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Robert Amos from HKEX and Susana Ng from PPG shared how their companies’ EVPs have evolved, in a conversation moderated by Edward Hung from DKSH at Transform Talent Hong Kong.
The priorities of today’s workforce are shifting. Employees are now increasingly valuing purpose, flexibility, and company culture over traditional perks. This is why a strong employee value proposition (EVP) is crucial to attract top talent.
“A strong EVP is no longer just about benefits; it's about meaning. A strong EVP clearly communicates what makes your company a great place to work,” as remarked by Edward Hung, Human Resources Director, DKSH Hong Kong and Macau (pictured above, left).
Hung moderated a conversation on this relevant topic at the recent debut Transform Talent Hong Kong conference. He was joined by two experts: Robert Amos, Head of Reward, Hong Kong Exchanges and Clearing Limited (HKEX) (pictured above, centre), and Susana Ng, Global Director, Talent Management and Organisation Development, Plaza Premium Group (PPG) (pictured above, right).
Discussing the evolution of EVP, Amos reflected on how HKEX’s EVP has matured from a generic, HR-driven initiative to a strategic, data-informed narrative. A turning point came during the 2021 IPO boom, which intensified competition for talent.
“We needed to re-craft our EVP to focus on purpose, brand advocacy, and our role in protecting the public interest of Hong Kong,” he said.
Ng also shared that the EVP at PPG was initially underdeveloped due to the brand's relative youth. However, as the company expanded globally, they recognised the need to define what makes them unique.
“Salary battles are not something that we want to go for, so we focus on our brand’s uniqueness and the challenges we offer,” she explained.
To ensure the EVP reflects the real employee experience, both speakers emphasised the importance of grounding aspirations in authenticity.
Ng noted: “Aspiration drives innovation, while authenticity builds trust.”
Amos agreed, stating: “Make sure you don't undermine the promises you make to your colleagues as that is when you start to lose trust.”
He also highlighted the need for customisation: “A one-size-fits-all approach might work for some, but might alienate others.”
Ng echoed this sentiment, noting that while PPG maintains a consistent global framework, they also allow for localisation.
To make EVP a more genuine part of the company culture, leadership buy-in and alignment are essential and are perceived as a game changer.
Ng praised the commitment of PPG’s senior leaders. “They visit all locations, talk to the people, meet new staff, and walk the talk. This will definitely help our brand grow.”
Amos concurred, sharing that: “Our leaders are visible and live the values of the brand. They are heavily involved in our wellbeing initiatives. For example, our CEO recently participated in a dragon boat race – these actions signal to our colleagues that wellness and development are core to who we are.”
Looking ahead, both speakers emphasised the need for EVPs to be relevant and adaptable.
Amos predicted more individualisation: “The sectors we hire from are changing, especially with the emergence of the crypto and other technology sectors.
“The EVP must reflect the changing attitudes and expectations of individuals so that we can continue to hire and retain wonderful people.”
Ng focused on the next generation of workforce: “They are fast learners, equipped with soft skills, and want flexibility – not just in working hours, but in how roles are designed.
“We need to keep our brand young, create excitement for them, and give them more exposure apart from the role that they are performing.”
Lead image / HRO
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