This category aims to award the technology program or project which has enabled discernible and measurable excellence in the organization’s ability to achieve business objectives by effective sourcing, deployment, and integration of internal (full-time and part-time employees) and external (contract, freelance, partner) resources. These organizations often adopt strategies that leverage digital interactions and collaboration, connections, relationships, and tools, including machine intelligence. They focus on optimizing the productivity and flexibility of the internal and external employees, and drive business outcomes by creating a modular, agile structure. A key KPI is the Best place to work index. There are 4 major areas where organizations can excel:
To adapt to the evolving nature of the digital economy, this category is now known as Best in Future of Work.
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|Krungsri Finnovate is the corporate venture arm of the Krungsri Group, which aims to be a fully strategic investor to support and promote startups in Thailand and Southeast Asian countries through accelerator and academic collaboration, startup partnership, and corporate venture capital (CVC). Krungsri Finnovate has partnered with corporate innovation accelerator RISE Academy to launch its accelerator program, Krungsri RISE. Krungsri RISE is Thailand’s first corporate synergy-driven accelerator, seeking to enhance the capacity and accelerate the growth of local fintechs and other startups to the regional level. Since its launch in 2017, selected startups have been working closely with Krungsri business units and other industry veterans to boost the potential of their initiatives throughout the 12-week program. Through Krungsri RISE, Krungsri also intends to work with fintechs, which can provide further innovations to the bank, so that it can continue to meet and exceed customer demand. Krungsri Finnovate has run three batches of this program, where all participants received the opportunity to present their financial innovations to possible investors. It has also set an investment capital of US$30 million for startups over three years, while it targets building Thailand's fintech unicorns.|
|Cathay United Bank firmly believes that to bring added data-driven value to customers, it must prioritize creating and honing its own data-driven culture first. The Data Talent Incubator Program was then launched by the bank, combining data analysis with professional knowledge through education and training as well as a cross-unit rotation program. This practice ensures that analysis results can be applied in actual business scenarios and can offer customers innovative experiences in every channel and service item they access. This data-driven strategy is part of the bank's overall digital transformation initiative and aims to create a data-oriented culture across the company. The data transformation project introduces the "Data Talent Training Plan" (job rotation between talents in each unit and the data team members) and the "Transformation Situation Room Project" (adopting the operation mode of a project-based organization) to ensure the exchange of business expertise and data analysis knowledge. The project aims at not only ensuring the accurate link of data analysis with the business but also empowering talents in all business units by providing an independent analysis capability, facilitating a digital transformation mindset, and democratizing data for every employee.|
|Citibank Singapore is aware that it must transform its operating model to one that is simpler, dramatically faster, and far more digital and essentially mobile to better attract, engage with, and serve customers. The resulting operating model has required a holistic approach of transformation from within Citibank Singapore and enables open banking for customers. This calls for an enhancement of the bank’s DNA and culture of innovation by adopting new ways of working in small teams of employees with specialized expertise and equipping them with forward compatible skills and mindset. Citibank Singapore’s Next-Gen Technology Talent Initiative was first introduced in 2016 by its Global Consumer Technology Leadership and Human Resources teams in Asia with these specific objectives: reskilling high potential talent in the areas of knowledge, skills, and attitude; retaining high-performing talent in a tight job market in which tech and fintech talents are in high demand. This reboots the skill set and mindset of the wider workforce as Citibank Singapore pivots toward an agile and mobile-first digital strategy. Since the launch of this initiative, Citibank Singapore has observed a reduction of high-performer attrition rate, an increase in its employee engagement index scores, and consistently high performance from its talent pool.|
|AI Singapore was launched by the National Research Foundation and is tasked to develop deep national capabilities in artificial intelligence (AI), creating social and economic impact by building the country's AI talent pool. The AI Apprenticeship Programme (AIAP) is a full-time nine-month program to train and groom local Singaporean AI talent, in line with the nation’s focus in deepening national capabilities in AI not only in terms of technology but also skill sets and talents. The AIAP is a deep skilling program, and successful applicants to the AIAP are expected to have prior knowledge in AI and machine learning. The program is fully subsidized by the Singapore government, and apprentices are paid a monthly stipend. Apprentices deepen their skills not only in AI, machine learning, and deep learning but also in software engineering for model deployment into production in the first two months of the program. From the third month onwards, apprentices will complete sprints of 10 x 3 weeks or 15 x 3 weeks on a real-world AI project from AI Singapore's 100 Experiments (100E) program. Each 100E program is co-funded by the industry to up to SGD500,000 and is expected to solve real-world business problems. This leads to significant productivity gains, costs savings, and new products and solutions for the industry.|
|Philippine Airlines (PAL) marks another first in the Philippines by implementing a virtual reality (VR) training program for its cabin crew. In collaboration with a local tech startup and the local aviation authority, an immersive VR training program was developed to improve the standards of learning and service while cutting training costs. The solution has provided cabin crew members an enhanced and immersive learning experience that not only resulted in higher retention rates but also more interactive and fun training. The VR-enhanced training has also helped PAL cabin crew members acquire stronger skills to respond more effectively to real-world challenges and when under pressure, while productively cutting logistical requirements and dependency to aircraft availability. This solution has also prevented the wear-and-tear of high value assets, such as the aircraft, ground power units, and other equipment needed for cabin training. Cabin crew training metrics, such as response time, test scores, and behavioral tendencies, are recorded, measured, and reviewed to ensure that standards are met. Currently, a VR training module for the Bombardier Q400 NG (Next Generation) is in the pipeline. PAL's VR training solution is a testament to the airline's commitment in providing five-star customer service and safety to its passengers.|
|In a time-sensitive environment like a healthcare institution, the delivery and accuracy of information play a pivotal role in saving a patient’s life. Sunway Medical Center deployed a technology that uses wireless networks and real-time location tracking. An Internet of Things (IoT) device in the form of tags, it sends signals that captures the position of its wearer. Through this, nearby available resources are automatically assigned to waiting patients with a single push of a button. Because of the tag’s simple design, user participation is high and only 15 minutes of training is needed for the hospital staff. Meanwhile, data captured by the system is used to analyze staff efficiency, customer movement, and service requirements. Supplemented by a dashboard, managers have access to individual staff performance, peak hours, and resource allocation. Since its launch in 2018, waiting and service time have been cut from 30 minutes to five minutes. As a result of this digital transformation initiative, employee engagement and patient satisfaction have improved.|
|With rapid and massive transformations happening in the food and beverage industry, Coca-Cola Amatil Indonesia (CCAI) understands the need to upgrade its current systems. However, its shop floor’s knowledge and experience are lacking, thus it experienced difficulties in implementing these changes. To build technical expertise around people, process, and technology, CCAI initiated the Supply Chain Academy. Inside its curriculum, employees are not just taught how to operate machines, but are also provided with an overview of system troubleshooting. Recognizing its strength as a multinational organization, it rolled out the One Amatil IT framework with integrated IT teams across the group. This enabled agile capabilities across IT teams and accelerated the competencies of its IT professionals. In terms of securing the buy-in of affected parties, CCAI has enjoyed a 100% participation rate from shop floor teams and IT employees. With its enhanced talent mapping and capacity building processes, CCAI can identify top talent and skill gaps immediately. Through these digital transformation efforts, employees are actively engaged and given equal opportunity for career development and promotions.|
|A pioneer in the Indian banking sector as the first bank to digitalize all its branches, Federal Bank took its digital transformation initiatives a step further by kick-starting the FedRecruit project. With the goal of disrupting its hiring process, its 360-degree approach has generated meaningful candidate experiences. Through AI-backed situation-based assessments of its candidates, Federal Bank derives better insights from the profile of each applicant and assists recruiters with on-the-fly interview questions based on standard industry frameworks. By leveraging natural language processing, artificial intelligence, and machine learning, the bank developed key components such as NLP-based chatbot, robotic interviews, integrated video interview, live broadcasting, document uploading feature, customizable workflows, and real-time notifications, to name a few. Encompassing enhanced multiple touch points equipped by digital technologies, candidates are continuously engaged at every stage of their recruitment journey. Beyond saving up to 75% recruitment costs, the FedRecruit project has resulted in improving hiring quality by 72% and higher recruitment satisfaction. Overall, it transformed the recruitment process with its in-built intelligence and seamless feedback mechanisms.|
|In 2018, the resort’s technology team created CastApp, a staff engagement application that allows over 7,500 Hong Kong Disneyland staff more efficient access to work-related information and tools. CastApp was created out of a need to provide staff a way to stay connected, anytime, anywhere, and offer a better solution to traditional internal communication channels such as emails, notice boards, and paper forms. Since the resort operates 24 x 7, the need for faster direct communication was important, especially during emergency situations such as typhoons. Since its launch, CastApp has proven to be an effective and impactful technology tool for Hong Kong Disneyland's business, greatly reducing the workload of Human Resources and the IT Helpdesk, replacing the need for various paper forms and reducing inquiry response time. Analytical data is also being collected for future system upgrades.|
|Bayer Greater China recognizes the importance of employee recognition through proper channels as an integral component to boost employee morale and create a positive and productive working environment. However, the organization has realized that there is a significant lack of available employee recognition platforms in the market. In response to this, Bayer Greater China has developed an Employee Recognition Plan that aims to establish a comprehensive digital employee incentive and recognition platform to fully extend the digital experience of employees. This platform has allowed Bayer Greater China to establish a digital analysis mechanism for workforce management. With data gathered from this platform, Bayer Greater China benefits from informed decision making when it comes to effectively executing employee engagement and organizational communication, with hopes to develop an industry benchmark in workforce management. Through this platform, Bayer Greater China employees can receive recognition for their projects through the form of digital thank-you cards, medals, and other online recognition assets. The platform has increased communication among employees and between management and employees, while Bayer's corporate culture has been further promoted. Through phones or tablets, the employee recognition requirements are completed in real time, and the employee experience has been improved.|
|McCarthyFinch was launched as a joint venture between law firm MinterEllisonRuddWatts and tech VC, Goat Ventures, to explore the impacts of artificial intelligence (AI) on the legal industry. The idea of AI lawyers is controversial, and law remains a highly regulated area of practice. AI is going to disrupt the industry, so the role of a lawyer is going to change, and McCarthyFinch is addressing this head on. The organization has introduced the role of Legal Engineer, which helps to bridge the gap between the worlds of law, technology, and design. Talent is a considered a critical factor behind the success of its transformation portfolio and as a result McCarthyFinch has introduced a talent development program and is working with universities, interning students, and other mentoring programs, with the aim of creating the largest legal engineering talent pool in the world in the next two years. The results of its culture of cultivating talent are evident in its success in producing ICT leaders of the future.|
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