Helena Kuo 郭秀君from L’Oreal:The beauty within global people

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人、美麗,無國界

甫走進講堂,郭秀君 Helena的風采透露出她對美麗的執著,在L’Oreal 巴黎萊雅集團擔任人資長長達25年,Helena對於人有著不一樣的執著。

L’Oreal在台灣雇用了非常多的國際人才,「在台灣這麼特殊的文化背景下,該怎麼讓他們在工作之餘也能對環境感到舒服呢?」Helena對台下的學生們問。L’Oreal人力資源部門長年以來致力於人才發展,而留下好人才的方式,便是使他們對自己身處的環境感到自在,透過在地文化體驗與工作圈的方式,讓來自世界各地的工作者不僅能體會當地環境,也能理解台灣的工作文化,進一步使員工間更緊密。

「每個個體都是不一樣的,各自都有自己美麗之處。」在教育訓練上,為尊重個體差異,L’Oreal使用差異化策略,針對不同特性的員工及其部門工作特性制定訓練方針,幫助員工選擇不同的職業路徑。發掘不同才能的策略也是為何L’Oreal總能吸引來最頂尖的創意人才,並支持公司業務目標。

「企業中的人力資源部門目的在於人才的發展。」Helena說,每個偉大的想法都源自於優秀的人才,企業並不是他們的終點,而是支持者,無論是幫助外籍員工融入台灣生活或者是使員工融入L’Oreal的企業文化,支持者的角色能讓不同個體間的迷人之處產生最好的化學反應,無論對員工、對企業、對社會都能有正向的結果。

 

Walking into the lecture room, the way Helena Kuo presented herself showed how she values beauty. Had been working as HR director at L’Oreal for 25 years, she has a very distinctive persist in people.

L’Oreal has been employing numerous of foreign talents in Taiwan. “Under this unique cultural background in Taiwan, how do we make expatriates feel comfortable with the environment they’re in while working?” Helena asked. The HR department at L’Oreal worked on talent development for years, and the best way to keep talents, is to make them feel comfortable about the environment. Through custom guide of experiencing local culture and work circles, L’Oreal make expatriates understand the working culture in Taiwan, and furthermore, bring employees closer together.

“Every individual is different. They each have their beauty.” In respecting the differences between individuals, L’Oreal’s take on training strategy is to differentiate the training process. The company applies tailored training courses to help employees opt for their career path. This strategy is also a part of reasons why L’Oreal attracts the most creative and diverse talents globally.

“The existence of HR department in corporates is to develop talents.” she said. Every great idea originates from great talents, and corporates are supposed to be supporters for them. No matter it is guiding expats blending into the Taiwanese life or making the employees adapt to L’Oreal’s corporate culture, the supporter role brings out the best chemistry of all beauties, and that, only does good to the employees, the company, and the society.

 

Teresa Tong 童小洋 from HSBC:Caring, simply the best capital.

關懷,讓人成為最好的資本

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匯豐銀行,全球最大的金融服務機構之一,在全球設有3900多個辦事處,業務範圍從零售銀行、財富管理、工商金融到資本市場與私人銀行,如此大型的公司,可以想見對於人力需求之大。童小洋Teresa 帶著她可愛的笑容走進中山大學,她,是匯豐(台灣)的人力資本及組織發展部副總裁。

「大家對HSBC的印象可能就是大公司,裡面的員工就像隨時可以被汰換的螺絲釘吧?」Teresa笑著問同學,其實HSBC在台灣私人金融業中的Turnover rate是最低的,除了在選任合適人才時所使用的策略外,HSBC讓部門間、員工間與員工對外關係保持良好,創造人際與社會關係的高滿意度,並且尊重個體差異,在台灣保守的工作環境中鮮少看到企業敞開心房接納員工最真實的樣貌,但HSBC做到了。

「我們知道人有不同的需求,而工作只是一環。」HSBC其中一個重要的人力策略便是「關懷」,例如對LGBT族群的高任用率與深度認識,HSBC甚至替公司中的同志員工辦理了盛大的婚禮,讓員工流下喜悅的眼淚。秉持著關懷,HSBC讓員工感覺自己不是在冰冷機器中運作的小零件,而是經過細心保養、發光發熱的一部份。

為保持員工對手上事物的新鮮度,職務輪調也是HSBC人力策略中的重點,或許在過程中能夠找到一個人身上更寶貴的特質、學習新技能,影響未來職務發展。「透過明確的績效考核系統,我們能夠評估員工在職務上與職務輪調的過程中適得其所。」Teresa並表示要改變台灣的工作環境,必須從清楚的JD (Job description)做起,因此,HSBC的每個員工都能夠清楚理解自己的職務是甚麼,每個前來面試的人都知道自己進到什麼地方。

「如果從受雇者的角度出發,整個公司會變得很不一樣。」HSBC的諸多人力策略都希望以人為本,在員工關係與企業關係之間取得最佳平衡,「唯有如此,我們才能發揮所長,讓『人』成為最好的『本』,這才是Human capital的真諦。」Teresa說。

HSBC, one of the biggest banking corporates in the world, has more than 3900 offices all over the globe. Their business not only includes retail banking, but also financial management, capital market, private banking and so on. Our guest speaker, Teresa Tong, who came into the room with a warm smile on her face, is the vice-president of Human Capital and Organizational Development Department in HSBC Taiwan.

"I guess your impression to HSBC is just a big company, and the people working in it are only little screws which can be replaced anytime." She said. As a matter of fact, the turnover rate of the company is the lowest in the private banking industry in Taiwan. Other than the strategies applied when selecting and hiring people, HSBC maintains good employee relation, department relations, and external relations to create a high level of social satisfaction. HSBC also respects the differences among units, which is hard to be seen on Taiwanese working culture.

"We acknowledge that people have different needs, and working is just a part of it." A big part of the strategies in HSBC is "care", for example, the care to the LGBT community. From hiring them to holding weddings for the LGBT employees (during the days when same-sex marriage is yet legalized in Taiwan), the company made its employees shed tears of joy. With care, the employees at HSBC more than the parts working in a big machine, they're polished, taken care of and ready to shine.

To maintain the sense of freshness at work, job rotation is also focused by HSBC. Through job rotation, it is possible that we find something valuable in someone's characteristics, develop new skills and see a clearer career path for our employees. "With an on-spot performance management system, we can make sure that the employees find the right places of job rotation." Teresa then described how having clear Job Descriptions can change the working culture in Taiwan. "Our people know what their jobs are. And the people walking through the doors to interview with us know what they're getting into."

"If we think from the employees' aspects, the corporate would be entirely different." Many of the human-capital strategies in HSBC are well-considered to create a fine balance between the company itself and the employees. "Only by doing so, human can therefore be capital and resources, which is the true meaning of Human Capital." Teresa said.

Rick Liu 劉文章: HR Practice, Trends and Challenges

人力資源管理的實務、潮流與未來挑戰

 

中美和石油化學股份有限公司於1976年由英國BP Global與台灣中油公司共同投資成立,目前資本額到達新台幣70億餘元,是台灣PTA製造中的佼佼者。

GHRM MBA本次邀請到的講者---Rick劉文章,在中美和工作32年(現已退休),身為前人資長,Rick用不同的高度看待台灣人力資源管裡的發展,透過統計資料佐證,與在場的GHRM學生(未來人資主管們!)討論現代人力資源管理所面臨的挑戰。

「Alphabet是目前全球人力資源管理的領頭羊。」Rick開宗明義說。Alphabet,也就是大家熟知的Google透過大數據分析公司中各領域中所需的人才,並從資料庫中找尋最合適的人選,適性配對後將能使人發揮最大的才能。目前世界上有許多公司也將大數據使用於人才分析上,希望能夠效法Alphabet,使公司與人力兩端效益極大化。

然而,HR在全球持續受到重視,但台灣在這方面卻是相對落後。「許多公司都認為該職位的主管一定知道部門在尋找怎樣的人才,所以直接忽略人力資源以及人力資源作為管理一環的重要性。」Rick表示,台灣過去代工與製造產業迅速發展的情況下,多數人力用於高技術重複性的職位,這樣的產業結構導致人力資源迅速流動成為常態,而公司與企業也疏於了解如何提升人才、留住人才。

往樂觀的一面看,台灣面臨的產業轉型或許是人力資源管理的契機,新創公司或許沒有能力創設如大企業一般的HR部門,但善待人才的新穎觀念深植在大量接收資訊的年輕世代心中,傳統的大企業也在台灣人力資本匱乏的情況下開始思考如何讓其員工提升自身能力、發展留任哲學,同時也讓公司對新人才擁有更好的吸引力,形成人力資源運用的綠色循環。

未來,人力資源的運用將考驗企業的智慧,用環保的角度來看,我們希望一切都能回收再利用,人力資源又何嘗不是呢?

 

CAPCO Co.,Ltd was established in 1976 as a joint venture of BP Global and Taiwan’s CPC Corporation. At present, CAPCO's capital reaches NT$7.072 billion, 61% of the stocks held by BP (process technology developer) while the rest of 39% held by Taiwan CPC.

As part of our independent studies course in the second semester in GHRM MBA, there are speeches provided by professionals in the human resource field. The first presentation was given by Rick Liu, the retired HR director from CAPCO, advisor for Chinese Human Resource Management Association (CHRMA), and a consultant for HR Academy Business Group, 104 Corporation.

In the presentation, he talked a lot about the present situation around the world with regards to human resources. For many countries, the implementation of big data is becoming increasingly important. He talked specifically about Google and their HR practices. Google is a leader in the HR field. The company uses data-based people management. Currently, it has the only data-driven HR. All people decisions at Google are based on what they can find from data and analytics. He talked about some things such as what Google thinks of employees taking breaks, or the food they eat when they go to the cafeteria, and how this can be reflected in better HR practices. 

The good and bad news for future HR professionals is that the importance of the field is growing. It is bad because many companies do not place a huge emphasis on the power of human resources, however, Mr. Liu did state that this is slowly changing. The fast-growing economy and the business structure in the 70s has its influences on the current HR management problems in Taiwan, but with the heavy information flow, the younger generation generally has a better idea on how to keep the talents. The lack of human capital also leads corporations to collect ideas on keeping talents and developing the human resource philosophy, which can make the working environment more attractive to the young, talented people.

To summarize, Mr. Liu felt optimistic about the future of human resources. He understands the challenges that HR professionals face when they graduate university and hopes that business culture might change in Taiwan and around the world. At the same time, he remains hopeful to the future HR management. It was an honor to have him here at GHRM MBA sharing his ideas with the potential future HR managers.