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Formerly r ASEAN and Communities fo Korea, Cisco 社區主管 力資源和 盟和韓國人
前東
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1.分享一下您在人力資源領域的晉升歷程。什 麼原因吸引您入行，並從事這個行業近廿年？ 明白到企業的發展和成功，主要有賴於員工的 貢獻和努力，我最初深受這一點所吸引。沒有一 支積極進取、敬業樂業的員工團隊，即使再偉 大的企業宏圖也只會落空。 這吸引我投身人力資源行業，多年來亦一 直參與不同範疇的人力資源工作，包括業務合 作、學習與發展、人員調配、薪酬、員工關係和 人力資源營運。能夠通過這些方面改善員工體 驗，我覺得很有滿足感。
1. Take us through your rise up the ranks in HR, what drew you to the industry and what has kept you in it for almost two decades? Early on, I was fascinated by the realisation that the key enabler for growth and success for companies rests upon the dedication and efforts of the employees that strive to make it happen. The most ambitious business plans can come to nought without a driven, engaged and motivated workforce. This drew me to human resources and through the years to be involved in multiple areas of HR ... business partnering, learning and development, staffing, compensation, employee relations and HR operations. I found it rewarding to contribute towards improving the employee experience through all these aspects of HR. It is fundamental for companies to define the right people strategies in line with the needs of the business while recognising the realities and opportunities in the market and environment. The tech industry is incredibly fast-paced and is front and centre to innovations and cutting-edge transformation in the world. It’s been very fulfilling to make my contribution in this sector, and a great personal journey of learning and growth.
企業必須因應業務需求制定合適的人才 策略，同時認清市場和大環境的現實情況和機 遇。科技行業的節奏非常急促，並且站在全球 創新和轉型的最前端和中心。能夠在這個領域 作出貢獻，並經歷一段精彩的個人學習和發展 旅程，我覺到非常充實。 2. 人力資源業界對多元共融議題的態度有何轉 變？未來的人力資源領袖需留意什麼？ 隨著企業踏上疫後復甦之路，多元共融議題變得 比以往更為重要。全球疫情改變我們在職場與人 互動和合作的方式，驅使人力資源領袖重新思考 人才管理和員工聯繫策略，以培養共融文化，為 所有人提供平等機會，並提升各領域的多元性。 在未來的混合工作模式之下，員工不一定在 辦公室工作，因此他們更重視信任、提升彈性、以
2. How has the conversation around diversity and inclusion evolved in the HR space? What do the HR leaders of tomorrow need to know? The conversation around diversity and inclusion matters now more than ever as companies embark on their post-pandemic recovery path. The global pandemic has transformed the way we interact and collaborate with others in the workplace, forcing HR leaders to rethink talent management and employee engagement strategies to cultivate an inclusive culture that offers equal opportunities for all, and welcomes diversity across all spectrums. Clearly, in the hybrid workplaces of the future, work is what we do and no longer a place we go to. Employees are placing greater value on trust, increased flexibility, and their mental and emotional wellbeing. With the absence of a physical office space, banding teams together and moving to hybrid work and workplaces, organisations need to be purposeful and ensure that every voice is heard and that no employee feels isolated or alienated in a remote work environment. HR leaders need to have in place inclusive policies, best practices and collaborative technology and tools that support and empower employees to thrive in their roles no matter where they are, as they navigate this new world of work. With a renewed focus on employee wellbeing, and a keen understanding of the unique challenges employees face today, HR leaders can foster an inclusive, collaborative, hybrid
及精神和情緒健康。 由於沒有實體辦公空間，並且轉向混合工作 模式和工作場所，企業需訂立明確目標將團隊凝 聚起來，確保每位員工的聲音得到聆聽，不會有 員工在遙距辦公環境下感到被孤立或疏遠。 人力資源領袖需要制定共融政策和最佳實 踐，並提供促進合作的技術和工具，以支持和 賦權員工，讓他們無論身在何處，都能駕馭這個 新工作世界，在工作中茁壯成長。 通過重新關注員工福祉，以及深入理解員 工當前面臨的獨特挑戰，人力資源領袖可建立 一個互相合作的共融混合工作環境，讓所有員 工都感到獲重視和聆聽，並培養歸屬感，使他 們能夠盡展所長。 3. 您大部分職業生涯均從事科技行業的人力 資源管理工作，當中遇到的最大人才管理挑戰 是什麼？ 眾所周知，科技行業一向由男性主導。雖然近 年在性別多元方面取得相當大的進展，但仍需 加倍努力吸引和留住行內的女性人才。
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