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"We cannot over emphasise the importance of embracing digital tools as part of the HR strategy. By leveraging technologies such as AI for talent matching or using machine learning to better understand employee engagement trends, we can offer tailored development pathways and support systems for our employees," Roy Chew, Director of Talent Management, says.
GlobalFoundries’ (GF) employee value proposition (EVP) is aligned with its overall business objectives, people strategy and employee growth. Digital transformation is a key driver to delivering the EVP.
Alongside its dedication to the digital transformation journey, at the recent HR Excellence Awards 2024 in Singapore, GF's HR team was recognised for its outstanding achievements in various categories. The team secured multiple awards, including:
Gold:
- Excellence in Digital Transformation
- Excellence in Learning & Development
Silver:
- Excellence in HR Innovation
Bronze:
- Excellence in HR Communication Strategy
In this interview, Roy Chew, Director of Talent Management, GF discusses the organisation’s priority to enrich employee’s growth opportunities and overall wellbeing, and how the role of HR is evolving to shape the future of semiconductor industry.
Q What was the motivation that sparked your passion & business case for pursuing your outstanding people strategy?
GF’s EVP is to 'Shape what’s essential'. This philosophy extends beyond the technological innovations we empower through semiconductors. It is also about shaping a culture which employees thrive in.
Creating an inclusive, high-performing workplace with continuous learning and employee wellbeing drives our people strategy. Our people-centric approach to ensure that our workforce is supported, recognised, and equipped to succeed is behind our productivity levels and innovation course in the semiconductor industry.
Through digital transformation, our employees gain access to advanced tools, learning platforms, and resources that enhance their performance and growth.
Our employees successfully adopted digital platforms for process automation and collaborations, significantly streamlining day-to-day operations. We are also investing in upskilling our employees in artificial intelligence, machine learning, and process automation, equipping them with the skills they need to stay ahead.
We value the growth of our employees which brings about organisational agility. Digital transformation will continue to play a crucial role in streamlining our processes, improving employee experience, and maintaining our agility in the competitive semiconductor industry.
Q Looking back, can you share a challenge that you overcame in your journey of HR excellence? How did you triumph?
One of the major challenges we faced was creating a unified and consistent employee experience across our global footprint. We were tasked to foster an inclusive culture while meeting the unique needs of each region and department and that required coordination and flexibility. We overcame this challenge by leveraging HR data analytics and listening to our people through feedback mechanisms like the ONEGF survey and regular check-ins.
The digital tools helped us tailored our programmes and strategies effectively, ensuring they meet the evolving needs of our diverse workforce. Through collaboration with leadership and HR Business Partners, we adapted and refined our approach, ensuring the highest standards in every location.
We also focused on organisational development by streamlining core HR processes, such as automating employee onboarding and initiated absence processes. This made it easier for managers and HR to respond more quickly and efficiently. Additionally, by tagging specific skills to employees’ learning and development plans, we were able to offer more personalised and relevant training opportunities, a key part of enhancing our talent development efforts.
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?
We hope that by sharing our approach to creating a people-first culture can inspire or be best practices that are beneficial to other HR professionals. At GF, HR strategy is a key driver of business success, especially in sectors like ours where talent retention and innovation are paramount. ,We cannot over emphasise the importance of embracing digital tools as part of the HR strategy. By leveraging technologies such as artificial intelligence for talent matching or using machine learning to better understand employee engagement trends, we can offer tailored development pathways and support systems for our employees. Our digital tools are not just for improving efficiency but can also significantly enhance employee experience through more targeted learning and wellbeing programmes.
By streamlining some HR processes through automation, we have become more efficient, allowing us to focus more on strategic initiatives to develop employee skills for the future.
Q Could you share some advice you would give to others aspiring to follow in your footsteps?
My advice is to always listen to your employees. Regular feedback and open communication should be central to any HR strategy. Don't hesitate to crowd-source ideas from your teams and adapt quickly to the needs of your people. HR is not just a department, it’s a partner to the business. Success comes when HR collaborates closely with leaders, managers, and employees alike.
Never lose sight of building an inclusive culture in which every individual feels respected and valued. Invest in continuous learning and development for both your employees and your leaders.
Q Let's talk inspiration! Who has been a driving force behind your success?
The driving force behind our success has been undoubtedly our people, our talent. We celebrate employee success. Afterall, engaged and motivated employees are more productive, innovative, and loyal, leading to improved business outcomes. The unwavering commitment and support of our leaders for employee success too has been instrumental in our course in HR excellence.
For example, our leadership actively promoted the integration of AI and automation in HR processes, which has streamlined everything from onboarding to performance reviews. This has not only improved efficiency but also allowed for a more personalised and responsive approach to employee development.
Additionally, the feedback from our employees, made possible through digital feedback channels, has also been incredibly inspiring. This synergy between leadership, digital transformation, and workforce development has been instrumental in driving our HR initiatives forward. Knowing that we are making a tangible impact on employee experience and wellbeing motivates us to continually push boundaries and strive for excellence.
As we continue to transform GF’s workforce to meet the evolving demands of the business environment, GF will embrace digital transformation to stay competitive, streamline operations, and develop a tech-savvy workforce.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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