Registration and Refreshments
Welcome Address

AditiSharmaAditi Sharma Kalra
Regional Editor
Human Resources Online

Opening Keynote: Future of Work – Humanized Automation

Digitalization has been a significant catalyst as to how we define the “modern workplace” but that is just the beginning. HR is no longer what HR is in the past nor what it is now. HR has to strip of all its old habits and shackles and take a seat at the round table and help move their company targets their goals and objectives with new culture, talents, and way of management and planning.

Opening Keynote Speaker 

Akina HoAkina Ho
Board Member of Hong Kong Proptech Association, Head of Digital Transformation & Innovation
The Great Eagle Company


HR Drivers Panel: Where Has All the Talent Gone – The Talent Pool Dilemma

“It’s a numbers’ game!” is what we’re all told but finding the right talent has always been the HR practitioner’s dilemma and even more at the time of crises. And with today’s mandate of health and awareness, advancement in social networking, technology, and connectivity, the ability to fill in headcounts has never been more challenging and demanding. And so, for this discussion here are some of the questions we would like address:

  • What are the issues we face in acquiring talent in today’s predicament and what can we do to improve it otherwise?
  • How should employers plan and strategize hiring initiatives given the mandates to control the crises (i.e. work from home initiatives, unpaid leaves, hiring freelancers, ad-hoc staff, etc.)


Thomas ChowThomas Chow
Head of Partners & Alliance
Globalization Partners
Ricky CheungRicky Cheung
Corporate Director, Talent and Culture
Rosewood Hotel Group

Giorgio BenassiGiorgio Benassi
Global Head of Talent Acquisition

Portia TangPortia Tang
Director, Head of Professional Resources Solutions & Client Services

Morning Coffee and Networking
Mercer’s Insights on HR Digital Trends to Watch Out in 2021


Richard RoperRichard Roper
Health and Benefits Leader
Mercer Hong Kong
The Rise of Data Analytics – Using Data to Map-Out Metrics of Performance

Data analytics is the fulcrum of today’s decision making. Whether it is looking at a group age of customers for production, a comparison between action points in marketing, or even in predicting sales forecast in the month/years to come. Data analytics has now become a viable tool in understanding employee performance in optimizing company growth. So how does data analytics determine these employee data points and interpret it from a business perspective? What are the examples of data driven initiatives? Who interprets the data and how do employees react to such data? How does a company benefit from the data?


Kaine WilliamsKaine Williams
Head of People & Culture
Woolworths Group Asia

Talent Retention Impressions – How AI helps employees’ career development

According to a survey by Linkedin on why people their jobs, the biggest reason (45%) is lack of career advancement opportunities.

At Schneider Electric, we have recently embarked on an exciting and transformative experiment to create an internal talent marketplace: Open Talent Market.

It is an AI enabled disruptive platform acting as a one-stop-shop for career development. It allows employees to own their career, develop their full potentials, acquire diverse skills, and for the company to reduce attrition and turnover.

A few points to consider on these matters –

  • What are the challenges in keeping talent? What do companies of today do to retain their talent?
  • How do we keep your talent engaged and satisfied with their career development?
  • How do you support employees’ continuous learning and upskilling/reskilling?


Yeonjoo LeeYeonjoo Lee
Global HRBP, Global Supply Chain
Schneider Electric
Case Study: Cultivating Strong Brand & Culture – Carlyle & Co’s Secret to a Successful Workforce Retention Strategy


Wesley LingWesley Ling
Director of Talent & Culture
Carlyle & Co. 
Networking Lunch


Case Study: Creating a Purpose-Driven Learning & Development Plan

The global workforce of today has drastically evolved from the never-ending challenges it faces on a daily basis – competitive talent landscape, digital revolution, pay/skill differences, age gaps; all of which are pressing issues that “talent” will always be a company’s most valuable asset. The need for learning and development is paramount in retaining and nurturing talent.

  • So how do L&D advocates demonstrate and execute initiatives that are valued as an investment?
  • What are the returns and gains of having to invest in such activities?
  • And how do we keep these initiatives sustainable?


Rhona RabbaniRhona Tasmia Rabbani
Managing Director, Talent & Learning, APAC
FedEx Express

HR Drivers Panel: Future Sight – L&D Trends of the New Decade

Work has entered a paradigm shift and L&D practitioners are playing catch-up with the new needs of every reworked process involving their employees. And with technology as another catalyst, the L&D landscape has entered a new era of maximizing and executing its schemes.

And so, here’s our take on what L&D practitioners should look out for –

  • Continuous learning as a Plan B
  • Mobile experiences (real-time feedback, adaptive learning, microlearning)
  • Personalized, tailor-made learning
  • Soft and hard skills training, data analysis
  • Millennial engagements


Eric GohEric Goh
Head of Human Resources
Evolution Wellness
Don ChanDon Chan
Group Training and Development Manager
Cafe de Coral Holdings Ltd
Sanghita BhaktaSanghita Bhakta
Group Head of Digital Learning 
Jardine Matheson

Wendy YipWendy Yip
Learning & Development Lead, APAC
Jones Lang La Salle

Using Employer Branding & Culture as an Influence on Attracting & Retaining Talent

Attracting and keeping talent is not just a manpower issue; it’s a reflection of a company and a direct co-relation of how it performs, grows, and develops in the market. Having to put in money to keep talent is more of a band-aid than the cure! Talents of today are “experiential” by nature which goes beyond monetary compensation, especially in this timeline. And it’s about gaining intangible benefits and experience from the skills and services they receive and at the same time offer in the business. And so, as HR practitioners, we’d like to know –

  • How can companies be “the best” place to work for? What can companies do to be “the best” place to work for?
  • What are the things and factors do talents consider in staying with a company?
  • How do companies provide the right incentive or motivation to have talents to stay?


Angie SungAngie Sung
Head of Human Resources, Hong Kong & Macau
Afternoon Recharge and Networking
Closing Keynote: Motivational Learning & Training – An Employee’s Journey through L&D

Having the right motivation leads to positive experiences in our lives; whether it is personal or professional by nature, it simply enables us to be better individuals. L&D practitioners have applied the same principle to empower their employees and management – after all, it is a win-win scenario for both.

  • What are examples of scalable motivational L&D initiatives that we can apply at our workplace?
  • What are the foreseeable challenges in doing such and how do we resolve these issues?

Closing Keynote Speaker 

Handi KurniawanHandi Kurniawan
Group Head of Leadership & Academies Learning – GHR
Jardine Matheson
Closing Remarks
End of Day One

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