HR in 2023: Strive for balance between personalisation of benefits and costs, advises Reckitt's HK & TW HR Head Tras Wong

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Flexibility and wellbeing are two keywords HR leaders should keep in mind when devising talent strategies, shares Tras Wong, Head of HR, Hong Kong & Taiwan, Reckitt.

In the second episode of the HR in 2023 series, Tras Wong, Head of HR, Hong Kong & Taiwan, Reckitt, sheds light on the trends and challenges we can expect across seven key HR areas in the new year.

Flexibility and wellbeing, as Wong highlights, are two keywords all HR leaders should keep in mind when devising talent strategies. While catering to the individual needs and expectations of employees is crucial, people also want to be part of something bigger. This is why ESG, CSR, and sustainability have been ranking higher in many companies' agenda in recent years.

Here, let's learn from the experience of Reckitt's HR leader.

Compensation and benefits (C&B)

When it comes to people’s ideal working approach, there are individual differences, as well as varying trends, but the desire for flexibility is consistent. At Reckitt, we launched different initiatives to put employee wellbeing the top priority.

People are more aware of personal wellbeing nowadays - they are looking for compensation and benefits that are flexible and personalised. However, this demands a higher people cost for the customisation, wherein companies should strive for good balance.

Recruitment and staffing

With the local workforce shrinking by 140,000 over the past two years, talent acquisition has become more challenging. Moreover, young talents are more interested in being slashers than sticking to one permanent position. Thus, companies need to respond quickly with agile workforce planning.

Since the pandemic hit, we have been putting the safety of our people first by adapting flexible approaches to our working model to empower work-life integration. We recognise the importance of people also being able to reconnect with family and friends or recharging their batteries, while maximising the benefit from travel time.

Reckitt enhanced the hybrid working arrangement to allow more flexibility at work through the working-from-anywhere policy which enables colleagues to work from different locations globally, wherever it is legally permitted and adhering to the company’s guidelines.

Learning and development (L&D)

We implement the 50:40:10 model for learning and development globally to enhance employees’ competency. The comprehensive training programme allows colleagues to broaden their exposure and improve their learning curve through job rotations and coaching.

A global e-learning portal, including learning hubs for personal, leadership and functional development, is also available for colleagues to sharpen their skill set and develop a competitive edge.

Mobility

Hong Kong talents are looking for more international mobility. At the same time, Hong Kong has become less favourable for expatriates by remaining the world’s most expensive city for expatriates to live in for three consecutive years.

Our employees have the freedom to succeed in owning the career development conversation. Working in a multinational company provides the opportunity to work with colleagues from other markets and gain exposure at the global level. We also have an internal job board where employees can easily assess overseas opportunities.

Diversity, equity, and inclusion (DE&I)

DE&I conversations in Hong Kong are employer-driven and education-based. In line with our ‘Compass’ approach of putting people first, we are looking to adopt a more employee-driven approach at Reckitt.

Recently, we launched the ‘Greater China Inclusion Board’ to start an inclusive platform where everyone can participate and realise their full potential. The board promotes diversity and inclusion through various activities based on the uniqueness of the local market, giving colleagues a sense of belonging. With this, we hope each person can truly become themselves, realise their value, and bring more innovation and vitality to Reckitt.

Environmental, social and governance (ESG), corporate social responsibility (CSR), and sustainability

Sustainability is central to Reckitt’s purpose and runs through everything we do in pursuit of a cleaner and healthier world. We have a global employee-driven initiative, ‘Give Time’ programme, allowing employees to volunteer two days a year.

On a local level, we continue to work closely with our NGO partners to support the community through Dettol product donations, hygiene education, and volunteering throughout the year. Hygiene is the foundation of public health, and access to the highest quality hygiene, wellness and nourishment is a right, not a privilege.

Employee wellbeing

It is essential to prioritise the wellbeing of our colleagues as they are an invaluable asset to the company. Employee wellbeing should be dynamic and all-rounded. It is not just about better work-life balance but better life across different components—physical, mental, financial, nutrition, etc.

Wellbeing is at the core of Reckitt. Our approach is centred in a model where all content, tools and resources are aligned within seven components that cover both physical and mental health. We have launched a six-month ‘WellBeingWell’ programme for Hong Kong and Taiwan markets to enable healthier, happier people and places across the company. It is not just about a better work-life balance, but a better life.

This article first appeared in the Q4 edition of Human Resources Online's Hong Kong e-magazine. View the e-magazine here, where you'll find power-packed features and interviews with leaders from Hong Kong, Singapore, Australia, the UK, India, and more!

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