CityTelecom took a different approach when arranging their last annual management trip.
In December 2011, instead of a more traditional luxurious relaxing break, the destination was set as Cambodia; a trip to engage the mind rather than switch it off. Not only management personnel were invited, the trip was open to every employee who had been with the firm for over one year. Hong Kong staff joined up with those from the Guangzhou branch to try and make a difference to the lives of disadvantaged children in two primary schools in Sambok Cham and Toul Ampul, Siem Reap, Cambodia.
During two trips employees took part in games sessions, painting workshops and dream visualising seminars with young students at the schools. The company was blown away by the number wishing to participate, assuming that a trip to Cambodia was not an ideal destination for a break. In fact, they had over 300 applications and had to whittle this number down to a total of 94, of which 52 were non-management level.
The participants worked with the school children to create vast, colourful murals and discover each others’ goals for the future. Despite the day-to-day hardships experienced by the local children due to the tough reality of life in Cambodia, the colleagues were humbled by the optimism and enthusiasm they witnessed. Participants reported that the experience had changed their perspectives; they, like everyone else, had heard of the deprivation in Cambodia, but now they understood the reality of the situation and returned to Hong Kong with a heightened sense of empathy and a keenness to see what they can do and how they can help society. One staff member was so impressed by the level of English spoken by the Cambodian school pupils, and that she vowed to undertake private tutoring upon returning.
On a strictly professional note, staff members were able to develop their communication and leadership skills through team exercises; carrying out roles requiring them to ‘manage’ their management. One employee in particular, employed before the trip as a management trainee, confided in his boss during the trip of his aspirations to pursue roles related to TV projects. Upon his return the boss made him his personal PA and also Area Manager for CityTelecom’s Pay TV. This is an example not only of the barriers lowering between managers and their subordinates, but also of the increased confidence given to those subordinates to discuss issues honestly with, and make suggestions to, their bosses. When the trip had ended the relationship between the levels remained changed.
Unexpected events forced participants to think on their feet and required a certain amount of contingency planning, the area and groups being previously unknown to them and throwing up numerous surprises. Keeping the children interested and engaged in activities required the employees to put their communication, organisation, leadership and time management skills to the test at the same time, skills which will serve them well back in Hong Kong but especially so due to the shared challenges experienced when developing them.
As a Corporate Social Responsibility exercise it was remarkably successful, according to Ivy Lau, Director, Talent Development. She commented, “Before the trip the company strived to have a very flat organisational structure, following the trip the gap has close further.” The trip was fully subsidised by the company although many participants decided to dig into their own pockets to make charitable donations.
The charities supported—Happy Tree Social Services, Cambodian Children’s Fund and Siem Reap Catholic Church—were chosen due to their focus on the pursuit of universal access to better living conditions, healthcare and opportunities for the disadvantaged in Cambodia, especially for the young poor not only by feeding them but by investing in their families, communities and futures. The trip has changed the model for future CityTelecom charitable ventures; while previously one-off events were organised, the group is now looking to more continuous projects.
Upon returning, CityTelecom encouraged their ‘talents’ to share their experiences with colleagues, such sharing sessions proved popular with participants keen to highlight the many positives they had retained from the experience. They were also able to submit any photos they had taken during the trip which were then compiled to create a very personal photo scrapbook. For each of these scrapbooks sold, HKD50 will be donated to the Cambodian Children’s Fund.
The latest scheme—a three-year mentoring programme—sees participants from the company commit themselves to give three years of their time to be mentors of underprivileged children in Hong Kong. The Hong Kong government vows to match funds if an organisation can raise $4,800 per mentee. In order to reach this the mentors, management and supporters have thought of various fund-raising plans; for example, RUN for the Mentees. Participants run to the house of a senior manager in the city, asking friends, family or colleagues to sponsor them. When they arrive, the senior manager donates funds towards the project. On one occasion, over 100 staff members ran to the house of the CEO who then donated over HKD25,000. The Vice-Chairman has also given his support, pledging to match any donations received. Thanks to such offerings of money and time the group has managed to exceed its HKD140,000 target, but this isn’t where they pat themselves on the back and head home. As a three-year project there are sure to be more fund-raising schemes in the future to help the lives of Hong Kong’s underprivileged youths.
For those organisations who have not yet taken CSR seriously, Lau offers this advice, “CSR exercises nurture a sense of community within the company, it is a privilege that allows us to contribute more to society together than the sum of our individual efforts. Don’t focus too much on profits and numbers; this isn’t what it’s about. CSR is common sense—would you wonder if it was the right thing to do to teach your child to care for society and encourage him or her to make a contribution? So, in the workplace, should you hesitate to spread goodwill among your employees and beyond?”
Paul Arkwright
Publisher
