Fong Tuan Chen, Head, Human Resources & General Affairs, Samsung Malaysia Electronics (SME) Sdn.Bhd
8th GLOBAL HR EXCELLENCE event, 21st – 24th October 2019, Singapore
1.How is the HR role evolving and contributing positively to organisational vision and strategy?
HR has moved from the modest transactional payroll processor on to supporting the business and now holds a chief seat at the senior leadership table. HR has surely come a long way. Today, the role of HR in crafting and driving strategic growth is as important as business or technology leadership. HR is now facilitating businesses in paving the way for strategic growth, particularly those people-driven decisions. HR is now sought after to offer its input on high-level business guidance and leadership and on defining the very future of work, helping organisations make a move from traditional, rigid systems to new agile organisational structures. HR also serves as custodians of culture, leading through example and aligning culture with core business goals. HR bridges the gap between digital and human, formulating strategies to help achieve a balance for the future of work.
2. How does HR Analytics help in decision making?
HR Analytics amalgamates human capital insights with business objectives, identifying gaps and opportunities. With analytics, we know can preemptively predict what skill sets will be required in the future and can begin the acquisition process, thus shortening the turnaround. Mountains of people data can be effectively analysed, augmented by HR professionals contextualising the data, helping us make timely and optimal people decisions. Decisions that are driven by data of talents based on their motivation, and values for the best fit of the organisation. It is no longer just hit and miss.
3. How do internal communications and employee engagement help boost employee morale?
Communications and engagement are key factors in HR’s influence in the organisation. Engagement and communication should be viewed as a complete ecosystem, taking into account the relationships that occur and the issues that arise from poor communications. Internal communication is not just a flashy-designed digital message to employees, nor is it waiting for feedback in surveys. Communication is constant and should factor in as a key employee engagement objective: keeping the human element and building a connection with the employee. To drive support and a communications culture, organisations need to look at empowering employees to speak, make valuable contributions and support leaders in becoming coaches to their team. Personal development opportunities are a major factor in driving engagement. Organisations must empower staff to explore and learn by providing a habitat that encourages this.
4. Why should an organisation invest in the development of human capital?
Like all forms of capital, human capital is an essential component of a company’s long-term assets. The collective profile of skills for all employees ideally meets the company’s needs, but more importantly, it also adds to a company’s intrinsic value. Developing that capital by investing in further enhancement of its skills adds to that value.
5. What are the current trends in HR and how do you see this changing in the coming years
- HR will join marketing as the co-driver in defining the company brand. Strengthening an Employer Brand will be as, if not more, important than product or corporate brand marketing. Talent will be the differentiating factor in an increasingly commoditised environment and Employer Brand will merge to be even more critical in attracting the right fit talent
- HR will move towards micro customisations - every individual is unique and with more sophisticated data management systems and AI, they will allow HR to truly understand their employees and offer rewards and professional development at a personal level
- Performance management will be replaced - The current approach to performance management, with ratings, annual reviews and sporadic feedback, fails to reward or encourage consistent high achievement while simultaneously failing to solve low performance. Instead, continuous coaching and feedback will become the norm, and learning and development will become more integrated into everyday work.
6. What is your advice in handling social stigmas and bias at workplace effectively?
Transparency on decision-making process and an open culture - to allow matters to be discussed openly to address concerns regarding bias and social stigmas at the workplace - is key. This can be coupled with raising awareness on inherent bias that leads to assumptions. Start dialogues that eradicate prejudice at work. This can be a simple campaign that identifies common biases that groups of people face, such as mothers in the workforce or an older worker. Diversity campaigns are only effective if staff understand the benefits diversity and inclusivity can bring to a team. It is also imperative that managers become aware and address their own biases as this can lead to discrimination during the hiring process. This is where HR plays an important voice as the gatekeeper and conscience of the organisation
Interested in this event? Do you feel you will benefit?
For registration pricing and multiple attendee discounts, please contact:
Shahlini
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Paul Arkwright
Publisher
