Pioneered the implementation of Flexible wage to maximise the return of 8% annual increase budget with more than 25% of the workforce exceeding the target set by 20%.

Partnered operation personnel to recruit , induct and deploy manpower to achieve a labour turnover rate of new recruit of not more than 10% at the same time the productivity rate of new recruits should equate with the value of the job within the probation period of 6 months. Turnover of new recruits within 6 months was 0.

Partnered the operation personnel to design a salary structure to correct pay inequity thus reducing turnover due to salary by 3.5%.

Aligned the salary and benefits across Asia Pacific to facilitate transfer and mobility of manpower across Asia Pacific reducing the résistance to relocation due to inconsistent compensation to 0 at the same time improve the cost efficiency by 2%

Facilitated and transformed “ Entitled Increment” Mindset to “ Earned Increment” Mindset through Performance Measurement and Management. This enabled a company that never had a performance indicator to achieve the yearly target and exceeded the target by 10% in 1998.

In Japan, aligned the seasonal bonus to performance measurement so as to maximise the returns of seasonal bonus with productivity and service level. The initiative enables the company to save US$100k per year at the same time motivate the high achievers.

Aligned an individual sales incentive to that of a team based incentive so as to achieve the year to year 10% increase in sales and or a margin not less than 6%

Designed and implemented Competencies based performance management system for the non sales personnel so as to reduce the error in documentation and to ensure the return of the annual increment with productivity increase. The system enable the 6% incremental budget to be returned with more than 10% of the workforce exceeding the documentation target set by 15%.

Developed and implemented the KPI performance management system with 100% buy in from executives and Union

Conducted “Forum” across Asia Pacific to engage employees to convert from a civil service “entitled” reward mindset to that of a customer centric earned reward mindset .This is manifested in the increase of customers satisfaction both internal and external by 11.5% in a follow up bi-annual survey.

Initiated a local succession planning to reduce the reliance of foreign talent by 15%

Engaged employees in the change initiatives so as to enable a successful transition from Federal Express to Federal Logistic with zero legal implication and negative increase in labour turnover.

Conducted a successful downsizing exercise in Philippines with 0 legal implication and successful achievement of the target due to customer before the downsizing.

The training effectiveness are reflected in the outcome as listed under Compensation, Performance Management and Recruitment and Selection

Without training the returns of the initiatives will not be able to materialise.

Training is one of the best way to engage and communicate with employees.

The participants’ evaluations are the best reflection of my facilitation, coaching and training skill. Please refer to attached.

Constantly monitored the cost and look out for the most cost effective management of office equipments thus improving the cost effectiveness by 5% -7% year on year.

Engaged employees in dialogue and worked with neighbourhood police to resolve the pilferage of disk drives of US$300k per quarter.

Conducted restructuring exercise across Asia pacific without any negative legal implications

Conducted restructuring exercise in Philippines, the performance of which earned me a promotion to MD Human Resources Asia Pacific

Conducted restructuring exercise the success of which won me the appreciation from Union as well as the company with an increment of $500/month