skills training category

combine.ai 1 8/29/2014 6:42:17 PM

AWARD FOR EXCELLENCE IN TRAINING AND DEVELOPMENT 2014

Contents

6

Messages

Mr Alfred W K Chan BBS, Chairman, The Hong Kong Management Association ------------------------------------------------------------------------7Dr Ritchie Bent, Chairman, Human Resources Development Management Committee 2013/2014, The Hong Kong Management Association ---------------------------------------------------------------------------------------------------------------------8Mr Anthony Rushton, Chairman, Organizing Committee, Award for Excellence in Training and Development 2014 ---------------------------------------------------------------------------------------------------------------------------------9Dr Victor Lee, Executive Director, The Hong Kong Management Association ----------------------------------------------------------------------------10

The Organizer

An Introduction to The Hong Kong Management Association ----------------------------------------------------------------------------------------------11About the Awards -------------------------------------------------------------------------------------------------------------------------------------------------------12Panel of Adjudicators ---------------------------------------------------------------------------------------------------------------------------------------------------13Human Resources Development Management Committee 2013/2014 ----------------------------------------------------------------------------------15Training and Development Awards Organizing Committee 2014 ------------------------------------------------------------------------------------------17

Campaign Awards

Judging Criteria and Campaign Award Winners -----------------------------------------------------------------------------------------------------------------20Skills Training Category

Gold Award: Hong Kong Broadband Network Limited --------------------------------------------------------------------------------------------------------22Silver Award: Synergis Management Services Limited --------------------------------------------------------------------------------------------------------24Bronze Award: RS Components Limited ---------------------------------------------------------------------------------------------------------------------------26Excellence Award: Chow Tai Fook Jewellery Company Limited ---------------------------------------------------------------------------------------------28Excellence Award: Hotel ICON ----------------------------------------------------------------------------------------------------------------------------------------30Excellence Award: Ma Belle Jewellery Company Limited -----------------------------------------------------------------------------------------------------32Development Category

Gold Award: Crystal Group --------------------------------------------------------------------------------------------------------------------------------------------33Silver Award: DFS Group Limited ------------------------------------------------------------------------------------------------------------------------------------34Bronze Award: Bank of China (Hong Kong) Limited ------------------------------------------------------------------------------------------------------------35Excellence Award: Fuji Xerox (Hong Kong) Limited -------------------------------------------------------------------------------------------------------------36Excellence Award: Hotel ICON ----------------------------------------------------------------------------------------------------------------------------------------38Excellence Award: Shun Tak - China Travel Ship Management Limited -----------------------------------------------------------------------------------40

Past Campaign Award Winners ---------------------------------------------------------------------------------------------------------------------------------------41

Individual Awards

Judging Criteria and Individual Award Winners -----------------------------------------------------------------------------------------------------------------47Trainer of the Year and Distinguished Trainer Awardees ------------------------------------------------------------------------------------------------------48Outstanding New Trainer Awardees --------------------------------------------------------------------------------------------------------------------------------50Past Individual Award Winners ---------------------------------------------------------------------------------------------------------------------------------------52


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


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.

Message from Dr Victor Lee

10


An Introduction to The Hong Kong Management Association

The Hong Kong Management Association (HKMA) is a non-profit making organization established in 1960. Its vision, mission and values are as follows:

VISION To be the leading professional organization advancing management excellence in Hong Kong and the Region

MISSION To promote best practices in management To nurture human capital through management education and training at all levels To provide members with a platform for exchange of ideas, networking and personal development

VALUES Continuous improvement Innovation Integrity

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

Professionalism Respect for Individuals Sustainability


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 Awards2. 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 Citation for Youth Mentorship Most Innovative Award Best Presentation Awards

Individual Awards

Trainer of the Year Distinguished Trainer Awards Outstanding New Trainer Awards

12


Panel of Adjudicators - Skills Training Category

Mr Eric Hui

Chief Executive OfficerZurich Insurance Company Limited

Mr Andrew Tsui Chairman, Hong Kong

Korn Ferry

Mr S K Cheong General Manager

Television Broadcasts Limited

M S K Ch

Dr Victor Lee

Executive DirectorThe Hong Kong Management Association

D Vi L

Mr Mark Whitehead

Chief ExecutiveHong Kong Air Cargo Terminals Limited

Mr Edmund Mak

Chief Executive Officer & Executive DirectorBossini International Holdings Limited

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13


Ms Lily Chan

Chief Executive OfficerThe Dairy Farm Company Limited –

Mannings (Hong Kong & Macau)

Mr T C Chu

Managing DirectorHip Hing Construction Company Limited

Dr Victor Lee

Executive DirectorThe Hong Kong Management Association

Mr Larry Sze

Chief Executive OfficerGilman Group

Mr Andrew Weir

Regional Senior Partner, Hong KongKPMG China

Panel of Adjudicators - Development Category

Mr Andrew Weir

il Ch C Ch

D Vi L

14


Dr Ritchie Bent (Chairman)Group Head of Human Resources

Jardine Matheson Limited

Mr Graham BarkusHead of Organization Development & Change

Cathay Pacific Airways Limited

Ms Catherine ChauHead of Human Resources

Hongkong Land Limited

Mr Barry IpRegional Director

Learning & Development - AsiaJabil Circuit Inc

Human Resources Development

Management Committee 2013/2014

Ms Maylie LeeHead of Human Resources, Hong Kong & Greater China

Marsh (Hong Kong) Limited

15


Mr Anthony MakPrincipal Assistant Secretary

(Training & Development)Civil Service Training and Development Institute

Civil Service Bureau

Ms Eliza NgDirector, Human Resources

Fuji Xerox (Hong Kong) Limited

Mr Kelvin NgGeneral Manager -

Training & Organization DevelopmentNan Fung Development Limited

Mr Chester TsangPrincipal -

Academy of Excellent ServiceMTR Corporation Limited

Mr Kenneth WaiArea Director of Human Resources

Island Shangri-La Hotel

Human Resources Development

Management Committee 2013/2014

16


Dr Salina Chan

Head of Learning & DevelopmentGroup Human Resources – Retail Hong Kong

A.S. Watson Group (HK) Limited

Mr L T Cheng

General Manager – Human ResourcesCrystal Group

Mr Morison Chan

Deputy General Manager – Corporate Planning Chow Tai Fook Jewellery Group Limited

Training and Development Awards

Organizing Committee 2014

Mr Anthony Rushton (Chairman)

Head of Learning, Hong KongHuman Resources, Asia Pacific

HSBC

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Mr Ian Choy

Senior Director - People ResourcesMcDonald’s Restaurants (HK) Limited

17


Ms Kit Fan

Head of Corporate Human ResourcesThe Hong Kong & China Gas Co Ltd

Ms Susan Lansing

Vice President,Global Learning & Development

DFS Group Limited

Ms Ivy Lau

Director - Talent EngagementHong Kong Broadband Network Limited

Mr Steve Lawrence

Head of Training & Development - AirportsCathay Pacific Airways Limited

Mr Ellis Ku

Head of Learning & Organization Development Maxim's Caterers Limited

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Ms Felicity Sam

Senior Director, Learning & DevelopmentRalph Lauren Asia Pacific Limited

Ms Carmen Ting

Principal, Learning & DevelopmentKPMG China

Ms Bianca Wong

Group Human Resources &Corporate Communications Director

Jebsen & Co Ltd

Ms Ivy Leung

General Manager, Human Resources &Administration DepartmentOctopus Holdings Limited

Mr Teddy Liu

General Manager –Corporate & Talent Development

New World Development Company Limited

Ms Rita Lee

Head of Human ResourcesShiseido Hong Kong Limited

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19




Campaign Awards

JUDGING CRITERIA

Skills Training Category Development Category

1. Needs Identification and Objectives Setting 1. Programme Objectives2. Design and Implementation 2. Design and Implementation3. Measurement and Outcomes 3. Stakeholder Engagement4. Degree of Innovation 4. Organization Integration 5. Measurement and Outcomes 6. Degree of Innovation

CAMPAIGN AWARD WINNERS

Skills Training Category

Gold Award

“Certified Professional Engineer (CPE) Certification Programme”Hong Kong Broadband Network Limited Silver Award

“Synergis Total Customer Experience (TCE) Programme” Synergis Management Services Limited Bronze Award

“One World Programme - A Journey from ‘Local’ to ‘Global’”RS Components Limited

Excellence Awards

“10-minute JIT Coaching for a ‘Brilliant’ Business Growth”Chow Tai Fook Jewellery Company Limited

“Work-Integrated Education Programme (6-month)”Hotel ICON

“Professional Ear Piercing Training”Ma Belle Jewellery Company Limited

Best Presentation Award

Ms Dianna YuAssistant Learning and Development ManagerHotel ICON

Development Category

Gold Award

“Building Leadership Bench Strength for an Evergreen Industry”Crystal Group

Silver Award

“DFS Management Trainee Programme”DFS Group Limited

Bronze Award

“Leadership Development Programme”Bank of China (Hong Kong) Limited

Excellence Awards

“Docuα - ICT Leaders Development Programme”Fuji Xerox (Hong Kong) Limited

“Elite Management Programme” Hotel ICON

“TurboJET Cadet Programme”Shun Tak - China Travel Ship Management Limited

Citation for Youth Mentorship “TurboJET Cadet Programme”Shun Tak - China Travel Ship Management Limited

Most Innovative Award “Docuα - ICT Leaders Development Programme”Fuji Xerox (Hong Kong) Limited

Best Presentation Award

Mr Paul LeeHead of Banking Audit Division IIBank of China (Hong Kong) Limited

20

MGSM Alumnus Eimund Loo

National Anti-Piracy Lead, Microsoft Hong Kong

Top 100 MBA*

The course has been partially included in the list of reimbursable courses for CEF purposes.It is a matter of discretion for individual employers to recognise any qualification to which this course may lead.

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Venue HKMA, 2/F, Pico Tower, 66 Gloucester Road, Wanchai

For registration, enquiries or to arrange a one-on-one consultation phone

2774 8585 (Ms Carol Wong) / 2774 8534 (Ms Mani Ng)

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AWARD FOR EXCELLENCE IN TRAINING AND DEVELOPMENT 2014 22


Gold Award"Certified Professional Engineer (CPE) Certification Programme"

Hong Kong Broadband Network Limited

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.

synergis_210x285.ai 1 5/9/2014 11:31:39



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:

Uplift customer service mindset and improve service skills of frontline staff 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.

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Bronze Award“One World Programme - A Journey from ‘Local’ to ‘Global’”

RS Components Limited

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

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: 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 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).

Measurement and Outcomes

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.

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

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;

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

Unfavorable macroeconomic environment showed that luxury goods spending recorded a - 3.1 % negative growth in 2011.

Campaign Objectives

2-digit growth in sales volume 2-digit growth in sales revenue Hong Kong Mystery Shopper Score beats Global Average 69%

Programme Highlights

The programme was launched with 4 key components to train 51 store supervisors. Brand story training taught to use stories to deliver brand messages and transferred that story-selling skills to salespersons; 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; 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 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 Both sales revenue and sales volume registered record high growth rate at 46% and 58% respectively.

Brand Engagement 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.

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17 Science Museum Road,Tsim Sha Tsui East, Kowloon, Hong Kong

T: +852 3400 1000E: [email protected]

HOTELWITH A PURPOSE

www.hotel-icon.com

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.



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

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.

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.

Intern’s Expectation was tried to be met after discussion between Education Manager and Department Heads on the assignment of interns to different departments.

Intern’s Learning Journey Binder covered the learning objective & expectation; hotel orientation & training curriculum; functional rotation, and learning schedule.

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.

Intern Community was established by creating a facebook platform to allow better communication and work experience sharing between students and mentors.

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.” Comments from Adjudicators

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.

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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 “ (Know its existence) (Understand its benefits) (Believe it works) (Do it properly) (Make it a habit)” in the process.

Know its existence ( ) Announcement 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( ) 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.

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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 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.

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 BehaviourThere 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 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.

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 StickDevelopment 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.

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AWARD FOR EXCELLENCE IN TRAINING AND DEVELOPMENT 2014 34


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.



Bronze Award“Leadership Development Programme”

Bank of China (Hong Kong) Limited

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 people-oriented 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.

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Excellence Award“Docu

α - ICT Leaders Development Programme”

Fuji Xerox (Hong Kong) Limited

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. “Docuα 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 Potential

- ICT Transformation - Achievement & Results Orientation - Effective Communication

- 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?

Solution Revenue Growth at 37% 24 Work Improvement (Kaizen) Projects; increased 217% on Kaizen Tangible Benefit 24 Strategic Roadmap Proposals were submitted and incorporated in FXHK FY13 Strategic Plan Attained 150 certificates in ICT Professional Qualification 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.

-- 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.

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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:

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.

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Excellence Award“ TurboJET Cadet Programme”

Shun Tak - China Travel Ship Management Limited

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.

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.

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.

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Past Campaign Award Winners

2013


Gold Award Maxim’s Caterers Limited

Silver Award MTR Corporation Limited

Bronze Award The Hong Kong Jockey Club

Excellence Awards The Hongkong and Shanghai Banking Corporation Limited The Kowloon Motor Bus Company (1933) Limited Sun Life Hong Kong LimitedDevelopment Category

Gold Award Chun Wo Development Holdings LImited

Silver Award DFS Group Limited

Bronze Award FedEx Express (China)

Excellence Awards AIA International Limited MTR Corporation Limited Societe Generale, Asia-Pacific

2012


Gold Award The Hong Kong Jockey Club

Silver Award DHL Express (HK) Limited

Bronze Award CLP Power Hong Kong Limited

Excellence Awards Hong Kong Air Cargo Terminals Limited Hong Kong Broadband Network Limited Shanghai Feng Cheng Property Management Co Ltd - Subsidiary of Shui On Land (HK & China)Development Category

Gold Award The Hong Kong Society for the Aged

Silver Award Hip Hing Construction Company Limited

Bronze Award MTR Corporation Limited

Excellence Awards Civil Service Training and Development Institute, Civil Service Bureau The Dow Chemical Company HSBC

2011

Gold Prize BOC Group Life Assurance Co Ltd

Silver Prize Shangri-La Hotels and Resorts

Bronze Prize Kowloon Central Cluster, Hospital Authority

Excellence Awards Fleet Management Limited Maxim Caterers Ltd Standard Chartered Bank (HK) Ltd

2010

Gold Prize Bank of China (Hong Kong) Limited

Silver Prize Morgan Stanley

Bronze Prize The Hong Kong Jockey Club

Excellence Awards Aon Hong Kong Limited Fuji Xerox (Hong Kong) Limited Mandarin Oriental Hotel Group

2009

Gold Prize MTR Corporation Limited

Silver Prize Synergis Management Services Ltd

Bronze Prize Zurich Life Insurance Co Ltd

Certificates of Excellence Hang Yick Properties Management Ltd Hong Yip Service Co Ltd InterContinental Grand Stanford Hong Kong

2008

Gold Prize CLP Power Hong Kong Limited

Silver Prize Maxim Caterers Ltd and Hospital Authority


Certificates of Excellence Canossa Hospital (Caritas) Hong Kong CSL Limited InterContinental Hong Kong

2007

Gold Prize Tao Heung Group Limited

Silver Prize Kowloon-Canton Railway Corporation


Certificates of Excellence Kowloon Shangri-La Hotel Li & Fung (Trading) Limited PCCW Limited

2006

Gold Prize Langham Place Hotel

Silver Prize Gammon Construction Limited

Bronze Prize Hang Seng Bank

Certificates of Excellence Hang Seng Bank Jones Lang LaSalle - Management Solutions Shun Hing Electric Service Centre Litd

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2004

Gold Prize The Hong Kong Jockey Club

Silver Prize The Hongkong and Shanghai Banking Corporation Ltd

Bronze Prize AXA China Insurance Co Ltd

Certificates of Merit ACNielson (China) Ltd Hong Kong Housing Authority MTR Corporation Ltd

2005

Gold Prize Langham Place Hotel

Silver Prize CLP Power Hong Kong Ltd

Bronze Prize The Hong Kong and China Gas Company Ltd

Certificates of Merit The Hongkong and Shanghai Banking Corporation Ltd PCCW Limited Standard Chartered Bank (HK) Ltd

2003

Gold Prize Cathay Pacific Airways Ltd

Silver Prize Circle K Convenience Stores (HK) Ltd

Bronze Prize The Hongkong and Shanghai Banking Corporation Ltd

Certificates of Merit Canossa Hospital (Caritas) Kai Shing Management Services Ltd Sun Hung Kai Properties Ltd

2002

Gold Prize Hong Kong Housing Authority

Silver Prize Hsin Chong Real Estate Management Ltd

Bronze Prize Allen & Overy (HK) Limited

Certificates of Merit American International Assurance Company (Bermuda)Limited

Hong Yip Service Company Ltd Shangri-La Hotels and Resorts

2001

Gold Prize Hang Seng Bank Ltd

Silver Prize Hongkong Post

Bronze Prize Watson’s The Chemist

Certificates of Merit Giordano International Limited Hang Yick Properties Management Limited Hong Yip Service Company Ltd

2000

Gold Prize Standard Chartered Bank

Silver Prize Hong Kong Housing Authority


Certificates of Merit Heraeus Ltd Hospital Authority MTR Corporation

1999


Silver Prize CLP Power Hong Kong Ltd

Bronze Prize Hang Seng Bank Ltd

Certificates of Merit Goodwell Property Management Ltd The Jockey Club Kau Sai Chau Public Golf Course Ltd Kowloon-Canton Railway Corporation

1998

Gold Prize Sheraton Hong Kong Hotel & Towers

Silver Prize Tse Sui Luen Jewellery Co Ltd

Bronze Prize DHL International (HK) Ltd

Certificates of Merit The Hong Kong Jockey Club Hong Kong Police Shell Hong Kong Ltd

1997

Strategic HRD Category

Silver Prize Regal Hotels International

Bronze Prize DHL International (HK) Ltd

Skills Training and Development Category


Silver Prize Marks and Spencer (H.K.) Ltd

Bronze Prize Regal Hotels International

1996

Overall Winner Giordano Ltd

Strategic HRD Category Giordano Ltd

Skills Training and Mass Transit Railway Corporation Development Category

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* The above list shows the names of the award-receiving companies during the year of the Award indicated.

1995

Overall Winner Hospital Authority

Strategic HRD Category Hospital Authority

Skills Training and Mass Transit Railway Corporation Development Category

1994

Overall Winner Kowloon-Canton Railway Corporation

Strategic Management/Strategic Kowloon-Canton Railway Corporation HRD/TQM Training Category

Management/Supervisory Cathay Pacific Catering Services (HK) Limited Training Category

Professional/Technical Securair Limited Training Category

1992

Service Category Mass Transit Railway Corporation

Commercial and Industrial Shell Hong Kong Limited Category

1990

Multi-National Corporations China Light & Power Company Limited Category

1993

Overall Winner The Asian Sources Media Group

Strategic Management/Strategic The Sino Group HRD/Customer Service/ TQM Training Category

Management/Supervisory The Asian Sources Media Group Training Category

Professional/Technical Hong Kong Aircraft Engineering Company Limited Training Category

1991

Service Category Arthur Andersen & Company

Manufacturing Category Computer Products Asia-Pacific Limited

Construction Category Franki Kier Limited

Wholesale/Retail/Import/ Jardine Pacific Limited - Pizza Hut Division Export Category

Utilities and Public Sector Mass Transit Railway Corporation Category

43


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

Landof Success


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:

Making sure that training is connected to business need and external environmentAbility to design purposeful learning processesAbility to manage and deliver a designed programmeRole in the internal marketing of business-oriented training plans to stakeholdersAbility to evaluate training

2. Personal achievements and continuous development3. 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:

Making sure that training is connected to business need and external environmentAbility to design purposeful learning processesAbility to manage and deliver a designed programmeAbility to evaluate training

2. Personal achievements and continuous development

INDIVIDUAL AWARD WINNERS

Trainer of the Year

Ms Yvonne Yam APAC Change Manager, SAPRS Components Limited

Distinguished Trainer Awardees*

Ms Maggie Chan

Training ManagerBank of China (Hong Kong) Limited

Mr Leo Lee

Manager, Learning and Development, Human Resources

CSL Limited

Ms Amy Leung

Regional Beauty School Trainer – Asia North DFS Group Limited

Ms Jasmine Lok

Manager, Learning & DevelopmentMaxim’s Caterers Limited

Ms Maria Tong

Training and Development Manager, AirportsCathay Pacific Airways

Mr Vincent Woo

Training Manager, Japanese Chain Restaurants Maxim’s Caterers Limited

Ms Yvonne Yam

APAC Change Manager, SAPRS Components Limited

Ms Snowy Zheng

Learning and Development ManagerAustralia and New Zealand Banking Group Limited

Outstanding New Trainer Awardees*

Mr David Chan

Senior Training Officer, Japanese Chain Restaurants

Maxim’s Caterers Limited

Mr Max Cheng

Learning and Development Manager DFS Group Limited

Ms Novem Chung

Training SpecialistMidland Holdings Limited

Ms Kathy Kwong

Officer – Corporate and Talent DevelopmentNew World Development Company Limited

Mr Kenny Lai

Training ManagerBank of China (Hong Kong) Limited

Ms Rebecca Leung

Senior Training Officer, Japanese Chain Restaurants


Ms Jacqueline Ng

Officer, Learning and Development Maxim’s Caterers Limited

Mr Jovi Yan

People Development OfficerThe Hong Kong Jockey Club

Ms Karin Yeung Human Resources Development OfficerMTR Corporation

* 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

* The order of presentation of individual awardees receiving the same award is based on the alphabetical order of their surname.

Ms Yvonne Yam

APAC Change Manager, SAP

RS Components Limited

“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!”

Ms Maggie Chan

Training Manager

Bank of China (Hong Kong) Limited

“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 ResourcesCSL 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.”

DISTINGUISHED TRAINER AWARDEES*

48


Individual Awards

Ms Maria TongTraining 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 Maxim’s Caterers Limited

“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 ZhengLearning and Development Manager

Australia and New Zealand Banking Group Limited

“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.”

Ms Jasmine LokManager, Learning & DevelopmentMaxim’s Caterers Limited

“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.”

DISTINGUISHED TRAINER AWARDEES*

49



Individual Awards

OUTSTANDING NEW TRAINER AWARDEES*

Mr David Chan Senior Training Officer, Japanese Chain RestaurantsMaxim’s Caterers Limited

“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 ChengLearning and Development Manager

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 SpecialistMidland 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.”

50

Mr Kenny LaiTraining ManagerBank of China (Hong Kong) Limited

“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.”

Ms Kathy Kwong Officer – Corporate and Talent DevelopmentNew World Development Company Limited

“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.”



Individual Awards

OUTSTANDING NEW TRAINER AWARDEES*

51

Ms Rebecca Leung Senior Training Officer, Japanese Chain RestaurantsMaxim’s Caterers Limited

“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 Karin YeungHuman 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.”

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 YanPeople Development OfficerThe Hong Kong Jockey Club

“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.”



Past Individual Award Winners


2011

Trainer of the Year

Ms Prudence Sze CLP Power Hong Kong Limited

Distinguished Trainer Awardees

Ms Sonia Lui Civil Service Training And Development Institute, Civil Service Bureau, HKSAR

Ms Prudence Sze CLP Power Hong Kong Limited

Mr Bob Xie The Hong Kong & China Gas Co Ltd

Outstanding New Trainer Awardees

Mr Nicky Lam Island Shangri-La, Hong Kong

Ms Amy Law HSBC

Mr Lee Chee King The Hong Kong Jockey Club

Ms Priscilla Lim HSBC

Ms Katherine Lo American International Assurance Company, Limited

Mr Kelvin Lo The Hong Kong Jockey Club

Ms Amy Yu HSBC

2012

Trainer of the Year & Distinguished Trainer Awardee

Ms Vinky Lau The Hong Kong and China Gas Company Limited


Ms Charissa Chan Swire Hotels

Mr Takki Chan The Hong Kong Jockey Club

Mr Anthony Chau DBS Bank (Hong Kong) Limited

Ms Belli Chui Standard Chartered Bank (HK) Limited

Ms Gloria Kam The Hong Kong Jockey Club

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 Kenneth Wong MTR Corporation Limited

Ms Rose Wong Hong Kong Air Cargo Terminals Limited

Ms Joice Yan Toys“R”us (Asia) Limited

2013

Trainer of the Year

Dr Kelvin Wan The Hongkong and Shanghai Banking Corporation Limited


Mr Tomas Bay Ethos International Limited

Mr Rex Choi CSL Limited

Mr Charles Ho MTR Corporation Limited

Ms Mandy Hong CLP Power Hong Kong Limited

Mr Billy Ip The Hong Kong Jockey Club

Ms Jessie Kwong The Hongkong and Shanghai Banking Corporation Limited

Ms Angelina Lee CSL Limited

Dr Kelvin Wan The Hongkong and Shanghai Banking Corporation Limited


Mr Anthony Chan Standard Chartered Bank (Hong Kong) Limited

Mr Ray Chan Bank of China (Hong Kong) Limited

Mr Frankie Fang Standard Chartered Bank (Hong Kong) Limited

Mr Gene Fung Australia and New Zealand Banking Group Limited

Mr Vikas Grewal Fleet Management Limited

Ms Jannet Kan McDonald’s Restaurants (Hong Kong) Limited

Mr Donald Lai Standard Chartered Bank (Hong Kong) Limited

Ms Lolita Lei Richemont Asia Pacific Limited - Alfred Dunhil

Mr Andrew Li The Hongkong and Shanghai Banking Corporation Limited

Ms Jessica Siu The Hong Kong Jockey Club

Mr Simon Wong CLP Power Hong Kong Limited

Mr Raymond Yip McDonald’s Restaurants (Hong Kong) Limited

52


2010

Trainer of the Year

Ms Natalie Lee HSBC


Ms Lau Shuk Han, Astor Ageas Insurance Company (Asia) Limited

Ms Natalie Lee HSBC

Ms Jacqueline Moyse Mandarin Oriental Hotel Group

Mr Bradley Wadsworth PACNET


Mr Jason Furness HSBC

Ms Angelina Lee CLP Power Hong Kong Ltd

Mr Lawrence Luk General Mills Hong Kong Limited


2009

Trainer of the Year

Ms Elsa Lam Ageas Insurance Company (Asia) Limited


Mr Joseph Chan HSBC

Ms Elsa Lam Ageas Insurance Company (Asia) Limited

Mr Thomas Robillard FedEx Express

Mr Wilkins Wong Civil Service Training & Development Institute, Civil Service Bureau, HKSAR


Ms Fanny Chan HSBC

Ms Effie Cheng McDonald’s Restaurants (Hong Kong) Limited

Mr Andy Lau HSBC

Mr Nelson Wong The Hong Kong Jockey Club

Mr Will Wong HSBC

2008

Trainer of the Year

Mr Kelvin Ju AIG Companies


Mr Kelvin Ju AIG Companies

Ms Amy Kwong CLP Power Hong Kong Limited

Ms May Li Civil Service Training & Development Institute, Civil Service Bureau

Mr Frankie Lo Ageas Insurance Company (Asia) Limited

Mr Vincent Tang HSBC

Ms Catherine Tong The Hong Kong Jockey Club

Mr Christopher Yang HSBC


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 Carroll Chu Island Shangri-La, Hong Kong


Ms Carroll Chu Island Shangri-La, Hong Kong

Ms Selina Kam 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 The Hong Kong Jockey Club

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 CLP Power Hong Kong Ltd

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 Kowloon-Canton Railway Corporation

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The Hong Kong and China Gas Company Limited

The Hong Kong Jockey Club

Hongkong Land Limited

Maxim’s Group

MTR Corporation Limited

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