Those who think small and medium-sized enterprises are constrained by limited funding and resources in adopting a holistic human resources approach should think again.
Medium-sized eyewear company Okia's Okian Talent Factory, an ambitious initiative implemented in 2006 to address development and management of its workforce, is proof that size does not matter. What's more important is staunch commitment and involvement.
'Having started our business in 1999, we were initially focused on growing the company, but given the pace of growth and demands in the market, we decided in 2006 to review our human resources approach. We wanted to operate more like a world-class company and cultivate a better environment for the staff,' said Chan Hoi-wo, a consultant to Okia, the winner in the Medium Enterprise category of the HKIHRM/SCMP People Management Awards 2008.
That objective led to the launch of the Okian Talent Factory. It focuses on five core areas: opportunities for growth, know-how, incentive, assessment and networking.
'It's difficult to say which part of the talent factory is most important. The parts make up the crucial package. It is a holistic approach with each part equally important.'
The Okia Eyewear Institute now administers regular technical, corporate and soft skills training, an area that is particularly pertinent given the fast pace of the market where the trend has shifted towards higher-end products, greater variety of styles and smaller order volumes.