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Case study: How ROSEN Group keeps ROI high on employee engagement

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An open-concept layout, a pay-for-performance culture, and a yearly cultural journey workshop – these are some of the initiatives ROSEN Group has undertaken to engage two different generations in it’s APAC arm. Lynn Ho, AP Human Resource Manager, ROSEN Group, shares more on how this came about. 

ROSEN Group’s Asia Pacific arm consists of two generations – Generation X, and approximately 61% of Millennials spread across its offices in Malaysia, China and Australia.

To first clearly define each generation’s needs before the company could implement any initiatives, Lynn Ho, AP Human Resource Manager, ROSEN Group, says the process chain solution provider’s AP Regional HR team conducted a face-to-face survey with individual employees in 2017 to gauge an understanding of their expectations of leadership and direction; working relationship and environment; training and development; and compensation and benefits.

Based on the accumulative results, the engagement rate of Millennials was found to rank three out of five, as compared to four out of five from the management level.

In light of that, she says:

In order not to jeopardise our current company culture of transparency, feedback and trust, creating double standards to cater to two different generations, the strategies that our team has implemented are applied across multi-generations.

One such strategy is HR With U, created for all employees to experience “a whole new level of engagement”. Through this platform, employees are given the opportunity to voice their concerns, and at the same time, provides them a connection with bite-sized learning.

This encourages employee bonding in a fun and casual atmosphere, engaging them in activities such as a group Kahoot! game, awards presentations, and more.

Further, to encourage work-life balance, employees also have the option to work flexible hours, as well as work from home.

Ho also says the company has recently rolled out a career development journey for its employees to provide more sustainability in their career progression. This, in turn, will be an added advantage to the business growth.

In addition to this, ROSEN Group also has an open-concept layout, a pay-for-performance culture, a coaching culture, a yearly cultural journey workshop, and more.

In measuring ROI on these initiatives, the HR team currently measures staff engagement rates via a survey, as well as via online games, and an internal HR portal which showcases engagement analytics of employees.

According to Ho, the team has faced minimal challenges implementing these so far. In fact, it has put in place the communication method strategically and received full co-operation from the respective department managers.

She explains: “Through this, we’ve found that the method was executed seamlessly. As of now, we have not encountered many challenges as all initiatives accommodated to were implemented across multi-generations of the workforce.”

To conclude, what’s her take on managing different generations at the workplace? “In my humble opinion, all employees regardless of generation, whether Baby Boomers, Gen X, or Millennials, need to be instilled with the right company culture in order for them to have the right mindset and sense of belonging.”


This interview first appeared as part of a Talent Management feature in the Human Resources magazine Malaysia, Q3 edition. Read the magazine below! 

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