《瀚纳仕(HAYS):解码未来-2022亚洲科技行业关键趋势报告(英文版)(40页).pdf》由会员分享,可在线阅读,更多相关《瀚纳仕(HAYS):解码未来-2022亚洲科技行业关键趋势报告(英文版)(40页).pdf(40页珍藏版)》请在三个皮匠报告上搜索。
1、UNLEASH TOMORROWUncovering the Future of Asias Technology Industry Copyright Hays plc 2022.The HAYS word,the H devices,HAYS WORKING FOR YOUR TOMORROW and Powering the world of work and associated logos and artwork are trademarks of Hays plc.The H devices are original designs protected by registratio
2、n in many countries.All rights are reserved.The Challenge of Tomorrow3About the Survey4Key Findings5Insights from Industry Leaders13Sotirios Stasinopoulos CEO|Popular Robotics14Lucas Cheung Managing Partner|Gusto Collective17Peter Lau Head of UX Design|Moxbank Advisor|IXDA19Masahiro Ueno Formerly He
3、ad of IT|McDonalds,UCOOP21Freddy Loo Director of Customer Engagement,AI&Analytics|Fusionex International23Joel Wong Senior Vice President,Customer Experience Transformation|Pos Malaysia Berhad26Rakesh Krishnamuti Vice President,Enterprise Business Development,Partnerships|Mastercard29DN Prasad Senio
4、r Director,Strategy,People,and Organisation|GovTech32Recommendations for employers and professionals35CONTENTSThere is no doubt that the technology industry has seen both triumphs and challenges since the pandemic and in the time that followed.Yet,as we move into 2023,some of the biggest issues faci
5、ng the technology industry remain to be tackled.Increasing demands for end-to-end,more advanced digital transformations;accelerated and disruptive developments in cloud,data,and cyber;and the ever-increasing pressure to build more human-centric customer experiences are among some of the top prioriti
6、es on employers agendas alongside growing concerns about skill shortages and competition for talent.To uncover challenges,opportunities,and what the future potentially holds for the technology industry against such a backdrop,we surveyed 394 professionals in five Hays operating markets in Asia.Follo
7、wing that,we spoke to eight leaders from a diverse range of multinational corporations and start-ups across the private and public sectors.Our findings have shed light on new priorities and focuses for technology professionals and employers alike.To build successful careers in technology,professiona
8、ls need to gain new skills and capabilities fast while fostering a personal sense of purpose that aligns with their new perspective of and relationship with work.At the same time,businesses are quickly realising that they can no longer be dependent on pandemic-reactive growth.They will have to take
9、proactive measures and strategies designed to support their workforce and make workplaces more effective to achieve sustainable growth.With this report,our goal is to equip technology professionals and employers like you with insights and best practices,so you can move quickly and confidently both t
10、hrough todays challenges and those tomorrow has in store.Marc Burrage,Hays Asia Managing DirectorTHE CHALLENGE OF TOMORROWABOUT THE SURVEYTo better understand the current and future state of the technology industry,we surveyed 394 professionals representing five key markets in Asia in May 2022.We ho
11、pe the insights in this report will empower business leaders to address resource planning and engagement,and technology professionals to navigate future career paths.Uncovering the Future of Asias Technology Industry 5TECHNOLOGY PROFESSIONALS LACK CONFIDENCE IN THEIR ORGANISATIONS FUTURE-READINESSBe
12、yond innovation,key indicators that signal an organisations future-readiness were:Internal future-readiness indicatorsExternal future-readiness indicators41%believe that their organisation needs to do more to adopt new business models and customer engagement strategies to meet customer preferences i
13、n an increasingly customer-centric world.Meanwhile,37%believe that their organisation needs to do more to embrace new ways of working,including digital-first operations and flexible working models,to adapt to our changing world of work.Product innovationDigitalisation of internal processesIntegratio
14、n and adoption of new/emerging technologyAvailability of training and development opportunitiesA strong culture of adaptability and reskilling Openness to change FUTURE-READINESS GOES BEYOND INNOVATIONInnovation has long been a crucial aspect of organisations future-readiness strategies.However,the
15、realities of remote and hybrid working have brought forth new ways of working and the implementation of new operational models.While innovation is far from being put on the back burner,organisations are increasingly reshaping culture and priorities as they race to meet current and future needs.49%48
16、%44%51%51%55%Uncovering the Future of Asias Technology Industry 6Future-readiness factors such as Digitalisation,Flexibility,and Diversity are almost equally important to technology professionals.It was unsurprising that the technology professionals surveyed placed a high importance on their company
17、s technology and digitalisation journey.With the pandemic having introduced new perspectives that changed our personal relationships with work,nearly half of the respondents said remote/hybrid working arrangements,flex-time,or compressed hours could positively impact future-readiness.In fact,55%of t
18、echnology professionals said the top factor that motivates them to stay at their jobs is the availability of flexible working options.37%also said a more diverse workforce could help their company be more future-ready.In recent years,supporting women in technology has been an industry-wide focus acr
19、oss the globe.Yet,30%of respondents said they were undecided about whether enough support is provided to women in their companies.Over half said that women made up less than 25%of senior management in their company 88%My companys Technology/digitalisation journey is Very Important or Important to me
20、80%My companys flexible working policies are Very Important or Important to me82%My companys diversity and inclusion commitments are Very Important or Important to meUncovering the Future of Asias Technology Industry 7How important are diversity and inclusion policies to technology professionals?Do
21、technology professionals agree that their company provides enough support to women in the technology professionals?ImportantVery ImportantModerately ImportantNot at all ImportantSlightly ImportantI am unaware of my companys diversity and inclusion policies and commitmentsHong Kong SARChinaMalaysiaJa
22、panSingaporeAgreeStrongly AgreeUndecidedStrongly DisagreeDisagreeHong Kong SARJapanMalaysiaSingaporeChina58%22%14%69%25%6%42%35%13%57%25%6%13%45%34%9%6%3%3%5%3%2%4%1%1%4%1%3%3%33%46%17%40%40%20%18%27%13%31%11%19%47%31%28%31%28%10%Uncovering the Future of Asias Technology Industry 8A CHANGING WORLD R
23、EQUIRES A CHANGING SET OF SKILLSAs technology advances at the faster speeds due to global disruptions and increased digitalisation,so has the pace of demand for new skills to keep up with the changes.Yet,the skills gap observed in the technology industry is drawing ever wider while the growth of tec
24、hnology jobs quickly surpasses the number of skilled candidates.Consequently,technology professionals are keenly aware of the need to hone their skills so they can achieve their personal career goals.Nearly 60%said their hard and soft skills could use improvementAlmost all(93%)of technology professi
25、onals surveyed believe that upskilling is their personal responsibility.The majority spend about 1-2 hours a week outside of working hours on skills development.93%50%10%Attributing responsibility for learning and skills developmentTime spent on skills development outside of working hoursTECHNOLOGY
26、PROFESSIONALS ARE EAGER TO UPSKILLMy personal responsibilityThe company I work forLocal government,through funded programmes and schemes13%Less than 1 hour33%1-2 hours a week29%3-5 hours a week13%6-10 hours a week7%11-24 hours a week5%More than 24 hoursUncovering the Future of Asias Technology Indus
27、try 9Measuring the importance of different development opportunities to technology professionals vs employersIts not surprising to see that new/emerging technology training is the most important development opportunity to technology professionals.Yet,it showed the greatest disparity when comparing t
28、he development opportunities offered by employers.Asked about obstacles they face on their upskilling journey,the top three cited across Asia were Lack of time to spend on training,Training is too costly,and My employer does not offer training.In fact,50%think that their company should be jointly re
29、sponsible for upskilling.In Greater China,this sentiment is much more prevalent compared to the rest of Asia,with 79%in Hong Kong and 61%in China believing their employer has the duty to ensure their access to resources to upskill.Given that 37%of Technology professionals who left their job in the l
30、ast year attributed it to the lack of learning and upskilling opportunities,while 51%said it was due to the lack of career development and growth,employers looking to thrive as challenges arise in coming years might benefit from reassessing the learning and career opportunities they offer to employe
31、es,to strengthen their staff retention strategy.59%27%32%46%25%21%46%21%25%21%14%7%25%12%13%57%11%46%52%6%46%30%4%26%18%2%16%Hard/technical skills trainingReskilling(learning a new skill in preparation for a different job)Digital skills trainingManagement and leadership trainingSoft skills trainingC
32、hange managementNew/emerging technology trainingEmployer-subsidised training/certifications courses/degreesMentorship programmesEmployersProfessionals%DifferenceUncovering the Future of Asias Technology Industry 10A PURPOSE-DRIVEN WORKPLACE,AN ENGAGED WORKFORCEThe change in perspective and extended
33、period of reflection as a result of the pandemic has underpinned much of the recent upheaval in the world of work.Working professionals have and are continuing to re-evaluate their experience of work,question its meaning,and assess their options.With skilled talent at a pronounced shortage in the te
34、chnology industry,it is imperative for employers to understand employee motivations so as to create an enjoyable and meaningful employee experience that excites and retains their best.84%said purpose is a Very Important or Important motivator for performanceTECHNOLOGY PROFESSIONALS ARE HUNGRY FOR PU
35、RPOSEFor technology professionals,purpose is largely defined by their work.By far,most want to see positive results or outcomes from the work they do and be certain that they are part of the success of their team or organisation.At the same time,they also want to be recognised for their contribution
36、s,be it through a simple shout-out,a company award,or a pay raise.Being able to use their specialised skillsets is also critical,highlighting the importance of job fit.Uncovering the Future of Asias Technology Industry 10Uncovering the Future of Asias Technology Industry 11Top 5 factors that would e
37、levate technology professionals sense of purposeFrom the survey data,technology professionals also expect their personal values to align with the values of their organisations and want their work to have a positive impact on the society and environment.Employers could consider embedding societal pur
38、pose and responsibility into their company mission and growth framework,to create a stronger sense of belonging and engagement that would make employees choose to stay at the company.Being recognised and rewarded for my contributions 65%Feeling or seeing the impact of my work on the company 71%Havin
39、g the opportunity to use my specialised skillsets 58%Identifying or agreeing with my companys values and mission 48%Feeling or seeing the impact of my work on the society or the environment 47%Uncovering the Future of Asias Technology Industry 12Confidence levels of technology professionals in their
40、 company turning down a profitable opportunity that conflicts with its purposeOur advancing understanding of AI and the power of data is highlighting the critical role technology could and should play in areas like social responsibility and sustainability.Yet,when asked how confident they were in th
41、eir company turning down a profitable opportunity should it conflict with its stated purpose,only half said they were Very Confident or Confident on average across Asia.Of note,Hong Kong technology professionals demonstrated the most confidence and Japan,the least.Hong Kong SARJapanMalaysiaSingapore
42、ChinaConfidentVery ConfidentModerately ConfidentNot at all ConfidentSlightly Confident22%36%13%16%23%26%29%16%6%30%40%7%7%22%22%16%27%28%36%35%22%16%5%60%of Technology professionals said their company had a clear and compelling purpose that addresses a real need in societyINSIGHTS FROM INDUSTRY LEAD
43、ERSUncovering the Future of Asias Technology Industry 14PRACTICAL WAYS TO DRIVE INNOVATION IN THE BUSINESSOrganisations are only as successful as their ability to innovate.This holds even truer for technology companies,which are in constant competition to provide better,faster,and stronger products.
44、For Sotirios and Lajos,innovation is their bread and butter and the single most important priority in every facet of their business strategy.Innovation is often characterised by disruption.Whether by new tools,ideas,or processes and their iterations,the pursuit of innovation is one that is fraught w
45、ith challenge.However,for start-ups like Popular Robotics,innovation is central to their business strategy and survival.“As a start-up,innovation is our core business.If our business model is providing products and services similar to what already exists in the market instead of coming with somethin
46、g new,it will be impossible to compete.After all,bigger companies can do it faster,cheaper,and at a higher volume,”says Sotirios Stasinopoulos,CEO of the robotics start-up based in Beijing,China.To be successful at innovation,Sotirios raises the importance of market,competitor,and customer research.
47、This is applicable regardless of the industry the organisation is operating in or the size of the organisation,and gives the example of legal firms,where AI and automation of tasks like contract generation or signing are unlocking speedier turnarounds and reducing costs.But arguably more important,S
48、otirios says,is the role employees play in a companys ability to innovate.Sotirios StasinopoulosCEO,Popular RoboticsChinaLets connect onUncovering the Future of Asias Technology Industry 15Employees are the biggest resource of innovative ideas Because employees form the foundation of the business,So
49、tirios and Lajos Palasti,COO of Popular Robotics pays close attention to building and nurturing a culture of innovation.“Innovation cannot be imposed upon people,”Lajos explains.Telling people to produce one new idea a week will not produce the required results.Instead,a more effective way is to lea
50、d and structure the process from top down.“For example,in team meetings,we encourage staff to do research on new technology developments and present their findings how they can apply them to improve business processes or bring us closer to a busines goal.In fact,this is one of our employees key perf
51、ormance indicators,which they are rewarded with performance bonuses for,”says Lajos.Something else that Sotirios and Lajos practice to encourage innovation is transparency about key business decisions,often involving employees in the process.Diversity is crucial in a process like this,Lajos says,bec
52、ause it provides access to different perspectives and views.We would organise brainstorming sessions where the floor is open for sharing of ideas.And as we listen,our employees,who are from different countries,contribute with their own perspective.Decisions are made together,and oftentimes its our e
53、mployees who come up with the right ideas that are later applied to our processes or products.Preparing employees for a changing world of workTo stimulate these brainstorming and sharing sessions,Sotirios raises the importance of preparing employees for them.The pandemic has sped up many trends and
54、organisations adoption of them,including more mainstream changes like the shift to remote work,increased reliance on telepresence,and rise in virtual trainings and professional events.In the technology industry,the basics of prototyping and simulation modelling have transformed immensely and will co
55、ntinue to develop as emerging areas like Web 3.0 and meta environments mature.To Sotirios,this speed of development means that employers need to take a more proactive stance on skills development and training for their employees.Being in the business of training,he observes that some companies are s
56、till moving a little slower than others towards preparing employees with the necessary skills to keep up and get ahead of these changing trends,especially if cost is a concern.“Many organisations,to avoid training costs,tend towards hiring fresh graduates from universities expecting them to know eve
57、rything new.However,this is unrealistic because technology skills and knowledge need constant updating.And by the time these graduates get their degree,what theyve learnt is old knowledge.”While technology professionals are generally proactive and would seek out learning opportunities on their own,S
58、otirios emphasises the role of the company in guiding employees on their skills development journey.Aside from making learning new skills a measurable objective for employees,he sees it as the employers responsibility to identify key skills and courses and provide access to tools and learning servic
59、es.One of our key goals as a training provider is to get organisations to a stage where they recognise the need to retrain their employees so they can catch up with new developments.Uncovering the Future of Asias Technology Industry 16Helping employees find purposeLajos adds that investing in employ
60、ees upskilling can make a difference in employee motivation and and inclination to stay with the organisation.“In the emerging technology space,key skills change really quickly and projects are usually shorter-term,particularly in the start-up environment,”he says.“Technology professionals tend to b
61、e especially dedicated during the duration of the project and when its done,feel satisfied with a job well done and start looking for the next thing.”Given this,enabling employees to pick up new skills and explore new ideas has proven effective for retaining employees at Popular Robotics,as there ar
62、e always new projects to embark on.Aside from intellectual stimulation,Sotirios also places strong focus on employee well-being,making sure to build a strong sense of cohesion within the company through team building and other social activities.“Some of our employees who have been with us since the
63、beginning,are still here because they believe in our mission of making skills accessible to all.They resonate with what were trying to build.”While Sotirios and Lajos both agree that the realistic need to be profit-making could have an impact on the journey taken towards achieving the company missio
64、n,a balance has to be struck between being profitable and staying true to core organisational values.“Challenges will arise.Pivoting from original plans is normal for start-ups,but the general direction should remain the same.Employees should always be able to see that connection between what the or
65、ganisation has set out to do and what is being done so they feel that sense of purpose and motivation.”The most important ingredient in employee retention is the sense of purpose and alignment of organisational values with personal beliefs.Uncovering the Future of Asias Technology Industry 17EMPOWER
66、 EMPLOYEES FOR BETTER PRODUCTIVITYPushing the envelope is challenging yet equally rewarding work.To enable the cutting-edge work Gusto Collective is doing in reshaping customer engagement,Lucas believes that it is imperative to first prioritise the employee experience.The last few years have undoubt
67、edly brought along a wave of changes,many of which Lucas Cheung,Managing Partner at Gusto Collective,notes were keenly felt by the organisation as they made their mark on the world of work.“Adapting to remote work was certainly the biggest one.It obviously had huge impact on business operations,and
68、beyond that,had massive implications on our ability to train staff.”As Asias first BrandTech holding company and a leading player in emerging technology spheres like AR/VR,the metaverse,and Web3,enabling the continued skills development of employees is top priority.Given the nascence of these areas,
69、employees must not only be primed to be first adopters of technologies that are still evolving and expanding,but also play the role of educator as they guide customers in understanding the value in leveraging still-developing technologies in their branding and marketing efforts.Lucas CheungManaging
70、Partner,Gusto CollectiveHong Kong SARLets connect onUncovering the Future of Asias Technology Industry 18“During the switch to remote working,weve adopted a suite of new technologies so our employees can continue to be efficient and productive.But its not enough to just set up the tech and expect pe
71、ople to be able to pick it up right away documentation and workflows need to be established so that even if theyre remote,employees are supported and progress can be monitored and supported.Beyond the tools themselves,security measures also need to be adapted for remote access.”Aside from infrastruc
72、ture and process support,building an environment that keeps morale high is also critical.With the rise of hybrid and fully remote teams,employers are prioritising team building activities,transforming previously in-person activities to virtual events to bring teams together and make them feel connec
73、ted to one another.For Lucas,it is more important to create that sense of unity in day-to-day work rather than one off events.This helps in cultivating a company culture that amplifies engagement and creativity,Lucas says,especially given the nature of Gusto Collectives work.Not only is having the r
74、ight support structure for employees critical to motivate staff performance,it has an impact on retention too.For todays generation of workers,fair compensation and performance incentive schemes,while useful,are no longer enough.“Younger tech employees,the millennials and the Gen Zs want more than a
75、 salary from their jobs.They want to learn;they want projects that are intellectually challenging.From an employer perspective,we need to be in constant communication with our staff in order to understand how we can continue to enable and support them in achieving their career goals.”“Give them a hi
76、gher purpose,a North star goal to follow and build towards.At Gusto Collective,our company mission is to build best in class experiences and set the global standard while remaining true to our roots in Hong Kong.This is something we constantly communicate to our staff to inculcate that sense of prid
77、e in every single project we take on.”Enabling employees to develop the right skill sets Against such a backdrop,investing in employee skills development is a clear imperative.However,it is critical to tailor training programmes to employees.At Gusto Collective,a key upskilling strategy is enabling
78、employees to build up cross-domain knowledge as the nature of brandtech projects are becoming increasingly collaborative,whether across industries or across business functions.Explains Lucas,“Many of our projects involve AR/VR development or Web3.Beyond domain expertise,our staff need to have a cert
79、ain level of knowledge or skills in areas like 3D modelling and visual content in order to continue creating impactful experiences for our customers even as these technologies develop.”Equally important to programmes designed to bridge gaps in technical skill sets is training that focuses on aptitud
80、e and soft skills.“Design thinking training,for instance,is crucial as it helps employees to better their approach to problem solving and instils an innovative mindset,”says Lucas.“Aside from theoretical training,part of our programme also involves giving employees times and space for employees to d
81、iscover and learn new technologies and tools.Our development work involves the use of many different software development kits(SDK)by external parties,which are constantly evolving as new technologies are developed.By enabling our developers exposure and learning,the company benefits as they will ap
82、ply them in our projects and production process.”Providing the right support to maximise performanceFlexibility has always been embedded in Gusto Collectives company DNA,but the pandemic has certainly accelerated the need for efficiency and productivity as the company transitioned to working remotel
83、y.Reflecting on how they had prepared their employees for a new way of working,Lucas emphasises on providing the right infrastructure.As employers,we have the responsibility to communicate with our staff to understand how we can continue to enable and support them in achieving their career goals.We
84、use Gather,a platform that gamifies the video conferencing experience at Gusto Collective.People can have their own avatars and can enhance the experience of working together while still being virtual.Uncovering the Future of Asias Technology Industry 19THE ROLE OF DESIGN THINKING IN TECHNOLOGY ORGA
85、NISATIONSWith twenty years of experience in design thinking and the user experience(UX)industry,Peter believes that Design Thinking plays an important role in many aspects of the organisation from creating impactful experiences for customers to optimising talent retention strategies.At the core of i
86、t,design thinking is about approaching problems and solutions from different perspectives.“Across industries,the biggest shift since the pandemic has been the move away from physical,face-to-face interactions to virtual connections,”says Peter Lau,Head of UX Design at Moxbank.“And this shift looks l
87、ike its here to stay.”In the fintech industry,this has had implications on building and maintaining customer relationships.Peter raises the example of relationship managers,who now have to rely more on virtual and remote interactions than face to face meetings,and who are seeing the impact of this s
88、hift when it comes to communicating,building trust,and understanding the customers pain points and needs.With new ways to interact with customers developing rapidly,he argues for taking a design thinking approach as there is still much room for improvement when it comes to providing smooth customer
89、experiences tailored to shifts in habits.Peter LauHead of UX Design,Moxbank Advisor,IXDAHong Kong SARLets connect onUncovering the Future of Asias Technology Industry 20Getting to the heart of the customer Design thinking methodologies emphasise empathy and observation during the data-gathering proc
90、ess,which is subsequently followed by solution ideation and iteration based on feedback.At Moxbank,the integration of such an approach is practiced through regularly held design thinking workshops organised by the company.“Having the training to apply design thinking techniques in the process of cus
91、tomer discovery helps the organisation better understand changes in customer behaviour and identify their pain points and opportunities,”says Peter.“With empathy as the foundation,we can dig into the clients journeys and challenges more accurately,before designing a tailor-fit solution that not only
92、 effectively solves their problem,but also enhances their experience with us.”This is especially key in pinpointing behavioural shifts,which have undergone significant change during the pandemic and are still in flux since.“Were not talking only about changes in process or tools that are used,but al
93、so the human factor the people who have to put the process into action and use these tools daily.Understanding the emotional aspect of change our customers are experiencing is critical,”Peter continues.Adapt design thinking techniques for a changing environmentWhile acknowledging the success stories
94、 of incorporating design thinking methodologies in building customer journeys,Peter stresses the importance of updating the approach in view of todays changed environment.“Its not just a different environment were operating within;peoples preferences,and the make up of a positive experience are no l
95、onger the same.Being able to facilitate and adapt conventional design thinking techniques to whats needed currently is a key skill.”The company plays an important role in enabling this,says Peter.He notes that while there are still companies that are unaware of the importance of such a skill,an incr
96、easing number of companies are providing design thinking training as part of their employee development programme to both designers and non-designers.However,he cautions that while providing training is laudable,it is also crucial to provide the right environment to apply these newly learnt skills.“
97、Design thinking training can be quite theoretical and if employees are not given the room to practice applying the methodology learnt or actually suggest and The design thinking approach is helpful for cross-functional teams to align and deepen their understanding of the customer,and to define the r
98、ight problem to solve,in order to provide tailor-fit solutions,and further in the process,collaborating internally or with the customer in more effective ways.put change into motion,the training may not be that effective.The same goes for tools,and as a plus,leveraging and combining emerging technol
99、ogy like AI and data analytics,as well as advances in communication technology into the design thinking process could lead to process and product innovation too.”Applying design thinking to the employee experienceAmid the changes to the world of work,there is opportunity to redesign the employee exp
100、erience for greater engagement and better retention.And this goes beyond providing flexible work options or creating a slogan that encapsulates company culture.“Aside from the salary package,employees top priorities are always the same a good work environment,freedom and trust,and purpose,”Peter obs
101、erves.“Among UI/UX designers,something Ive heard a lot is the desire to know what kind of impact theyre creating for customers.”Thus,it is the organisations duty to not just communicate the purpose of the roles and strive for stronger alignment with their employees values,but also to create an envir
102、onment that enables their employees to make that positive impact.By incorporating design thinking into the organisational design from defining what makes the right employee and evaluating the key values and skillsets needed in the organisation,to creating the right environment with the necessary res
103、ources and support they need,and then iterating on feedback,the organisation would be able to build an experience that resonates and empowers employees.“As leaders,we need to play an active role in helping our team understand the purpose of their role,and from a bigger perspective,the organisation,a
104、nd from there,find their own purpose and their personal why.At the end of the day,an employee who has clarity of why they come to work every day will be more motivated and ultimately,perform better.”Uncovering the Future of Asias Technology Industry 21DRIVING VALUE CREATION THROUGH THE WORKFORCEThe
105、Covid-19 pandemic brought a series of accelerated transformations that deeply shifted our perspective of and relationship with work.As we move forward in a post-pandemic world,successful organisations are adopting an agile and transformative mindset in reshaping their business and operating models t
106、o leverage value creation levers.In particular,businesses in the technology industry are doubling down on customer-focused approaches,adapting more customer-centric strategies so they truly understand and deliver to their customers needs.A business model that revolves around customer centricity is e
107、ssential as it helps businesses build better relationships with their customers,driving revenue and providing a competitive advantage.Amidst this shift,business leaders are simultaneously realising the importance of taking a similar approach to their internal customers their employees.Employees are
108、the ones who will drive innovation and catalyse transformation.Thus,the chief value driver for organisations is none other than the workforce.Masahiro UenoFormerly Head of IT,McDonalds&UCOOPJapanLets connect onUncovering the Future of Asias Technology Industry 22Strike a balance between purpose and
109、motivationResearch since the pandemic has brought to light peoples shifting relationship with work.Technology professionals in particular want more meaning in their work than just going through the motions of day-to-day operations.They want to understand the purpose behind their role and the value t
110、hey bring to the organisation,and at a higher level,to the industry.“Employers need to realise that accomplished employees with highly developed skill sets might decide to search for new opportunities if theyre not satisfied with their working environment,”says Masahiro Ueno.Masahiro has led IT team
111、s at McDonalds and UCOOP for the last 12 years.“You need to seriously consider and find the connection between the organisations goals and that which motivates each individual employee.”Its a fine balance,but striking it is the key to retaining top employees,Masahiro says.One of these motivators is
112、providing or maintaining flexible work arrangements.Remote work had become the norm during the pandemic,and even with things gradually returning to normal in Japan,the remote and hybrid working practices seem set to remain.This has in turn strengthened the demand for better work-life balance among p
113、eople.In fact,flexible working options,and work-life balance were the top two reasons why employees choose to stay with their organisation,above other motivators such as salary or career progression.Top reasons why Japanese technology professionals choose to stay with their organisationsMasahiro rec
114、ognises the importance of enabling better work-life balance for employees.“Its possible to produce the same level of productivity and high performance even when working remotely.With remote working here to stay,organisations need to implement strategies that will ensure continued productivity,such a
115、s leveraging technology as well as developing a set of criteria that would fairly evaluate employees remote work performance.”Upskill workforce to drive value creationTo empower employee productivity and performance,Masahiro recommends that employers plan and develop career progression pathways for
116、each professional in the organisation,based on their skills,experience,and more importantly,interest.No matter how attractive the career opportunity is,a lack of interest in the scope of the role will likely result in lacklustre performance.At the same time,providing learning and skills development
117、opportunities is also vital.He points out that while the same hard skills such as technical skills,project skills,or language skills remain as important pre-and post-pandemic,certain soft skills are rising in importance.Such skills will help professionals collaborate better with peers and stakeholde
118、rs,and thus,work more effectively with others.Those with strong leadership abilities will also find themselves progressing faster in their careers.And the role of the employer is thus to nurture and help these employees develop to their fullest potential.“As employers,we need to identify each employ
119、ees ability and strengths and provide them the best opportunities to build upon them.This is one of the most important thing employers can do to strengthen their company and its future possibilities.”The right interpersonal skills,such as communication skills and leadership skills will help technolo
120、gy professionals see more success at work.Flexible working options56%Healthy work-life balance49%Salary or benefit packageJob stability and securityCareer development and growth47%44%22%Uncovering the Future of Asias Technology Industry 23POWERING A CHANGE-READY ORGANISATIONChange is one of the bigg
121、est challenges in any organisation,with good reason human beings are naturally averse to change,preferring to search for patterns and create connections to make sense of our environment.To enable successful transformation,an organisation-wide culture evolution is critical to catalyse sustainable beh
122、avioural change.Investments through initiatives like the Shared Prosperity Vision 2030 and the Malaysia Digital Economic Blueprint(MyDigital)are expected to pave the way towards new milestones in Malaysias digital evolution,providing a roadmap to sustainably contributing to the countrys economic rec
123、overy.For such large-scale transformations to be successful,the role leaders and organisations play become all the more important,not just to manage the changes that are taking place,but to encourage and enable mindset and behavioural agility to adapt in areas as diverse as skills and learning,flexi
124、ble working,and purpose finding.At its most fundamental,Freddy Loo,Director of Customer Engagement,AI&Analytics at Fusionex International,says these changes mean that employers need to rethink learning and skills development at their organisations.“From a macro perspective,the governments push for d
125、igitalisation and adoption of digital products such as artificial intelligence and 5G means we need different or updated sets of skills to keep up with new or emerging technology developments,”he says.In the coming years,with 5G,telecommunications,and digital banking expected to be Malaysias key foc
126、us areas,related skills such as data,UI/UX,and customer experience and journey design will be critical for technology professionals looking to build their career in the industry.However,he notes that upskilling in these areas is more of a hygiene issue for technology professionals.Freddy LooDirector
127、 of Customer Engagement,AI&Analytics,Fusionex InternationalMalaysiaLets connect onUncovering the Future of Asias Technology Industry 24Make room for experiential learningInstead of technical skills,Freddy focuses on intangible aptitudes when he evaluates his team members.With how the industry is dev
128、eloping at breakneck pace,it is of utmost importance for technology professionals to build their skills in conceptualising problems to develop solutions,as well as communicating those solutions to stakeholders.Things like Python or web development are skills you can pick up,but to be able to cope wi
129、th the ever-changing landscape,the ability to conceptualise the problem,engage with stakeholders,get buy-in for solutions are skills that I think are of utmost importance.To help technology professionals nurture these skills,which would better position them for success,Freddy notes that there needs
130、to be a shift in mindsets and approach to learning.Traditionally,learning meant formal,structured sessions,such as in classroom environments,attending conferences,or getting certifications.Now,however,learning has become more non-linear and experiential,with the bulk of it happening on the job.“Empl
131、oyers need to recognise that learning is a lot more active now,and incorporate active learning as part of their skills development plans,”says Freddy.“Learning does not need to be tied to a curriculum.”More importantly,he believes that employers have the responsibility to provide a safe space for em
132、ployees to learn effectively.“When learning happens on the job,it is inevitable that mistakes happen.As employers or team leaders,we have to make it very clear that its okay to take chances,its okay to fail.”We need to provide that buffer and room for employees to experiment.Thats how people learn.F
133、lexible working goes beyond collaboration toolsAnother aspect that has undergone rapid development in recent years is our approach to the way we work.It is no secret that the pandemic has encouraged new perspectives of work that have resulted in professionals desiring and demanding more control over
134、 where,when,and how they work,and that these changes are largely here to stay.Given this,aside from changing policies around work locations or hours,and providing new tools to encourage collaboration,Freddy argues that a new approach to team management or supervision is critical to position newly hy
135、brid or remote teams for success.For instance,he points out that problem solving in the past would tend to play out more like a pyramid with information being transferred between levels.In todays evolving landscape,however,forming agile and dynamic teams to take on projects and adapting those teams
136、depending on the needs of the projects would create more impact and generate solutions faster.And to enable this agile approach,organisations need to infuse flexibility into the organisation.Recognising that work no longer has to be time or location-constrained is not just about respecting peoples t
137、ime and booking meetings in advance,but things like how to increase effectiveness and impact in the way we collaborate,and how we approach productivity performance measurement.We need to recognise that changing behaviour is difficult,and respect that everyone has different capacities for change.Unco
138、vering the Future of Asias Technology Industry 25Leverage purpose to improve the employee experienceThe employee experience is a top priority for organisations,especially in the technology industry where talent shortages are growing increasingly apparent and retaining employees or attracting fresh t
139、alent into the company is becoming increasingly difficult.To strengthen these efforts,aligning employees sense of purpose with their daily work is key.Purpose,or the value of purpose,is prioritised differently by employer and employee.For employers,communicating organisational purpose is a way of di
140、fferentiating themselves from competitors,and building brand reputation and perception to strengthen talent attraction and retention.For employees,aligning with their organisations purpose brings meaning to their day-to-day work and cultivates a sense of community with shared values.The onus is thus
141、 on the organisation and its leaders to help employees connect with organisational purpose in the ways that matter to them.Freddy explains,“The disconnect happens when employees cannot see the relationship between company values and the actions theyre told to take.Sometimes,its just about communicat
142、ing how the outcome of these actions feed into longer-term objectives.For instance,the goal of initial short-term projects could be to understand the client a bit better,in order to solve bigger challenges for the client in the future.”“While it is very important to reward employees fairly,we need t
143、o recognise that work is no longer just about putting food on the table.People want to find this greater sense of purpose and meaning in their day-to-day jobs,so they can create an impact with their work.”Uncovering the Future of Asias Technology Industry 25Uncovering the Future of Asias Technology
144、Industry 26BUILD EMPLOYEE ENGAGEMENT INTO BUSINESS STRATEGYSuccessful business leaders know that happy,engaged employees in the organisation create a better staff culture,reduces churn,and overall improves business productivity and impact.Joel goes one step further to posit that employee engagement
145、should be seen as a critical driver of success and a core aspect of the business strategy.Joel Wong,who leads a team of Customer Experience specialists in Pos Malaysia,the countrys national postal service provider,is a proponent of crafting experiences that delight whether for customers,or for his e
146、mployees.Even before the pandemic,research made it clear that having engaged employees is a critical ingredient for organisational success.Today,as people embrace their redefined relationships with work,employee engagement has become even more important,and for good reason engaged employees are more
147、 productive,perform their best work,highly invested in their roles and less likely to leave the company.All of these factors contribute directly to the financial performance of the company.Joel WongSenior Vice President,Customer Experience Transformation,Pos Malaysia BerhadMalaysiaLets connect onUnc
148、overing the Future of Asias Technology Industry 27Purposeful empowerment through upskillingAlignment between employers and their staff on what to focus on when it comes to learning and skills development is also important.“Typically,employers like to play it safe,for instance sending data profession
149、als for data-related courses.”However,Joel argues that with advances in technology forming co-relationships between different functions,technology roles and skills should no longer be viewed in silos.“The growing adoption of the cloud simultaneously enables the development of other fields such as da
150、ta,which in turn catalyses the need to defend,protect,and govern the use of data,creating a demand for cross-functional specialists.”Employers need to recognise this and shoulder the responsibility of guiding employees in their skills development journey.Within his own team,Joel explains that he oft
151、en encounters team members who are unclear about which areas to focus on when upskilling,and what options or organisational resources they can leverage.It thus falls upon the managers to help their team members draw connections between their current skills gap,where they want to be,and what the orga
152、nisation needs.“Being able to create that skills progression and roadmap is a highly important skill set for managers to learn too.”Commit to preparing employees for the futureOne of the surest ways of engaging employees lie in the organisations commitment to preparing them to navigate challenges as
153、 the work landscape changes.When it comes to the technology industry,where these changes are happening at an accelerated pace,employers must double down on investing in their employees,especially in updating or developing role-related skills,with more current methods.“Traditionally,trainings are con
154、ducted physically and in-classroom.However,training for many of the technologies that have grown rapidly since the pandemic,such as those related to cloud,data,or cybersecurity,are now widely available online through informal social videos or formally on learning platforms.Fundamentals like coding o
155、r data analysis are now widely covered in schools but the experience and expertise will need to be developed from practical projects,”says Joel.He raises the example of cloud platforms.Across providers,having the fundamental understanding of cloud architecture,the benefits of cloud services,such as
156、scalability,cost management and reliability remains the same.However,expanding hands-on experience across a diverse range of provider platforms to this core knowledge will enable tech professionals to adapt as the field continues to mature and move towards a multi-cloud future.With these development
157、s,Joel believes that two of the biggest challenges both employees and employers need to overcome when it comes to upskilling are awareness and access.Technology professionals embarking on their upskilling journey would need to first be aware of where knowledge can be found,such as in online communit
158、ies,and get access to those communities.At the same time,employers also need to overcome these challenges are they play an important role in helping employees prepare for the future of the technology landscape.“In Malaysia,the Human Resources Development Fund(HRDF)has been set up to provide eligible
159、 employers grants to spend on employee training programmes.However,I believe there needs to be a much larger awareness among businesses,especially among SMEs,as to whats available,so they can better optimise their access and use of these grants to prepare their employees for a tech-driven future.”Wi
160、th the development of key areas of technology so closely connected,every technology professional will need a broad understanding of the whole ecosystem,in addition to deepening their specialist knowledge in their respective fields.Uncovering the Future of Asias Technology Industry 28Give employees s
161、pace and trust to do their best workA key factor that impacts on employee engagement is also the alignment between the organisations expectations of how employees should work,and how they prefer to work.Many companies have,since the pandemic,made a permanent shift to remote or hybrid working as a re
162、sponse to employees need for better work-life balance.For such company-wide policies to be successful,Joel emphasises the importance of trust.“We have a hybrid work policy at Pos Malaysia,and within my own team,full flexibility.I have full trust in my staffs professionalism in managing their own tim
163、e and deliverables.While they are encouraged to use the office facilities for closer communication and collaborative work,they are free to choose where,when,and how they choose to work,as long as deliverables are met.I believe that true experience and productivity against number of hours spent sitti
164、ng in the office do not necessarily correlate.Yet,concerns about possible employee disengagement are valid,and to this,Joel points that there are ways to foster a sense of community and belonging even with minimal in-person interactions.In his own team,hes practiced a mix of virtual and in-person te
165、am activities to connect and strengthen relationships,and in the two years of the pandemic,has successfully expanded his team of three to fifty.“It was not easy,but managing schedules so everyone can come together outside of work hours,to spend time together and celebrate wins as a team these make a
166、ll the difference in keeping my team members happy,highly engaged,and working at maximum productivity.Empower employees to make their own decisions to help them achieve their objectives,and most importantly,celebrate their success.Beyond being part of a talent retention strategy,engagement is the re
167、sponsibility of every team leader.Apart from ownership of their time,Joel notes giving employees ownership of their work is also key to keeping employees engaged.In leading his team,Joel provides the vision and the direction,then leaves his team members to navigate towards the desired outcome while
168、providing guidance along the way.He also makes it a point to help his employees see the impact of their work on the customer.“Todays customers are very vocal,and they speak out whether its a negative or positive experience.When employees are able to see the direct impact of what they do in their dai
169、ly work on the customer,their sense of ownership and thus engagement will only grow.”Uncovering the Future of Asias Technology Industry 28Uncovering the Future of Asias Technology Industry 29FUTURE-READINESS FOR THE MODERN ORGANISATIONIn an industry as dynamic as technology,being future-ready is key
170、 to success.For Rakesh,the foundation of future-readiness lies in taking new approaches to upskilling,adapting to new ways of working,and finding purpose.The technology industry is ever-changing.Technology professionals,especially those with roles that rely on technical know-how need to constantly u
171、pdate their skills to not just keep up but stay ahead of the speed at which the industry is advancing.And when it comes down to it,Rakesh Krisnamuti,who leads Enterprise Partnerships at Mastercard notes that the responsibility to upskill should be equally shouldered between the employer and employee
172、,and beyond that,must be seen as a collaborative effort.“When we talk about new or emerging technology,such as cryptocurrency,artificial intelligence,and even data science,they are running ahead of the curve and being developed ahead of where the market need currently is.Being in the payments indust
173、ry myself,many of my conversations now tend to revolve around blockchain technology.Naturally,the first place I start looking for such a knowledge base is within my company.”Rakesh KrishnamutiVice President,Enterprise Business Development,Partnerships MastercardSingaporeLets connect onUncovering the
174、 Future of Asias Technology Industry 30articulate technical ideas to both technical and non-technical stakeholders is equally,if not more important.“As remote and online collaboration increased,the way we engage with co-workers today also became more transactional.Where we would previously have thes
175、e chats over coffee or lunch,today its blocks of 30-minute Zoom calls.As a people manager,one of the challenges was bringing back that human touch to these conversations.”For Rakesh,this shift has also necessitated more clarity in the way he communicates with his team members and stakeholders,both v
176、erbally and written.And in a world thats relying less on face-to-face engagement,it is critical to not just get it right,but get it heardIf you want to be great at what you do,you need to be able to convey your idea,sell it,and influence people no matter where you or your stakeholders are located.Ho
177、w Mastercard makes skills development part of the culture fabric Regular skills development conversations between individuals and their managers Employees have access to internal resources that enable self-learning Formalised learning paths,with tuition assistance is also available for certain roles
178、 Embrace new learning approaches However,the disruption and upheaval experienced in the years since the pandemic has forced change and creativity in the way we engage in the workplace and the way we consume and interact with information.As a result,how technology professionals learn and gain new kno
179、wledge has evolved too,shifting from formal,institution-based learning to casual learning and informal knowledge sharing.The role of the employer is thus to understand where and how technology professionals prefer to learn,and then design new approaches to reflect that.For instance,Rakesh suggests t
180、hat companies could work with external parties to enhance currently available training resources.With the recognition that skills training doesnt have to be structured or formalised,employers could also encourage knowledge sharing across functions or geographical location,within or outside of the co
181、mpany.Employees also have a role to play.“Learning is a two-way conversation.As an employee,make sure youre having regular conversations with your manager to help them understand your learning needs.”Embrace flexible work models Key to being future-ready is having the agility to fully embrace new wo
182、rk models.Post-pandemic,the way we work has changed irrevocably,especially since companies have realised the possibilities of operating on a hybrid,or even fully remote model.Flexible work arrangements are now a must-have for any company,Rakesh says,noting that despite the end of social distancing m
183、easures necessitating hybrid workforces,Mastercard has opted to keep flexible options available to their employees.Rakeshs own team now meets at the office one day a week to get in some quality face-to-face engagement,and works the rest of the days from home.Additionally,the company has also impleme
184、nted a work from anywhere policy to give employees more freedom to choose where and how they prefer to work.To encourage wellbeing,internal meetings are strongly discouraged on Friday afternoons so employees can properly wind down and wrap up the week.These policies have certainly helped in attracti
185、ng talent into the company,says Rakesh.But does the ability to work flexibly impact productivity?These are privileges,and I take them seriously by making sure what needs to be done gets done to the best of my ability.The onus is on us to maintain,or even surpass productivity and work quality levels.
186、”Focus on clarity of communication Given that most roles in the technology industry are technical in nature,technology professionals tend to have deep subject matter knowledge and are fully aware of the need to work consistently on keeping their skills up to par.However,working on interpersonal,verb
187、al and written communication skills,and honing the ability to Uncovering the Future of Asias Technology Industry 31The intersection of product and purposeProduct,and thus,product innovation is a significant factor for success for technology companies.Constant iteration on their product ensures compa
188、nies stay relevant in their market,continue on a growth trajectory,and are well-prepared for future disruptions.Product innovation is the DNA of any company,says Rakesh,and at the centre of it is the customer.This commitment to problem-solving hence also drives the search for and fulfilment of purpo
189、se for technology organisations.Rakesh notes that Mastercard implements its products and services not just for traditional financial institutions that serve the consumer market or corporate businesses,but also with a goal of driving financial inclusion by bringing more people into the economy.He rai
190、ses the pandemic as an example of many organisations,including Mastercard,coming together to work on the digitisation and automation of voucher systems to facilitate government-led Covid assistance initiatives.“In the last few years,we have gone beyond what we do in the traditional sense of finance,
191、to finding out how we can bring more participants into the digital economy to not just sustain but maintain and raise their standards of living,and improve their lives.“The younger people who are coming into the workforce want to work for purpose-driven companies,companies with strong values.When th
192、at aligns with their personal purpose,that becomes their reason to come into work every day.”You want to put the customer at the centre of everything you do and build the product around it.To me,product innovation should always be about how youre solving problems for your customers.Uncovering the Fu
193、ture of Asias Technology Industry 32THE IMPORTANCE OF ORGANISATIONAL CULTURE The Government Technology Agency(GovTech)is a statutory board of the Singapore Government.Formed in 2016 to focus on building and strengthening the Singapore Governments internal engineering and digital capabilities,GovTech
194、 empowers the Public Service to centrally design,develop and deliver digital services that are built for our citizens and businesses immediate needs.In harnessing the power of technology to catalyse the transformation of Singapore into a Smart Nation and drive digital transformation,GovTech is certa
195、inly no stranger to the power of innovation.“Product innovation is absolutely key for organisations looking to navigate their way in todays evolving normal,”notes DN Prasad,GovTechs Senior Director of Strategy,People and Organisation.However,he cautions against innovation for innovations sake.Innova
196、tion should not be done for the sake of doing differently but should be driven by a true understanding of what users want or need,and continuously iterated based on how those needs change.“Products are always evolving.At GovTech,our mindset about product innovation is about looking at the entire lif
197、ecycle of the product,from ideation and design,to answering questions like how do we build it,test it,ship it out,and subsequently,support it.”DN PrasadSenior Director,Strategy,People,and Organisation,GovTechSingaporeLets connect onUncovering the Future of Asias Technology Industry 33Weave the innov
198、ation mindset into the companys DNATo support innovation,a key ingredient is white space.GovTech creates that white space for their engineers to come together to discuss ideas,get feedback from colleagues,and present them to senior leadership teams.Ideas with potential are then funded for the first
199、three months for engineers to work on a prototype.Creating the opportunity,and in this case,a conducive environment,is key to supporting innovation.A prime example is hackathons,commonly organised by product-driven companies.These hackathons are effective in sparking innovation as they drive collabo
200、ration not just internally among employees,but also with external parties.Understanding the importance of such intersections,GovTech actively promotes innovative collaborations among enterprises as part of their work.To be truly innovative,Prasad believes that organisations must weave the mindset in
201、to the fabric of the their culture.“Innovation doesnt happen in isolation.Its also not just about investing time or dollars.Instead,whats critical is cultivating a change mindset,a continuous improvement mindset,and make that part of the culture of the company.”Create a culture of learningThis innov
202、ation mindset also flows into the way GovTech approaches learning and skills development.In the technology industry,upskilling is critical especially since new technologies are constantly emerging.“Even before the pandemic,the half-life of technology has shrunk to close to two years.With the current
203、 focus on lifetime employability,there is a need for tech professionals to expand their knowledge and upskill continuously in order to stay relevant.”GovTech approaches learning and skills development in a holistic way.Their 4E model focuses on education,experience,exposure,and engagement and how th
204、e different aspects feed into and impact one another.For instance,instead of emphasising classroom learning,we facilitate the application of that training to day-to-day work while enabling and encouraging interaction with different teams for new perspectives.Learning happens every day and happens th
205、rough interactions.Prasad defines four critical skills every technology professional should adopt,which would impact the work they do.First is core digital skills,or the hard technical skills that matter in daily work.Next,analytical skills that enable professionals to solve problems and make educat
206、ed decisions.Third is design thinking ability,which focuses on a non-linear iterative process.Finally,agility allows professionals to learn from experiences and apply that knowledge to unfamiliar,even challenging situations.Because of the speed of change the technology industry experiences,it is par
207、amount for organisations to take the initiative to enable employees to learn.“Any progressive organisation,especially in todays tech industry,will support holistic development,”says Prasad.He suggests that organisations work closely with human resources or internal training teams to look at how lear
208、ning culture can be strengthened internally.At the same time,professionals also need to take a more active role in their learning.Previously,Prasad himself spent about 45 hours,over 15 days,outside of working hours to enhance his executive coaching skills.“In the technology domain,what you learn tod
209、ay will need updating in two years.Those who want to further their careers and stay relevant must take ownership of their learning and make sure they invest time in it.”Uncovering the Future of Asias Technology Industry 33Uncovering the Future of Asias Technology Industry 34Build purpose into organi
210、sational cultureSuccessful organisations often demonstrate a strong culture based on widely shared beliefs,which forms the foundation for an inspired and committed workforce.That sense of purpose also serves to fuel job performance.At GovTech,their mission of engineering digital government,making li
211、ves better is the anchor that motivates employees to journey with the agency,giving them greater purpose and meaning.Prasad explains that being in public service provides him the platform to play his part in nation-building,which is his own personal purpose.To organisations,he advises that getting e
212、mployees to connect to and find meaning within the companys mission is a process that requires a lot of engagement,communication,and narrative-building by the leadership team.“Help them understand how their role is critical for the team theyre in,for their department,and for the larger organisation.
213、Employees need to see the connection between what they do in their roles,and the reason why the company exists.When you help employees make those connections and give meaning to the work they do,you create that sense of purpose.”Employees need to see the connection between what they do in their role
214、s,and the reason why the company exists.RECOMMENDATIONS FOR EMPLOYERS AND PROFESSIONALSSince 2020,transformation has been a common theme and a singular focus in the technology industry.Yet,our conversations with technology leaders indicate that despite all the changes the industry has undergone,digi
215、talisation and technological transformation have yet to gain full momentum.As we move into 2023,changing user needs and advancements in technology tools will continue to feed the development of each other,expanding the possibilities of human-technology interaction in our lives at large.Within the wo
216、rld of work,the paradigm shifts experienced in the technology industry are continuing to shape technology professionals relationships with work and the way technology functions if not whole organisations operate.In putting together the insights from our survey and interviews,we have identified three
217、 key areas where technology professionals and employers can take action,to better navigate what the future of the technology industry brings.Uncovering the Future of Asias Technology Industry 36PREPARE FOR TOMORROWWith work still in a state of flux,technology organisations are increasingly in need o
218、f a workforce that can adapt and evolve to meet challenges both expected and unpredictable.Yet,only fewer than 40%of technology professionals said that they believe their organisations are primed for new ways of working and meeting customer preferences.The strongest hallmark of a future-ready organi
219、sation is a motivated workforce,as it is a sign of the organisations ability to manage disruption,power innovation,and maximise growth.Unsurprisingly,technology organisations with highly motivated workforces are those that have strategically leaned into remote and hybrid working arrangements,diversi
220、ty hiring,learning and development enablement,and a clearly defined emerging technology roadmap all of which are indicators of future-readiness to technology professionals.With nearly half of technology professionals believing more can be done to adapt to new ways of working and meet changing custom
221、er preferences,employers should reassess their digitalisation,flexibility,and diversity hiring strategies to formulate actionable plans to increase the organisations future-readiness.The success of technology organisations typically hinges on process or product innovation,and business leaders are lo
222、oking at their talent to help drive this within the organisation.But being innovative isnt purely about experimenting and doing things differently.Instead,it should be primarily guided by authentic understanding of customers needs as well as unbiased insight on the capabilities of existing and emerg
223、ing technology.Additionally,close collaboration and communication with your network of peers can also spur innovation.In supporting your organisations efforts to be future ready,you are also future proofing your job.What can employers do?What can technology professionals do?Uncovering the Future of
224、Asias Technology Industry 37CONTINUOUS LEARNING Both technology professionals and employers agree that continuous learning is critical in an industry that is experiencing near-constant change.In fact,our data showed that all technology professionals believe that improving their skills is their perso
225、nal responsibility.Employers too,are stepping up investments in their employees learning.The speed at which technologies develop and evolve mean that technology organisations and its professionals need to continually develop skills and capabilities for business continuity and career growth.Yet,our f
226、indings indicate a disconnect in the development opportunities that technology professionals and employers find important.For starters,determine which skills will move the needle for your business,and which employees should prioritise on their learning journey.Then,put learning into action through s
227、tructured learning programmes or mentoring programmes designed for an industry like technology,where learning is largely done on the job and through constant iteration.Most importantly,make sure to communicate development strategies and roadmaps to your employees to ensure that the right support is
228、being provided to employees at any given time.Continue putting the willingness to upskill into action and be more proactive when it comes to seeking out learning opportunities.In todays technology landscape,knowledge is no longer found only in classrooms or courses and can quickly become outdated,so
229、 finding the right platforms or sources for knowledge is key.When planning out your learning roadmap,make sure to involve your manager or if available,a mentor within your organisation.They will have the insight on organisational direction and goals that can help you better narrow down your learning
230、 objectives and the key skills that would be advantageous for you as you build your career with your organisation.What can employers do?What can technology professionals do?Uncovering the Future of Asias Technology Industry 38DIFFERENTIATE WITH PURPOSEWith technology continuing to power growth for a
231、ll kinds of businesses,tech companies are more firmly in the spotlight than ever.And as scrutiny intensifies and regulatory constraints become inevitable,finding,activating,and embedding purpose will be a key differentiator for tech companies and professionals looking to push the envelope on new fro
232、ntiers.Successful technology organisations are those that have translated aspirational values into tangible action,making it part of their mandate to create products and services that make a difference in peoples lives.To put your organisational purpose into action,use it to guide decision-making at
233、 all levels.Look to partner companies that have rooted their work in solving pressing social issues such as climate change,workforce diversity,digital divide,and food.Additionally,given that technology professionals have proven to be far more engaged when they perceive their work as meaningful,and w
234、hen organisational and individual purpose come into alignment,it can improve hiring prospects and attrition.Finding purpose is a personal journey.Being in right role in the right organisation helps but creating meaning in your work is a much more sustainable way of fostering purpose for yourself.To
235、do this,think about how you would define purpose at work.Is it working in interesting projects and being exposed to new technologies?Having good work-life balance?Being well-compensated?At the same time,consider the impact of your daily tasks to your customers,and on a larger scale,the community aro
236、und you.Every day,developments in technology are improving communication,access to information,and raising living standards.By making a connection between what you do and the bigger picture,youll be able to fuel your sense of purpose.What can employers do?What can technology professionals do?PLANNIN
237、G YOUR NEXT CAREER MOVE OR LOOKING TO HIRE SOON?Click on the links belowChinaBrowse jobsSend us your CVFind the right talentHong Kong SARBrowse jobsSend us your CVFind the right talentJapanBrowse jobsSend us your CVFind the right talentMalaysiaBrowse jobsSend us your CVFind the right talentSingapore
238、Browse jobsSend us your CVFind the right talentABOUT HAYS 1,100+Jobs filled every working day256 Offices worldwide32Countries56Years of experienceHays is the worlds leading professional and skilled recruitment company operating across 32 countries globally.We continue to strengthen our position in A
239、sia operating in five markets across the region from 12 offices.Our operations continue to grow as we aim to help substantially more companies achieve their goals and support more people to find the right jobs to transform their lives.We are accredited with the world-leading ISO 9001:2015 certificat
240、ion in all our operational markets in Asia including China,Hong Kong SAR,Japan,Malaysia and Singapore.Our extensive candidate database allows our consultants to search millions of candidates globally using elastic search technology to find the best people in the fastest timeframe.In addition,our exc
241、iting collaboration with LinkedIn provides real-time data on the active candidate market,behavioural trend analysis for future movers and an additional talent pool of millions of potential candidates.We are proud to be the number one most followed recruitment agency on LinkedIn with 5.0+million foll
242、owers.hays-|.hk|hays.co.jp|.my|.sgBeijing+86 10 8648 Shanghai+86 21 2322 Suzhou+86 512 8780 Guangzhou+86 20 3811 Shenzhen+86 755 3290 +852 2521 .hkTokyo+81 3 3560 1188infohays.co.jpOsaka+81 6 6457 7272osakahays.co.jpYokohama+81 45 326 3130yokohamahays.co.jpKuala Lumpur+60 3 2786 .mySunway+60 3 7611
243、.my+65 6223 .sgCHINAHONG KONG SARJAPANMALAYSIASINGAPORE Copyright Hays plc 2022.The HAYS word,the H devices,HAYS WORKING FOR YOUR TOMORROW and Powering the world of work and associated logos and artwork are trademarks of Hays plc.The H devices are original designs protected by registration in many countries.All rights are reserved.