HR Corner Beyond the numbers by Charles Mak A global accounting firm is offering an all-round training programme to support career advancement When it comes to arranging staff training programmes, many organisations now realise that, in matters of personal growth and career development, the holistic approach is best. Basic technical abilities are essential, but if employees are to gain real job satisfaction and maximise their potential, they need all the hard and soft skills which are so much a part of the modern workplace. Simon Tsang, who is a partner in the financial services practice of PricewaterhouseCoopers (PwC) and the partner in charge of the firm's learning and education department for Hong Kong and China, explains the philosophy. "Taking a macro view, all-round training and professional development are vital for human capital and allow staff to be internationally connected, he says." Mr Tsang believes that effective learning is not just about adopting the right approach or allocating training resources, but more importantly to help employees acquire the skills necessary for the rest of their careers. For that reason, PwC's training programme includes two major components. One concentrates on industry knowledge, technical and IT skills essential for day-to-day work, while the other deals with people management and other soft skills that greatly improve career prospects and can be equally useful outside the workplace. "The two are interlocked," he says. "Our learning and education policies make sure staff get the right balance of these two components from the day they join until they become partners." Even then education continues so that partners are equipped to cope with the diversity and changing requirements of their positions. Right start Last year, PwC took on 1,200 people in Hong Kong and China. Newcomers included accounting plus non-accounting graduates, and all receive close attention to their personal and professional development needs. "Our philosophy is to hire the best and the brightest," Mr Tsang says. "Non-accounting recruits may need to put in more effort to get up to speed on accounting knowledge but we make special arrangements to help them with that." For example, they are required to take a three-month conversion programme with a local university to ensure they are eligible to take the Hong Kong Institute of Certified Public Accountants (HKICPA) examination. Besides that, all new staff have to undergo three weeks' induction training. Group discussions, experience sharing and coaching by senior associates and managers help recruits acquire the knowledge and skills needed to discharge their day-to-day duties. "We understand it is tough to work and study simultaneously, so we support them with a series of revision courses and mock exams, and provide study leave before the examinations," Mr Tsang says. This helped six of PwC's staff sweep the top awards in the HKICPA's Final Professional Examinations in December 2004 and June 2005. We realise that training also plays a part in retention Once qualified, staff must continue to progress and accumulate experience in different areas of the business world. For example, all newly promoted managers in Hong Kong and China are required to attend an intensive one-week residential programme. There are also senior manager programmes and new partner conferences. To assist all staff in planning their training activities, the firm maintains an intranet system called Learning and Education Networks (LENS) which covers both elective and mandatory programmes. Effectiveness monitoring Included in the LENS are strategically developed training modules designed to support partners and staff in different areas (i.e. assurance, advisory and tax). In general, technical programmes are more specific whereas people management, IT and other soft skills are offered firm-wide, Mr Tsang explains. Core training programmes are tailored for different levels of staff, and employees know in which sequence to take them as they move towards partnership. "We realise that training also plays a part in retention and do not restrict it to local offices," Mr Tsang adds. At the international level, we have the Ulysses programme and the Genesis Park programme for senior managers and partners. These are interconnected and make it possible to meet colleagues from other countries, which helps in building an international network." PwC Hong Kong/China spends over HK$100 million a year on its learning and education programmes. Their value is closely monitored via a mechanism called MOTE (measurement of training effectiveness). The first level of this evaluates the reaction of course participants, while the second assesses the applicability of taught skills and knowledge. "There are specific exercises for each course and sometimes tests as well," Mr Tsang explains. Level three validates the relationship between theory and daily practice and ensures courses are consistent with actual needs. "We act quickly to fill any gaps or solve whatever problems there might be," he adds. While it is impossible to calculate the precise payback of any training programme, PwC believes that what they are doing is worthwhile and brings real benefits. "The learning and education function is essential to the firm's business and helps get the best return on human capital. In that sense, training is not a choice, but a necessity," Mr Tsang says. Salient points Effective learning gives staff all-round skills and helps create a work-life balance Training should cover technical knowledge and soft skills New staff receive intensive classroom training followed by coaching from senior associates and managers in the workplace Compulsory programmes deal with the firm's core business An international aspect to the programme allows staff to develop a wider network of contacts Taken from Career Times 28 October 2005, p. A16 Your comments are welcome at [email protected]