Talent Retention

GRI 401, 404
HKEX Aspect B3

We attach great importance to attracting talented people to work with us and retaining them as they develop their long-term careers within the Company.

In August 2020, we conducted a People Engagement Survey involving over 4,000 employees across Hong Kong and the Chinese mainland, which received an impressive overall response rate of 97%. The survey questions covered 21 categories including Company core values, communication, sustainable engagement, diversity and inclusion and digital transformation, amongst many others. The results are providing valuable insights that will allow us to understand employees’ needs and ultimately create a better place for them to work.

Key results:

  • Overall, we have outperformed the global real estate and property and asset management norm
  • Our top five areas of strength are: retention; accountability and empowerment; performance management; recognition and benefits; customer centricity
  • 88% of our employees feel engaged, with the top drivers of engagement being accountability and empowerment; senior leadership; and working environment
  • In terms of employee engagement, we excelled in 18 categories benchmarked against industry peers around the world
  • 91% of our employees believe in our corporate vision and values, a figure that significantly outperforms the norm and provides valuable reassurance that Swire Properties is “on the right track”

The next steps in this engagement process include focus group discussions and regular “pulse surveys” taken for on-going monitoring and action planning purposes.

Learning and Development Programmes

Our multi-year trainee programmes help develop talent in building surveying, engineering and general management. In one example, Swire Hotels’ 18-month international operations management trainee programme provides wide-ranging exposure to hotel operations in Hong Kong, the Chinese mainland and Miami, U.S.A.

Other learning and development programmes across the Company include:

  • On-the-job training;
  • Internal job rotations;
  • Mentoring opportunities;
  • Secondments in other markets where we operate; and
  • Management and leadership training programmes.

New Evaluation Framework for Learning and Development Programmes

We have developed a learning evaluation framework, with reference to the Kirkpatrick Evaluation Model, to help us analyse and evaluate the impact of our different learning and development programmes.

We are also reviewing selected leadership training programmes such as the Achieving Excellence Programme. This is a two-year leadership programme that aims to help our managers discover their leadership potential through workshops and other interventions focused on developing leadership and communication skills, coaching leadership, strategic thinking, fostering teamwork, and performance management.

We have started to adopt a multidimensional evaluation system including a 360-degree feedback mechanism, among other elements, so that we can gather feedback from individual employees on how our learning and development programmes have helped them in their career development and how these programmes have contributed to employee retention and work efficiency improvements.

Total Training Hours and Spending
HKEX KPI B3.2
> 0 hours
Total training hours
0 hours
Average training hours per employee
HK$ 0 million
Total training spend

Average Hours of Training, by gender

2020
Male
2020
0
Female
2020
0

Average Hours of Training, by employment category

2020
Management
2020
0
Non-management
2020
0

Training Needs Analysis

In April 2020, we conducted a comprehensive learning and development survey of our office staff to identify and narrow the gaps between our existing training offerings and actual and future training needs. The online survey covered such areas as technical knowledge, individual effectiveness and capabilities, leadership skills, learning approach preferences, and others.

Based on the survey findings, we will formulate a new learning roadmap and curriculum which will provide more engaging learning experiences and improved learning effectiveness. After this, the next step will be to continuously gather feedback from end-users to fine-tune our training offerings according to evolving staff development and business needs.

eLearning Hub Development

Embracing the concept that “learning is not limited to the classroom”, our recently launched e-Learning Hub is a digital library that encourages knowledge sharing and promotes a culture of “self-learning” among staff. The hub features:

In August 2020, we conducted a People Engagement Survey involving over 4,000 employees across Hong Kong and the Chinese mainland, which received an impressive overall response rate of 97%. The survey questions covered 21 categories including Company core values, communication, sustainable engagement, diversity and inclusion and digital transformation, amongst many others. The results are providing valuable insights that will allow us to understand employees’ needs and ultimately create a better place for them to work.

  • Paper book borrowing;
  • An e-Learning hub Kindle account;
  • Exclusive e-books and videos; and
  • Book recommendations from senior managers, fellow colleagues and subject matter experts.

A pilot version of the e-Learning Hub was established in late 2020 in partnership with our Innovation Accelerator and will be officially launched in early 2021.

Building Management Team Leadership Excellence Programme

2020 saw the kick-off of a new Leadership Excellence Programme designed to develop stronger building management team (“BMT”) leaders and create a more structured approach to staff development and the BMT leadership pipeline.

The programme is focused on enhancing BMT supervisors’ people management capabilities. Based on the findings of several focus group discussions, four modules were designed which addressed the top identified leadership needs. Modules One and Two were launched in late September and early November 2020 respectively. We aim to have all targeted BMT leaders complete the programme within four years.

2020 saw the kick-off of a new Leadership Excellence Programme designed to develop stronger building management team (“BMT”) leaders and create a more structured approach to staff development and the BMT leadership pipeline.

The programme is focused on enhancing BMT supervisors’ people management capabilities. Based on the findings of several focus group discussions, four modules were designed which addressed the top identified leadership needs. Modules One and Two were launched in late September and early November 2020 respectively. We aim to have all targeted BMT leaders complete the programme within four years.

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Safety, Health and Wellbeing

We regard health and safety as an indispensable part of our business.

Diversity and Inclusion

We are committed to creating an inclusive and supportive working environment for all our employees.

Employee Health and Wellbeing

We value our employees and work to improve their health and wellbeing through a wide variety of events and activities both in and out of the office.

Safety, Health and Wellbeing

We regard health and safety as an indispensable part of our business.

Diversity and Inclusion

We are committed to creating an inclusive and supportive working environment for all our employees.

Employee Health and Wellbeing

We value our employees and work to improve their health and wellbeing through a wide variety of events and activities both in and out of the office.