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. Employees can also attend workshops on wellness and mind coaching aimed at enhancing their personal needs. Experimental training in the form of outward bound and adventure programmes is also available. 'Our staff are now better placed to meet the changing needs of our clients. As a result, we have won some international and local industrial awards for innovation and made inroads in eyewear designs,' she said. The company has also linked staff incentive to the company's overall strategy and vision by rolling out various bonus schemes tied to both individual and company performance. By treating all employees like business partners, the latest results on the company's performance are made available to staff each month, ensuring all employees are on the same page and working towards the same goal. Even the appraisal and assessment programmes have been revised to ensure that staff have access to a well-rounded and fair performance review in addressing professional goals and self-development needs. The revamp doesn't end when the day is over. Staff can participate in a range of general-interest classes, including dance, language, and flower arranging, organised by a company that clearly believes in maintaining a good work-life balance.
