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"Take the time to actively listen —through surveys, focus groups, or one-on-one conversations — to learn what matters most to them. This insight will be invaluable in crafting a strategy that’s meaningful and motivating," Victoria Ang, Head of People Function, says.
The one-size-fits-all era in HR is over. Today, HR must tailor solutions to a diverse workforce. Recognising this, Heineken Malaysia has moved beyond generic rewards. By understanding individual employee needs and preferences, the team has crafted tailored rewards strategies that resonate deeply.
This focus on personalisation has fostered greater engagement and a stronger company culture, driving Heineken Malaysia to victory and earning the organisation the gold awards for both 'Excellence in Retention Strategy' and 'Excellence in Total Rewards Strategy' at the 2024 HR Excellence Awards in Malaysia.
Victoria Ang, Head of People Function at Heineken Malaysia, sits down with HRO to discuss the successful transition to a more personalised rewards strategy and the numerous benefits and positive outcomes that have followed.
Q What was the motivation that sparked your passion & business case for pursuing your outstanding people strategy?
At HEINEKEN Malaysia, our people strategy was motivated by the recognition that employees are our greatest asset. To drive long-term success, we knew we had to go beyond attracting talent and focus on retaining it through a culture of support, recognition, and growth. This inspired us to develop a holistic retention strategy that aligns with our goals and fosters both individual and organisational growth.
A key part of this strategy is our robust rewards programme, which goes beyond competitive pay to offer both financial and non-financial recognition. Through performance-based bonuses and personalised recognition programmes, we ensure employees feel valued and motivated. By linking rewards directly to achievements, we have cultivated a culture that keeps high performers engaged and appreciated.
Since implementing these strategies, we have seen strong engagement, high retention, and greater alignment with our objectives. We are committed to adapting our approach to meet evolving employee needs and retain talent.
Q Looking back, can you share a challenge that you overcame in your journey of HR excellence? How did you triumph?
A major challenge in our HR journey was developing a retention and rewards strategy that resonated with our diverse workforce. While competitive, our initial rewards programme did not fully engage our talent, revealing that a one-size-fits-all approach wasn’t meeting everyone’s needs.
To address this, we conducted employee feedback sessions to understand what truly mattered. We discovered that our people valued personalised recognition, career growth opportunities, and flexibility as much as, if not more than, financial incentives. Armed with this insight, we revamped our rewards strategy to be more adaptable and inclusive, aligning it with employees’ values and career aspirations.
The impact was substantial: we saw a marked increase in employee engagement and a notable reduction in turnover.
This experience reinforced the importance of listening to our employees and adapting strategies to their evolving needs — a lesson that has become a cornerstone of our people-first approach.
Q Beyond the recognition, what impact do you hope your feature in the HR Excellence Awards would have on the HR community and manpower landscape?
Winning Gold in two HR Excellence Awards, for Retention Strategy and Total Rewards Strategy is an honour, but beyond the recognition, we hope our feature in the HR Excellence Awards will inspire the HR community to place people at the heart of their strategies. We aim to demonstrate that investing in retention and rewards isn’t just about reducing turnover — it’s a powerful driver of engagement, productivity, and sustainable growth.
Our hope is to spark wider conversations about flexible, people-centred HR practices that address the evolving needs of today’s workforce. As talent expectations change, we believe that sharing our journey will encourage other organisations to adopt strategies that align employee wellbeing with business success. Ultimately, we aspire to help shape a more progressive manpower landscape, where companies prioritise meaningful retention and development programmes, fostering workplace cultures that attract, motivate, and retain talent for the long term.
Q Could you share some advice you would give to others aspiring to follow in your footsteps?
For anyone aspiring to build excellence in retention and total rewards, my first piece of advice is to start by truly understanding your people. Take the time to actively listen —through surveys, focus groups, or one-on-one conversations — to learn what matters most to them. This insight will be invaluable in crafting a strategy that’s meaningful and motivating.
Second, build flexibility into your rewards programme. One-size-fits-all rarely meets the diverse needs of a modern workforce, so consider offering options that allow employees to tailor rewards to their preferences, whether through financial bonuses, career development opportunities, or lifestyle benefits.
Lastly, continuously evaluate and refine your strategy. Employee needs evolve, and so should your approach. Regularly assess what’s working, gather feedback, and be willing to adapt. A people-centred, adaptable approach is key to building a rewards and retention strategy that truly drives engagement and loyalty over the long term.
Q Let's talk inspiration! Who has been a driving force behind your success?
The true driving force behind my success has been our exceptional People Function team. Their dedication, creativity, and passion for supporting our people have continually inspired me and driven our achievements in retention and rewards strategy. Each team member brings unique insights and expertise, and together, we have built a collaborative environment where ideas flourish and challenges are met with innovative solutions.
From brainstorming ways to personalise rewards to finding new methods for gathering employee feedback, the People Function team’s commitment to excellence has been invaluable. They are not only advocates for our employees but also champions of continuous improvement, always looking for ways to better serve our workforce. Their teamwork and dedication remind me daily of the importance of collaboration in building a people-first culture. Our accomplishments are a true testament to their hard work, and I am incredibly grateful for their partnership on this journey.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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