From promoting co-ownership of the company at HKBN to simply having an open, honest conversation with staff members at Pacific Basin Shipping (HK) Limited, panel members shared some key ways in which they are using innovative HR practices to keep the talent they want.
“Our industry is experiencing its biggest slump in recorded history, so if there ever was a time to innovate, it is now.” Explained P.B Subbiah, Director, HR & Administration, Pacific Basin Shipping (HK) Limited. “HR must not be seen as the people who police the HR rules & regulations within the company.” Instead, he went on, HR should facilitate the implementation of HR tools by managers. HR must not be seen as the separate group of people who sit on a different floor and don’t understand the business.
Deborah Kelly, Global Director of Talent, Shangri-La International Hotel Management Ltd, also emphasised the role of the mid-level manager. “It’s about providing the tools for the mid-level manager, as this is the principal connection between the member of staff and the company.”
On the topic of avoiding talent being poached by competitors, there was discussion on the benefits of rotating staff within the company and even maintaining relationships with ex-staff members. Janet Bibi Ferreira, Director – Human Resources, Baker Tilly Hong Kong, explained, “We try to maintain a good relationship with high-potential employees when they leave the company, we even invite some to annual staff dinners.”
Rita Agnes Wong, Manager (Staff Development), HR Dept., Hong Kong Baptist Hospital, explained to the conference how recent trends are embraced and more junior talent is kept engaged in her organisation by arranging staff get-togethers through WhatsApp.
Paul Arkwright
Publisher
