HR Magazine caught up with Belinda Ngan, Head of Human Resources and Administration Department, Shanghai Pudong Development Bank Co, Ltd. (SPD Bank) Hong Kong Branch to find out how she fosters innovation throughout the bank and further enhances the team’s productivity and wellbeing.

Cultivating innovation

Creating a working environment that cultivates and facilitates innovation is vital in today’s workplaces. Innovation should not just be something that is an afterthought—but rather an intrinsic part of an organisation’s culture. Trust and encouragement are instrumental in creating a thriving workforce with fresh and cutting-edge ideas openly acknowledged and being built upon.

In 2011 Belinda Ngan, Head of Human Resources and Administration Department, Shanghai Pudong Development Bank Co, Ltd. joined the bank’s first international branch in Hong Kong. With more than 20 years of experience in HR, Ngan has been enormously successful in fostering a culture of innovation throughout the bank. She explained, “It is embedded in the culture of our company to encourage innovation and be very open to hearing the opinions of all our stakeholders. We go out of our way to explore all opportunities for development—both for the staff themselves and for the organisation as a whole. We make the whole employee experience as smooth as we can so that staff feel comfortable to share ideas they may have. Having a receptive attitude is key, and then demonstrating that you are listening by building on those ideas and giving constructive feedback.”

Run for Charity

Keeping staff motivated is an ongoing task for HR and should never be put on the back burner.  Ngan shared that during work projects, staff engagement is further enhanced when HR’s commitment and the management team’s dedication to the projects are shown. She added, “When we launch a project, the management team demonstrates lead-by-example, this will influence staff engagement and make the project a success.” The bank also fosters a healthy team by organising off-site management retreats to collectively develop company vision and mission, uphold core values and set corresponding goals.  Through team building activities and experiential training, staff learn not just the value of teamwork, but also the know-how to achieve it.  The bank also organises regular Corporate Social Responsibility (CSR)events in the wider community.  Ngan recollected, “The charity events we recently held include donating storybooks and having fun with the children of a kindergarten under a charity group. Another CSR event, ‘Run for Charity’ attracted over 100 staff to join and raised funds for sponsoring Youth Development Programs. Staff enjoyed the events and found them uplifting experiences.

Showing your staff that there is room for career advancement and that you are willing to help them develop is a fantastic motivator. 

—Belinda Ngan, Head of Human Resources and Administration Department, Shanghai Pudong Development Bank Co, Ltd.

Champion your staff

The bank also champions staff mobility throughout the organisation, with new or vacant positions being available internally—both upwards and laterally. Ngan explained, “Showing your staff that there is room for career advancement and that you are willing to help them develop is a fantastic motivator for staff.” The bank achieves this by laying out competencies required for each post which provides a roadmap for staff to equip themselves with the necessary skills and knowledge required for subsequent positions. Ngan commented, “When staff members indicate interest to transfer to another department for greater exposure, they can apply for the post internally.  If they are successful, an internal mentor will help them to get started. We see staff are satisfied with these opportunities for growth.”

Out with the old, in with the new

For most HR directors, the need to minimise costs and enhance efficiency is always on the cards. The bank recently implemented a new digital centralised Human Resource Information System in order to tackle both these requirements at the same time. The FlexSystem FESA Human Resource Management System has facilitated an employee self-service platform where members can log on and perform a number of functions including generating staff profiles, pay slips and manage leave record. Ngan explained, “The self-service functionality has been very successful—replacing the previous practice of printing and distributing reports by HR, which has helped a lot in terms of confidentiality and ensuring data privacy.”

The self-service functionality has been very successful—replacing the previous practice of printing and distributing reports by HR, which has helped a lot in terms of confidentiality and ensuring data privacy.

—Belinda Ngan, Head of Human Resources and Administration Department, Shanghai Pudong Development Bank Co, Ltd.

Rolling out a new HRIS can be expensive and create a rather turbulent time for those in HR. One of the first challenges encountered when considering the implementation of a new system is pitching it to the management team and demonstrating ROI in and additional benefits. Ngan explained, “We convinced management that the new system would bring tangible and significant improvements in terms of both data security and overall productivity.”

Some staff members may be, understandably, worried about new systems. HR plays a critical role in managing this change. Ngan advised HR directors to reassure staff that the new HRIS brings change to work habits, but can save time and enhance efficiency. She added, “Changes to HRIS platforms must be handled delicately— provide briefings and training to staff during testing and trial runs is important. Also allow time to prove that a centralised HR system is beneficial to staff and to the organisation as a whole in terms of streamlining procedures and raising staff satisfaction level. A well-planned, realistic timeline is key to keeping things developing systematically and facilitate a smooth rollout.

Measuring performance

One of the trickiest aspects of implanting a new HRIS is objectively measuring the improvement and impact it has on the organisation. Ngan explained, “We estimate that with the new HRIS we are saving roughly two days of manpower per month, which equates to roughly a 10% cost saving.” There are other intangible benefits, such as self-service functions which improve efficiency and confidentiality. The implementation of the HR system, coupled with enhanced staff benefits and employee relations was found to have reduced the staff turnover by 50% in 2016 when compared to the same period in 2015.

Ngan concluded with advice for those in HR, “Always strive to strengthen the company culture and foster a harmonious working environment—as this makes it much more conducive for staff development. Within this culture, staff feel valued and are more engaged and are willing to voice their opinion or suggestions. The main focus for HR initiatives such as implementing a new HRIS or organising staff activities should be enhancement of the working environment, encouraging innovation and facilitating work efficiency. This will build the foundation for the successful launch of future projects.”

Steps to implementing a new centralised HR system