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Founded in 1901 as China Light and Power Company Limited in Hong Kong, CLP Group has grown from a Hong Kong-based power utility into a leading investor and operator in the Asia Pacific Region’s electricity market. Its portfolio comprises over 60 generation assets of gas, coal, nuclear and renewable energy, distribution and transmission assets and retail operations. The CLP Group is owned by CLP Holdings, a company listed on the Stock Exchange of Hong Kong.

Engineering a Lower Carbon Future:

CLP is uniquely placed to leverage its engineering excellence and successful track record of over 120 years to deliver sustainable and cutting-edge energy solutions to customers in Hong Kong and the Greater Bay Area, in our transition to a net-zero future.

Invest in our People:

To get there we are accelerating investment in new energy supplies, in smarter grids, in new digital and engineering technologies and in putting our customers first.  We are also investing in our people to learn and grow, creating new roles and exciting career opportunities.  As one CLP, we work as a team to deliver our climate vision for our communities, our customers and for the future.

Why join Human Resources:

·       As a key player in the energy industry; we are committed to transforming our business, actively challenging ourselves to change and find solutions that drive a low carbon future

·       HR is a trusted partner for the business and plays a central role in shaping this change, building capability for the future and transforming the employee experience

·       We prioritise investment in developing and evolving the function as we continue to enable growth and transform ourselves to be best in class in the energy industry and HR field

1.     What is the purpose of the job?

This role serves as a key leader for the Group Centre of Excellence (COE) called Organisation Development & Talent (OD&T) team for CLP. The role has two key aspects:

1) lead end to end talent management for the assigned business group(s) within CLP, such as succession planning, executive coaching, employee development, culture change, working alongside with the BU leader and BU leadership team; and

2) lead as one of the key process owner for the assigned enterprise process(es) such as learning strategy, or management development across all BUs for the whole of CLP. The purpose of the role is to enable the success of the business in line with the overall Vision, Strategy and Business plan.

Given the transformation journey of the broader organisation this person will be expected to contribute heavily to the organisation development and change agenda such as designing talent management frameworks, market best practices in diversity and to implement strategic and tactical programs and solutions to enable success.

The individual will be a member of the Group OD&T Leadership Team and together with other Talent Partners and Project Management Office (PMO) colleagues, he/she will be responsible for defining and delivering the overall talent management agenda and to support the HR Business Plan.

2.     What is this job accountable for achieving?

1. Working with the respective HR teams and Talent Partners, define the key people priorities for the Talent Management practice area and provide COE support to the OD&T team, including: talent acquisition, learning & development, performance management, career development, succession planning, HiPo talent management, organisational effectiveness, change management, culture and engagement, etc.

2. Talent Acquisition: Work with the Recruitment and Onboarding Centre to develop Employee Value Proposition and CLP's unique differentiators for attracting and retaining talent within HR and GBA areas.

3. Learning & Development: Develop the necessary learning frameworks to support the continued skills and capabilities development of people at CLP and work with OD&T and Learning Institute to oversee the ongoing development of the Learning and Talent Solutions.

4. Performance Management: Establish a suitable performance management framework for all CLP staff, work with HR to ensure the performance management processes are fit for purpose and ensure the line managers are well supported in areas including: Goals and KPI development, performance evaluation and differentiation, management of poor performers and conducting performance conversations.

5. Career Development: Develop the appropriate Career development strategies,

frameworks and related tools (e.g. competency and skills framework, career tracks,

assessment and development tools) to support the transformation of the CLP business model.

6. Succession Planning: Develop the Succession Planning Framework and processes for the Group in line with the current and future needs of CLP as driven by the change and business model transformation agenda.

7. HiPo Talent Management: Establish the necessary strategy, frameworks, tools and processes to systematically identify, develop and deploy High Potential Talent across CLP. Lead the Hi-Po identification and development processes through working with the business leaders and talent partners, including annual talent reviews.

8. Organisational effectiveness, change management, culture and engagement: Work with the HR, ERP and Transformation Office to provide specialist input in areas of culture and engagement throughout CLP's transformation journey.

9. Support the professional development of the OD&T team to enhance their knowledge and skills in the respective specialist areas.

1. What are the types of problems or challenges typically faced by the jobholder?
2. Translate future business strategies, external competitive environment, current business realities and contextual nuances into actionable talent plan for the assigned BU(s) in order to achieve the business goals. Will need to deal with fast changing situation, ambiguity, be external focus for market trends and be sensitive to internal environment in order to be effective.
3. Balance competing demands and needs from both Group and BU perspectives to get work done. Strike a good balance between upholding Group-wide standards and understanding from business leaders and HR their unique business needs to find ways to get things done without compromising standards or business needs.
4. Build capability within the business to be a good 'talent manager’, build accountability of people management with the line vs it is the job of the HR department. Inspire and co-create with stakeholders including line managers and HR to ensure work delivered is relevant, of high quality, and delivering intended outcomes. Work with diverse or dissent views in constructive ways.
5. Bring the voice of customer into the CoE and Identify, evaluate and tailor the appropriate approach from the various practices in the market for CLP to create impact and drive the desired results.

4.     What decisions are taken by the jobholder alone and what decisions need to be escalated?

Taken alone:

• Researching and sourcing of suitable talent solution providers from the market.
• Professional development learning activities for the broader HR team.

Decisions made with others:

• Development of the various talent management framework applicable to CLP.
• Communication and implementation plan for talent management solution within the respective business units.

1. Dimensions
2. Employees: supporting the talent development function as COE and create impact on all CLP staff
3. Direct and indirect reports: 2 to 3 staff
4. Development costs of various framework, tools and processes

1. Essential Qualifications and Attributes for this Role
2. Solid degree in a business field (academic level) ideally with a focus on Human Capital Management or MBA
3. Strong team-player with experience with working in a dynamic organisation and able to build bridges between the different stakeholders within the organisation
4. Strong HR domain knowledge in relevant specialist areas (Organisation Design, Performance Management, Learning and Development, Talent Management)
5. Excellent communication, relationship building, stakeholder management and influencing skills
6. Collaborative partner and a strong team player
7. A resilient change advocate with strong change management skills in an environment undergoing transformation
8. Ability to think outside of the box, to challenge status quo, but to do so diplomatically and collaborative manner
9. Ability to establish clear priorities and drive hands-on execution and delivery
10. Ability to navigate across different business units with unique business culture and priorities and drive synergies
11. Ability to deal with ambiguities and work within ill-defined boundaries

1. Essential Experience for this Role
2. Minimum 15 years working experience in human resources across the range of activities within a sizeable, distributed organisation
3. Proven track record in implementing programs and managing key HR processes across multiple businesses
4. Demonstrated expertise in effectively working with various senior management teams as a collaborative HR business partner
5. Experience in change management; from idea inception to fully implementing changes proposed would be a distinct advantage