Page 29 - HKMA TA2020 Souvenir Programme

Campaign Awards Special Awards
Best in Future Talent Development
Gold Award HR Professionals’ Favourite Campaign

“NewGen”
Fung Group / McDonald’s / New World Development / Towngas

About NewGen
NewGen is a one-of-a-kind talent platform, and the first cross-corporate talent and development programme in Hong Kong, developed between four
large corporations including: Fung Group, McDonald’s, New World Development and Towngas. The six-month cross-corporate programme aimed to
groom young talents and future leaders into become more #intrapreneurial, #innovative, #inquisitive and #impactful, through a series of workshops,
corporate visits and business case presentations.
Objectives
The ideals of the four corporates were as one. Our main objective was to develop the NewGen programme as a fun, non-conventional and innovation-
driven talent platform to facilitate innovative thinking amongst the new generation via cross-corporate engagement activities. NewGen summarized this
into 4 values of the programme or named the 4 “i”s - an #inquisitive journey to satisfy Millennials’ curiosity for knowledge, geared to drive their #innovative
thinking, #intrapreneurial so they can be open to share new ideas back into their corporates, ultimately lead the talents to be #impactful to bring back
their learnings to benefit their respective businesses.
Design and Implementation
Generated from the insights from our research, the programme had to be taught using a variety of learning methods, so they structured the programme
into 3 main parts.
1. Innovative Garage
2. Inquisitive Voyage
3. Inspirational Studio
To suit the style of the training programme to engage these Millennials or now we call ‘NewGens’, the three-part programme needed to be conducted
in a relaxed manner, where a broad spectrum of learning strategies is used: from skills-based classroom learning, to corporate business visits, to finally
bringing back what they have learned into business cases and stimulating their collaboration, where they would pitch solutions to senior leaders of the
four corporations. They decided this to be a six-month long programme, with half-day sessions every two weeks, as there were a range of skills to be
covered from technical skills such as innovation and design thinking, to soft skills to help them deal with customers and internal teams, such as hospitality
mindsets and leadership capabilities.
Only with Senior Management support would the programme be able to be a success: The Talent & Learning representatives of each corporate would
organise the learning activities; Human Resources to align with programme nominations and communicate with nominees’ and their line managers on
their bi-weekly half-days sessions, and most importantly the support of senior business leaders who acknowledged and were proactively responsive to
the business needs - in this case the development of the young talent pool.
Project Outcomes
To make sure the NewGen programme would be impactful and worthwhile, was a continuous effort, as to make it a fruitful 6-month investment for the
participants as well as their respective businesses. Therefore, they had taken the Kirkpatrick Model into consideration during the programme design:
• Level 1 (Reaction) – Programme satisfication
• Level 2 (Learning) – Via group projects / inquisitive learning
• Level 3 (Behaviour) – Innovative behavioural survey for both participants and line managers
• Level 4 (Results) – Implementation of project ideas and ambassadors to promote innovation internally
Comments from Adjudicators
The programme was an excellent showcase of a cross-organization effort which appealed to millennials always seeking for new experience and
challenges. Compliments were given to the incorporation of various training and development methods, including classroom-based learning, corporate
visits and business case studies resolution.
The programme was cost effective with very comprehensive evaluation of effectiveness from various stakeholders. It achieved promising results with
higher retention and promotion rates. Innovativeness and entrepreneurship spirit were instilled with great potential to extend the initiative to middle to
senior managers in the future.
All in all, it was an outstanding programme which created a win-win situation by leveraging on the network and resources of the four collaborating
corporations, including Fung Group, McDonald’s, New World Development and Towngas for their young talents.

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