畢馬威：香港的人才挑戰和未來戰略（英文版）（8頁）.pdf

1、Minding the Retail Gap 2019 Hong Kongs talent challenges and future strategies About the survey 1 Executive summary 2 Introduction: Pain points 4 Talent challenges in focus 6 Strategies for retail rebranding 12 Looking ahead 18 About KPMG, HKRMA and YouGov 22 Contact us 23 Acknowledgments 24 Content

2、s 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. KPMG China and the Hong Kong Retail Management Association (HKRMA) commissioned YouGov to

3、 conduct a survey of retail organisations in the city earlier this year to gather views on the major challenges the industry faces. The 281 respondents included companies dealing in fashion and accessories, health and beauty products, department stores, drug stores, electronic and electrical applian

4、ces, supermarkets, watches and jewellery, cosmetics and other areas. Survey findings were supplemented by interviews with C-level executives to capture their in-depth insights. To uncover the views of young people, both as consumers and the workforce of the future, focus groups were carried out with

5、 undergraduates studying retailing, marketing, fashion and other business-related courses from Hong Kong Baptist University, Hong Kong Polytechnic University and the Vocational Training Council as well as a group of young industry professionals who are managers at an early stage of their career. The

6、 objective was to garner insights to help the retail industry address changes in its business landscape. As a new generation takes over from an ageing workforce, insights were sought on what it takes to recruit and retain talent as well as help the industry improve the quality of its services. About

7、 the survey Minding the Retail Gap | 1 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 2019 KPMG, a Hong Kong partnership and a member firm

8、 of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Executive summary Retail is one of the core pillars underpinning Hong Kongs economy. More than 63,000 retail establishments operate here, most

9、of them small or medium- sized in scale, and collectively these businesses employ about 270,000 people. The industry, alongside the wholesale sector, accounts for about 4 percent of GDP1. The retail industry is directly affected by tourism, which itself accounts for 5 percent of GDP2. With the numbe

10、r of visitors in Hong Kong rising sharply between 2004 and 2018, it has become even more important that retailers be adequately staffed and their workforce trained to meet the increased demand. In this changing landscape, technology has transformed expectations. Consumers now want retail experiences

11、 that are engaging, intuitive and appropriate to their purpose at a moments notice. This calls for the industry to accelerate its adoption of technology to reduce its dependency on people. As the industry is experiencing a shortfall in the retail workforce pipeline, it must guard against deteriorati

12、ng service that will pose a direct threat to Hong Kongs competitiveness. Bold transformation is urgently needed in the recruitment, retention and training of talent especially young people as an ageing workforce leaves the industry. Hong Kong-based retailers are looking for innovative approaches to

13、maintain the quality of their customer service in the face of a number of challenges. This paper specifically articulates the context of talent challenges in Hong Kongs retail industry and explores various possible solutions. What emerged as a central theme from the varied conversations with senior

14、executives and focus groups is that the industry must rebrand as a dynamic, fast- moving career with strong growth potential to entice the next generation of Hong Kong talent. 1 Hong Kong government, https:/www.statistics.gov.hk/pub/B10100022019MM06B0100.pdf 2 Hong Kong government, https:/www.gov.hk

15、/en/about/abouthk/factsheets/docs/tourism.pdf The retail industry is a pillar of Hong Kongs economy, and its workforce is vital to its continued success. Retaining those who work in retail and making the industry more attractive to prospective employees are high priorities. Alice Yip Partner, Head o

16、f Consumer reward and recognition; shared values; and an inclusive culture, among other qualities. Every organisation has an EVP , but its effectiveness will depend on how well the retail organisation defines and communicates this internally and externally to prospective talent. Companies should dif

17、ferentiate their brand and customer service to attract the right employees, who will in turn lure the right customers. The principal strategies are rooted in the values and purpose of the organisation, and the ability to cultivate the right company culture. Source: KPMG/HKRMA Retail Labour Survey 43

18、% Not at all helpful 12% Very helpful 45% Slightly helpful Figure 3.3: Impact of the GBA initiative on approaches to talent management in Hong Kong GBA opportunities Envisioning a single, connected market of more than 70 million people across southern China, the Greater Bay Area initiative offers op

19、portunities for the Hong Kong retail industry. It is early days for the development plan, and opinions about the initiative have been mixed. Whilst 57 percent of the executives surveyed believe that the GBA initiative will change the way they manage their talent, 43 percent say it will not make any

20、difference (see Figure 3.3). This sentiment about the GBA was echoed by the focus group participants. Tam of Swire Resources says the GBA “could be part of the solution to easing labour shortages in Hong Kong” by facilitating the movement of workers across the region. TSL s Chau agrees, adding that

21、“talent flow” would translate into benefits for the retail industry. Minding the Retail Gap | 17 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights rese

22、rved. 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Hong Kongs retail industry has strong prospects. To overcome workforce challenges and

23、 ensure the city remains one of the worlds leading shopping hubs, retailers are looking at how to rethink and reposition themselves as an industry worth joining. This entails raising the profile of retailing in Hong Kong to reflect its contribution to the citys economy. It also calls for a greater a

24、wareness of how the industry is evolving in its embrace of new technologies and becoming an industry that emphasises training, career progression and work-life balance. The government can help by highlighting the ways in which companies are innovating. The industry is attuned to the issues it needs

25、to address in terms of concrete measures to draw and retain talent and to correct misperceptions of the industry, especially in the minds of young people. From the onboarding process, positive relationships can be cemented, with staff offered a seamless experience as part of attractive career and de

26、velopment opportunities. Identifying the pain points for employees and working to address them promptly is key to ensuring the employee value proposition becomes irresistibly compelling. This is why retail organisations should focus on deeply understanding employees needs and developing appropriate

27、and targeted employee value propositions. To succeed, companies will have to be increasingly nimble and flexible, experimenting with and testing new ways of working. This means more than rejecting those methods that fail to deliver, but rapidly rolling out those that resonate and provide a competiti

28、ve edge. The long-term solution calls for multiple responses, ranging from increasing the size of the workforce by bringing in overseas workers, to looking at how omni- channel operations may lead to a large part of a companys business being done outside physical stores and providing consistent expe

29、riences for employees and customers. Forward-looking organisations are asking the questions: what is the ideal shape of our workforce and what are the optimal sources of labour? Finally, the Greater Bay Area initiative could offer fresh talent development opportunities for the industry in Hong Kong.

30、 As a long-established retail hub, the city could leverage the GBA to formulate strategies that appeal to both the local workforce and labour based in other cities in the region. Looking ahead The big opportunity for employers is to create unique and targeted employee value propositions. What can re

31、tail companies offer employees that is compelling and makes them stand out? Peter Outridge Partner, Head of People & Change Advisory KPMG China 18 | Minding the Retail Gap 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG Intern

32、ational Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Minding the Retail Gap | 19 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All

33、 rights reserved. 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Listen intently to the views of both your customers and potential staff o

34、f all generations. Pay particular attention to their views on what makes for a great shopping experience and a satisfying working environment. Tailor different employee value propositions for different segments of the population, articulating what they offer to employees and the communities they ser

35、ve. This is key to defining the experience the brand delivers, and in so doing attract the right employees. Proactively identify the optimal shape of the workforce. Workforce Shaping has replaced Workforce Planning as the agile way of identifying the optimal sources of labour (internal, outsourced,

36、human, AI, etc). Explore how technology can transform labour-intensive, front- line work in stores, freeing staff to focus on more challenging, interesting and value-added tasks where innovation, passion and high levels of customer empathy are required to deliver enhanced customer service. Seize the

37、 opportunities offered by the Greater Bay Area initiative as a means for securing better access to the mainlands pool of talent, and producing opportunities for employees. What retailers can do Recommendations 20 | Minding the Retail Gap 2019 KPMG, a Hong Kong partnership and a member firm of the KP

38、MG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPM

39、G International”), a Swiss entity. All rights reserved. Formulate a forward-looking master plan on the future demand of human capital development with practical measures provided by the Human Resources Planning Commission, highlighting retail as a priority industry. Help promote the retail industrys

40、 image in a way that attracts talent for sustainable development and contributes to its transformation. Render policy support towards an improved retail ecosystem, underscoring smart technology adoption, O2O integration and the nurturing of new talent. Facilitate the flow of retail talent, particula

41、rly in collaboration with partners in the Greater Bay Area. Adopt retail in the current educational curriculum as one of Hong Kongs key industries, emphasising its promising career prospects. What government can do Minding the Retail Gap | 21 2019 KPMG, a Hong Kong partnership and a member firm of t

42、he KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative

43、(“KPMG International”), a Swiss entity. All rights reserved. 2019 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. KPMG member firms and its affi

44、liates operating in mainland China, Hong Kong and Macau are collectively referred to as “KPMG China”. KPMG China is based in 22 offices across 20 cities with around 12,000 partners and staff in Beijing, Changsha, Chengdu, Chongqing, Foshan, Fuzhou, Guangzhou, Haikou, Hangzhou, Nanjing, Qingdao, Shan

45、ghai, Shenyang, Shenzhen, Tianjin, Wuhan, Xiamen, Xian, Hong Kong SAR and Macau SAR. Working collaboratively across all these offices, KPMG China can deploy experienced professionals efficiently, wherever our client is located. KPMG is a global network of professional services firms providing Audit,

46、 Tax and Advisory services. We operate in 153 countries and territories and have 207,000 people working in member firms around the world. The independent member firms of the KPMG network are affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Each KPMG firm is a le

47、gally distinct and separate entity and describes itself as such. In 1992, KPMG became the first international accounting network to be granted a joint venture licence in mainland China. KPMG was also the first among the Big Four in mainland China to convert from a joint venture to a special general

48、partnership, as of 1 August 2012. Additionally, the Hong Kong firm can trace its origins to 1945. This early commitment to this market, together with an unwavering focus on quality, has been the foundation for accumulated industry experience, and is reflected in KPMGs appointment for multi-disciplin

49、ary services (including audit, tax and advisory) by some of Chinas most prestigious companies. The Hong Kong Retail Management Association (HKRMA) was founded in 1983 by a group of visionary retailers with a long-term mission to promote Hong Kongs retail industry and to present a unified voice on issues that affect all retailers. HKRMA has been playing a vital role in representing the trade, and raising the status and professionalism of retailing through awards, education and training. As the leading retail association with membership covering m