The coronavirus outbreak is a wake-up call for companies to carefully review the strategies, policies, and procedures they have in place to protect employees and operations in this and future epidemics. While more employee protection measures are being encouraged and enforced across the globe, the switch to remote work is on the fast track for many in the workplace. Will this outbreak become a catalyst for a systematic change in companies’ work structuring and benefits strategies to supplement the traditional employment structure by by a more flexible, adaptable and cost-effective model and compensation strategies? How can HR leaders prepare for this change to equip their organisations to transform smoothly?

The four dimensions of a wellbeing initiative involve physical, emotional, financial and social wellbeing. While most companies nowadays already offer traditional workplace wellness interventions such as disease management health risk assessments, there can be a lot more that modern companies can do to broaden the scope of holistic wellbeing for employees to engage them more, and better. Our speaker will share with us market-leading practices, and the journey their company has gone through and what insights it has to offer.

Elaine Lau, Chief Corporate Solutions Officer, AIA Hong Kong

Wellbeing strategies are an intrinsic part of our modern workplace culture. It is becoming even more prevalent after this pandemic crisis. With the rising employee expectations for greater care in holistic wellbeing at work, the benefits of a healthy workforce are manifold. On the other hand, HR leaders are facing business pressures in cost savings. How the employee wellbeing strategies will need to change to effectively address the health care needs of employees in cost containment settings? In uncertain times, creating a strong benefits strategy can help support employees and corporate development now and in the future.

Our panel today will discuss: 

• What are the approaches an organisation can take to control health care costs?
• How to justify the return of investment of workplace wellbeing interventions in the global downturn setting?
• The role of mental wellbeing and resilience in workplace that matters in the business continuity and recovery process.
• What should HR leaders expect to change in the new set of employers’ duties of care and protection in the near future?

Moderator:
John Lee, Executive Director of Human Resources, Regional Head of Benefits and Wellness, J.P. Morgan

Panelists:
Dr. Christian Wards, Director of Group Healthcare, AIA Hong Kong
Tommy Fung, SVP, Head of Comp & Benefits Asia, Bank of America Merrill Lynch
Leo Chan, Director, Human Resources, Microsoft Hong Kong

Companies always spent a material amount in benefits but whether such spending and offerings are well perceived by your employees? How can you reassure your benefits offerings are in line with your employee value proposition? Leveraging analytics can help addressing all these issues and managing the expectation and satisfaction of your employees evaluating your benefits package to a customized and contemporary one.

Ross Hui, Vice President and Head of Compensation and Benefits, Asia Pacific, Moody’s Corporation

(To be confirmed)

Richard Roper, Health And Benefits Leader, Mercer Hong Kong

The pandemic has raised the awareness of hundreds of thousands of employers about their Duty of Care to employees. By this time, WFH should have already been behind us in the current business recovery stage. Yet, when businesses start to operate back to normal, it is just the beginning in the game of Duty of Care. HR leaders will need to assess business operations and workplace safety in order to mitigate liability risks for the organisation. How can HR leaders think ahead in this aspect in order to welcome a whole new set of labor and employment challenges in the post-pandemic era.

Planning and negotiating executive compensation is always a sophisticated art. Compared with typical employee benefits, executives often receive additional or supplemental benefits and perquisites. What is the difference of executive compensation nowadays when compared with the past? Is the conversation about executive remuneration getting more complex nowadays? Who are the broader range of stakeholders that HR leaders need to consider in offering an executive package?

Co-speaker:
Robert Blain, Editor, Human Resources magazine
Robert Amos, Head of Executive Compensation, Jardine Matheson

Communicating with empathy and authority to your employees is especially critical in the wake of a global crisis like the one we’re experiencing right now. In this current recessionary setting, some companies need to implement cost-containment measures for business continuity, while some are working tirelessly for business recovery. The market is flooded with both positive and negative information at an unprecedented rate. How can HR leaders make sure there is good communication here between the employers and employees to not only bring comfort and confidence, but also educated preparedness to equip your employees for any future disruptions?

Moderator:
Candy Tang, Head of Human Resources, Asia, Schonfeld

Panelists:
Jenny Pong, Human Resources Director, Gammon Construction
Stella Chiu, Internal Communication Head, Asia Pacific, Rockwell Automation
Philip Lee, Human Resources Director, Asia Pacific, The Clorox Company
Joanna Lee, Seasoned Human Resources Professional

In today’s digital economy, transforming your workforce to adapt to the needs to Industry 4.0 becomes critical as organisations deal with the onslaught of technological disruptions. Organisations that are successful in digital transformation are the ones who are able to transform their culture and help their employees align to the organisation’s realigned values and purposes throughout the transformation journey. Culture is a vital component in the facilitation of organisational transformation.

Alignment of strategic rewards and benefits to the new culture that is needed for Industry 4.0 is an important ingredient to success. When we calibrate our benefits strategy to look at the workplace culture, workplace benefits and other incentives that can motivate and incentive new age workers, we have a good chance of success

In this talk, Dr Jaclyn Lee, Book Author of “Accelerating Organisation Culture Change” will share on three to four key ingredients of success needed to transform culture in Industry 4.0. She will share her research work on how companies like Google and Netflix as well as SUTD have been able to champion innovation and breakthroughs in their workplace as a result of good calibration of benefits strategy with organisational culture.

Dr. Jaclyn Lee (Singapore)
Chief Human Resources Officer, Singapore University of Technology and Design
Book Author, Accelerating Organisation Culture Change

The unprecedented disruption by COVID-19 is accelerating the urgency for agility, adaptability and transformation of all organisations to enable to more sustainable future. Yet as the nature of our economies and expectation of companies have changed, in many cases, the job system available in most of the companies cannot keep pace to what the organisation truly needs. In parallel to managing the urgencies of the crisis, it is also imperative for HR leaders to lead a systematic shift to a new job system and also improving the quality of jobs to align both the needs of organisations and societies of the future.

- What could enterprises do more to adapt to these changes while at the same time protect workers with humanity?
- What is the possible job system restructuring in the market HR leaders should take it seriously?
- How re-skilling could create a new value connecting the current workforce to the future needs of organisation?

Moderator:
Ivan Yong, Angel Investor &. Future of work advocate, Nanyang Angelz
Book Author, Department of Startup

Panelists:
Godfrey Mitchell, General Manager Human Resources, Fleet Management
Lipi Srivastava, Global VP of HR, Lynk
 

Futurist Benjamin J Butler will map out the tumultuous 2020s and how organisations can build resilience to take advantage of the opportunities ahead. The world is facing unprecedented change, driven by tectonic shifts in the global economy, geopolitics, culture and the technology of the Fourth Industrial Revolution. AI will profoundly influence the businesses of the future, as much as the introduction of electricity. But that is not all; wave upon wave of change is upon us. Benjamin has studied and forecast change for the last 20 years. He will suggest ways to capitalise on these tectonic shifts including new forms of mindset and learning, new skills and also experimental forms of organisational structure that will re-shape the compensation and benefit strategies of organisations of the future.

Benjamin Butler
Futurist, Strategist, Philosopher

Member of Global Future Council on Quantum Computing, World Economic Forum
Futurist, UN’s Resilience Frontiers initiative
Futurist Board, Lifeboat Foundation
Member of the faculty of Futur/io, The European Institute of Exponential Technologies & Desirable Futures
Futurist In Residence, Bridge Partnership