Maximizing Human Capital in Asia: From the Inside Out

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9780470824795: Maximizing Human Capital in Asia: From the Inside Out
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Organizations do not fully appreciate the link between people andbusiness. They are too driven by short-term financial pressures,resulting in the failure to acknowledge the relationship betweenleadership, people management processes and business growth. Lastbut not least, employees’ true needs are also notsatisfied.
What is the solution?

As "growth" is the objective of all parties, HR must build anemployee value proposition that would achieve this. This valueproposition has to premise itself on satisfying employees’needs that will result in highly engaged employees, who in turnwill deliver high-quality products and services, bringing abouthappy customers. This interactive process will maximize the humancapital and business growth through a strong employer and productbrand.

In particular, to be successful in Asia, it is important tosynergize East with West in all decision making. Three approachesare recommended: Global for Local, Local for Local and Local forGlobal.

The first is having a mindset of a global framework allowing forlocal customization when necessary. The second is encouraging localfor local initiatives to capitalize on local advantages. The thirdis sharing best experiences and strengths for global benefit. Inthe case of talent management, organizations should stronglyencourage diversity and inclusion, to take advantage of thestrengths of the talents that come from differentcultures–to maximize the company's human capital, from theinside out. This is a unique opportunity and should not bemissed.

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About the Author:

Every business is a people business
Throughout her career, Elizabeth Martin-Chua hasadvocated building an employee value proposition that comprises ofgood leadership, a clear corporate culture and four pillars: talentacquisition, people and talent development, performance managementand reward management, complete with performance indicators toensure results.
Elizabeth joined Philips Electronics Singapore in 1971, and workedthrough the ranks of human resources (HR) management. In 1993, inaddition to her Singapore role, she assumed the global humanresource management responsibilities of the company’s audiobusiness. She was also the founder of Philips Asian Talent Pool andits 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 subsequentyear, she also took on the HR coordination role for Asia.
In the field of human resources, Elizabeth's primary interest is tohelp an organization "grow talent" and reduce human capital wastageby utilizing its human capital as a competitive advantage. In thisrespect, she firmly believes that businesses grow when people growand advocates people development, talent manage¬ment,leadership competencies, employee engagement and successionplanning.
Elizabeth was named best HR director in Singapore in 2005 and wonthe Robert Walters Award. In 2006, Philips Electronics Singaporewas named the Best HR Team and Elizabeth was presented theConvergys Award for Outstanding Contributions to HR in 2007. Theseaccolades were organized by HRM Singapore. Elizabeth was conferreda PhD in Management from the University of Southern Australia in2002.

Review:

Sound insights and a compelling plea—building on her ampleexperience as HR leader, Elizabeth Martin-Chua successfullyconnects the value of focusing on people’s growth with thedynamics of today’s business reality.
--Hayko Kroese
Corporate Head of HR, Royal Philips Electronics, Amsterdam

For American businessmen going to work in Asia, this is a bookthat is a “must-read”. The author puts all of herexperience in Asia with multinational companies at the disposal ofher readers.
--Paul Zeven
President, Paul Zeven Executive Coaching, Paris

Maximizing Human Capital in Asia explains very clearlywhat works for HR in Asia. Even though I lived and worked in Asiafor 15 years, there are valuable new insights that I have gained. Amust for everyone either doing, or wanting to do, business inAsia.
--Erik Geilenkirchen
Chief Human Resources Officer, Cofra Holding AG, Zurich

Valuable insights from a practitioner with decades of hands-onexperience in heading HR in ASEAN and China —useful readingfor all managers who are new in Asia.
--Vineet Kaul
Chief People Officer, Hindalco Industries Limited,Mumbai

Maximizing Human Capital in Asia gives a comprehensiveview of HR practices in Asia. It provides a good insightfulanalysis and valuable recommendations for the managers who operatebusiness in Asia.
--Patrick Kung
Chairman and CEO, Philips Electronics China, Shanghai

I agree with the author that a clear value system is importantfor an organization, her experience makes interesting reading. Thisbook gives a good insight into HR in Asia.
--Leong Yue Wing
CEO, TCL Multimedia Technology Holdings Limited,Shenzhen

Finding the right approach to Human Resources Management in adiverse region as Asia is challenging. This book is written by avery experienced and seasoned HR executive with a long track recordin Asia. It gives you instant insights. A must for anyone new to HRin Asia.
--Thomas Stassen
Chief Officer Human Resources Asia, Prudential Corporation Asia,Hong Kong

This is a must-read and gives great insight into current HRpractices in Asia.
--Fabian Wong
Senior Vice-President, Philips Consumer Lifestyle,Shanghai

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Book Description John Wiley and Sons Ltd, United Kingdom, 2009. Paperback. Condition: New. Language: English. Brand new Book. 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. Seller Inventory # AAH9780470824795

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