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A diverse range of learning and development programmes and engagement initiatives, as well as open and healthy communication, are how the statutory body nurtures and engages its talents.
This article is brought to you by Urban Renewal Authority
Committed to creating a better, more vibrant urban living environment in Hong Kong, the first step towards this taken by the Urban Renewal Authority (URA) is to foster a workplace where talent can thrive.
Established in May 2001, the statutory body focuses on addressing the problem of urban decay and improving the living conditions of residents in old districts by undertaking, encouraging, promoting and facilitating urban renewal of Hong Kong.
Steadfast in its belief that nurturing and engaging its workforce directly contributes to its value to stakeholders and enhances its overall business performance, URA offers a diverse range of learning and development programmes to upskill and reskill its employees, complemented by various engagement initiatives to emphasise their overall wellbeing.
To grow its people, the organisation has adopted a holistic and structured direction, which includes revamped people development programmes such as the ‘High Calibre Programme’, as well as structured and personalised development plans recognised by the management.
Beyond regular training programmes, URA has also launched strategic and themed initiatives. The holistic training programme for its 'Starter Homes Project – eResidence Tower 3' is one example.
The comprehensive training programme covers vital areas such as compliance, case management systems, customer service, resilience, and team building, aimed to support the organisation’s new responsibilities for the project, including application management and vetting, within a limited timeframe.
To maximise the impact, a human-centric approach has been employed to drive the implementation of the project. Advanced technologies like AI have been leveraged to enhance training and development processes. Collaboration and communication have been fostered through team-building activities. Engagement surveys were also conducted to monitor development and engagement progress, leading to follow-up actions to further support its staff.
Such a holistic approach has successfully ensured effective project management, and connected employees and service recipients, eventually benefiting the staff, URA, and the community at large.
Another prominent example of URA’s employee-growth efforts is the 'Elderly-Friendly Environment Series'. The training programme was developed to enhance employees' knowledge and skills to design, implement and maintain an elderly-friendly environment.
Through experiential learning, hybrid seminars, visits, as well as workshops on building planning, communication skills with the elderly, and elderly home repair, employees have been inspired and encouraged to drive behavioural change in their roles and communities, and instilled a sense of responsibility and empowerment, which motivated them to apply the newfound knowledge and skills for positive changes.
URA reckons that HR plays a critical role as a career facilitator to employees. By providing diverse learning and development opportunities, tailoring approaches to a multi-generational workforce, and offering personalised development plans, individual performance is connected and aligned with organisational goals, fostering career growth and satisfaction among employees.
Meanwhile, URA recognises employees' increasing emphasis on workplace flexibility, wellbeing, purposeful and stable work, meaningful peer relationships, and technological adeptness. As such, messages promoting a caring and happy workplace have been disseminated formally and informally through physical and mental wellness initiatives, such as ‘Work Life Balance Fun Day’ and ‘Happy Friday Gathering for Birthday Stars’.
After all, feeling heard is crucial for a positive employee experience. Emphasising that HR should act as the organisation's ear, URA has been attentively listening to employees' needs and voices, while maintaining effective communication around the organisation's direction, strategy, and expectations at the right moment for clarity.
Open channels are therefore in place at URA for healthy communication, bringing employees' voices to the forefront through initiatives like the workplace strategy study, engagement survey, and staff suggestion scheme. Expected mindsets and skillsets are also conveyed through learning and training initiatives to facilitate employee growth.
"Our HR's mission is to attract, develop, and engage sustainable talent and workforce to realise URA's vision of making Hong Kong a better home in a world-class city,” emphasises Patricia Yeung, Director, Human Resources, Urban Renewal Authority (pictured below).
"Through fostering our employees' growth and wellbeing, we empower our people to lead urban renewal with empathy and purpose. At URA, employee growth and engagement are not just internal goals – they are catalysts for positive community transformation. By investing in our people's capabilities and commitment, we strengthen our ability to revitalise neighborhoods and enhance the quality of life in Hong Kong."
Photos / Urban Renewal Authority
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