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#Preparation for a new Book - "Pathways to Asian Corporate Evolution" #Organizational Development - Globally-driven by HRD & HCD 1994~96 #MainTopic：4-1 Jumping From "National HR/HRD" into "Global HR/HRD" ＃Related topics: Lessons from the HQ-driven IHRD experiments from 1994 #Opinions & Suggestions are welcomed, esp. from MC Global HR Network "Incident No.4- [1-2]: IHRD Waves in HQ - International Staff System (IS) and National Core Staff System (NCS) #Demonstration of Bilingual Competence - English version　その3-1/2 The following is a review of my experiences after 2001, based on my return from Jakarta in 1996, where I was an ordinary employee in the International Human Resources Development Office of the Human Resources Department, and later as CEO of a human resources subsidiary in Hong Kong, where I provided human resources consulting services, planned and implemented training programs, and visited various offices in the ASEAN region. The book is based on his experiences as a HR consultant and CEO of a HR subsidiary in Hong Kong. There is no dispute that the NCS/IS system (1996) played a historically epoch-making role in focusing on NS, which had been neglected in the system, and thereby motivating, if only temporarily, the individual. While there are various opinions on the content of the system and follow-up methods, the following four points are decisive from the perspective of the new international human resource development measures since 2001. (1) Errors in the recognition of market value (Market Value) and the method of salary review  Because the NCS was positioned as a "development program," salary reviews based on the "measurement of market value (in the country concerned)" were not conducted even after the NCS was certified. It is regrettable that the identification of "market competitiveness" in each of the MC overseas locations was not made a prerequisite, although it seems that this was supposed to be done in a routine manner for each year. For example, HKG had a period in the mid-90s when it was well below the 50% tile of the local labor market, which was corrected, resulting in a significant reduction in the voluntary retirement rate, which had previously been 30%; MIC (MC USA) also adjusted its competitiveness upward from 50% to 75% of the market, and further introduced PEP and "organizational performance bonuses. (2000), MIC (Mitsubishi Corporation of America) introduced the PEP, which was 75% competitive with 50% of the market, and implemented it in combination with "organizational performance-linked bonuses," which at least made financial retention possible to a certain extent. (2000) However, the problem was that the "excellent (English-speaking) NSs" usually started their own businesses or changed jobs at Western global companies. The problem was that they neglected this issue. To 4-1-2 Part 3-2/2

Manager to HR: I need so-and-so on the ground in Hong Kong next month HR: Next month? What? Manager: Yes. Next month! HR: I'm not sure that is going to be possible...Here's why... Business pressures drive managers to make decisions without always thinking about the consequences. That is certainly the case when sending someone on an international assignment. This fantastic infographic that our friends at ECA International have produced certainly illustrates the complexity. So many moving parts. So many different disciplines involved. So many handoffs. So many steps where things could go wrong. And yet. In the vast majority of cases everything goes to plan and so-and-so arrives in Hong Kong 'to hit the ground running'. Perhaps not in the short time that their manager wanted but...they arrive as quickly as humanly possible. There are three observations I made from looking in detail at this infographic. These observations are based on my years of working with companies to prepare their assignees to hit the ground runnning: 1. How is the candidate chosen? Are they right for the location? Will there be a 'clash' between their cultural profile and that of the host country? Should that be taken into account as part of the selection process? Or better still, as part of the conversation with the chosen candidate? 2. Pre-departure language and cultural training Our experience is that this is just the start of a journey. While getting as much preparation in before leaving is vital. It needs to be seen as just the start. Yes, learning a language takes a lot of time - but so does learning a new culture. 3. Provide ongoing support The assignee is busy working - long hours no doubt. But what about the accompanying family? How are they being supported? How are they been helped to adapt to the new country and new culture? The above 3 points are critical to make any assignee a success. Would you all agree? Enjoyed this? Repost ♻️ if you have found it useful. Follow me by hitting the 🔔 on my profile Nikki Samant-Jones LinkedIn will notify you of my next post. #CulturalIntelligence #GlobalMobility #InternationalAssignment

#Preparation for a new Book - "Pathways to Asian Corporate Evolution" #Organization Development - Regionally-driven by HRD & HCD #MainTopic："Good Boss, Bad Boss"; Motivated by Indian Experiment ＃Related topics:　Lessons from the very 1st overseas assignment in JKT #Opinions & Suggestions are welcomed, esp. from MC Regional HR Network "Incident No.3-[3-4-5-1]: Valuable Lessons from Indonesian Managers & Staff From National to Regional: A Focus on the National Office Systems: Thanks to the "reckless" attitude of a great senior staff member, my first overseas assignment was both enjoyable and demanding, and I gained a wide range of knowledge, starting with the national system, through the planning and implementation of the aforementioned regional training program, and ending with the regional HR conference mentioned above, as well as comparative research of office systems from the regional perspective. Since it was not possible for me to enter a subsidiary company and gain knowledge of its ecosystem, both in terms of time and skills, we had to wait until after the year 2000 to provide support for the revision of consolidated systems. However, after completing the various system revisions at the Jakarta office and presenting them at a regional HR meeting, and at the same time learning about the actual situation at each of the participating offices, my awareness of the problem of institutional balance in the region had increased dramatically. Specifically, I was invited from offices like the Manila branch, which had no personnel from the head office, and I began to get to know the senior personnel in charge of human resources, and the situation in the region became clearer little by little. The Manila branch was extremely unionized at the time, and its resistance was astonishing. Full-scale revision of the personnel system at the Manila branch was not completed until after 2000. Mitsubishi Taiwan, which I would later become immersed in when I was stationed in Hong Kong (1998-2000), really surprised me at a regional personnel meeting in 1995. The participating offices had more or less the same problems with retention, recruitment, and other aspects of internal personnel management, but Mitsubishi Taiwan was the only one to announce that it had almost no problems. The announcement was so impressive that after returning to the head office the following year, I looked into it again and found that Mitsubishi Taiwan, for example, can easily recruit from Taiwan University, the country's top university, and has few retirements. I also gained knowledge that salaries were "quite" high. To 3-3-4-5-2 Continued in English 

#Preparation for a new Book - "Pathways to Asian Corporate Evolution" #Organization Development - Globally-driven by HRD & HCD 1994~96 #MainTopic：4-1 Jumping From "National HR/HRD" into "Global HR/HRD" ＃Related topics: Lessons from the HQ-driven IHRD experiments from 1994 #Opinions & Suggestions are welcomed, esp. from MC Global HR Network "Incident No.4-[1-1]: IHRD Waves in HQ - Establishment of IHRD Office 1994 #Demonstration of Bilingual Competence - English version [Part-1/2] The last year in Indonesia passed in the blink of an eye. Although I was already able to perform my daily duties without problems, I spent a lot of energy on the preparation of an operations manual. Heaven only knows whether we were able to "leave the skin when the tiger dies," but it was impressive work that would lead to later writings. Furthermore, in the final year of his tenure, his return to Jakarta was postponed due to the relocation of an office of approximately 3,600 m2, but since the construction and interior design was done in Jakarta in the 1990s, literally all kinds of problems erupted, and he faced emergency responses, problems beyond the scope of the contract, and other issues that he would never have encountered in his later work in Hong Kong and Singapore. I should thank the universe for the fact that my crisis management and problem-solving skills were greatly enhanced. Only those who have a thorough knowledge of both macro and micro perspectives will make it big as leaders. Although I cannot say that I was able to embody this, I can say that I had a clear sense of purpose for the future during the six years I was there. In January 1996, I returned to Japan for the first time in six and a half years. Although I was in a state of "Ima-Urashima" I returned to Japan and headed for the Human Resources Department with great enthusiasm, having started from a national perspective in Indonesia, and then moved on to a consolidated perspective, and then to a regional HR perspective in addition to planning and implementing the aforementioned intra-regional training, and even mimicking in-house consulting for other offices. Headquarters had undergone a major strategic change since 1994, at least superficially, not only for the overseas offices, but also for the sales and job function (i.e., non-sales) divisions of the headquarters. Under the banner of new President Makihara, MC began to nibble its way to a global organization, and an organizational unit that had never existed before was set up at the head office. I still vividly remember the first page of the morning edition of the Nikkei Shimbun at the time, which read as follows The first head of the office is a Canadian. The first head of the office will be a Canadian. This was the first foreign employee at the general manager level at the head office. To be precise, it was the appointment of a national staff member on loan from Mitsubishi Canada. To 4-1-1-Part 2/2 English version

Thank you Human Resources Director Asia for the feature! We are humbled to be featured in your article. Our study delves into the hiring motivation of Singapore's employers and the workforce trends. Dive into the article to gain valuable insights into the evolving landscape of workforce dynamics. #Hiring #WorkforceTrends #Reeracoen #RCNSG #RecruitmentFirm #BestRecruiters

DecodeHR’s APAC Employment Updates Bringing you fortnightly updates on employment law developments and insights from around the Asia-Pacific region. 💡China: Hebei province sets up 16 policy and 15 supportive measures in Xiong'an New Area to attract talent. Includes funding, healthcare, and children's education. Read more: https://lnkd.in/g6QsRpQR 💡Singapore: Retrenchments at highest point since Q4 2020. Data reflects slowed employment growth and economic uncertainty. Read more: https://lnkd.in/gUzQQRZy 💡Global: Tough performance reviews trend as quit rates go down. Bosses use regular reviews to assess performance before the one-year period ends. Read more: https://lnkd.in/g4gKcBhr For advice on labour and employment practices in the Asia-Pacific region, get in touch with us here: https://lnkd.in/eGdM6m-P #DecodeHR #DecodeHRLabourNews #employmentlaws #labourlaws Image: Freepik.com

Nicole McCabe's view aligns with Zeki's global expansion strategy. We've ventured beyond borders, reaching places like Singapore, Hong Kong, and the UK. At Zeki, we believe talent knows no geographical boundaries. By embracing a worldwide perspective, we aim to connect with diverse skills internationally. Zeki's commitment to global growth isn't just about location; it's about creating a network that enriches our team with varied perspectives and strengthens our collective capabilities. #HR #HumanResources #HRM #HRJobs #HRTech #HRDevelopment #Hiring #EmployeeEngagement #WorkplaceCulture #HRLeadership #TalentManagement #Recruitment #HRAnalytics #TrainingAndDevelopment #HRConsulting #PeopleManagement #HRNews #CareerDevelopment #HRProfessional #HRStrategies

DecodeHR’s APAC Employment Updates Bringing you fortnightly updates on employment law developments and insights from around the Asia-Pacific region. 💡 Singapore: Government accepts 22 recommendations for Workplace Fairness Legislation The legislation will cover all stages of employment and seeks to protect workers and jobseekers against unfair or discriminatory practices under the following protected characteristics, namely age, nationality, sex, marital status, pregnancy status, caregiving responsibilities, race, religion, language, disability, and mental health conditions. Read more: https://buff.ly/3qiQqyB 💡 Hong Kong: Fresh graduates saw an increase in their starting salaries in 2022 Amidst a labor shortage, fresh Hong Kong graduates are experiencing a 7.8% increase in their average annual salary to HK$300,000, prompting employers to boost starting pay in order to attract talent. Read more: https://buff.ly/45hSDJa 💡 APAC: Businesses are still wrestling with integrating sustainability fully into their company strategy Only 24% of board members from Asia Pacific said they had sufficient knowledge to activate and steer action on sustainability issues. Read more: https://buff.ly/3qp0Lc8 For advice on labour and employment practices in the Asia-Pacific region, get in touch with us here: https://buff.ly/3zFfo9P. #DecodeHR #DecodeHRLabourNews #employmentlaws #labourlaws

DecodeHR’s APAC Employment Updates Bringing you fortnightly updates on employment law developments and insights from around the Asia-Pacific region. 💡 Singapore: New guidelines on flexible work arrangement (FWA) requests to take effect on 1 December 2024 The guidelines will allow employees to formally request FWAs and will require all employers to fairly process all requests accordingly. Arrangements include having a four-day work week, and the potential for flexi-time and flexi-place options. Read more: https://buff.ly/3w75CSi 💡 Singapore: Singapore introduces Sustainable Finance Jobs Transformation Map The Government will allocate $35 million over the next 3 years to help those in the financial services sector pick up new skills to better serve sustainable financing demands in the region. Over 50,000 professionals are expected to see new sustainable finance-related tasks added to their jobs to a moderate to high degree. Read more: https://buff.ly/3xOW2nn 💡 China: China continues to create jobs, pledges continued enhancement The government plans to enhance employment mechanisms, support key groups like college graduates, and intensify vocational training to achieve its target of creating over 12 million new urban jobs with a 5.5% unemployment rate this year. Read more: https://buff.ly/3xZPDWw For advice on labour and employment practices in the Asia-Pacific region, get in touch with us here: https://buff.ly/3zFfo9P #DecodeHR #DecodeHRLabourNews #employmentlaws #labourlaws Image: Freepik

𝗦𝗶𝗻𝗴𝗮𝗽𝗼𝗿𝗲'𝘀 𝗟𝗮𝗯𝗼𝘂𝗿 𝗠𝗮𝗿𝗸𝗲𝘁 𝗘𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻 𝗶𝗻 𝗤𝟭 𝟮𝟬𝟮𝟰 Singapore's labour market continued to expand in the first quarter of 2024, with a total employment growth of 4,700 and a focus on resident employment. 𝘚𝘦𝘤𝘵𝘰𝘳𝘴 𝘓𝘦𝘢𝘥𝘪𝘯𝘨 𝘌𝘮𝘱𝘭𝘰𝘺𝘮𝘦𝘯𝘵 𝘪𝘯 𝘚𝘪𝘯𝘨𝘢𝘱𝘰𝘳𝘦 The sectors leading the rise in resident employment included Financial & Insurance Services, Public Administration, Health & Social Services, Administrative & Support Services, and Education. Conversely, resident employment in lower-paying sectors such as Retail Trade and Food & Beverages Services continued to decline following seasonal increases in the previous quarter. 𝘜𝘯𝘦𝘮𝘱𝘭𝘰𝘺𝘮𝘦𝘯𝘵 𝘌𝘥𝘨𝘦𝘴 𝘜𝘱, 𝘙𝘦𝘵𝘳𝘦𝘯𝘤𝘩𝘮𝘦𝘯𝘵𝘴 𝘋𝘰𝘸𝘯 Unemployment rates edged up in March 2024, with the overall rate at 2.1%. The number of retrenchments dropped from 3,460 in the fourth quarter of 2023 to 3,030 in the first quarter of 2024, with more firms citing business reorganization or restructuring as the reason for retrenchment. 𝘑𝘰𝘣 𝘝𝘢𝘤𝘢𝘯𝘤𝘪𝘦𝘴 𝘙𝘪𝘴𝘦 𝘧𝘰𝘳 𝘚𝘦𝘤𝘰𝘯𝘥 𝘘𝘶𝘢𝘳𝘵𝘦𝘳 The number of job vacancies rose for the second consecutive quarter in March 2024, reaching 81,900, reflecting improved economic prospects for 2024. Job vacancies in growth sectors associated with higher productivity and pay formed nearly one-third of all job vacancies. 𝘙𝘦𝘤𝘳𝘶𝘪𝘵𝘮𝘦𝘯𝘵 𝘙𝘢𝘵𝘦 𝘋𝘪𝘱𝘴 𝘪𝘯 𝘚𝘪𝘯𝘨𝘢𝘱𝘰𝘳𝘦 The recruitment rate fell slightly from 2.3% in the fourth quarter of 2023 to 2.1% in the first quarter of 2024, indicating that employees are staying for a longer period in particular jobs. The decline in recruitment rates was mainly observed in the Construction sector and consumer-facing services such as Food & Beverage Services and Accommodation. HRSINGAPORE is the free HR Community in Singapore and organises HR Workshops and provides HR Consultancy. Visit www.hrsingapore.org #hr #Singapore