Organizations do not fully appreciate the link between people and
business. They are too driven by short-term financial pressures,
resulting in the failure to acknowledge the relationship between
leadership, people management processes and business growth. Last
but not least, employees? true needs are also not
satisfied.
What is the solution?
As "growth" is the objective of all parties, HR must build an
employee value proposition that would achieve this. This value
proposition has to premise itself on satisfying employees?
needs that will result in highly engaged employees, who in turn
will deliver high-quality products and services, bringing about
happy customers. This interactive process will maximize the human
capital and business growth through a strong employer and product
brand.
In particular, to be successful in Asia, it is important to
synergize East with West in all decision making. Three approaches
are recommended: Global for Local, Local for Local and Local for
Global.
The first is having a mindset of a global framework allowing for
local customization when necessary. The second is encouraging local
for local initiatives to capitalize on local advantages. The third
is sharing best experiences and strengths for global benefit. In
the case of talent management, organizations should strongly
encourage diversity and inclusion, to take advantage of the
strengths of the talents that come from different
cultures?to maximize the company's human capital, from the
inside out. This is a unique opportunity and should not be
missed.
Author Biography
Every business is a people business
Throughout her career, Elizabeth Martin-Chua has
advocated building an employee value proposition that comprises of
good leadership, a clear corporate culture and four pillars: talent
acquisition, people and talent development, performance management
and reward management, complete with performance indicators to
ensure results.
Elizabeth joined Philips Electronics Singapore in 1971, and worked
through the ranks of human resources (HR) management. In 1993, in
addition to her Singapore role, she assumed the global human
resource management responsibilities of the company?s audio
business. She was also the founder of Philips Asian Talent Pool and
its Diversity and Inclusion Champion for Asia.
In 2006, Elizabeth relocated to Shanghai and was appointed Philips'
Senior Vice President (HR) for Greater China. In the subsequent
year, she also took on the HR coordination role for Asia.
In the field of human resources, Elizabeth's primary interest is to
help an organization "grow talent" and reduce human capital wastage
by utilizing its human capital as a competitive advantage. In this
respect, she firmly believes that businesses grow when people grow
and advocates people development, talent management,
leadership competencies, employee engagement and succession
planning.
Elizabeth was named best HR director in Singapore in 2005 and won
the Robert Walters Award. In 2006, Philips Electronics Singapore
was named the Best HR Team and Elizabeth was presented the
Convergys Award for Outstanding Contributions to HR in 2007. These
accolades were organized by HRM Singapore. Elizabeth was conferred
a PhD in Management from the University of Southern Australia in
2002.