Skills Training Category - Hong Kong Management Association

Transcription

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Contents
Messages
Mr Alfred W K Chan BBS, Chairman, The Hong Kong Management Association ------------------------------------------------------------------------7
Dr Ritchie Bent, Chairman, Human Resources Development Management Committee 2013/2014,
The Hong Kong Management Association ---------------------------------------------------------------------------------------------------------------------8
Mr Anthony Rushton, Chairman, Organizing Committee, Award for Excellence in
Training and Development 2014 ---------------------------------------------------------------------------------------------------------------------------------9
Dr Victor Lee, Executive Director, The Hong Kong Management Association ----------------------------------------------------------------------------10
The Organizer
An Introduction to The Hong Kong Management Association ----------------------------------------------------------------------------------------------11
About the Awards -------------------------------------------------------------------------------------------------------------------------------------------------------12
Panel of Adjudicators ---------------------------------------------------------------------------------------------------------------------------------------------------13
Human Resources Development Management Committee 2013/2014 ----------------------------------------------------------------------------------15
Training and Development Awards Organizing Committee 2014 ------------------------------------------------------------------------------------------17
Campaign Awards
Judging Criteria and Campaign Award Winners -----------------------------------------------------------------------------------------------------------------20
Skills Training Category
Gold Award: Hong Kong Broadband Network Limited --------------------------------------------------------------------------------------------------------22
Silver Award: Synergis Management Services Limited --------------------------------------------------------------------------------------------------------24
Bronze Award: RS Components Limited ---------------------------------------------------------------------------------------------------------------------------26
Excellence Award: Chow Tai Fook Jewellery Company Limited ---------------------------------------------------------------------------------------------28
Excellence Award: Hotel ICON ----------------------------------------------------------------------------------------------------------------------------------------30
Excellence Award: Ma Belle Jewellery Company Limited -----------------------------------------------------------------------------------------------------32
Development Category
Gold Award: Crystal Group --------------------------------------------------------------------------------------------------------------------------------------------33
Silver Award: DFS Group Limited ------------------------------------------------------------------------------------------------------------------------------------34
Bronze Award: Bank of China (Hong Kong) Limited ------------------------------------------------------------------------------------------------------------35
Excellence Award: Fuji Xerox (Hong Kong) Limited -------------------------------------------------------------------------------------------------------------36
Excellence Award: Hotel ICON ----------------------------------------------------------------------------------------------------------------------------------------38
Excellence Award: Shun Tak - China Travel Ship Management Limited -----------------------------------------------------------------------------------40
Past Campaign Award Winners ---------------------------------------------------------------------------------------------------------------------------------------41
Individual Awards
Judging Criteria and Individual Award Winners -----------------------------------------------------------------------------------------------------------------47
Trainer of the Year and Distinguished Trainer Awardees ------------------------------------------------------------------------------------------------------48
Outstanding New Trainer Awardees --------------------------------------------------------------------------------------------------------------------------------50
Past Individual Award Winners ---------------------------------------------------------------------------------------------------------------------------------------52
AWARD FOR EXCELLENCE IN TRAINING AND DEVELOPMENT 2014
6
Message from Mr Alfred W K Chan BBS
Mr Alfred W K Chan BBS
Chairman
The Hong Kong Management Association
The 2014 FIFA World Cup was won by Germany after a 24-year intermission. The 120 thrilling minutes that
resulted in ultimate triumph was greatly attributed to a highly effective talent development programme
introduced by the German Football Association in 2003. The programme, which identified promising youngsters
and provided them with technical skills and tactical knowledge at an early age, created not only a generation of
gifted players but also a “talent without end” golden age of German football. Likewise, in the business domain,
investing in talent development plays a vital role to the success of any organizations. Only companies blessed
with a substantial talent pool can remain competitive and enjoy sustained growth.
Established in 1990, the Award for Excellence in Training and Development aims to recognize companies and
individuals who are making exceptional efforts in developing effective training and development programmes
for the success of both individuals and organizations as a whole. This distinguished accolade singles out those
who have made outstanding contributions in this area, and sets a benchmark for measuring true success in
training and development.
On behalf of the Association, I wish to thank the Panel of Adjudicators, the Board of Examiners and all members
of the Organizing Committee for committing so much of their valuable time to this meaningful event. Without
the able chairmanship of Mr Anthony Rushton and the sharing of expertise by all Committee members, the
Award would not have attained the success it enjoys today. My salutation also goes to the Lead Sponsor, Main
Sponsors, Sponsors and Media Sponsors for their generous support.
Finally, I would like to extend my sincere congratulations to all the Award winners. Your outstanding
achievement serves as a role model for others to emulate and an inspiration for your peers to advancing training
and development excellence in the future!
7
Message from Dr Ritchie Bent
Dr Ritchie Bent
Chairman
Human Resources Development Management Committee 2013/2014
The 2014 CEO Challenge Survey, conducted by The Conference Board in the US, in collaboration with The Hong
Kong Management Association, identified that “developing, engaging, managing, and retaining talent” are
the main challenges currently facing CEOs across the globe. Integral to success in this area is the building of a
culture that supports these challenges.
Over the years, the Award for Excellence in Training and Development has recognized the importance of
developing human capital in maintaining the competitiveness of an organization. In this regard, the Award
serves as a platform for companies to benchmark the best training and development practices. Likewise, it is
also an occasion to give recognition to companies and HR practitioners who have devoted considerable time,
effort and thought to the development of their talent.
I would like to express my gratitude to the Panel of Adjudicators, the Board of Examiners and all members of the
Organizing Committee, and in particular Mr Anthony Rushton, for their tremendous contribution to the Award.
My thanks also go to the sponsors for their generous support. Last but not least, I would like to congratulate all
the winners for their outstanding achievements!
8
Message from Mr Anthony Rushton
Mr Anthony Rushton
Chairman, Organizing Committee
Award for Excellence in Training and Development 2014
Human capital has long been regarded as the engine driver yet the biggest challenge to all organizations
around the globe. In the inaugural 2013 Hong Kong Management Capability Index (HKMCI) survey conducted
by The Hong Kong Management Association, business leaders regarded “People Leadership”, the ability to make
human resources planning, talent management and development an integral part of the organization, as one of
the three least capable areas of their organizations.
Established in 1990, the Award for Excellence in Training and Development aims to recognize companies’ and
individuals’ contribution towards corporate success with emphasis on human capital development. The Award
provides an excellent opportunity for companies and individuals to benchmark against the best practices
in training and development and inspires new approaches to continued success. Over the years, we have
witnessed the efforts and many quality work that participants have put in for this Award. Their enthusiasm and
devotion in distinguishing themselves as role models in the field has made the Award better year on year.
May I take this opportunity to express my deepest thanks to my fellow members of the Organizing Committee.
Without their unfailing support, the Award would not be such a success. I would also like to extend my
gratitude to the Panel of Adjudicators and the Board of Examiners for their valuable contribution of time and
wisdom. Last but not least, I earnestly congratulate all the winners of Campaign and Individual Awards for their
outstanding achievements and may I wish you all every success in your future endeavours!
9
Message from Dr Victor Lee
Dr Victor Lee
Executive Director
Generation Y is rapidly becoming an important part of the present workforce. A joint research conducted by
PwC, the University of Southern California and the London Business School last year estimated that this cohort
will make up approximately 80% of the global workforce in the next three years. This generation, the biggest
since the baby boomers, will eventually revamp the working population. Growing up in a world different
from their parents, Gen Y tends to hold different value concepts when it comes to work. Clear development
path which brings sense of fulfillment is on the top of their list. Therefore, effective long-term training and
development will increasingly become a value-added asset for companies to attract and retain young talents.
In 1990, The Hong Kong Management Association took the lead to develop the Award for Excellence in Training
and Development with a view to recognizing the outstanding achievement of companies and their trainers.
Throughout the years, the Award has gained widespread recognition among the business community and has
set the benchmarks for companies who wish to excel in the development of talents.
On behalf of the HKMA, I would like to pay tribute to all the adjudicators, examiners and in particular, Mr
Anthony Rushton, Chairman of the Awards Organizing Committee and his fellow members for their remarkable
contribution and time. I would also like to extend my sincere gratitude to all the sponsors for their tremendous
support. Last but not least, I would like to offer my heartfelt thanks to all Award entrants and winners for their
tireless dedication to raising the standard of training and development practice in Hong Kong.
10
An Introduction to
The Hong Kong Management Association (HKMA) is a non-profit making organization established in 1960. Its vision, mission and values
are as follows:
VISION
y To be the leading professional organization advancing management excellence in Hong Kong and the Region
MISSION
y To promote best practices in management
y To nurture human capital through management education and training at all levels
y To provide members with a platform for exchange of ideas, networking and personal development
VALUES
y Continuous improvement
y Innovation
y Integrity
y Professionalism
y Respect for Individuals
y Sustainability
Services provided by the HKMA can be categorized into three major areas, namely education and training; management services and
membership services.
With a commitment to nurturing human capital through management education and training at all levels, the HKMA offers over 2,000
training and education programmes covering a wide range of management disciplines for more than 50,000 executives every year.
From distance learning courses, seminars and workshops, certificates, diplomas, all the way to bachelor, master and doctorate degree
programmes jointly organized with prestigious overseas universities, these programmes are suitable for executives at different stages
of development. The HKMA also provides specially designed corporate training which geared to the particular needs of different
organizations. In 2009, the Association introduced the concept of Corporate University, which helps companies retain quality staff and
build a corporate culture of lifelong learning.
The Association believes learning while networking works best for achieving continuous development. Diversified management
services are offered to provide platforms for business executives to exchange ideas, to network and to gain professional development.
Annually, the Association organizes diverse functions such as Annual Conference, special topic seminars, dinners and workshops.
Prominent business leaders are invited to share their invaluable insights and wisdom on the most updated trends and development of
management.
Business award is another major area of HKMA’s management services. To promote best practices in management, each year, the
Association organizes eight business awards in Hong Kong and the Mainland. These include the Best Annual Reports Awards, the HKMA
Quality Award, the Award for Excellence in Training and Development, the HKMA/TVB Awards for Marketing Excellence, the Hong Kong
Management Game, the Distinguished Salesperson Award, the Award for China Marketing Excellence and the China Best Annual Reports
Awards for Listed Companies. These prestigious awards, which are now regarded as the highest accolades of the business community,
provide an exemplary model for business professionals to follow and benchmark.
With a total of over 13,000 members including individuals and corporates, membership service has always been a priority for the
Association. A comprehensive range of membership activities such as seminars, forums, luncheons, company visits, study tours and
social gatherings are offered every year. Another distinctive feature of membership is the eight autonomous Specialist Clubs which
provide opportunities for members with similar interests to meet and develop further their specialist knowledge. The highlight event of
membership is the Annual Fellowship Dinner which provides an excellent platform for members to extend their network.
11
About The Awards
INTRODUCTION
The Award for Excellence in Training and Development has been organized by the Human Resources Development Management
Committee of The Hong Kong Management Association since 1990. It is the only award of its kind in Hong Kong that gives public
recognition of achievements in training and development to individuals as well as companies, whether large or small and whatever the
nature of their businesses or services.
AWARD CATEGORIES
1. Campaign Awards
2. Individual Awards
JUDGING PROCESS
Campaign Awards
The Campaign Awards were divided into two categories, namely Skills Training Category and Development Category. Skills Training
Category was for any learning activity provided to improve job specific skills, knowledge and behaviour that contributes to business
results, while Development Category was for any activity, initiative or programme focused on people development that contributes to
on-going enhancement of organizational capability and business results.
Participating companies in both categories were invited to submit a programme summary and attend a shortlisting interview by
the Board of Examiners which comprises members of the Human Resources Development Management Committee and the Awards
Organizing Committee. Six submissions in each category were selected. Finalists were then invited to submit write-ups on their training
or development programmes and give a presentation at the Final Presentation Seminar assessed by the Panel of Adjudicators. The
Seminar was specially designed to select the Award winners and provide an experience-sharing platform for all executives.
Individual Awards
All Award entrants were nominated by their companies. They were required to submit a write-up explaining their achievements in
training and human resources development and were invited to an interview session.
For Distinguished Trainer Award candidates, the interview session will include a 15-minute presentation and a 10-minute Q-&-A session
by the Board of Examiners. The presentation should cover all the judging criteria. For Outstanding New Trainer Award candidates, the
interview session will be divided into two parts. The first part will include a 10-minute presentation, covering all the judging criteria,
to be followed by a 5-minute Q-&-A session by the Board of Examiners. The second part will include a 10-minute short training.
Participants would be informed of the training topics 30 minutes before the interview session. Winners of Distinguished Trainer Awards
and Outstanding New Trainer Awards were selected by the Board of Examiners while the Trainer of the Year was selected by the Panel of
Adjudicators at the Final Presentation Seminar.
AWARDS AND RECOGNITION
Campaign Awards
Gold Award
Silver Award
Bronze Award
Excellence Awards
Individual Awards
Trainer of the Year
Distinguished Trainer Awards
Outstanding New Trainer Awards
Citation for Youth Mentorship
Most Innovative Award
Best Presentation Awards
12
Panel of Adjudicators - Skills Training Category
13
Mr S K Cheong
M
Ch
Mr Eric
i Huii
General Manager
Television Broadcasts Limited
Chief Executive Officer
Zurich Insurance Company Limited
Dr Victor
D
Vi
Lee
L
Mr Edmund
d
d Mak
k
Executive Director
Chief Executive Officer & Executive Director
Bossini International Holdings Limited
Mr Andrew
d
Tsuii
Mr Mark
k Whitehead
hi h d
Chairman, Hong Kong
Korn Ferry
Chief Executive
Hong Kong Air Cargo Terminals Limited
Panel of Adjudicators - Development Category
Ms Lily
il Chan
Ch
Mr T C Chu
Ch
The Dairy Farm Company Limited –
Mannings (Hong Kong & Macau)
Managing Director
Hip Hing Construction Company Limited
Dr Victor
D
Vi
Lee
L
Executive Director
Mr Larry Sze
Mr Andrew Weir
Gilman Group
Regional Senior Partner, Hong Kong
KPMG China
14
Human Resources Development
Management Committee 2013/2014
Dr Ritchie Bent (Chairman)
Group Head of Human Resources
Jardine Matheson Limited
15
Mr Graham Barkus
Ms Catherine Chau
Head of Organization Development & Change
Cathay Pacific Airways Limited
Head of Human Resources
Hongkong Land Limited
Mr Barry Ip
Ms Maylie Lee
Regional Director
Learning & Development - Asia
Jabil Circuit Inc
Head of Human Resources, Hong Kong & Greater China
Marsh (Hong Kong) Limited
Human Resources Development
Management Committee 2013/2014
Mr Anthony Mak
Ms Eliza Ng
Principal Assistant Secretary
(Training & Development)
Civil Service Training and Development Institute
Civil Service Bureau
Director, Human Resources
Fuji Xerox (Hong Kong) Limited
Mr Kelvin Ng
General Manager Training & Organization Development
Nan Fung Development Limited
Mr Chester Tsang
Mr Kenneth Wai
Principal Academy of Excellent Service
MTR Corporation Limited
Area Director of Human Resources
Island Shangri-La Hotel
16
Training and Development Awards
Organizing Committee 2014
Mr Anthony Rushton (Chairman)
Head of Learning, Hong Kong
Human Resources, Asia Pacific
HSBC
Mr Morison Chan
h
Dr Salina Chan
Deputy General Manager – Corporate Planning
Chow Tai Fook Jewellery Group Limited
Head of Learning & Development
Group Human Resources – Retail Hong Kong
A.S. Watson Group (HK) Limited
17
Mr L T Cheng
Mr Ian Choy
General Manager – Human Resources
Crystal Group
Senior Director - People Resources
McDonald’s Restaurants (HK) Limited
Ms Kit Fan
Mr Ellis
lli Ku
Head of Corporate Human Resources
The Hong Kong & China Gas Co Ltd
Head of Learning & Organization Development
Maxim's Caterers Limited
Ms Susan Lansing
Vice President,
Global Learning & Development
DFS Group Limited
Ms Ivy Lau
Mr Steve Lawrence
Director - Talent Engagement
Hong Kong Broadband Network Limited
Head of Training & Development - Airports
Cathay Pacific Airways Limited
18
19
Ms Rita
i Lee
Ms Ivy Leung
Head of Human Resources
Shiseido Hong Kong Limited
General Manager, Human Resources &
Administration Department
Octopus Holdings Limited
Mr Teddy
dd Liu
Ms Felicity Sam
General Manager –
Corporate & Talent Development
New World Development Company Limited
Senior Director, Learning & Development
Ralph Lauren Asia Pacific Limited
Ms Carmen Ting
Ms Bianca Wong
Principal, Learning & Development
KPMG China
Group Human Resources &
Corporate Communications Director
Jebsen & Co Ltd
Campaign Awards
JUDGING CRITERIA
1.
2.
3.
4.
1.
2.
3.
4.
5.
6.
Needs Identification and Objectives Setting
Design and Implementation
Measurement and Outcomes
Degree of Innovation
Programme Objectives
Design and Implementation
Stakeholder Engagement
Organization Integration
Degree of Innovation
CAMPAIGN AWARD WINNERS
Gold Award
“Certified Professional Engineer (CPE) Certification Programme”
Gold Award
“Building Leadership Bench Strength for an Evergreen Industry”
Crystal Group
Silver Award
“Synergis Total Customer Experience (TCE) Programme”
Synergis Management Services Limited
Silver Award
“DFS Management Trainee Programme”
DFS Group Limited
Bronze Award
“One World Programme - A Journey from ‘Local’ to ‘Global’”
RS Components Limited
Bronze Award
“Leadership Development Programme”
Bank of China (Hong Kong) Limited
Excellence Awards
“10-minute JIT Coaching for a ‘Brilliant’ Business Growth”
Chow Tai Fook Jewellery Company Limited
Excellence Awards
“Docuα - ICT Leaders Development Programme”
“Work-Integrated Education Programme (6-month)”
Hotel ICON
“Elite Management Programme”
Hotel ICON
“Professional Ear Piercing Training”
Ma Belle Jewellery Company Limited
“TurboJET Cadet Programme”
Shun Tak - China Travel Ship Management Limited
Best Presentation Award
Ms Dianna Yu
Assistant Learning and Development Manager
Hotel ICON
Citation for Youth Mentorship
“TurboJET Cadet Programme”
Most Innovative Award
Best Presentation Award
Mr Paul Lee
Head of Banking Audit Division II
20
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The #1 ranked Australian MBA Program taught in Hong Kong.
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Delivered in Hong Kong by the same faculty who teach the program in Australia.
Application fee waived for those attending
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REGISTER FOR AN INFORMATION SESSION
Date 9 October / 14 October , 7:00 - 8:00pm
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2774 8585 (Ms Carol Wong) / 2774 8534 (Ms Mani Ng)
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It is a matter of discretion for individual employers to recognise any qualification to which this course may lead.
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Gold Award
"Certified Professional Engineer (CPE) Certification Programme"
Hong Kong Broadband Network Limited (HKBN) is a leading broadband service provider that offers a diversified portfolio of innovative products to over 1.4
million subscribers. HKBN is dedicated to its core purpose of making Hong Kong a better place to live. It takes great pride in developing its 2,500-strong
Talent force into a competitive advantage.
Eradicating the CPEs’ traditional mindset
CPE is a jargon at HKBN to describe the technician responsible for indoor broadband network installation and maintenance. Although CPEs have their
own professional knowledge, they are less confident because of their less advantageous educational background (mostly do not have a tertiary degree)
and the nature of their frontline work. CPEs often under-estimate their expertise and professionalism. To build up CPEs’ confidence and improve their
skill sets, a metamorphosis of CPEs is needed and therefore this competency-based Certified Professional Engineer (CPE) Certification Programme was
developed.
Goal setting by both CPE team and L&D team
The programme started in June 2013 for 130 CPEs, around 11% of HKBN’s workforce in Hong Kong. HKBN focused on developing their customer service
skills, technical skills and product knowledge to achieve professional excellence. On top of this, HKBN aimed at engaging their CPEs, generating positive
business results and setting professional standards of CPEs in HKBN and potentially for the industry.
Active engagement of CPEs through advisory role and gamification
The company involved CPEs’ active participation in the programme design and the workshops. During the customer service workshop, CPEs were
required to discuss the case study and come up with technical solutions. They were then asked to incorporate different levels of customer service and
demonstrate the solutions by role-play, while other CPEs acted as advisors to comment. This methodology raised the learning interest, broadened the
scope of knowledge and reinforced desirable customer service behaviours among them.
Besides, since CPEs were rather young and a lot of them are game lovers, HKBN adopted a “gamification” approach which included simple and fun
elements in programme design. Through enhanced assessments, CPEs obtained stars and were awarded with Gold, Silver or Bronze certificates and
badges through the certification process.
The programme is now independently run by CPE team
To maintain the standard of CPEs, the certification was valid for one year only. CPEs had to accumulate their credits to keep or upgrade their level of
certification in the future. In addition, the CPE leaders, being more familiar with the operations and benefits of this programme, were empowered to
manage it by themselves.
“WoW” Results at all levels: Triple win for CPE, HKBN and HKBN’s customers
71 CPEs were certified in the programme and more than half of them attained gold or silver awards. Compared with the same period between 2012 and
2013, the number of compliment letters increased by 262%, installation rate increased by 2%, which was equivalent to nearly a million of the monthly
contract sum. The score of engagement level of CPEs was significantly higher than the other departments of similar job nature.
HKBN is proud to unleash CPEs’ true potential and to set a professional standard for the telecommunication industry in Hong Kong to follow.
Comments from Adjudicators
The programme objectives were clearly identified aiming to enhance the skills and knowledge as well as to change the mindset and behaviours of CPEs
so as to generate positive business results and set the professional standards in the company and for the entire telecommunication industry.
The programme was holistic and well-implemented with excellent engagement from all levels of staff. It took a new training approach that matched the
needs of the younger trainees. The use of a gamification approach was innovative and highly effective in engaging the frontline staff and equipping them
with vital skill sets including service skills, technical skills and product knowledge. More importantly, the programme successfully built up confidence of
CPEs and transformed the traditional paradigm of a “Technician” to a “Network Consultant”.
The programme achieved an impressive result with more than 80% of participants accomplished professional or advanced levels and a significant increase
in compliments from customers. The positive feedback demonstrated the effectiveness of the programme.
Overall, it was a comprehensive and outstanding programme which had positively created a sense of pride and achievement for frontline staff. The
programme also served as a blueprint to support the development of training for other business functions of the company. It was indeed a shining
example which provided an excellent benchmark for the telecommunication industry in Hong Kong.
22
Silver Award
“Synergis Total Customer Experience (TCE) Programme”
Synergis Management Services Limited
About Synergis
Established in 1978, Synergis Holdings Limited (Synergis) was the first property management, facility management and asset management services
company listed on the Hong Kong Stock Exchange (stock code: 2340). With a professional team of over 6,100 staff, Synergis provides total management
solutions to over 156,000 residential units and 2 billion square feet of residential, commercial and industrial facilities from both the public and private
sectors in Hong Kong and Mainland China.
About TCE Programme
While expanding its service scope, Synergis also seeks for ways to improve its service qualities. Based on a 5 senses skills model, the “Total Customer
Experience (TCE) Programme” aimed at fostering a total customer experience culture and building capabilities to deliver excellent service.
To assess the training needs of its frontline staff, analysis was conducted through focus group discussion, questionnaires, customer surveys and site visits.
Two training objectives were identified:
y Uplift customer service mindset and improve service skills of frontline staff
y Improve staff’s awareness on the impact of service environment on customer experience
Programme Highlights
To meet these objectives, Synergis started by building a positive service culture among the frontline staff through class training. Service guidelines and
standards were reviewed, revamped and shared with participants during basic service training. Training sessions were decentralized to staff’s working
location to encourage participation and minimize the impact on manpower arrangement.
Apart from traditional classroom training, a series of training approaches including service lectures, on-the-job coaching, group discussions, best practice
visits etc were used to introduce 5 senses skills to ensure the effectiveness of training among participants who had different education and career
background. The tailor-made training activities were appreciated and greatly stimulated staff’s participation in the programme.
Since each property had its own service requirements, Synergis introduced the 5 senses skills to encourage frontline staff defining their own performance
gap from the customers’ point of view and suggesting improvement plans. After launching the TCE programme, over 600 service enhancement
suggestions were received, of which over 65% of them were implemented during the training period. By equipping and applying the 5 senses skills,
participants’ service performance including communication, service attitude and professional image was greatly improved.
Programme Outcomes
The TCE programme was proven a success as demonstrated by the results of customer satisfaction surveys, mystery shopper reports, staff surveys, etc.
Major stakeholders including staff, management and clients were also happy to see the changes it brought. Also, the TCE culture was successfully fostered
in Synergis and became an important service culture of the company.
Building on this success, the TCE Buddy Programme was introduced to sustain the positive impact brought by TCE programme and to strengthen the
learning obtained during class. With sharing among peers by the buddies and support from Synergis Service Enhancement Committee, the programme
will definitely assist Synergis operation teams to achieve the ultimate goal of sustainable service enhancement.
With detailed training needs analysis, the performance gap was precisely spelled out. Clear objectives were set out to meet the aim of enhancing
customer experiences and ultimately improving customer satisfaction and creating positive business results.
The programme design was robust and well-structured. The 7-step Total Customer Experience Model provided a systematic way for all participants, from
frontline security guards to site managers, to follow and improve their service skills. It set the standard and ensured a consistent delivery among different
sites. In addition, the 5-senses approach effectively built the service mindset in a simple and easy-to-understand way that uplift service levels of various
staff with different education background.
The outcomes were encouraging. In addition to an increase in customer satisfaction rate and a significant drop in complaints, the programme effectively
cultivated a service mindset among participants who were actively involved in the service enhancement process and made more than 600 suggestions
for improvement. More importantly, the improvement vividly turned into a solid drive for business results that the service contract renewal rate showed
major improvement from 73.3% to 90%.
On a whole, the programme was innovative and cost effective. It successfully enhanced the service standard of different levels of staff in a systematic
approach. The programme not only enabled the company to overcome the great challenge of changing staff attitudes and mindset but also created a
service culture for the company in a long run.
24
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Bronze Award
“One World Programme - A Journey from ‘Local’ to ‘Global’”
About RS and Driving Force of the Programme
Founded in 1937, RS is the world’s leading high-service distributor of electronics and maintenance products serving over one million engineers worldwide. Last year,
the company moved to a new global operating model. It enabled the company to strengthen its competitive advantages and reap the benefits of being a large,
global distribution powerhouse.
The decision to implement a single global system platform i.e. SAP across all markets continues the company’s global vision. RS named the programme “One World”
with globalization in mind and to ensure that Hong Kong business moved “from Local to Global” in 8 months.
Programme Objectives
y Programme Level: On Day 1 of SAP Go Live in Hong Kong, staff must be able to: “Transact Orders, Pick them, Pack them, Ship them, and Bill them” within the
new SAP process.
To support the above programme/business objective, the following training objectives were set:
y Staff Level: Equip all staff with attitude, knowledge and skills to operate in their new processes and SAP systems ready to operate from Day 1 of Go Live
y Manager Level: Equip managers to align and lead their teams’ performance to meet the new Global KPI targets, as a result of having new processes and systems
Merlin Room – An integrated programme
RS created the Merlin Room programme. The Merlin Room had three phases with a series of innovative interventions at different stages of the programme that
targeted the Knowledge, Attitude and Skills for all levels of managers and staff.
Knowledge Phase – Establishment of the Merlin Room, a physical space where all staff learnt how different processes were interconnected and linked and how these
processes impacted customer experience.
Attitude Phase – Highly engaging and fun-filled workshops including introduction to Change Curve and Change/Learning Personality Assessment. It aimed at
helping all employees to understand themselves when they face a major change.
Technical Skills Phase –
Manager Skills – 100+ hours of 1-1 coaching, mentoring, global best practices sharing with global experts and on-the-job training to help managers with skills such
as understanding and making business decisions based on new Global KPIs .
End User Training – 6 weeks, they applied blended learning solution (including elearning, classroom training, “Sandbox” mock training environment, entertaining
quizzes, and Global Best Practice Sharing sessions).
y
y
y
y
y
y
Average 9 out of 10 on overall satisfaction for classroom sessions.
All employees were able to operate the new system on Day 1 of Go Live and beyond.
Process Knowledge and Technical Skills Understanding improved by 11% against previous implementation.
From a change perspective, the pulse of staff was assessed at an averaged at 8 out of 10 at the end of the project.
Local process leads and managers were capable to work across systems and geographies
With this major implementation, Hong Kong business still exceeded growth target against the same period of last year.
The training objectives were well defined and communicated aiming to equip all staff with the attitude, skills and knowledge to facilitate the successful
implementation of a newly launched SAP system. The conduct of numerous interviews with sponsors as well as individuals involved in SAP implementation of
other countries were effective in identifying the training needs and key success factors of the programme.
The programme design was holistic with a lot of innovative interventions that engaged all levels of managers and staff. The strong buy-in from stakeholders
and the extensive leveraging of partnership from key stakeholders to well-equip staff for the change were impressive. Local managers were actively involved
and coached along the journey. They not only participated in the training but also contributed to the entire process of establishment. It effectively saved cost,
maximized buy-in and enhanced sustainability among the local workplace.
The outcomes of this cost effective programme were impressive in view of the smooth running of all systems on day one and beyond as well as a remarkable
growth in sales performance during and after the training period. It further helped local managers built global connection and habits of sharing best practice.
The programme successfully enhanced staff ability in using SAP systems, connecting the local office to the global context that promoted cross-region
collaboration within the same organization. It was indeed very challenging that deserved applause.
26
Chow Tai Fook Jewellery Group Limited (“the Group”; HKEx Stock Code:1929), listed on the Main Board of The
Stock Exchange of Hong Kong in 2011, is the world’s largest listed jeweller by market capitalisation. Being a
world leading jeweller, the Group is selected a constituent stock of the Hang Seng China 50 Index and Hang
Seng Mainland 100 Index.
The Group’s core business is manufacturing and retailing of mass luxury and high-end luxury jewellery including
gem-set, gold, platinum and karat gold products. The Group has earned over the years an unparalleled
reputation for the trustworthiness and authenticity of its products that excel in design, quality and value.
With a solid foundation in the markets that it operates, the Group enjoys the largest market share and boasts
an extensive retail network of over 2,100 points of sale in more than 470 cities in Greater China, Singapore and
Malaysia, backed by a 35,000-strong talented staff force.
Riding on the growing popularity of online shopping these years, the Group has also succeeded in building a
strong presence in e-commerce and optimising the increasingly important O2O synergy to achieve business
growth. The Group’s remarkable digital competence has been rated number one in the jewellery category by
various global market research institutions.
$IPX5BJ'PPLXJUIZFBSTIFSJUBHFBOEQSPVEMZVQIPMETJUTDPSQPSBUFDPSFWBMVFTiTJODFSJUZtFUFSOJUZwGPS
decades, aspires to become the most trustworthy Asian jewellery brand in the world.
Excellence Award
“10-minute JIT Coaching for a ‘Brilliant’ Business Growth”
Chow Tai Fook Jewellery Company Limited
Chow Tai Fook Jewellery is a leading jeweller in the Mainland China, Hong Kong and Macau. It is principally engaged in the manufacturing and selling of
mass luxury and high-end luxury jewellery products. It has an extensive retail network of over 2,100 points of sale in more than 470 cities in the region.
Forevermark, is a diamond brand from the De Beers group of companies. Being a strategic partner to each other, Chow Tai Fook and Forevermark have
collaboratively held the “10-minute Just-In-Time (JIT) Coaching for a ‘Brilliant’ Business Growth” training programme since May 2012.
Challenges
y Expeditious door growth and substantial number of new salespeople couldn’t deliver brand and selling messages consistently. Focus groups analysis
in 2011 reflected field coaching at that time was not efficient and effective enough to facilitate skill transfer;
y 2010 Forevermark Mystery Shopper Report for Hong Kong scored 58% which was below the global average 69%, signaling that consumers were not
fully aware of Forevermark product benefits and could not experience the brand to the fullest; and
y Unfavorable macroeconomic environment showed that luxury goods spending recorded a - 3.1 % negative growth in 2011.
Campaign Objectives
y 2-digit growth in sales volume
y 2-digit growth in sales revenue
y Hong Kong Mystery Shopper Score beats Global Average 69%
Programme Highlights
The programme was launched with 4 key components to train 51 store supervisors.
y Brand story training taught to use stories to deliver brand messages and transferred that story-selling skills to salespersons;
y 10-min JIT coaching workshop transferred timely and quick coaching skills to supervisors. In just 10 minutes, it enabled them to help salespersons
spot out one mistake at a time by themselves and correct it on the spot;
y The individual coaching exams were conducted on spot-test basis for different purposes (habit building, skill retention & internalization). The
Company tactically announced exams to happen in “which 2 weeks”, it made them communicated and practised between stores intensively; and
y Monthly group touch-up meetings Supervisors prepared to do role-plays and shared success and failure cases for learning. Furthermore, they kept
checking how trainees worked with store managers on JIT coaching application.
Results
Monetary return and brand engagement were crucial to exhibit the sustainable success of luxury retailing business.
The base figures were measured in the year ended 31 December 2012 and final Forevermark results in year ended 31 December 2013.
Sales Performance
y Both sales revenue and sales volume registered record high growth rate at 46% and 58% respectively.
Brand Engagement
y Brand engagement in mystery shopper result was increased to 81% in 2013, which significantly beat the global average 69% and was the top 3 highest
scores worldwide in Forevermark.
Conclusion
10-minute JIT Coaching for a ‘Brilliant’ Business Growth was successfully implemented with remarkable results in sales, branding and people development.
The training was very critical to help participants learn, apply and transfer the skills as well as build the new coaching habit quickly in order to promote
and sustain the skills application.
The objectives were clearly established through comprehensive analysis of the current business challenges, aiming to strengthen salespeople’s skills on
selling and delivery of brand message in order to enhance brand engagement and boost up sales performance.
The programme demonstrated all round success with detailed design and practical implementation. Unlike the conventional field coaching adopted
in retail industry, the 10-minute Just-In-Time coaching was a smart way for salespeople to learn in a precise and fast pacing style due to the demanding
nature of hectic daily store traffic and operations. The easy-to-learn 5-step OSCAR model allowed the sales supervisors to coach the staff in a simple,
systematic and professional practice. And the “1 issue at 1 time” approach achieved the desired behavioural changes effectively. The strong commitment
of senior management was a crucial key to success of the programme.
The training results were overwhelming with breaking records in sales revenue and volume. In addition, the uplift of mystery shopper result vividly
revealed the effectiveness of the programme.
As a whole, it was a well-structured and comprehensive programme for knowledge management and knowledge transfer. The campaign achieved both
tangible and intangible ROI for the company.
28
HOTEL
WITH A PURPOSE
Hotel ICON is more than just a place to stay or work;
it is a learning environment, offering guests, staff and students
in Hong Kong a unique hotel with a research and development
background. With up to 100 students participating in our Work
Integrated Education Program and Elite Management Trainee
Program, the hotel is leading the industry worldwide by shaping
and refining young talent through their integrated, interactive
working environment.
Congratulations to our team for the nominations in both
skills training and development categories. We will continue
developing talent within the industry.
www.hotel-icon.com
17 Science Museum Road,
Tsim Sha Tsui East, Kowloon, Hong Kong
T: +852 3400 1000
E: [email protected]
Excellence Award
“Work-Integrated Education Programme (6-month)”
Hotel ICON
Hotel ICON was founded by the School of Hotel & Tourism Management (SHTM) at Hong Kong PolyU to better serve tourism, benefit the community and
showcase the best of our city. Uniquely among hotels, Hotel ICON was born to help develop and innovate the industry.
Hotel ICON’s Work Integrated Education (WIE) Programme
The WIE programme aimed at helping students to become all-round professionals with an appropriate level of operational experience, understanding of
industry operations with inspiring ideas and the related inter-personal skills.
The 6-month WIE was designed for students with no prior experience but who are interested in pursuing a career in a specific area of hospitality. Different
activities such as cross function exposure training, regular feedback meeting, external exposure by visiting to other organizations, experience sharing with
hotel guests on things that was not taught in school etc were arranged for interns to enhance their inspiration and innovation.
The WIE Programme Design and Implementation
y An Education Manager was assigned to take care of the WIE Programme. Once the interns were recruited through an intensive selection process, the
Hotel would provide a tailor-made training plan for them according to individual wish list.
y The Mentorship System provided each intern a personal workplace mentor to provide guidance and training support. Mentors were certified trainers,
they also provided personal guidance to their career path, personal development and attitude towards study and work. A monthly “Mentor Allowance”
was awarded to each mentor.
y Intern’s Expectation was tried to be met after discussion between Education Manager and Department Heads on the assignment of interns to
different departments.
y Intern’s Learning Journey Binder covered the learning objective & expectation; hotel orientation & training curriculum; functional rotation, and
learning schedule.
y Orientation & Induction Training was conducted with intensive departmental familiarization, job skills training, and performance assessment in the
first 2 weeks to ensure they acquired the right skills and were confident in serving guests.
y Intern Community was established by creating a facebook platform to allow better communication and work experience sharing between students
and mentors.
y Monthly Performance Assessment was conducted aiming at performance coaching and finding ways to help interns to learn better. In addition,
students were required to complete performance assessment, special projects or assignments, and participate in cross-departmental events to
broaden their horizons and gain practical experience.
To Genuinely Inspire Talent
As of today, Hotel ICON trained 365 students with 2,380 training days and committed to close to HK$ 9.6 million in terms of training costs.
This unique internship programme offered students with the opportunity to benefit from the Hotel’s transparent operations and gain a holistic
understanding of the industry by participating in the day-to-day running of various departments in a “real world” hotel environment.
“As the first teaching and research hotel of its kind in the world, we have an obligation to cultivate the next generation of hoteliers”, says Mr Richard Hatter,
General Manager of Hotel ICON, “We are dedicated to nurture the very best industry professionals.”
The programme objective was clearly specified aiming to nurture young talents, who have no prior relevant experience, to become all-round professional
hoteliers through a unique methodology combining the advantages of modern-day teaching practices with students learning from a structured
education programme in an up-scale hotel environment.
Tremendous care to participants were shown from the beginning to the end of the programme. The blended approach of different activities including
cross-exposure training, regular feedback meeting, visit, experience sharing effectively broadened the participants’ horizon and equipped them with
practical experience. Strong commitment of mentors greatly enhanced the effectiveness of training and maximized the learning momentum and
outcomes. A continuous two-way evaluation mechanism covering both the mentors and participants was impressive and ensured a balanced assessment.
The results were impressive. The programme perfectly matched the needs of the participants and provided them with a solid exposure, which was valid
for their careers. Participants highly appreciated the chance to learn from different divisions with a close yet professional coach along the study.
Overall, it was an excellent programme with innovative design and carefully though-out process that the contributions to the betterment of the tourism
industry worldwide were commendable.
30
Excellence Award
“Professional Ear Piercing Training”
Ma Belle Jewellery Company Limited
Established in 1993, MaBelle Jewellery has more than 50 shops nowadays. With the market becoming saturated and more competitive, it is necessary
to create a new competitive edge in this era of “experience economy”. By providing “professional ear piercing” service in shops, MaBelle aims to expand
current customer segment.
Programme Objective
In carrying out the business initiative, an Ear Piercing team was established that mainly consisted of Human Resources and Retail Operations. Together,
they identified the technical process of ear piercing and the process of “professional” service (Safe-Hygienic-Heartedly Caring) to be experienced by their
customers. MaBelle aimed to train up a team of Ear Piercing Specialist, build a monitoring system, expand new customer base, increase earring revenue,
and successfully apply ISO 9001.
Implementation
The deployment was not without challenges. Staff were reluctant in joining the training as they saw little correlation between the service and jewellery
selling; and difficulty in maintaining a high standard of skill and service delivery. Knowing it was a challenge in turning a behaviour into a habit, MaBelle
adopted a unique philosophy of “ ‫( ޣ‬Know its existence) ݂ (Understand its benefits) ൉ (Believe it works) ՗ (Do it properly) ᄛ (Make it a habit)” in the
process.
Know its existence ( ‫ ) ޣ‬Announcement of the ear piercing strategy at the business alignment meeting in 2012, followed by setting up a cross function
team and recruitment of 3 experts as trainers.
Understand its benefits ( ݂ ) Constant briefing in Retail Operations meetings and at shops and development of a 360 Learning Roadmap that consisted of
classroom training, onsite coaching, examination and audits.
Believe it works( ൉ ) Qualified staff were awarded with the title “Specialist”. Incentive plans were in place to encourage ear piercing and selling of earrings
afterwards. Achievements were announced and awarded at annual events such as Annual Dinner.
Do it properly ( ՗ ) On-going coaching by our experts and line managers followed by examinations. Whatsapp groups were created to facilitate learning
and sharing immediately. Customer feedback and business results were reviewed in Management meetings.
Make it a habit( ᄛ ) Audits were carried out periodically and Specialists must be re-examined yearly. ISO 9001 standard was implemented in August 2013.
Achievement and Results
Since the launch of the service in April 2012, MaBelle trained up over 100 staff with over 17,500 customers experienced their service. MaBelle is currently
the only ear piercing provider in Hong Kong awarded with ISO 9001 certification which will subsequently increase customer confidence. Of the 17,500
customers, 40% were new customers. Total new customer segment and earring sales increased by 19.8% and 9% respectively. The setup of the cross
function team, strong involvement from Retail Operations, creative use of social media in learning and case sharing, intensive coaching, rigorous
examination, and timely celebration of successful moments were all crucial to the success of the programme. “It is our belief that when working with
passion, ordinary people create extraordinary results.”
With business goals clearly set out, the programme aimed to provide unique and professional ear piercing experience to customers in order to expand
current market. It was a great initiative targeting to tap the niche market with leverage on the existing resources.
The design and implementation of the programme were thoroughly-planned and comprehensive, covering a wide array of learning activities such as
classroom training, on-site individual coaching, examination, learning consultancy and service audit. The 360 Learning Design Roadmap significantly
contributed towards the success of the programme by providing a step-by-step procedure to facilitate behavioural change. The success of the
programme hinged heavily on the strong dedication of senior management. The close collaboration between human resources and retail operations
further reinforced the training effectiveness and ensured delivery of quality service at all shops.
The programme achieved its objectives with promising results. The adoption of unique philosophy in the implementation process successfully drove
psychological and behavioural changes among the staff, resulting in an increase in total new customer segment and earring sales.
As a whole, the progarmme was impressive and effective to meet the company’s development plans of expanding current customer segment and
strengthen its competitive edge against competitors.
32
Gold Award
“Building Leadership Bench Strength for an Evergeen Industry”
Crystal Group
With over 40 years of dedicated experience in the garment industry, Crystal Group, a 100% Hong Kong company, has now probably become world’s No.1
OEM/ODM garment manufacturer in terms of sales. Crystal employs over 48,000 employees across 5 countries with 19 fully-owned factories. Crystal focuses
on 4 product categories: T-shirt, Sweater, Denim and Intimate Apparel for international retail brands from Uniqlo to A&F, from H&M to Victoria’s Secret. In
order to maintain world’s No. 1 position in the industry, the company needs “more and better” self-groom leaders and managers, like an evergreen tree
growing stronger and bigger.
Programme Design and Implementation
Phase 1 ALIGN - Require People to Change Mindset and Behaviour
y Top-Team Alignment on Business Direction
Starting from T-shirt division as the first pilot programme in 2011, top executives came to align and agree both the short-term and long-term aggressive
goals. The outcome was the result of a bottom-up discussion instead of top-down. Since the outcome was a fully engaged process from the leadership
team, all of them were fully committed with desire to deliver the agreed goals with expected result.
y Top-middle Integration
Once executives were equipped with required capabilities to deliver expected results, the next-tier managers and next generation leaders were invited to
go through the same process so that the top-middle team could speak the same language.
Phase 2 EQUIP - Engage People to Change Behaviour
There were 4 key building blocks in the EQUIP phase:
1. Individual development plan
Each individual prepared their own development plan in the next 12-month with input and endorsement from reporting manager. Each individual was
the owner of the plan, and was responsible of its execution for the next 18-24 months.
2. Workshop-based learning
Each workshop was highly interactive, and followed the 70-20-10 approach, where 70% case study discussion, 20% group interaction, and 10% concept
sharing. Pre-work was assigned before workshop so participants were all well prepared for in-class discussion. Case studies and role-plays used during
workshop were all real business cases adopted from past experience.
3. Action-based activity
y Critical partner: Critical partners were in fact daily working partners. However, because of long working relationship, business-as-usual became the norm
and usual behaviour. Once critical partner relationship was developed, no more business-as-usual was allowed, and the team delivered results in new
ways demonstrating a significant change from the status quo and conventional approach.
y Learning lab: Executives and managers were put into a small team of 5-6. They worked on projects and assignments together allowing them to draw on
each other’s support and experience to solve problems faced at work as well as along the development journey.
4. Coaching
Peer coaching: During learning lab, coaching was given to ensure the learning group was on the right track and to address challenges faced throughout
the process, fostering team and cross-functional collaboration.
Phase 3 SUSTAIN - Make Behaviour Change Stick
Development is an on-going process. Its effectiveness could only be sustained when common language became the culture. Since the programme was
designed by the top team together with external consultant, skills equipped were highly applicable back in workplace with visible behavioural change.
Furthermore, participants would be evaluated regularly after the programme. Breakthrough coaching would be given to those who fell behind and required
extra support.
In Search of Evergreen
The biggest win was threefold: at the individual level, everyone had higher commitment in delivering results; at the team level, there was strong team
collaboration with great performance delivered consistently for the Group; at the company level, Crystal achieved stunning profit rise with high-performing
and capable leaders and managers.
The programme objectives were well-defined with clear linkage to business goals. The programme aimed at developing its own talents from two ends, the
leadership layer and new blood, to meet the future business expansion and succession challenges.
The programme was clearly planned, thorough and well-executed. The well-structured 3-phase top-down process effectively identified the leadership profile
in alignment with business objectives and achieved the desired behavioural and cultural changes. The four building blocks approach combining individual
development plan, workshops and coaching was an effective way to ensure strong staff engagement. The adoption of individual development plan and
critical partner was a smart way to ensure continuous improvement and sustainable results. Success of the programme was attributed to top executives’
involvement from start to completion.
The programme achieved an impressive result with a growth in sales by 26% and an increase in net profit by 33% in 2013. In addition, the programme
created a learning culture and facilitated more result-driven cross functional collaboration and teamwork spirits within the Group.
As a whole, it was an outstanding talent development model for other organizations to benchmark. It successfully reduced the risks associated with
succession planning by creating a sustainable, high-performance leadership pipeline internally.
33
Silver Award
“DFS Management Trainee Programme”
DFS Group Limited
Company Background
DFS Group is the world’s leading luxury travel retailer. Established in Hong Kong in 1960, DFS Group continues to be a pioneer in global luxury travel
retail, offering its traveling customers a carefully curated selection of exceptional products from over 700 of the most desired brands through 420
locations on three continents. Its network consists of duty free stores located in 18 major global airports, 14 downtown Galleria stores, as well as affiliate
and resort locations. The Group is privately held and majority owned by the world’s largest luxury conglomerate Moët Hennessy Louis Vuitton (LVMH),
alongside DFS co-founder and shareholder Mr Robert Miller. DFS Group employs over 9,000 people focused on creating inspiring retail experiences for
its customers. In 2012, over 200 million travellers visited DFS stores. DFS is headquartered in Hong Kong and has offices in Hawaii, Los Angeles, Shanghai,
Singapore and Tokyo.
DFS Management Trainee Programme Overview
The DFS Management Trainee (MT) programme provided an unparalleled opportunity for young leaders to grow and develop their leadership skills
through personalized, hands on experiential training under the expert guidance of managers, coaches and mentors throughout DFS. Developed as fully
comprehensive programmes, the graduates experienced all aspects of our luxury travel retail business through mapped career paths in store operations,
merchandising, finance, information technology and marketing.
The MT programme was designed strategically to align DFS’s organizational goals with future talent pipeline. MTs were critical investment of the company
as they are hired over and above required staffing levels for the business. In support of continued development of young talent, they are deliberately
attached to a full time experienced manager under the sole purpose of immersing in and learning each of the functional roles in retail, merchandising,
finance and global technology operations.
DFS MT Programme provided a platform for developing future leaders from within. In this sense, through graduate intake, DFS achieved a broader,
fresh perspective from the outside, whilst having the opportunity to groom and develop young leaders from the ground up. At DFS, graduates were
recognized for their innate ability to be curious and to discover new ways, their thirst for knowledge, ability to learn and their potential and desire to be
the future leaders of DFS across any location within the organization. The programme was designed to expose the trainees to distinctive retail cases and
challenges in both the local and global arena.
A distinct and recognized aspect of the DFS store operations MT programme was that graduates were hired to ultimately fulfil the role of a Product
Sales Manager – a role in which the graduate would be responsible for a brand or category within the large store operation. The management trainees
were placed directly into a managerial position whereby they were required to lead and develop a team of people, achieve business results and identify
additional business opportunities.
Their management trainees were tracked throughout their careers and provided with continued support to their career growth within the organization. A
testament to this was outlined in the below statistics which showed that 53% of current Product Sales Managers at DFS Hong Kong are graduated MT’s.
DFS not only developed talent for local placement, it was also expected to provide talent for global placement. A core requirement for trainees was to
be career and location mobile. The ability and willingness to relocate overseas was a significant factor for graduates and an important aspect of DFS’s
operation.
The objectives were clear and straightforward aiming to develop high potential young leaders to meet the organizational development and cater for the
rapid growth in retail industry.
It was a very carefully designed programme which had a good balance of innovative workshops and on the job learning. The holistic individual tailored
programme which provided the trainees with extensive learning and development opportunities was very impressive. The dynamic working environment
and promising career prospects matched the needs of Generation Y trainees. Full involvement of top management and key stakeholders at all stages,
providing solid support to the programme and also the trainees formed solid ground of success.
The results of the programme were promising. The outcome in terms of the low turnover rate testified for the quality of the programme.
With structured planning and execution, from recruitment, orientation, job rotation, project assignment to overseas career opportunity, the programme
has successfully developed high-calibre talents, filling the leadership pipeline.
34
Bronze Award
“Leadership Development Programme”
Company Background
Bank of China (Hong Kong) Limited (BOCHK), established on 1 October 2001, is a leading listed commercial banking group in Hong Kong. With over
260 branches, more than 600 ATMs and other distribution channels in Hong Kong, BOCHK and its subsidiaries offer a comprehensive range of financial
products and services to personal and corporate customers.
Programme Overview
BOCHK believes talent development is fundamental to sustainable development. To foster talents, a new Leadership Development Programme was
established in 2013. It was a one-year framework consisting of three phases, including talent engagement, assessment and feedback, as well as learning
and development, to be followed by a final evaluation. This process offered talents an opportunity to enhance their innovative and strategic thinking
capabilities, review their strengths and identify areas for further development.
The Programme was designed upon an innovative “4-in-1 people development culture”, in which staff development was a shared responsibility between
senior management, line managers, Human Resources Department and employees themselves. It actively engaged all four key stakeholders, with the aim
of supporting the potential development and career advancement of talents. BOCHK had also well in place a Talent Pool and a Leadership Model to align
with the Programme in talent management and succession planning initiatives.
The Programme incorporated two new elements, namely, scientific assessment and integrated learning. Psychometric and 360 degree assessments were
adopted to ensure the evaluation was scientific, while integrated learning offered diverse and multi-facet training programmes, such as in-house training,
job rotation and coaching.
Evaluation
After completing the Programme, all participants showed an enhancement on leadership potential and performance in their business areas.
Moreover, it encouraged senior executives to participate in staff development. This concept conveyed among all staff to further cultivate a peopleoriented culture in the Bank.
As shared by one of the senior executives, the Programme met their business needs and job rotation in China was arranged for talents to deepen their
business knowledge of the Mainland market. In addition to enhancing the overall capabilities of the participants, the Programme also better prepared
their team to drive business growth.
Conclusion
BOCHK achieved all the objectives of the Programme by effectively grooming talents for leadership development and future succession. The Bank will
continue to invest in talent management to make sure that it has the leaders and personnel need for business success and sustainability.
The programme objectives were clearly identified, aiming to groom talents at senior level in an effective manner.
With clear and structured design, the programme could address immediate talent needs and retention. The programme was comprehensive, covering
a wide range of programmes to enhance knowledge, skills and core competence of participants. The adoption of scientific 360 degree feedback survey
was effective in identifying leadership gap. The blended training approach combining group-based training with a wide range of individualized learning
activities marked a big step out of traditional classroom training in BOCHK. The well-established “4-in-1 people development” culture ensured critical
management support and organizational integration which contributed to the overall achievements of the programme.
The results were encouraging. Positive feedback and improvement in leadership performance from the participants reflected the effectiveness of the
programme.
All in all, it was a high quality management trainee programme. The programme not only strengthened the leadership capability of key talents for current
and future succession, but also maintained the competitiveness of BOCHK in the industry.
35
Excellence Award
Who are we?
Established in 1964, Fuji Xerox Hong Kong (FXHK) is a leading information and communications technology (ICT) provider specializing in document
consultancy. The company provides a full range of knowledge and document management solutions and services from multifunctional devices,
production printing systems, document management and workflow software to Enterprise Print Services and Business Process Services.
Why do we need Docuα?
“Change is always a rule, so does in Fuji Xerox.” With their latest corporate strategy: “Transformation into Solution/ Service-led Corporate Structure”, a large
scale ICT Leaders Development Programme named “Docuα” was initiated to cascade the latest ICT professional knowledge and the necessary leadership
skills to groom future leaders to sustain FXHK’s market No.1 position.
What is Docuα?
The core concept of this programme was inspired by the huge difference between 0.99 and 1.01 after multiplying effect. “Docu α Development
Programme” meant “the development journey to ∞ (infinity*) starts from here”. By holding the 1.01 spirit, FXHK strived for an ultimate goal “To develop ICT
leaders to sustain FXHK’s status as the market leader in the ICT Document Consultancy industry” through this programme.
Who are they?
The company selected 40 Sales Managers to be enrolled in the programme as they would be the key corporate strategy drivers of FXHK. Upon enrolment,
they went through a variety of activities, aiming at enhancing 6 core competencies in 2 aspects: Performance and Potential:
-
Performance
ICT Transformation
Achievement & Results Orientation
Effective Communication
-
Potential
Strategic Leadership
Leading & Developing Others
Relationship Building
How is “Docuα Development Programme” designed?
This 24-month programme contained 5 modules namely Determination, Orientation, Change, Unlock and Advancement.
Why are we proud of the programme?
“Docuα Development Programme” was not just an ordinary development programme, but comprised of a wide range of innovative activities and tasks to
enable real FXHK talents and future ICT leaders development. The programme served as an assessment tool. It linked with the Performance Management
System aiming to determine the ICT leadership potential of each participant and offered focused development to real high potentials for succession
planning. The programme offered external exposure as development opportunities. It incorporated elements including Award & Certification, Marketing
Benchmarking and External Partnership.
During the programme, FXHK provided new ways of interactive action learning and knowledge sharing culture: Conducted experiential learning series in
format of Sparkling Debate, Offsite Retreats, Crisis Simulation, etc to foster a fun learning culture and engage participants in driving concrete action plans
throughout the programme for strategy edge sharing.
What do we achieved?
y Solution Revenue Growth at 37%
y 24 Work Improvement (Kaizen) Projects; increased 217% on Kaizen Tangible Benefit
y 24 Strategic Roadmap Proposals were submitted and incorporated in FXHK FY13 Strategic Plan
y Attained 150 certificates in ICT Professional Qualification
y Promotion Rate for the Programme Participants increased from 8% to 21%
To conclude...
“Docuα- ICT Leaders Development Programme” was a great success with all-rounded recognition. Through the fruitful programme and the “0.02 leap”
taken by the participants, FXHK believes it does not just mark the new chapter for “α“- start for transformation, but will surely create “∞”– infinity for
replication of successful stories to sustain their organizational development.
ν٨ȶၥȷ՗ġĭġܻۖٗή -- the development journey to ∞ (infinity*) starts from here.
The programme objectives were specific and clearly defined aiming to develop sales managers into professional ICT leaders in alignment with the
organizational transformation from a hardware provider to an excellent services provider in the ICT Document Consultancy industry.
Training needs were effectively identified to address the overall business trends and challenges. The involvement and support of senior management
were impressive. The programme was well-structured, which has enhanced six core competencies of the participants in two aspects via three dimensions.
The interactive action learning series was highly innovative which not only revved up the participants but also effectively equipped them with necessary
skills and knowledge as well as built up their ability to think out of the box.
The programme has achieved very promising results both in terms of participants’ competency level and organizations business performance.
Overall, it was an outstanding and innovative programme. Its contribution to the long-term business growth was praiseworthy.
36
Excellence Award
“Elite Management Programme”
Hotel ICON
Hotel ICON was founded by the School of Hotel & Tourism Management (SHTM) at Hong Kong Polytechnic University. It is unique throughout the
world for its immersive, 360 degree approach to educating tomorrow’s hospitality industry leaders. The hotel is a purpose-built property integrating
teaching, learning and research in a full-service environment. In the two years since establishment, the hotel has delivered on its core promise to educate
exemplary hoteliers and managers in sustainable hospitality practices. Their students gain the most comprehensive training via a personalized curriculum
and mentoring.
Elite Management Programme
The Elite Management Programme (EMP) was part of a regime that created leaders fully versed in all aspects of operations.
The Programme aimed to expose students to the duties and responsibilities of Hotel ICON executives, enabling them to have an insight into various hotel
divisions. The training tracked six core topics, including sales and marketing, finance, human resource management and engineering & environmental,
rooms and food & beverage divisions in the first phase lasting 16 weeks. A second phase lasted another 32 weeks and arranged students shadow senior
hotel managers in accordance with their choice of specialization either in rooms division or food & beverage Division. The tailored, hands-on approach
was an outstanding initiative unsurpassed at a typical training hotel.
The EMP students shadowed senior management and were empowered by gaining first-hand experience and managerial decision making competencies.
They learnt to “think and reason” rather than just taking order and instruction. They learnt the soft skill and mentality such as serving all guests with same
degree of passion; creating innovative service ideas; providing warm and caring service and showing guests that the hotel values them.
Creativity and Innovation
The EMP was distinct from other similar schemes as it combined short-term externships (job shadowing) and internships in daily operations with all the
foundations of a management trainee programme. Students would:
y
y
y
y
y
y
Oversee special projects
Understand business decisions
Play supervisory role e.g. supervise staff, quality inspection and mentor first–time interns
Shadow and work alongside Hotel ICON executives and attend management meetings
Visit SHTM and Hotel ICON’s Strategic partners in Hong Kong
Receive a competitive monthly allowance, education sponsorship and benefits
Measurement & Outcome
Hotel ICON started the EMP in August 2012 with 6 students from 4 different nationalities. There were 14 projects led by the management trainees and a
total cost of HK$1.6 million invested in training and development. The students graduated from school in May 2014, while each of them received offers
from Hotel ICON and other organizations.
Shaping the future
Hotel ICON holds lofty aims. Together with the School of Hotel and Tourism Management at the Hong Kong Polytechnic University, it is striving to be the
world’s top-ranked research and education facility in hospitality, working for the betterment of the tourism industry worldwide. The hotel will continue to
develop hospitality industry leaders that are the best trainee management graduates in the world. And most importantly, Hotel ICON will keep innovating.
The programme objectives were straight forward and clearly stated aiming to nurture future leaders with managerial competencies and practical skills to
contribute to hospitality industry.
It was a great programme which offered a clear framework for a systematical training to develop the participants effectively. The programme was
innovative, practical and adequately designed to narrow the gap between industry and academy. The idea of job shadowing, which allowed the trainees
to gain first-hand experience and managerial decision making competencies was excellent. The unique and meaningful collaboration between business
and educational institute gave trainees ample opportunities to put theory into practice.
The outcome was satisfactory. All the trainees successfully secured their job offers upon completion of the programme. Positive feedback from the
customers was also a critical indicator on the success of the programme.
On the whole, it was a distinctive and pioneering programme which has made substantial contribution to the development of the talent pipeline and
strengthening Hong Kong’s position as a preferable Asian tourist destination.
38
Excellence Award
“ TurboJET Cadet Programme”
Company Background
Shun Tak-China Travel Ship Management Limited, operating under the brand name ‘TurboJET’, possesses over 50 years of shipping experience and
commands one of the world’s largest Jetfoil fleets. TurboJET provides 24-hour fast ferry services between Hong Kong and Macau, and in the last
decade extended its service network to cover main cities and airports in the Pearl River Delta. The Company is committed to provide a safe, reliable and
sustainable transportation service, upholding a total travel experience to passengers complemented by service excellence and comprehensiveness. The
Company believes that human assets is central to its services and therefore places great emphasis on manpower training and development.
In 2013, the Company served over 16 million passengers and maintained a work force of 2,200, of which about 40% are seafarers.
Programme Objective
In light of economic and social changes in the past decades, as well as the younger generation’s unfamiliarity with the maritime world, the industry
has been suffering from a shortage of professionals underscored by the inability to attract new talents. In addressing the challenge, TurboJET took the
initiation to invest significant resources (roughly over HK$2 million investment and 28,200 training hours each year) in human capital development
programmes since 1998 aimed at cultivating new blood for the sustainable development of the maritime industry and extending a dynamic and
challenging career alternative to youth in Hong Kong.
Programme Design and Implementation
The Cadet Programme was a structured and comprehensive in-house training which involved theoretical classes and on-the-job practical training. The
programme was designed with compliance to international and local maritime rules and regulations so that the trainees could obtain professional
qualifications upon the completion of courses and examinations. There were two streams under the Programme, including cadet officers and engineer
trainees.
y Cadet Officers: Shore training included knowledge on Safety Management System; Life Saving Appliances & Fire Fighting Appliances; nautical charts
& publications, etc. The onboard training included High-Speed-Craft ship maneuvering and handling; anchoring, casting off and towing; emergency
procedures, etc. Training contents and progress of learning were recorded and evaluated by the programme leader.
y Engineer Trainees: Classroom training covered engineering knowledge, safety training, ships’ systems and rules, watch-keeping and code of practices,
quality control and management. Practical training in workshops included propulsion, electrical, non-destructive test, welding, hydraulic, dry-docking,
air-conditioning, routine maintenance and emergency repair, etc.
Apart from extending technical skills, the company also concerned with personal growth of cadets and trainees. Mentorship programme was introduced
and senior officers or captains were assigned to the cadets for coaching and mentoring. Informal buddy system was also established so that senior
trainees could share their own experiences and insights with the junior.
Programme Outcomes
The Cadet Programme successfully fostered new talents throughout the years. With a yearly average of 5 to 6 trainee’s intake, the Company recruited
102 trainees since the launch of the Programme. Over 70 of them became qualified officers and engineers, of which 7 were Master and 11 were Chief
Engineers. By 2020, the Company aims to provide about 100 qualified marine officers, making up of about 30% of TurboJET marine officers.
As the recognized leader in the sea transportation, TurboJET will continue its efforts in cradling young maritime professionals for the sustainable growth
of the industry so as to reinforce Hong Kong as the international maritime centre at large.
The training objectives were very focused and clearly formulated aiming to provide an integrated approach to address the recruitment challenge and to
improve the image of the maritime transport industry. The campaign objectives extended beyond the entity needs to develop talent for the industry as a
whole.
The programme was fit for purpose and well integrated with the community. The programme design which employed the use of subject matter expertise
was brilliant. It was also commended for adopting practical and structured way to maintain a continual supply of qualified seafarers, offering career
advancement from within the organization. The support from top management was a critical factor contributing to the success of the programme.
The results of the programme were fascinating. 102 trainees have been recruited since the launch of the programme. Since then, the turnover rate was
lower than 5%.
Overall, the programme should be applauded for not only extending a dynamic and challenging career alternative to the youths in Hong Kong, but also
successfully rejuvenating the industry.
40
Past Campaign Award Winners
2013
2010
Gold Prize
Gold Award
Maxim’s Caterers Limited
Silver Prize
Morgan Stanley
Silver Award
Bronze Prize
The Hong Kong Jockey Club
Bronze Award
Excellence Awards
Excellence Awards
The Hongkong and Shanghai Banking Corporation Limited
The Kowloon Motor Bus Company (1933) Limited
Sun Life Hong Kong Limited
Aon Hong Kong Limited
Mandarin Oriental Hotel Group
2009
Gold Award
Chun Wo Development Holdings LImited
Gold Prize
Silver Award
DFS Group Limited
Silver Prize
Synergis Management Services Ltd
Bronze Award
FedEx Express (China)
Bronze Prize
Zurich Life Insurance Co Ltd
Excellence Awards
AIA International Limited
Societe Generale, Asia-Pacific
Certificates of Excellence Hang Yick Properties Management Ltd
Hong Yip Service Co Ltd
InterContinental Grand Stanford Hong Kong
2008
2012
Gold Prize
CLP Power Hong Kong Limited
Gold Award
Silver Prize
Maxim Caterers Ltd and Hospital Authority
Silver Award
DHL Express (HK) Limited
Bronze Prize
Bronze Award
Excellence Awards
Shanghai Feng Cheng Property Management Co Ltd Subsidiary of Shui On Land (HK & China)
Certificates of Excellence Canossa Hospital (Caritas)
Hong Kong CSL Limited
InterContinental Hong Kong
Gold Award
The Hong Kong Society for the Aged
Silver Award
Hip Hing Construction Company Limited
Bronze Award
Excellence Awards
Civil Service Training and Development Institute,
The Dow Chemical Company
HSBC
2011
2007
Gold Prize
Tao Heung Group Limited
Silver Prize
Kowloon-Canton Railway Corporation
Bronze Prize
Certificates of Excellence Kowloon Shangri-La Hotel
Li & Fung (Trading) Limited
PCCW Limited
2006
Gold Prize
BOC Group Life Assurance Co Ltd
Gold Prize
Langham Place Hotel
Silver Prize
Shangri-La Hotels and Resorts
Silver Prize
Gammon Construction Limited
Bronze Prize
Kowloon Central Cluster, Hospital Authority
Bronze Prize
Hang Seng Bank
Excellence Awards
Fleet Management Limited
Maxim Caterers Ltd
Standard Chartered Bank (HK) Ltd
Certificates of Excellence Hang Seng Bank
Jones Lang LaSalle - Management Solutions
Shun Hing Electric Service Centre Litd
41
2005
2000
Gold Prize
Langham Place Hotel
Gold Prize
Standard Chartered Bank
Silver Prize
CLP Power Hong Kong Ltd
Silver Prize
Hong Kong Housing Authority
Bronze Prize
The Hong Kong and China Gas Company Ltd
Bronze Prize
Certificates of Merit
The Hongkong and Shanghai Banking Corporation Ltd
PCCW Limited
Standard Chartered Bank (HK) Ltd
Heraeus Ltd
Hospital Authority
MTR Corporation
2004
1999
Gold Prize
Gold Prize
Hang Seng Bank Ltd
Silver Prize
Silver Prize
Bronze Prize
AXA China Insurance Co Ltd
Bronze Prize
Hang Seng Bank Ltd
ACNielson (China) Ltd
MTR Corporation Ltd
Goodwell Property Management Ltd
The Jockey Club Kau Sai Chau Public Golf Course Ltd
2003
1998
Gold Prize
Cathay Pacific Airways Ltd
Gold Prize
Sheraton Hong Kong Hotel & Towers
Silver Prize
Circle K Convenience Stores (HK) Ltd
Silver Prize
Tse Sui Luen Jewellery Co Ltd
Bronze Prize
Bronze Prize
DHL International (HK) Ltd
Canossa Hospital (Caritas)
Kai Shing Management Services Ltd
Sun Hung Kai Properties Ltd
Hong Kong Police
Shell Hong Kong Ltd
2002
1997
Gold Prize
Strategic HRD Category
Silver Prize
Hsin Chong Real Estate Management Ltd
Silver Prize
Regal Hotels International
Bronze Prize
Allen & Overy (HK) Limited
Bronze Prize
DHL International (HK) Ltd
American International Assurance Company (Bermuda)
Limited
Hong Yip Service Company Ltd
Shangri-La Hotels and Resorts
Skills Training and Development Category
2001
Gold Prize
Hang Seng Bank Ltd
Silver Prize
Marks and Spencer (H.K.) Ltd
Bronze Prize
Regal Hotels International
1996
Gold Prize
Hang Seng Bank Ltd
Overall Winner
Giordano Ltd
Silver Prize
Hongkong Post
Giordano Ltd
Bronze Prize
Watson’s The Chemist
Skills Training and
Mass Transit Railway Corporation
Giordano International Limited
Hang Yick Properties Management Limited
Hong Yip Service Company Ltd
42
1995
1992
Overall Winner
Hospital Authority
Service Category
Hospital Authority
Commercial and Industrial
Category
Shell Hong Kong Limited
Skills Training and
1994
1991
Overall Winner
Service Category
Arthur Andersen & Company
Strategic Management/Strategic
HRD/TQM Training Category
Manufacturing Category
Computer Products Asia-Pacific Limited
Construction Category
Franki Kier Limited
Management/Supervisory
Training Category
Cathay Pacific Catering Services (HK) Limited
Wholesale/Retail/Import/
Export Category
Jardine Pacific Limited - Pizza Hut Division
Professional/Technical
Training Category
Securair Limited
Utilities and Public Sector
Category
1993
1990
Overall Winner
The Asian Sources Media Group
Strategic Management/Strategic
HRD/Customer Service/
TQM Training Category
The Sino Group
Management/Supervisory
Training Category
The Asian Sources Media Group
Professional/Technical
Training Category
Hong Kong Aircraft Engineering Company Limited
Multi-National Corporations
Category
China Light & Power Company Limited
* The above list shows the names of the award-receiving companies during the year of the Award indicated.
43
Land
of Success
Built on a 125-year tradition of partnership, integrity and
excellence, our prestigious commercial and luxury retail
properties are landmarks of success in Asia’s leading cities.
www.hkland.com
Individual Awards
JUDGING CRITERIA
Distinguished Trainer Awards
1. Signature Campaign
From a signature training and/or development campaign, the trainer has demonstrated his/her competencies as a good trainer in the following areas:
t Making sure that training is connected to business need and external environment
t Ability to design purposeful learning processes
t Ability to manage and deliver a designed programme
t Role in the internal marketing of business-oriented training plans to stakeholders
t Ability to evaluate training
2. Personal achievements and continuous development
3. Achievement in enhancing training and development capability
Outstanding New Trainer Awards
1. Signature Campaign
From a signature training and/or development campaign, the trainer has demonstrated his/her competencies as a good trainer in the following areas:
t Making sure that training is connected to business need and external environment
t Ability to design purposeful learning processes
t Ability to manage and deliver a designed programme
t Ability to evaluate training
2. Personal achievements and continuous development
INDIVIDUAL AWARD WINNERS
Trainer of the Year
Ms Yvonne Yam
APAC Change Manager, SAP
Distinguished Trainer Awardees*
Outstanding New Trainer Awardees*
Ms Maggie Chan
Training Manager
Mr David Chan
Senior Training Officer, Japanese Chain
Restaurants
Mr Leo Lee
Manager, Learning and Development, Human
Resources
CSL Limited
Mr Max Cheng
Learning and Development Manager
DFS Group Limited
Ms Amy Leung
Regional Beauty School Trainer – Asia North
DFS Group Limited
Ms Novem Chung
Training Specialist
Midland Holdings Limited
Ms Jasmine Lok
Manager, Learning & Development
Ms Kathy Kwong
Officer – Corporate and Talent Development
Ms Maria Tong
Training and Development Manager, Airports
Cathay Pacific Airways
Mr Kenny Lai
Training Manager
Mr Vincent Woo
Training Manager, Japanese Chain Restaurants
Ms Rebecca Leung
Senior Training Officer, Japanese Chain
Restaurants
Ms Yvonne Yam
Ms Snowy Zheng
Australia and New Zealand Banking Group Limited
Mr Jovi Yan
People Development Officer
Ms Karin Yeung
Human Resources Development Officer
MTR Corporation
Ms Jacqueline Ng
Officer, Learning and Development
* The above list shows the Award recipients and their companies during the year of the Award indicated.
* The order of presentation of individual awardees receiving the same award is based on the alphabetical order of their surname.
47
Individual Awards
TRAINER OF THE YEAR AND DISTINGUISHED TRAINER AWARDEE
Ms Yvonne Yam
“Receiving the ‘Distinguished Trainer Award’ is like getting an ‘Honours Degree’ in our field. It is both recognition for my
contributions and encouragement to continue to excel in this field. I am grateful for the opportunities presented to me,
especially at RS Components Limited, to develop and enrich myself as a T&D professional and a Change Facilitator. My
continuous strive to provide innovative initiatives would have only been possible with inspiration from mentors like Ms Ivy
Ning, who inspired me to go on a path of integrating coaching, facilitation and performance consultancy into training; and
with enormous support from my supervisor, colleagues, friends and family who believed in what I do. Thank you, from the
bottom of my heart!”
DISTINGUISHED TRAINER AWARDEES*
Ms Maggie Chan
Training Manager
“It is my great honour to receive the ‘Distinguished Trainer Award’ from HKMA. Meanwhile, I would like to express my special
thanks to BOCHK for giving me this valuable opportunity, especially my department head and colleagues for their support
and encouragement.”
Mr Leo Lee
Manager, Learning and Development, Human Resources
CSL Limited
“I would like to thank HKMA and the judging panel for bestowing upon me such a great honour. Winning the ‘Distinguished
Trainer Award’ is not only a prestigious recognition for my efforts made in Learning and Development, but also provides
me with an enormous drive for my continuous improvement in this area. I would like to take this opportunity to extend my
heartfelt gratitude to my company and fellow team members who have always been there supporting me on my journey to
excellence.”
Ms Amy Leung
Regional Beauty School Trainer – Asia North
DFS Group Limited
“It is an honour to receive the ‘Distinguished Trainer Award’. It unfolds a new chapter in my career as a Learning and
Development Manager. Special thanks to DFS for providing me with an invaluable experience and allowing me to
participate in the Awards programme.”
48
Individual Awards
DISTINGUISHED TRAINER AWARDEES*
Ms Jasmine Lok
Manager, Learning & Development
“My sincere thanks to HKMA in organizing the event and conferring this Award to me. The selection process has reinforced
my belief that a trainer should relentlessly strive to enhance business success through ‘people development’. I also like to
thank Maxim’s Management for their continuous support to personnel training and development that kindles our staff
efficacy.”
Ms Maria Tong
Training and Development Manager, Airports
Cathay Pacific Airways
“I am very grateful for the opportunity to compete and bring home the ‘Distinguished Trainer Award’. This Award
reaffirms the work that I have done and motivates me to continue making a difference in staff’s personal and professional
development. The judging process reminded me of the importance of implementing a robust training design and
evaluation process. I express my heartfelt gratitude to my manager, my team and my beloved family for their tremendous
support.”
Mr Vincent Woo
Training Manager, Japanese Chain Restaurants
“It is a tremendous honour to be acknowledged by HKMA and being a recipient of the Distinguished Trainer Award. I
would like to sincerely thank you for recognizing my achievements in training & development. I will continue to provide
wholehearted work and be a dedicated business partner of the company. I would also like to take this opportunity to
express my deepest gratitude to my company, manager and fellow colleagues for their support and encouragement.”
Ms Snowy Zheng
“I would like to thank HKMA and the Judging Panel for giving me this platform to benchmark myself against other trainers.
Being selected to win the ‘Distinguish Trainer Award’ is a true recognition and an affirmation that I am on the right path. I
shall continue my development along this direction. Special thanks to ANZ for giving me this opportunity, especially to my
manager who gave me tremendous support and guidance throughout this process. It is truly a valuable experience in my
life.”
49
Individual Awards
OUTSTANDING NEW TRAINER AWARDEES*
Mr David Chan
Senior Training Officer, Japanese Chain Restaurants
“I would like to thank Maxim’s JCR for giving me lots of opportunities to grow up and learn. Life-long learning and
dedication are the core values for trainers to nurture working buddies continuously. Receiving the ‘Outstanding New Trainer
Award’ is the recognition of my training and development profession.”
Mr Max Cheng
DFS Group Limited
“I am honoured to be awarded ‘Outstanding New Trainer Award’ from HKMA. This is truly a valuable experience and
recognition in my learning and development profession. I would like to take this opportunity to express heartfelt gratitude
to HKMA, DFS Corporate Team and Macau team, who gave me support and encouragement in this journey.”
Ms Novem Chung
Training Specialist
Midland Holdings Limited
“It is my great honour to be awarded the ‘Outstanding New Trainer Award’, which marks a tremendous milestone in my
career path. I would like to thank my company, Midland Holdings Limited for giving me this opportunity to participate in
the event, and my deepest gratitude goes to my manager and colleagues for supporting me throughout the programme.”
Ms Kathy Kwong
Officer – Corporate and Talent Development
“Special thanks to my company New World Development for providing me such development opportunity. By participating
in the Award, my confidence and commitment to work in T&D field are further strengthened. Believing in 'Life influences
life', I hope my small steps today will contribute to participants’ grant leap in the future.”
Mr Kenny Lai
Training Manager
“I am very honoured to receive the ‘Outstanding New Trainer Award’ from HKMA. This marks a key milestone in my career
path which will drive me to strive for excellence in my training profession. I would like to extend my sincere gratitude
to BOCHK for this precious learning opportunity, and my heartfelt thanks to my seniors and the team for their trust and
encouragement.”
50
Individual Awards
OUTSTANDING NEW TRAINER AWARDEES*
Ms Rebecca Leung
Senior Training Officer, Japanese Chain Restaurants
“It is my honour to receive the ‘Outstanding New Trainer Award’. This does not only give me a great recognition and
motivation, but I have also gained valuable experience in participation of the Award. This marks a key milestone for my
career. I would like to take this opportunity to thank my company, my superiors and colleagues for their support and
encouragement.”
Ms Jacqueline Ng
Officer, Learning and Development
“The HKMA Award for Excellence in Training and Development has granted me a precious opportunity to reflect and
strengthen my knowledge and skills as a Trainer. While receiving the Award further motivates me to continuously strive for
excellence in the profession, this honour truly goes to Maxim’s Academy, and each of my colleagues who have constantly
inspired me and supported our shared vision in helping people develop!”
Mr Jovi Yan
People Development Officer
“I am deeply honoured to receive this professional recognition from HKMA. It marks a key milestone in my career and
encourages me to excel in this profession. I would like to express my heartfelt gratitude to my company HKJC, management
and teammates who shown great support and encouragement along the journey.”
Ms Karin Yeung
Human Resources Development Officer
MTR Corporation
“It is my great honour to receive the ‘Outstanding New Trainer Award’ from The Hong Kong Management Association. I
would like to take this opportunity to thank my company, MTR Corporation, my department head, team managers and
team members for giving me the opportunity, unlimited support and encouragement throughout my journey in training
profession. The recognition has further strengthened my commitment to become a T&D professional and contribute to the
company through unleashing people's full potential.”
51
Past Individual Award Winners
2013
2012
Trainer of the Year
Dr Kelvin Wan
Trainer of the Year & Distinguished Trainer Awardee
The Hongkong and Shanghai Banking Corporation
Limited
Distinguished Trainer Awardees
Mr Tomas Bay
Ethos International Limited
Mr Rex Choi
CSL Limited
Mr Charles Ho
Ms Mandy Hong
Mr Billy Ip
Ms Jessie Kwong
Limited
Ms Angelina Lee
CSL Limited
Dr Kelvin Wan
Limited
Outstanding New Trainer Awardees
Ms Vinky Lau
The Hong Kong and China Gas Company Limited
Ms Charissa Chan
Swire Hotels
Mr Takki Chan
Mr Anthony Chau
DBS Bank (Hong Kong) Limited
Ms Belli Chui
Standard Chartered Bank (HK) Limited
Ms Gloria Kam
Ms Goldia Kong
Miramar Group
Mr Leo Lee
CSL Limited
Ms Angie Li
BOC Group Life Assurance Co Ltd
Mr Chris Ng
McDonald’s Restaurants (Hong Kong) Limited
Ms Carmen Tam
Ocean Park Corporation
Mr Tony Wo
Zurich Insurance (Hong Kong)
Mr Anthony Chan
Standard Chartered Bank (Hong Kong) Limited
Mr Kenneth Wong
Mr Ray Chan
Ms Rose Wong
Mr Frankie Fang
Ms Joice Yan
Toys“R”us (Asia) Limited
Mr Gene Fung
Mr Vikas Grewal
Fleet Management Limited
Ms Jannet Kan
Mr Donald Lai
Ms Lolita Lei
Richemont Asia Pacific Limited - Alfred Dunhil
Mr Andrew Li
Limited
Ms Jessica Siu
Mr Simon Wong
Mr Raymond Yip
2011
Trainer of the Year
Ms Prudence Sze
Ms Sonia Lui
Civil Service Training And Development Institute,
Civil Service Bureau, HKSAR
Ms Prudence Sze
Mr Bob Xie
The Hong Kong & China Gas Co Ltd
Mr Nicky Lam
Island Shangri-La, Hong Kong
Ms Amy Law
HSBC
Mr Lee Chee King
Ms Priscilla Lim
HSBC
Ms Katherine Lo
American International Assurance Company, Limited
Mr Kelvin Lo
Ms Amy Yu
HSBC
52
2010
2008
Trainer of the Year
Ms Natalie Lee
Trainer of the Year
HSBC
Mr Kelvin Ju
AIG Companies
Mr Kelvin Ju
AIG Companies
HSBC
Ms Amy Kwong
Mandarin Oriental Hotel Group
Ms May Li
Civil Service Training & Development Institute,
Mr Frankie Lo
Ageas Insurance Company (Asia) Limited
Mr Vincent Tang
HSBC
Ms Catherine Tong
Mr Christopher Yang
HSBC
Ms Lau Shuk Han, Astor
Ms Natalie Lee
Ms Jacqueline Moyse
Mr Bradley Wadsworth
PACNET
Mr Jason Furness
HSBC
Ms Angelina Lee
Mr Lawrence Luk
General Mills Hong Kong Limited
2009
Trainer of the Year
Ms Elsa Lam
HSBC
Mr Joseph Chan
Ms Elsa Lam
Mr Thomas Robillard
FedEx Express
Mr Wilkins Wong
Civil Service Training & Development Institute,
Civil Service Bureau, HKSAR
Mr Jonathan Bok
HSBC
Ms Viola Chan
AIG Companies
Mr Andy Clark
ClarkMorgan Corporate Training
Ms Ivy Poon
The Great Eagle Properties Management Company Limited
Mr Vincent Woo
PCCW Limited
Ms Susane Yan
HSBC
Mr Lester Yeung
PCCW Limited
2007
Trainer of the Year
Ms Fanny Chan
HSBC
Ms Carroll Chu
Ms Effie Cheng
Mr Andy Lau
HSBC
Ms Carroll Chu
Mr Nelson Wong
Ms Selina Kam
HSBC
Mr Will Wong
HSBC
Mr Kenny Mak
HSBC
Ms Shirley Ng
Hong Kong Disneyland Resort
Mr Mark Chan
HSBC
Mr Peter Cheung
Hong Kong Disneyland Resort
Mr Desmond Ho
HSBC
Mr Badhri Nath Rama Iyer
HSBC
53
2006
Trainer of the Year
Ms Michelle Yam
Shangri-La Hotels & Resorts
Ms Sara Ho
Ms Doris Ip
The Aberdeen Marina Club
Ms Jessie Lau
HSBC
Ms Carrie Wong
HSBC
Ms Michelle Yam
Shangri-La Hotels & Resorts
Ms Iris Chow
HSBC
Ms Angela Tsui
Ms Joyce Wai
HSBC
2005
Trainer of the Year
Mr Shekhar Visvanath
HSBC
Ms Marianne Chung
HSBC
Mr Allen Kuo
HSBC
Mr Gary Liu
The Dairy Farm Company Ltd
Ms Theresa Sham
The Excelsior, Hong Kong
Dr Chester Tsang
Hospital Authority / Institute of Health Care
Mr Shekhar Visvanath
HSBC
Ms Elsie Gung
HSBC
Mr King Lee
54
LEAD SPONSOR
Societe Generale
MAIN SPONSORS
Chow Tai Fook Jewellery Group
HSBC
SPONSORS
The Hong Kong and China Gas Company Limited
Hongkong Land Limited
Maxim’s Group
MEDIA SPONSORS
HR Magazine
Metro Finance & Metro Finance Digital
Recruit & Company Limited
The Standard

Skills Training Category - Hong Kong Management Association

Transcription

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