1. HRDMAG.COM.SG
ISSUE 2.1
HUMAN RESOURCES DIRECTOR
THE WHO’S WHO
OF HR IN SINGAPORE
HR AT
MASTERCARD
Mike McCarthy’s SMART tips
for change management
TURNING HIPOS
INTO LEADERS
How to fast-track potential
in your organisation
FROM LOCAL
TO REGIONAL
Shifting your HR career
to the next level
HOT
LIST
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2. IN PERSON
PEOPLE
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3. www.hrdmag.com.sg 55
ASKING
THE RIGHT
QUESTIONS:
HR AT CISCO
Crowned one of Singapore’s best places to work
in 2015, Cisco is well-known for its innovative HR
practices. Lim Hwa Choo, head of HR for ASEAN at
Cisco, talks to Miklos Bolza about conducting HR
in this award-winning firm
HRD: What have been your biggest HR
achievements while at Cisco?
Lim Hwa Choo: Most recently, Cisco
received second place in the 2015 Best
Companies to Work by Great Place to Work.
We achieved these results because we ask the
right questions. How do we make employees
feel? How do we impact them? Our employees
are given a safe space where they can ask
anything – a connection which provides
support and positive impact in their lives.
Our employees and business leaders can
reach out in times of need. We had one
employee whose young son was diagnosed
with a critical illness. After notifying the
corporate office, we found a second medical
“Business is always transforming; HR leaders
need to keep abreast of change to stay relevant.
To do this, we have to embrace a continual
learning mindset”
opinion and flew the employee and their son
over. There were complications during
treatment so we flew them to a US hospital.
The child is now on the road to recovery. We
also matched the employee’s skillset with a US
role so they could work there while their son
was treated.
HRD: How do you keep on top of new
developments in the HR space?
LHC: Business is always transforming; HR
leaders need to keep abreast of change to stay
relevant. To do this, we have to embrace a
continual learning mindset. I look for real time
information by browsing social media, reading
about global and regional HR trends, and
connecting with a network of HR professionals.
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4. IN PERSON
PEOPLE
56 www.hrdmag.com.sg
Qualifications
2005–2007
Bachelorofbusiness
inhumanresources
management
LaTrobeUniversity
2004–2005
HRadvisor,
compensation&
benefits
Agilent
Technologies
2012
HRpartner,APJC
CiscoSystems
2007–2010
Client-facingHR
manager,Asia
CiscoSystems
2012–present
HeadofHR,ASEAN
CiscoSystems
2005–2007
Communications
Representative
AvagoTechnologies
2010-2012
Regionalengagement
manager,Asia-Pacific
–sales&finance
CiscoSystems
2007
HR–staffing&
relocationspecialist
AvagoTechnologies
HWA CHOO LIM’S
CAREER TIMELINE
I initiated an informal quarterly circle with
HR from eight other tech firms. We table
relevant topics such as changes in work visa
regulations and ask how companies are
handling this. We also talk to the Ministry of
Manpower for guidance and work together
closely to ensure internal compliance.
HRD: What were the biggest changes in HR
analytics and big data in 2015?
LHC: Big data is complex and HR analytics is
always changing. In 2015, there were two
major changes in these areas: the data had to
be relevant to business leaders, and analytics
had to be available in real time.
To make data more relevant, HR needs to
link it to business outcomes. For instance,
tracking retention means critical talent
should receive above average rewards. From
simply finding data, the landscape has
transformed and now analytics is part of the
HR skillset. If HR is to sit at the table, we
need to have that skillset and invest in
fulltime resources. Finding the right details
takes a lot of effort – HR has to find balance
and prioritise.
The HR Analytics Maturity Model by Josh
Bersin-Deloitte says there are four stages of
corporate evolution through reactive,
proactive, strategic and predictive stages.
Eight years ago, Cisco was at stage one where
we used a kind of ad-hoc reporting. Now, we
are at stage three and use more advanced
analytics. This was done by investing in people
and developing the HR team. We are now
striving to reach stage four, which includes
models and error planning. This requires a lot
of investment and a highly specialised skillset
which very few people have globally.
As for real time analytics, HR is now
required to provide data before time. Annual
and quarterly reports aren’t good enough – we
should be utilising monthly and weekly results.
Now, we have the tools to create relevant HR
data at any time – even on a daily basis.
HRD: How does Cisco use the data you
collect for future HR objectives?
LHC: First, we look at why analytics is so
important. The data gained provides critical
business opportunities and gives HR a seat at
the table by equipping the business to meet its
goals. For instance from a talent perspective,
tech evolves and talent has to follow suit. In our
ASEAN workforce, analytics tells us where we
have a ready pool of talent. For example, we can
make recommendations on developing skillsets
in our Malaysian office without relocating
people to Singapore.
Another example involves medical claims
analysis. Using the right data, we can spot
trends and other information to adjust our
medical policies and better cater to staff needs.
Fine tuning our benefit programs retains
employees, especially with more flexibility.
We also use collected data for our three-
year people planning initiatives. By analysing
and comparing information for the business,
we can attract talent and improve workforce
planning. Our ASEAN Quarterly Business
Review looks at the HR data and helps us
achieve our critical HR functions.
HRD: What challenges are there in drawing
results from the collected data?
LHC: There are two major challenges here.
Firstly, data analysis is not traditionally HR’s
area. Advanced skills and higher business
acumen are definitely required. Secondly, HR
needstoinvestinthenecessaryskills,resources
and tools if they are to properly collect and
analyse relevant data.
“To make data more relevant, HR needs to link
it to business outcomes. For instance, tracking
retention means critical talent should receive
above average rewards”
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