A recent speaker at a conference on 'Managing people in the Pearl River Delta region', hosted by the French Chamber of Commerce and Industry, Ms Leung performs a dual role as corporate services director of Sun Hung Kai Logistics Holdings and manager - human resources planning and development at Sun Hung Kai Properties.

'Enlarging the market by interconnecting provinces will further strengthen the region's competitiveness,' she said.

Ms Leung is optimistic about the potential integration of the Chinese provinces, Macau and Hong Kong, and sees opportunities for Hong Kong, in particular.

'Hong Kong people are known for their innovation, creativity, confidence, flexibility and adaptability - valuable attributes which we can definitely redeem within the region,' Ms Leung said.

'China is a big market for the whole world and we have to tap into it. We cannot see Hong Kong as being outside the market. Hong Kong is part of the Pearl River Delta. The PRD as a whole will gain from this mutual interaction.'

Ms Leung said Hong Kong people must undergo an assimilation process: learn about the market and culture of the region and try to merge with it.

A human resources generalist with more than 20 years' experience with major multinational companies, Ms Leung is also an expert on project-based organisational development programmes, particularly in facilitating transformational and cultural changes. She is convinced that Hong Kong and its dedicated workforce can make a difference in the region.

With the experience Hong Kong had gained from its international exposure, it had much to bring to the table, Ms Leung said. Manpower development was a key area where Hong Kong could step in and provide immeasurable assistance. In the PRD provinces there was an established manufacturing base with cheap labour. 'Everybody is competing for the right staff. There is a talent war,' Ms Leung said.

While demand for junior workers with two or three years' experience was moderate, there was a need for middle and senior managers, particularly in the insurance industry, manufacturing conglomerates and information technology firms, as well as the construction, engineering, accounting and finance sectors. Hong Kong could play a part in filling in this gap, Ms Leung said.

'The provinces can greatly benefit from the coaching, mentoring and sharing of experience from Hong Kong companies.' Hong Kong organisations should look at the pan-PRD region with a holistic view, and adopt a forward-looking 'talent flow' strategy to facilitate and optimise the flow of manpower throughout the region, she said.

'Developing 'trans-provincial managers' is a key agenda to work on,' Ms Leung said, referring to those executives whose responsibilities stretched across the region. These managers should preferably be technically competent, have good personal traits, be able to cope with environmental variables and also have strong coaching skills.

'They need to be more than just a manager, and be able to bring values, experience and exposure.'

Reflecting on the expertise of Hong Kong managers vis-a-vis local managers, Ms Leung said: 'The former are more professionally sound, and they also possess international exposure and long-term thinking. In addition, they are ready to face uncertainties and are good at solving problems in an innovative way.'

Training and development was one way to solve the manpower shortage of middle and senior management in the PRD, Ms Leung said. There was a need to create a core talent pool and improve the second and lower tiers of management.

Human resource managers are advised to speed up the training and development of up-and-coming core staff in the manpower pipeline, and to groom them as backups to middle and senior managers.

'Management trainee programmes for backup talent reserve will soothe the current shortage problem and prevent another. Of major importance are the establishment of a concrete talent pipeline and the development of a talent cycle flow, whereby potential people are moved up, trained and sent back to the PRD,' Ms Leung said.

With its international background, Hong Kong is an experienced partner within the pan-PRD group. Ms Leung suggests that Hong Kong box its expertise and transfer its best practices to the region.

'A best practice is something that is workable and can deliver results. To make it workable, it is essential to recognise and harmonise cultural differences. Don't try to instil and transplant ideas and practices without considering and adjusting to the local values and customs,' she said.

Besides infusing manpower and best practices from Hong Kong, Ms Leung stressed that the support and development of local talent within the provinces was also important. 'You can't transfer all your Hong Kong managers to the PRD. Some positions should preferably be recruited locally.'

She said more attention should be paid to leveraging the in-market intelligence of the local hires and acknowledging the differences in culture and working style when sourcing staff from the provinces.

'To manage diversity successfully, assimilation and integration need to work both ways. Given the size of the population in the provinces, the gold mine is there. We must try to harmonise and understand the market, people and culture,' she said.

'The human resource professionals play a key role in facilitating the successful flow of much-needed managerial talent in the PRD, developing 'trans-provincial managers', grooming core talent from all levels, building the graduate pipeline, and helping the organisation manage diversity by nurturing norms and harmonising differences.'

SUCCESSFUL MANPOWER PLANNING

Adopt a forward-looking talent flow strategy

Develop 'trans-provincial' managers

Groom core talent at all levels

Understand the market and culture

Ensure assimilation and integration is working both ways