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Jinny Chong, executive vice president of group people and organization, shares how Silverlake Axis turned its unique challenges into key objectives.
In this ever-changing business environment, silver lake axis Understand that standing still is not an option. Instead, the key is that taking small steps to change is better than standing still. As such, the organization’s mission is to continually move forward by building momentum and exploring alternatives in areas such as talent acquisition and improved talent management.
“By doing this, we not only keep up with the changing needs of the industry, but also strive to create a growth-oriented work culture,” commented Jinny Chong, Executive Vice President, Group People and Organization.
At the Malaysian HR Excellence Awards (2023), Silverlake Axis emerged as the winner in the following categories:
- Gold Award for Best Human Resources Team (Multinational Company)
- Excellence in Recovery and Rebound Strategies Silver Medal
- Bronze Award for Excellence in Crisis Management Planning
Read how Chong shares how Silverlake Axis successfully turned its unique challenges into major goals.
Q: Congratulations on winning Best Performance in the HR Excellence Awards! How did your HR and people strategy contribute to your success this year?
Aggressively implementing our talent strategy—Project Starlight—plays an important role in our commitment to enhancing the employee experience and creating a workspace where employees can thrive.
We believe in data-driven decision-making, so through insights from past annual employee engagement surveys, we have identified key areas to enhance the employee experience, such as promoting employee career growth and personal development. That’s why we’re committed to implementing programs that support our employees at every stage of their career. That’s why we launched One Silverlake Academy, a powerful learning framework that covers a wide range of learning programs such as postgraduate courses for new hires, upskilling and reskilling programs and leadership development for fresh graduates. Collectively, these enable us to create a better professional experience for employees from the moment they join our organization.
When we watch our employees grow throughout their careers at Silverlake Axis, we see the success reflected in their journeys to better themselves.
Q: Looking back on your achievements, what aspects of your HR initiatives are you most proud of? Why?
We are most proud of our One Silverlake Academy, a major milestone in our collective efforts. Although our team is still relatively young, we have put in a lot of effort to gain the support of stakeholders and people from the planning stage to implementation. Therefore, a lot of energy and time have been invested in building momentum for Silver Lake College No. 1.
This initiative holds a special place in our hearts because of its transformative impact – it enables our people to acquire new skills, develop their talents and realize their full potential. We are particularly proud that One Silverlake Academy has played a vital role in transforming our learning culture and has made leaps and bounds compared to the past.
Looking ahead, we are excited to see how our program develops. We will continue to refine our programs, adapt them to people’s needs, and ensure that the College remains at the forefront of our human resources efforts.
Q: What major obstacles have you faced in your HR journey? How did you overcome these obstacles to achieve excellence?
In our early days as an HR team, we were faced with a unique challenge, and we made it our main goal – to find the right talent for our organization and keep our employees happy.
Keeping our human resources initiatives on track requires careful consideration and planning. Before we put our talent strategy into action, we gather feedback by listening to our employees, conduct research on industry best practices, and ensure our strategy aligns with employee and organizational goals.
In this ever-changing business environment, standing still is not an option. We believe that taking small steps to make a change is better than standing still. Therefore, our mission is to continuously build momentum, explore alternatives for talent acquisition (e.g., partnering with academic institutions, participating in career fairs), and improve our talent management (e.g., encouraging employee voice, strengthening learning initiatives). Moving forward, improve two-way communication (e.g., provide channels for our employees to connect with us).
By doing this, we not only keep up with the changing needs of the industry, but we also strive to create a growth-oriented work culture.
Q: How does your organization measure the success and impact of HR programs?
To evaluate our initiatives, we gather feedback through regular surveys, check-in sessions, and pulse surveys. We believe in a balance of quantitative and qualitative insights – while we value data-driven decision-making, we also recognize the importance of understanding the employee experience beyond the digital. Collecting multidimensional feedback therefore allows us to continually refine our initiatives in line with people’s changing needs.
Our annual employee engagement survey is a key component in understanding employees’ overall experience with employee programs. By listening to their voices, we are also able to continuously enhance our strategies. For example, we collected feedback on the One Silverlake Academy learning program. Through this process we can fine-tune the framework to ensure that the services we offer are appropriate for our people and business needs and will enhance our growth as an organisation.
Q: Given emerging trends, where do you see the HR/people function heading in the future?
As an HR department, we are witnessing the increasing convergence of technology and data-driven decision-making, such as predictive analytics, leveraging artificial intelligence for smarter hiring, and actively engaging with employees through feedback and sentiment analysis. However, we need to balance this by looking beyond the numbers to understand the employee experience.
Learning and development is another core aspect – microlearning, personalized training paths and innovative tools that make learning more engaging and tailored to individual needs are increasingly dominating the market. In addition to people growth, we are pleased to see a shift in focus towards improving employee well-being and experience. Through initiatives focusing on mental health, work-life support, career development and recognition and rewards, we are working to make the human side of HR more meaningful.
As we navigate these trends, as HR we should be responsible and proud to take the next step in shaping a future where technology enhances our work experiences and careers.
Read more interviews on why organizations win trophies for their HR practices – head to our winning secrets section!
Main image/Courtesy of Deloitte Singapore
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