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H U M A N E - R | V O L U M E 78
HR BULLETIN
Challenge our assumptions before we reinvent our organisation: Riot Games’ Dr. Susan Chen Organisations cannot blindly follow trends in redesigning themselves, they have to look into what transformation means uniquely to their organisation and their people, advises Dr. Susan Chen, Director, Head of People-HK &SG Game Development Studios, Riot Games. As we come to embrace a new world of work in 2022, organisations have to invest in well thought out strategies to take advantage of the opportunities that present themselves. At the same time, in the face of dominant workplace trends, leaders have to pave the right path for their people and their business to thrive, which calls for a meaningful workplace transformation. In a recent conversation with People Matters, Dr. Susan Chen, Director, Head of PeopleHK & SG Game Development Studios, Riot Games shares insights on the need to break away from the comfort of best practices and engage in leadership conversations with a data-informed approach to deliver what best serves your.
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organisation and your people Susan works with teams and leaders to develop talent strategies and interventions that build capabilities for sustainable growth across a broad range of companies, including a healthcare start-up in Indonesia, a fintech MNC in Singapore and a national energy company in Norway. She is a strong advocate for financial and educational inclusion, and has worked and lived in Taiwan, New Zealand, UK, Norway, Singapore and Indonesia. She received her PhD with a focus on knowledge management from the University of Stavanger, Norway, and is completing further education in the areas of educational psychology and research from Massey University, New Zealand. Here are some excerpts from the interview. What are some of the trends and changes that will have a significant impact on how businesses will carry themselves forward in the coming year? There are many different micro-trends ongoing from the distributed workforce to digital transformation as well massive changes in learning and people processes but fundamentally, one of the biggest changes is the mindset shift. This involves building agility into the way organisations are designed, team making and even into the taken for granted, structured HR frameworks with which we approach problems. One other big trend is about how we can move away from the comfort of best practices, knowing that the way things were done before are no longer going to make meaningful headway into solving problems for tomorrow. This also links to how we can build our teams or employees in a fashion that recognises them as a whole human being rather than a human at work. We have to move beyond thinking about productivity and wellbeing at work and look at the larger picture in terms of mental health for instance. In other words, a holistic approach to taking care of your people. What are some of the potential challenges in the field of talent that must be overcome? From a recruitment perspective, as the world of work becomes more global but at the same time less mobile, our ways of working have to be increasingly agile. This involves bringing about a sustainable change in the relationships of people with their work which has been triggered by the external environment of a global pandemic kicking in. A company which worked in one location cannot simply commit to becoming a distributed workforce because that requires strategic thought on organisational culture, the type of leadership, performance management and even goal setting. It is a massive cultural shift which demands strategic insights for it to be sustainable. Redesigning your workforce is critical for it enables you to get the best out of your distributed workforce. What are some of the values and strategies that will enable leaders to meaningfully transform the employee experience? The keyword here is meaningful transformation so the fundamental thing is how do we recheck our organisational assumptions about what collaboration looks like or team effectiveness or even talent. Challenging our assumptions is the number one thing we have to do before we reinvent our organisation. This then goes back to inclusivity, empathy, work culture. Finding these answers enables you to rebuild your organisation and transform. This enables a vision and a path towards that future. Our world has gone through a tremendous change in light of the global pandemic and it would be unrealistic for any organisation to say that they won’t change. But organisations cannot blindly follow trends either, they have to look into what transformation means in its unique way to their organisation and their people. This goes back to what I said earlier about the need to break linkages from best practices because strategies have to be designed so that they serve your organisation and teams. What role will digital tools play in the year 2022 and how can companies ward off a potential digital disruption? I don’t think we should try to ward off digital disruption because it is a beautiful way to innovate. What we can do as organisations and leaders is to prepare ourselves for the disruption. We have to recognise that digital transformation will continue from communication tools to product transformation technologies. What is really important is deriving meaning in the transformation you carry out for your business. Not everyone needs to have the most high end technologies. What is important in this preparation is that the purpose and meaning of the company really needs to be solid for you as a leader and your employees…
Read more at: https://www.peoplematters.in/article/strategic-hr/challenge-ourassumptions-before-we-reinvent-our-organisation-riot-games-dr-susan-chen32119
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Hiring trends in 2022: Opportunities & challenges for the mobile gaming sector As the pandemic pushed millions into their houses, it further widened the scope for an already growing mobile gaming sector, creating new job opportunities as well as some novel challenges in talent acquisition. With increasing internet penetration, growing numbers of mobile connections, and the highest youth population in the world, India has all the key drivers for the accelerated growth of online gaming in the country. With research indicating an expected compounded annual growth rate of 40 percent in the year 2022, the mobile gaming industry has a lot to offer in terms of career opportunities. However, as technologies like Artificial Intelligence (AI) and machine learning (ML) are upskilling the people, we have a very precise hiring process, leading to some novel trends and challenges for the industry. Growth trajectory in gaming sector creating job opportunities across the board Around 30 years ago, when games with consoles were first launched in India, they received a lukewarm response. Later, computer and pricey console-handled games were also introduced, but their high cost always remained a drawback for the Indian market. But things changed quickly with the arrival of mobile games. In a short period, India secured its place among the top five gaming countries. During the lockdown, when people were cooped up in their homes with limited amusement options, mobile gaming received a big push forward. Compounded with immediate other tailwinds, like low-cost data and widespread use of smartphones, the mobile gaming industry is on a long-term growth trajectory. According to projections, by the year 2022, we will have 379 million users of mobile games in the country…
Read more at: https://www.peoplematters.in/article/strategic-hr/hiring-trendsin-2022-opportunities-challenges-for-the-mobile-gaming-sector-32134
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What we want most from HR in 2022: The business leaders speak Build a culture that enables employees; champion employee voices; be strategically focused. We hear from business leaders on their expectations for how HR can support them in the coming year. As we enter 2022, one major strategic question HR leaders may be asking themselves is: how can we better support and collaborate with the business leaders, in order to contribute even more strongly to the broader organisational strategy? There's nothing like hearing directly from the business leaders themselves, and so People Matters asked leaders from several multinational companies for their thoughts on what they appreciate most from their HR counterparts, and what they hope that the HR function can do more of in the coming year. Create the best kind of working culture Gordon Watson, Chief Executive Officer Asia and Africa at insurance giant AXA, anticipates that AXA's HR team will place strong emphasis on creating a culture that enables and supports hybrid work, in line with the business strategy to roll out opt-in hybrid work worldwide. “It is important for the HR team to continue collaborating closely with our people across the region – via coaching with empathy, regular and transparent communication and information sharing – to create a working culture that maximises our productivity, collaboration, creativity, and individual wellbeing, while also being inclusive,” he told People Matters. “This can help managers and leaders to nurture empowerment and trust within their teams by coordinating around clear objectives, backed by strong support and greater flexibility, so as to achieve personal and organisational resilience and meet our customer needs.”The development and propagation of AXA's organisational culture, in fact, is among the work he has found most helpful so far.
Read more at: https://www.peoplematters.in/article/strategic-hr/what-we-wantmost-from-hr-in-2022-the-business-leaders-speak-32117
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Gearing towards the future of talent with the right digital tools: CEIPAL Establishing an attractive EVP has become increasingly critical to any organization but to properly leverage an EVP, global leaders must first invest in the right digital tools for staffing. An AIpowered talent acquisition platform ensures that your value proposition will be matched and presented to the best available talent, creating a significant competitive advantage. When asked about their top priorities in the coming year, 59% of respondents to a recent Gartner survey chose “building critical skills and competencies.” Of course there are two ways for organizations to achieve that goal: upskilling talent that is already in place and acquiring new talent. The talent acquisition process comes with its own unique set of challenges – especially in a highly competitive and borderless talent hunt amidst the Great Resignation. What can leaders do better? What solutions can empower them to strengthen their talent pool? AI-powered and advanced technological tools are a critical enabler in our digitally driven world. especially important as we continue to operate in a hybrid fashion under the threat of returning to a fully remote working model, as new covid variants continue to emerge. Poised for this moment, CEIPAL’s AI-driven approach provides a holistic solution to meet the recruitment needs of organisations looking to build a highly skilled workforce and to re-invent their organisational strategy. CEIPAL caters to both the recruiter and the candidate, and operates as a total talent management solution for Talent Acquisition teams. CEIPAL’s talent management platform includes advanced automation, engagement and analytical tools to manage the entire talent lifecycle…
Read more at: https://www.peoplematters.in/article/recruitment/gearingtowards-the-future-of-talent-with-the-right-digital-tools-ceipal32116?media_type=article&subcat=talent-acquisition&title=gearing-towardsthe-future-of-talent-with-the-right-digital-tools-ceipal&id=32116 6
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Apple becomes world's first US$3 trillion company, worth more than some countries Apple’s share value rose for a brief period on Monday, bringing its market capitalisation above US$3 trillion at one point - more than the annual GDP of most countries in the world. Global tech giant Apple became the first company in the world to attain a market capitalisation of $3 trillion when its shares rose on Monday, the first trading day of the new year. The shares lost some ground later, with the iPhone maker closing the day a tad below the $3-trillion mark. Yet, its market value surpassed the GDP of the UK, which stands at $2.83 trillion, and trails that of Germany ($4 trillion). According to a Forbes report, the closest rivals of Apple in terms of market capitalisation are Microsoft ($2.53 trillion at the end of 2021), Alphabet ($1.92 trillion) and Amazon ($1.69 trillion). Reports suggest that the significant growth in the company’s market value was propelled by a 40% increase in the sale of iPhones in the year to September 2021. During this period, the demand for Apple products exceeded supply by a huge 12 million units. Not just hype, but employee wealth A dramatic increase in the market value of companies not only helps create a buzz around them, but also attracts investors and fresh talent alike. Further, employee stock option schemes of such companies go a long way in attracting and retaining the best talent. Apple's Employee Stock Purchase Programme is a generous one, offering employees a 15% discount on Apple stock - which, for those who take up the option, can amount to an enormous increase in wealth. Some estimates suggest that Apple employees who maxed out their stock purchase benefits last year may have seen gains of over 40%...
Read more at: https://www.peoplematters.in/news/employer-branding/applebecomes-the-first-3-tn-company-in-the-world-32125
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