Maximizing the HR efficiency in a Changing Economy
19 Jan 2009

2008 was a remarkably eventful year for the world and for Hong Kong. Business was booming in the first half of the year, but then everything was rocked by the global financial slump. Business is urgently looking for the best way to respond to the fast changing economy. HR efficiency plays an important role in preserving the core value of any business – people. Organised by A-Performers, the “Maximizing the HR efficiency in a Changing Economy” seminar on 20 January 2009 attracted over 110 HR professionals to learn from the experienced speakers on maximizing HR efficiency from various aspects.

Recruit Smarter

According to Mr Christos Malliaros, Managing Consultant of SHL Group Ltd, candidate pool is likely to be larger and positions to be offered likely to be less during economic downturn.



“Volume recruitment approach is applicable in today’s changing economy. Streamlining hiring processes and making them as resource and cost efficient will be the key. Productivity can be increased through hiring the right people,” he says.



Defining critical behaviors (objectives, tasks, abilities) that reflect the nature of the job is the first step of selecting the right people. Then, building the selection funnel that translates criteria into a multi-stage process is also crucial. He says, “Assessments methods like Psychometric tests have been proven to predict future performance. Best performers are 2.7 times more productive than the worst. It can definitely reduce the cost for training, re-advertising and recruitment time because of getting the wrong people.”

Knowledge Management in HR Perspective

“Retaining top talent, developing leadership skills of existing managers and recruiting top talent are the top three workforce related challengers in 2009.”Mr Eric Tsui, professor of Knowledge Management of the Hong Kong Polytechnic University points out the challenges faced by HR executives with a latest survey.



“Share price doesn’t reflect the real value of an organization. The inner value is more important. According to Edvinsson, human centered assets such as work-related competencies are part of the knowledge that can be converted into value within an organization.” He explains.



With the adoption of knowledge management, organization can absorb the successful element from the past experience. Knowledge transfers enable staff to deal with the overflow of information and the changing environment. It helps enhancing the organization’s ability to achieve its mission. HR can take a more significant role in company.

Building a Highly Resilient Workforce in Times of Change

“People have gone through countless changes in 2008! Employees at workplace may be anxious, hopeless, insecure or simply stressed. Building a resilient team is the most urgent task for HR professional,” Winnie Chui, Director – Learning & Development, Executive Coaching Program of Human Dynamic Asia Pacific Ltd. says.



She explains, “Resilient refers to the ability to adapt well in the face of adversity, trauma, tragedy, threats or even significant sources of stress like bouncing back from difficult experiences. The road to resilience is likely to involve considerable emotional distress such as sadness and despair.”



Paradigm shift in stress and energy management, reframing of meaning, sharpening employees’ strengths, cultivating right balance of positive to negative emotions, managing relationships, developing life energy and seeking for mentors are all the effective steps to build a resilient team.