Development through Engagement: The Key to Modern Talent Management

Carman Lau, the Group Head of Talent Management at Jardine Matheson

Carman Lau is a talent management and acquisition professional with several years of experience driving innovative talent agendas by leveraging data and technology. She has been working with Jardine Matheson for over three years, overseeing multiple functions and guiding the company to a brighter future. Her previous experience includes reputed companies like Korn Ferry, Expedia Group and The Estée Lauder Companies Inc.

What is your current role in the organization your organization?

I am currently working at Jardine Matheson, an Asian conglomerate. We operate throughout Asia-Pacific and have over ten b2b and b2c companies in our portfolio. As the Group Head of Talent Management, I am in charge of management and talent acquisition. I manage employee branding, campus relations, and recruitment as part of the talent acquisition function. Within talent management, I am in charge of employee development and performance management, as well as all of our talent programs.

What are the current challenges in the HR space, especially in talent management, and how are you navigating through them?

For the HR and talent management sectors, the past three years have been extremely challenging, particularly in light of the pandemic. It has impacted the career and life balance of the workforce. However, the way in which this challenge is perceived varies from one region to another. In Europe, employees are more concerned about their well-being over their careers and want to work from home as much as possible. Contrary to this, in Asian nations, the workforce prefers to work more from the office, even when there is an option for remote working. In order to achieve the ideal balance between work and personal life, employers must devise strategies unique to each regio

“In response to changes in the business environment, employee retention and talent attraction strategies have evolved, and research has concluded that work-life balance is fundamental for all industries and regions.”

A considerable change is also introduced in employee retention and talent attraction techniques. The factors that encourage current employees to stay with a company during a crisis and those that attract potential recruits have significantly evolved over the past five years.

What are some of the practices and tools that you are using to streamline your day-to-day activities?

HR technologies were being used even before the lockdown. For example, we implemented an advanced applicant tracking system for employer branding and recruitment at Jardine Matheson. So even if the candidates are not available physically, they are kept engaged with several activities. For employees, we have tools that enable us to do robust performance management and development planning. However, technology comes with a challenge for certain organizations whose foundations are not built to handle technological advancements.

How have the different generations worked together affected your approach to talent management?

Employee engagement has been identified as the most crucial element in managing the coexistence of different generations working together. It is different for millennials and Gen Z employees who are early in their careers than it is for older employees who seek a life-long career at one company. In today’s world, the younger workforce is less concerned with long-term career opportunities and more about continuously learning new skills and staying consistent. Consequently, engagement through new ideas is crucial from a talent management perspective. Employees’ surveys have become a hyperbole due to this shift in motivation to work, as it is critical to be innovative in engaging employees with new skills.

Do you have any advice for your peers in the HR space?

Understanding business policies and strategic directions are the primary goal for HR and talent leaders. To develop people with relevant skills, it is also necessary to have strong business acumen. My advice is to take consistent, small steps and understand the organization’s needs and policies because this is the only way for HR professionals to propel a business toward achieving organizational goals.