The Human Capital Leadership Institute (HCLI) recently spent time with executives from Mastercard, Singtel and Unilever, three organisations that have forged a reputation for their commitment to building sustainable and enduring organisations that both ‘do well and do goo
LinkedIn has released its inaugural Opportunity Index that seeks to understand perceptions of opportunity in the Asia Pacific (APAC) region in 2018.
More organisations than ever, are investing in health and well-being initiatives, but are they having an impact?
As Singapore gears up towards Smart Nation, and a digital-first reality, the digital capabilities of the local workforce have become a priority.
HQ Asia spoke with Professional of Organisational Behaviour at London Business School, Dan Cable, about how to help employees find purpose at work. He shares findings from his latest book, Alive at Work: The Neuroscience of Helping Your People Love What They Do
Singapore’s retail and F&B industries are notorious for their challenges in attracting and retaining employees. How does Singapore-headquartered TWG Tea, positioned as the finest luxury tea brand in the world and celebrating its tenth anniversary this year, tackle its manpower challenges? What lessons can other companies learn from TWG Tea’s experience and practices? Maranda Barnes, Co-Founder and Director of Business Development & Corporate Communications shares.
What must be on HR's essential to-do list today? What must HR be mindful of? Alison Sibree, Senior VP of HR for Oracle's Asia Pacific & Japan region shares seven key insights.
Is your organisation not communicating and linking up between its different parts? Consider its social network.
What is the difference between Human Resources and Human Capital? Sara Moulton suggests two key ones and how the HR profession can make the shift.
HQ Asia spoke with Phillia Wibowo, Partner at McKinsey & Company, who is based in Indonesia, about what companies can learn from the management consultancy structure as well as how to assess organisational health.
Accenture India shares how they motivate their workforce to adopt a mind-set of continuous improvement.
Think of a romanesco broccoli, which is fractal and is composed of elements looking exactly like itself. Likewise, Dominique Sciamma, Director & Dean of the Strate School of Design calls for humanity to be a network of co-owners, sharing the same intentions to tackle the world's complexity. It is time to turn from a separation approach to one that is synergic and design-based. It is a Romanesco time.
Business leaders face unprecedented challenges. They need to manage and adapt their organisations to prosper in an environment of flux and upheaval. In this era of change that is both fast and unpredictable, what are their main concerns?
The island city-state of Singapore is often held up as a paradigm of a successful multicultural society. Its population of 5.7 million is made up of roughly 74% Chinese, 13% Malays and 9% Indians. The remainder, Eurasians and other foreigners, represent almost all religious faiths – Buddhism, Christianity, Islam, Taoism, Hinduism, Sikhism and Judaism. All this ethnic mix is crammed into an area of a little over 700 sq. km, making Singapore stand out as one of the most multicultural, diverse and densely populated cities in the world.
Maxis believes in creating culture from the inside-out. Read on for how the team is motivated, how the strategy evolves, and how Maxis contextualises best practices from the broader HR community.
Do board evaluations matter? According to Randall Peterson, Professor of Organisational Behaviour at London Business School, it is important for companies to adopt a thorough board evaluation process. Some of the essential ingredients are open and honest communication as well as diversity inclusion.
What contributes to a company's success? Anuradha Purbey, People Director of Aviva Southeast Asia, shares insights into a successful people strategy and how encouragement begets engagement.
During a merger, HR's role is to identify and curate a healthy organisational culture. Here is what I have learned through this process.
Last year, SAP piloted a programme for women returning to the workforce in Japan and Korea. Here's why and how they are minimising unconscious bias at SAP.
Our workforce is afraid and disengaged, and traditional training is not working. How do we build a truly smart workforce?
An inside look into the culture at Hong Kong Broadband Network.
How does the workspace impact employees? Two Prudential leaders share the inspiration for their new office, Workplayce, and how it impacts employees.
What are the three technology trends that can impact HR in 2018?
How does a large hotel group like Marriott recruit and retain talent? Andrew P. Newmark explains this and shares more about the company's culture.
How do you define a leader? Words and descriptions that come to my mind are vision, inspiring others, transparency, execution. Maybe you think of phrases like sets the tone, pushes for what they believe in, and balances company and employees' interests.
How will technology impact and improve HR? An artificial intelligence (AI) and big data company's co-founder shares how data improves decision-making: for employers who are hiring, and for professionals to know what skills are in-demand.
What is the benefit of encouraging employees to be entrepreneurial and to follow their interests? Tata Communications' Chief Human Resources Officer shares the programmes and benefits that have been borne out of this mind-set.
CXA-- a company that is in startup mode-- has defined their competitive edge: focus on upskilling and reskilling employees. CXA's Chief People Officer shares how they are preparing employees for the future of work, and explains how CXA ensures its workforce remains relevant.
Chatbots may solve a recruiter's biggest headache: asking the same introductory question to dozens of candidates. While chatbots may eventually be used for senior-level hires, here is how they can be used to initially screen entry-level hires.
Though there are challenges for SMEs that are expanding into the region and expatriating talent, preparation is the key to success.
The IKEA brand is well known for its customer experience: walk through their warehouse-like stores, maybe eat an order of Swedish meatballs at the cafe, and then go home to build your newly purchased furniture. But what makes it a fun place to work? The culture.
How does an average team become a high-performing one? Jamil Qureshi, a performance coach and psychologist, has coached business leaders, English Premier football clubs, Formula 1 racecar drivers, and many top golfers. He shares five indicators teams can use to assess their performance.
"When people go to work, they shouldn't have to leave their hearts at home." - Betty Bender. This may seem like an obvious premise for developing an employee value proposition (EVP), but it is not always that easy. With the resurgence of the global economy, companies - especially in Asia-Pacific - are looking not just to hire but to retain their talent.
HQ Asia speaks with Junjie Zhou of Shopee about talent development for both emerging and mid- to senior-level talent. Zhou also shares how they have scaled from 10 employees to over 2,000 in less than three years.
Recent research claims that short personal conversations stimulate creative exchange during the workplace.
In this article, HQ Asia discusses the final two roles that HR executives need to play to effectively develop global Asian leaders.
Through this interview with UOB's Managing Director of Business Banking Mr Mervyn Koh, we gain insight into how this bank is readying its people for the future.
Gabrielle Dolan, an expert on authentic leadership and storytelling and author of Stories for Work, sat down with Sara Moulton, Editor of HQ Asia, for a discussion on how established and emerging leaders can create impact with stories.
We had an interview with Yazad Dalal, Head of Human Capital Management (HCM) Cloud Applications at Oracle (Asia Pacific), who shared how Oracle utilises Cloud and analytics in human capital management to develop a versatile, future ready workforce.
How are the 2017 global trends - growth by design, a shift in what we value, a workplace for me and the quest for insight -- affecting the workplace and employees?
Most companies focus their hiring strategies on strengths or what candidates can do. They assess the qualities and skills that are supposed to enhance job performance, and subsequently test whether candidates are likely to display those qualities once on the job. But why are companies focused on hiring based on weaknesses?
HQ Asia speaks with Jan Anne Schelling, Vice President for HR, Asia Pacific about how DSM is developing female leaders, barriers that women need to overcome to get to global roles and how DSM supports the advancement of female leaders.
These are interesting times in the world and it makes sense for HR professionals to take a pause. Take stock of what is happening and to be able to articulate the emergent themes and patterns in their organisation. Soumitra Gupta, Head of Global Organization Effectiveness Consulting & HR APAC and MEA Human Resources for Franklin Templeton Investments, reflects on how - at both an individual and organisational level - communication styles have changed. He also shares insights into how companies can encourage employees to reconnect.
HQ Asia speaks with Medtronic HR about its innovative human capital practices and how HR can think strategically and add value to business.
Stop. Take a breath. Just observe the natural flow of your breath, letting go of anything that's on your mind for a few minutes. Now, read on to hear more about the long-term benefits of mindfulness from Professor Jochen Reb, associate Professor of Organisational Behaviour and Human Resources and Director of the Mindfulness Initiative at Singapore Management University.
While design thinking and human-centered thinking stem from the same ideology, HQ Asia Editor, Sara Moulton, takes the view that being human-centered is employee-focused while design thinking is user or client-focused. Read on for how companies can apply both to their businesses.
Peter Drucker once said, "Culture eats strategy for breakfast". Given the importance of company culture, what can organisations do to enhance it? One pertinent step is to develop an inspiring leadership communication strategy. In this article, Jovina Ang shares three tactics for developing an effective and inspiring leadership communication strategy. These include demonstrating "caring leadership", creating a "big hairy audacious goal (BHAG)" and utilising the "power of human connection".
Human resources is one of the most misunderstood and under-appreciated functions in any organisation. Some of your friends and colleagues may even think of HR as just posting job openings online. So how can HR move from an image of job posters to brand builders? Joe Escobedo shares.
Technology will continue to have a great impact on the job market. Michael Gryseels, director in McKinsey & Company and leader of the McKinsey Digital Campus, and Susan Lund, partner at the McKinsey Global Institute, summarise new findings from McKinsey Global Institute on how the digital space is impacting the job sphere and how companies can capitalise.
Stephanie Nash sat down for a discussion with HQ Asia on her leadership journey, developing talent and how the Western work environment differs from Asia. Currently, she is the Chief People Officer of RedMart and before that, she held HR leadership positions at Allergan, Microsoft and BHP Billiton. Stephanie has worked in Singapore, the US, Australia and Chile.
Lemon Tree Hotels won the Asian Human Capital Award (ACHA) for its innovative human capital practices. Lemon Tree Hotels has approximately 800 employees who are physically or mentally disabled, or opportunity deprived. Read on for a discussion with Patu Keswani, Chairman and Managing Director, for future plans, how roles are tailored for employees with disabilities and what other companies can learn from Lemon Tree Hotels.
Executives who make organisational blunders may be guilty of turning a blind eye to obvious organisational problems and wilfully ignoring facts when making decisions. HQ Asia sat down for a discussion with author Margaret Heffernan, a former CEO of several multimedia companies, for an examination of the root causes and symptoms of this potentially devastating concept. Heffernan proposes five steps that executives can take to mitigate ‘wilful blindness’.
Dr Mahzarin Banaji is the co-author of Blindspot: Hidden Biases of Good People. In a conversation with HQ Asia, she talks about ‘mindbugs’ and unconscious biases, and how organisations can deal with these issues.
This article looks at the lost art of questioning in leadership. How should and can leaders re-build their “questioning” faculty, rather than resorting to their comfort zone impulse of “telling”, and more so in the emerging Asian context is examined.
Talent Analytics is a field where various myths prevent HR leaders from unlocking the potential of data. Dr Andreas Raharso debunk the myths, and through examples, shows how companies can use talent analytics to improve their bottom line.
Dr Bob Aubrey proposes using key development indicators (KDIs) to balance key performance indicators (KPIs) when developing people beyond short-term performance, a concept that is more fully explored in his newest book, Measure of Man.
As regional HR teams ramp up talent practices in Asia to match global standards, business heads are increasingly expecting HR to create leadership talent that can both lead in Asia and represent the region in the global arena. In part 1 of this 2-part article, HQ Asia highlights initiatives regional HR teams are undertaking in order to create global Asian leaders, and identifies the roles HR will need to play along the way.
Professor Richard Boyatzis, a Distinguished Professor of Organisational Behavior at Case Western Reserve University distills his top 8 insights on leadership.
Donald Low, Associate Dean (Research and Executive Education) at the Lee Kuan Yew School of Public Policy explains how behavioural economics can help organisations make better decisions.