Orient - The Official Magazine of the British Chamber of Commerce Singapore - Issue 71 April 2019
integrated people strategy that can execute on these priorities (an approach deployed four times more by high-growth companies globally1) and to get creative about to how reward future valued behaviours.
Building Brand Resonance
Attracting top talent remains a global priority. What has changed, however, is employees’ perceptions of what makes a desirable employer. Job seekers today care as much about the way a company conducts business and upholds its values, as the business it is in.
In a transparent and socially connected world, one way to build a sustainable talent pipeline is to ensure a company’s brand and its talent value proposition (TVP) resonate with all workforce segments, contingent workers included. Companies in Singapore and China are already making headway; indeed, in China over four in five high-growth organisations differentiate their TVP to different groups, compared to fewer than one in four in modest-growth companies. Part of delivering on the value proposition is advancing the diversity and inclusion agenda locally. In Asia, thriving employees are seven times more likely to work for a company that ensures equitable pay and promotion, but only 12% of companies in Asia actively measure pay inequities. Clearly, this is an area that warrants more attention in 2019.
Curating the Work Experience
Making work simple, intuitive and digitally enabled helps people grow and thrive. Advances in artificial intelligence (AI) are opening a new world of benefits, training and career offerings tailored to each individual’s needs and preferences – although implementation varies by geography. In the US, for example, HR is investing mainly in chatbots and AI tools to enhance the employee experience; in China meanwhile, companies are focused on AI for talent matching and delivering automated talent management. This will deliver a differentiated work experience.
What we found interesting is that employees’ curation preferences largely map to geographical differences, too. Employees in North America and Australia prefer the curated approach to learning, while those in Asia prefer having a training budget to spend as they like. The delivery method may partly explain the difference — 70% of employees in Asia say their company offers state-of-the-art digital tools to support their training and development, compared to only 51% in North America. This data highlights the importance of nimble, adaptive knowledge sharing platforms such as that offered by New Zealand’s