HR Corner Care for employees pays off in commitment by Priscilla Chong Innovative programmes help staff maintain a work-life balance Hong Kong employees might get top marks for their hard work and commitment, but that means not enough of them score highly when it comes to having a good work-life balance. However, some companies are now realising that the way to get the best out of your staff is by making sure they don't work too much. A good example is NWS Holdings (NWSH), which has initiated a wide range of external activities for the staff of its corporate office and subsidiary companies, as well as for their families. The main objective is help employees unwind, give them new interests and, less directly, improve team spirit and cooperation. In addition, it is a way for family members to learn more about the company and get new perspectives on what NWSH actually does. Recent activities have included cookery classes in which parents and children learn to make desserts together and the annual fun day. "That is a real highlight event for all of us," says Elina Lam, NWSH's senior manager for human resources. "Parents can bring their kids and enjoy a full day of games, performances and free refreshments." Representatives from subsidiaries design and run game booths, which not only provides good fun for everyone, but also enhances the sense of belonging to the group. Each year, the event attracts about 5,000 participants, and Cheng Yu Tung, chairman of New World Group, and other senior executives value the chance to meet and greet as many staff as possible during the day. "We also have a two-week campaign every year in which we provide fresh fruit for all employees at the corporate office," Ms Lam adds. "This is to show our concern for staff and to raise awareness about the need to take care of one's health." Good employment practices increase the commitment and loyalty of staff and make recruitment easier Out and about In addition, local excursions are arranged on a regular basis to let people get into the great outdoors and visit some of the less familiar parts of Hong Kong. More than 1,000 employees and their families signed up last year for a getaway to remote Tung Lung Island, and the company specially laid on two ferries from a group-run business, to transport everyone there and back. The HR department also offers competitive incentives and arranges imaginative fringe benefits. For example, some staff are offered vouchers to celebrate their birthday with family and friends at a restaurant in the Hong Kong Convention & Exhibition Centre — a group-run enterprise — or may receive flowers. Ms Lam says that courses in yoga and tai chi, for which only a minimal fee is charged, have received an overwhelming response. She points out that these classes promote physical and mental fitness, which will have an impact on productivity and, therefore, benefit both the individuals taking part and the company. In 2003, a scheme was introduced to the achievements of outstanding employees in different types of role — frontline, support and management. All of the group's 43,000 employees in Hong Kong, Macau and China are eligible for an award, and in the most recent run-off, 60 staff were nominated for their excellent performance and 19 won awards. Each passed two panel interviews conducted by group management and, to mark their success, will be invited, along with their families, to a special presentation ceremony. Less stress One innovative idea, which is proving very popular, has been the introduction of massage therapists formally trained by the Employee Retraining Board, who provide a service for corporate office staff during lunch breaks. Ms Lam is fully aware, though, that other factors are equally important for retaining good employees and maintaining morale. These include a well thought out compensation and benefits policy, in-house training to develop job-related skills, and the chance to take external courses. "Subsidies are provided and we even pay the course and membership fees for some professional qualifications," Ms Lam explains. She adds that good employment practices like these increase the commitment and loyalty of staff, and make recruitment easier. "We received around 3,000 applications for management trainee positions in 2006," she notes. The selection process takes about three months, consisting of tests in Chinese, English and mathematics, group discussions, presentations, and a game to assess creativity, as well as two panel interviews. Trainees join either the corporate office or a subsidiary and, in the course of a three-year programme, will be involved in a diverse range of company projects. Salient points - Wide range of activities arranged to help employees achieve a better work-life balance - Family members also encouraged to participate - Corporate scheme to recognise the contribution of outstanding employees - Subsidies provided for external courses and professional membership fees Taken from Career Times 17 November 2006, p. A20 Your comments are welcome at [email protected]