Page 120 - Hong Kong Housing Society 香港房屋協會 - Annual Report 2018 年報

CORPORATE SUSTAINABILITY 企業持續發展

Staff Development and Information Technology

員工發展及資訊科技

Headcount by Division
各部門員工人數

No. of Staff as at 31 March 2018
ࡰʈᅰͦ ࿚Їɚཧɓɞϋɧ˜ɧɤɓ˚˟
980 (77.8%) 41 (3.3%)
Property Management Projects Division
Division ʈ೻ഄྌ௅
يุ၍ଣ௅
137 (10.9%) 35 (2.8%)
Corporate Planning
Chief Executive Offi cer
7RWDO ⺁ỷ and Finance Division and Executive Director's Offi ce
Άุഄྌʿৌਕ௅ Б݁ᐼ൒ࡒੂБᐼ฀ԫ፬ʮ܃
66 (5.2%)
Development and
Marketing Division
يุ೯࢝ʿ̹ఙԫਕ௅

Once again, in 2017/18 we invested substantially in both staff ɓνֻ݅dҢࡁ׵ɚཧɓɖŊɓɞϋܓҳ
development and our IT infrastructure, two areas that are critical to ׳ɽඎ༟๕׵ࡰʈ೯࢝ձ༟ৃ߅Ҧਿܔɪd
ensuring our long-term growth and ability to continue to serve the ΪމவՇࡈᇍᖚ࿁ג՘ٙڗჃ೯࢝ձܵᚃ
community. ٟึ؂ਕ฽މࠠࠅf

As at the end of March 2018, the Housing Society’s total headcount was ࿚Їɚཧɓɞϋɧ˜ֵdג՘ࡰʈᐼɛᅰ
1,259. The annualised turnover rate was 19.64%, a figure below that of މ1,259 ɛf ࡰʈݴ̰ଟމϵʱʘɤɘᓃ
the property management sector in general (20% as reported by ʬ̬d༰ɛɢ༟๕ᚥਪజѓʕيุ၍ଣุ
Human Resources consultants). ޢٙݴ̰ଟϵʱʘɚɤމЭf

Developing a Professional Team 建立專業團隊
Learning and Development 學習與發展

During the review period, the Housing Society achieved an average of Ϋᚥಂʫdג՘މӊΤࡰʈ౤Զ̻ѩɚᓃ
2.51 training days per staff member. These covered a broad range of ʞɓ˂ٙ੃৅dऒʿٙᕚҿᄿعd੽္ຖ
topics from supervisory management, personal effectiveness and soft ၍ଣeࡈɛࣖूeழҦ̷d˸Їਖ਼ุʿҦஔ
skills, to enrichment of professional and technical knowledge. ٝᗆf

As an important element of long-term management succession, the ЪމڗჃ၍ଣᄴʹટٙࠠࠅʩ९dཀֻϋ
focus in previous years included talent identification, the development ܓٙࠠᓃʈЪܼ̍يЍɛʑe೯࢝ʿ̋੶
and strengthening of management competencies such as strategic ၍ଣ˥̻dܼ̍ഄଫܠၪձረᛆd˸ʿΆ
thinking and empowerment, as well as corporate governance training. ุ၍طٙ੃৅f

118 Hong Kong Housing Society Annual Report 2017/18