hong Kong « 27

Full list of winners: Asia Recruitment Awards 2021, Hong Kong

Best Employer Brand Development

Best Family-friendly Employment Policy

Best Graduate Recruitment Programme

Best International Recruitment Strategy

Best Internship Programme

Best Local Recruitment Strategy

Best Recruitment Innovation

Best Recruitment Team

Best Recruitment Transformation – In-house

Best Remote Recruitment Strategy

28 » Human Resources Hong Kong » Q2 2021

Delta Electronics

GOLD

Haitong International Securities Group

SILVER

Octopus Holdings Limited

BRONZE

AXA Hong Kong & Macau

GOLD

Octopus Holdings Limited

SILVER

Mayer Brown

BRONZE

Societe Generale

BRONZE

Delta Electronics

GOLD

Melco Resorts & Entertainment

SILVER

Chow Tai Fook Jewellery Group

BRONZE

Fidelity International

GOLD

Crypto.com

SILVER

Futu Securities

BRONZE

AXA Hong Kong & Macau

GOLD

Tai O Heritage Hotel (Hong Kong Heritage Conservation Foundation)

SILVER

FWD Life Insurance Company (Bermuda) Limited

BRONZE

Fidelity International

GOLD

Crypto.com

SILVER

Sheraton Hong Kong Tung Chung Hotel

BRONZE

SJM

BRONZE

FWD Life Insurance Company (Bermuda) Limited

GOLD

Hong Kong Police Force

SILVER

Futu Securities

BRONZE

Hong Kong Police Force

GOLD

Chailease Finance

SILVER

Societe Generale

BRONZE

FWD Life Insurance Company (Bermuda) Limited

GOLD

Sheraton Hong Kong Tung Chung Hotel

SILVER

Fidelity International

BRONZE

Fidelity International

GOLD

Futu Securities

SILVER

Best Use of Recruitment Technology

Best Banking/Financial Services Recruitment Agency Best IT/Technology Recruitment Agency

Best Professional Services Recruitment Agency

Best Candidate Experience – Agency

Best Client Service

Best Executive Search Agency

Best Recruitment Transformation – Agency

Fidelity International

GOLD

AXA Hong Kong & Macau

SILVER

Crypto.com

BRONZE

Hays Hong Kong SAR

GOLD

Talent Pro Recruitment

SILVER

Hays Hong Kong SAR

GOLD

Partner One

SILVER

Hays Hong Kong SAR

GOLD

JC Consulting

SILVER

Gi Group Hong Kong

BRONZE

GRM Search

BRONZE

Connectus Group

GOLD

Hays Hong Kong SAR

SILVER

PERSOLKELLY Hong Kong

BRONZE

BDO

GOLD

Hays Hong Kong SAR

SILVER

JC Consulting

BRONZE

JC Consulting

GOLD

Connectus Group

SILVER

Partner One

BRONZE

Ergon Global

GOLD

PERSOLKELLY Hong Kong

SILVER

BDO

BRONZE

Grand Winner 2021 - Corporate HR Team Fidelity International

Grand Winner 2021 - Recruitment Agency Hays Hong Kong SAR

Q2 2021 « Human Resources Hong Kong « 29

» BOOK REVIEW Actionable Gamification

Actionable Gamification - Beyond Points, Badges, and Leaderboards 遊戲化實戰全書：遊戲化大師教你把工作、教學、健身、行銷、產品設計……變遊戲，愈好玩就愈有吸引力！ Yu-Kai Chou 周郁凱

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Vital stats: Wilson Tay is a freelance corporate trainer and talent & development consultant. In his free time, he regularly hosts a training professional book club. Before his current role, Tay has worked at CITIC Pacific and the Dairy Farm Group.

重要資料：Wilson Tay是一位自由工作的企業

This book is best for…

1. Learning and development professionals who wish to design training programmes that are engaging, and encourage continuous application.

本書最適合……

ecommended by Wilson Tay, freelance corporate trainer and talent & development consultant

由工作的企業培訓師兼人才與發展 顧問Wilson Tay推介

培訓師兼人才與發展顧問，業餘時間會定期主 持培訓專業人員讀書會。擔任現職前，Tay曾任 職於中信泰富和牛奶公司集團。

1. 想設計出具吸引力並鼓勵持續應用的培訓 課程的學習與發展專業人員。 2. 想制定可持續發展並具有激勵作用的活動的 員工聯繫專家。

2. Staff engagement specialists who would like to develop sustainable and motivational activities.

Key takeaways

本書重點 1. 八角框架。作者提出，我們所做的每件事情， 都可以從以人為本的遊戲化框架中的八個核 心動機之中找到原因：重大使命與呼召；發

Wilson's rating 評分: Goodreads rating 評分: 4.15/5 (801 ratings)

1. The Octalysis Framework. The author suggested that everything we do is based on at least one of the eight core drives in this human-focused gamification framework: Epic meaning and calling; development and accomplishment; empowerment of creativity and feedback; ownership and possession; social influence and relatedness; scarcity and impatience; unpredictability and curiosity; and loss and avoidance. HR can understand how these values are connected to our brain and how they can affect participants’ perception and behaviour.

展與成就；賦予創造力與回饋；所有權與佔 有慾；社會影響力與同理心；稀缺性與迫切； 不確定性與好奇心；損失與避免。人力資源 人員可了解這些價值觀如何影響我們的大 腦，以及如何影響參與者的觀感和行為。 2. 八角分析法圖表有部分與外在動機相關，其 餘部分則關乎內在動機。一個人一旦成功獲 得諸如獎勵、金錢和認可等外在激勵或對此 習以為常，便會失去執行某項任務的動力。

2. Part of the Octalysis chart is associated with extrinsic motivation, while the remaining is about intrinsic motivation. Once a person has successfully obtained or is used to extrinsic incentives such as rewards, money and recognition, they will lose the drive to perform a certain task. If a company stops offering the extrinsic motivator, it can face a sudden drop in employees’ performance, and talent loss. HR should learn how to carefully shift talent’s mindset from extrinsic motivation to intrinsic motivation. One way is to design a user experience for the desired action.

Favourite part The exercises at the end of each chapter which are targeted at both gamification beginners and practitioners. There are three levels: easy, medium, and hard. The exercises are well constructed in the sense that they require participants to record their progress through social media. This also creates a pool of knowledge as readers can use the hashtag to learn from other readers.

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“It’s difficult to absorb a waterfall when your cup is too full.”

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如果一家公司停止提供外在動機，便可能出 現員工績效突然下降和人才流失等現象。人 力資源人員應學習如何謹慎地將人才的思維 模式從外在動機轉為內在動機，方法之一是 設計用戶體驗以實現理想行為。 最喜歡的部分 每章節結尾提供適合遊戲化初學者和從業者 的練習，分為簡單、中等和困難三種程度。這 些練習經過精心設計，會要求參與者運用社交 媒體記錄他們的進度。讀者亦可使用主題標 籤與其他讀者分享學習經驗，從而建立起一個 知識庫。 金句收藏 「當杯子太滿，便難以吸納瀑布。」

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

PLACING PEOPLE AT THE HEART OF BUSINESS AT AXA HONG KONG AND MACAU

Becoming one of the most inspiring companies to work for has been HR’s vision from day one at AXA Hong Kong and Macau (AXA).

“We hope people perceive us as agile, innovative and evolving continually for the better. What we want the least is that they see us as rigid and narrowminded. In light of this, we always put ourselves in the stakeholders’ shoes and put people at the centre of everything we do,” says Tony Wo, Learning, Culture, Diversity & Inclusion Director at AXA Hong Kong & Macau.

AXA was awarded two golds, one each for Best Family-friendly Employment Policy and Best Internship Programme, and one silver for Best Use of Recruitment Technology at the Asia Recruitment Awards 2021 Hong Kong, organised by Human Resources Online.

Creating a pipeline of Axplorers The well-deserved award of Best Internship Programme goes back to the launch of “Axplorer” in 2019, wherein understanding the importance of building a talent pipeline, AXA decided to make the internship experience more structured.

It, thus, launched its summer corporate internship programme lasting 10 weeks, which is structured in a way that provides interns a rewarding learning experience.

“Interns should not be treated as just a pair of extra hands helping departments complete routine tasks,” Wo says.

To avoid interns from falling into traditional stereotypical roles, managers at AXA who want to hire interns are requested to go through a pitching session with HR, in which they present their needs, plans and learning objectives for the interns. Also, a mentor or department buddy is nominated by the hiring manager to take care of each intern.

One of the most ground-breaking elements in Axplorer is the sense of empowerment given to the interns. For example, all interns will have lunch with the CEO and top management to gain career advice and business insights.

Before the end of the programme, they could propose a business idea to CEO and leadership team – and ideas from the fresh-eyes are always well-received.

“When we were designing Axplorer, we kept asking ourselves two questions: what kind of experience would students desire; and what new experiences could they have from AXA? Our CEO is very supportive of this programme. She listens to our thoughts, regardless of the positions we are at in the company,” Wo says.

Inclusiveness for all employees With a people-centric mindset, AXA is also a pioneer in family-friendly benefits.

The company debuted a myriad of family-friendly policies such as upgrading and aligning out-patient coverage of group medical insurance for all grades, introducing two days of annual family care leave, initiating flexible working arrangements including one day work-from-home per week, flexible working hours, and more.

In addition to the competitive and comprehensive total rewards, AXA also provides access to various wellbeing activities through ‘AXA Club’ (an internal staff engagement campaign). What makes this initiative unique is that it not only takes care of the wellbeing of AXA’s staff, but goes broader to include employees’ families.

“We want to help working parents excel in their roles, as parents as well as employees. Our colleagues should not only have a work-life balance but also achieve work-life integration,” Wo says.

To sum up, he underscores AXA’s emphasis in the human elements as the key to its business success, and evidently, a big reason behind its awardwinning strategies.

Q2 2021« Human Resources Hong Kong « 31

THIS ARTICLE IS BROUGHT TO YOU BY ERGON

HOW TO GET HR TECH TO BE YOUR PARTNER FOR GREATER RECRUITMENT EFFICIENCY

The fundamental reason why HR technology has so far failed at senior executive searches is the misconception that ‘tech needs to completely replace humans’. Busting this myth is Kingson Kwan, Founder and Head of Ergon, which is a tech-powered yet human-driven platform enabling the leverage of technology for senior-level appointments.

Ergon operates in the whitespace that exists between traditional job boards, agencies & search firms, HR tech providers, and seniority of recruitment. “The backbone of our tech is our deep learning algorithm that enables us to search and match talent faster and better, and at the same time allows talent to plan their career progression based on big data,” Kingson explains.

And he should know – he has been in the search industry for close to 10 years and has seen how manual companies can be when it comes to searching, reaching, assessing, and matching talent with hirers. Prior to founding Ergon, he found a huge potential to develop a solution that both addresses the current problem and shapes the future path in talent matching.

Thus, Ergon was born – a digital headhunting firm that is revolutionising the industry by delivering results fast and efficiently. While a typical recruitment process can take between 7-14 days to search, reach, assess and connect with candidates, the Ergon promise is to bring that down to 72 hours, using machine learning-powered matching, as well as push notifications to candidates.

“What we offer to our clients are data, knowledge, network and passion.

Our end-to-end talent solutions are not only addressing the problem of talent acquisition, but also talent attraction and talent partnering,” affirms Kingson.

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What’s more, hiring employers can look forward to a co-branded platform, as well as a referral network functionality to enhance search efficiency. Similarly, candidates can benefit from machine learning-driven career analytics to better plan their career using the power of big data.

Ultimately, what Ergon is striving for is to support its partners to transform their businesses into a “future workplace”, so they are able to capture the “future workforce”, an undeniable industry trend that, in Kingson’s view, traditional headhunting firms are unable to currently address.

Amidst all this talk of technology, Kingson insists on putting people as his top priority – the reason for his award-winning success as gold winner at Human Resources Online’s Asia Recruitment Awards 2021 in the category of Best Recruitment Transformation – Agency. “Your people are always the key to success for any company, both in the traditional economy and the new economy. You should always look after your people and your people will look after your business.”

2021 HONG KONG Announcing our BIGGEST Awards for 2021 Celebrating our biggest awards to date - HR Vendors of the Year Awards will be hosted as one massive event! This will be Human Resources Online’s biggest awards ceremony for 2021 in Hong Kong that recognises trendsetters, industry leaders, product/technology evangelists all together with the brightest minds and the most ingenious products offered in the human resource management industry!

This year, 6 new categories are added to HR Vendors of the Year Awards • Best Employee Insurance Provider

• Best All-round Recruitment Agency

• Best Corporate Healthcare Provider

• Best Digital Learning Platform/System

• Best MPF Provider

• Best Employee Experience Platform

ENTER AWARDS NOW:

Sponsorship opportunities: Karen Yung

Judging opportunities: Gerard Timbol

Regional Business Development Director

Senior Event Producer