【Honor】Congratulations! Faculties were awarded “Distinguished Professor” and “Industry-Academia Research Outstanding Teacher” by National Sun Yat-sen University
Distinguished Professors: Prof. Nai-Wen Chi, Institute of Human Resource Management, will be serving from August 1, 2023, to July 31, 2024. Prof. Pao-Lien Chen, Institute of Human Resource Management, will be serving from August 1, 2022, to July 31, 2025.
Industry-Academia Research Outstanding Teacher: Prof. San-Yih Hwang , Department of Information Management, will be serving from August 1, 2023, to July 31, 2024.
【College of Management】New leaderships assumed office (Aug. 1, 2023)
From left: Prof. Ni-Yun Chen, Chair of Department of Business Management Prof. Wei-Che Tsai, Chair of Department of Finance Prof. Chiung-Ting Chang, Chair of Institute of Public Affairs Management Prof. Shyh-Jer Chen, Chair of Institute of Human Resources Management Prof. Hsing-Er Lin, Director of Management Studies Research Center, and Editor-in-Chief of Sun Yat-sen Management Review
【NSYSU】National Sun Yat-sen University and General Electric joined hands to focus on energy transition on Earth Day
National Sun Yat-sen University (NSYSU) collaborated with General Electric (GE) to organize a two-day Energy Transition Workshop on Earth Day, April 23, 2023. Attendees included NSYSU students and faculties, the president and employees of GE Gas Power, and the consultants of Ernst & Young Global Limited accounting firm Taiwan. Besides, the representative of the Bureau of Energy Resources at the U.S. Department of State participated in the workshop online and discussed the key topics together related to this year’s theme of “Invest in Our Planet” to support the energy transition, sustainable development goals (SDGs), and young talent cultivation.
The Office of Student Affairs of NSYSU and GE Corporation jointly organized the "Energy Transition Workshop" on Earth Day, sharing energy transition knowledge and global practical experiences through experts from industry, public sectors, and academia, cultivating international young talents in the form of expert seminars, panel discussions, and presentations. In addition to providing lectures, the workshop also enabled students the opportunities to produce and share diverse perspectives actively. This two-day workshop was conducted in English and empowered students to obtain a profound comprehension of prevailing global trends concerning energy and sustainable development goals (SDGs) to enhance students’ communication skills in English and support Taiwan’s goals of achieving net-zero emissions by 2050. The Office of Student Affairs of NSYSU stated that the workshop provided comprehensive lectures. Besides, students who fully participated in the workshop will also receive recognition of 1 micro-credit.
Natalie Shen, the officer of the Bureau of Energy Resources at the U.S. Department of State, attended the event online to underscore the U.S. government’s policies and commitment to supporting Taiwan’s energy transition goals. Amol Mody, the President of Services at GE Gas Power Asia, presented the company’s global practical experiences and vision to create a sustainable development future. Mody emphasized the importance of innovation as a key enabler in solving the energy trilemma of sustainable, reliable, and affordable power. He also indicated the role young talents can play and the skill sets and knowledge needed as they prepare to join the workforce. “I am impressed by the quality of talents from the university and their passion and commitment to contributing to the country’s growth. This workshop cultivates the awareness and acumen of climate change, enables a path toward a lower carbon-emitting world in the future, and to attracts and recruits outstanding talents in Taiwan,” said Mody.
For the event, San-Pui Lam (林新沛), the Professor at the Institute of Public Affairs Management, and M.A. Mohammed Manaz, the Assistant Professor of the Department of Electrical Engineering, discussed the trends of energy transition from the academic perspective and indicated the importance of cultivating innovative talents in colleges. The consultant of Ernst & Young Global Limited accounting firm Taiwan presented current net-zero emissions and sustainable energy policies. The Sales General Manager of GE Taiwan conducted the scenario planning and group discussion after explaining energy transition cases in Taiwan. To conclude the two-day workshop, NSYSU students presented and discussed their brainstorming thoughts on solving the electricity shortage problems in English. In particular, consider how Taiwan can increase power supply, reduce energy demand and consumption, and ultimately achieve zero-carbon-emission power generation in energy-intensive industries while gradually shutting down nuclear power plants.
【NSYSU】The inaugural Digital Human Rights and AI Governance Forum in South Taiwan commenced at NSYSU, with Opening Remarks by Chen Chu
(Provided by Institute of Public Affairs Management) Institute of Public Affairs Management at National Sun Yat-sen University (NSYSU) cohosted the inaugural Digital Human Rights and AI Governance Forum in south Taiwan, collaborating with the Digital Financial Trade and Data Protection Association. The theme of the forum is to establish the AI ultra-future with tolerance, sustainability, and resilience. Different fields of experts discussed the opportunities and challenges in the era of rapid AI development from their perspectives. Including students and external participants, more than 300 attendees participated in the forum.
Chen Chu, the former mayor of Kaohsiung City and the Chairperson of the National Human Rights Commission (NHRC) was invited to return to NSYSU, her alma mater, to offer the opening remarks for the event. She encouraged students to expand their horizons with proactivity, to learn from multiple areas, to consider AI development with varied perspectives and tolerance, to pay attention to human rights and social justice concerns, and to strengthen social resilience eventually with efficiency, security, and sustainability. Chen Chu also emphasized that digital human rights play a pivotal role in initiating the intelligence transformation in Taiwan. Thus, the NHRC committed much effort and resources to improve the digital human rights of women, children, and youths, to bridge digital gaps between urban and suburban areas, and to initiate cross-international communications.
Ying-Yao Cheng, the President of NSYSU, reemphasized the significance of digital human rights in his speech. He mentioned NSYSU’s digital human rights-related projects, such as the degree program of Information and Communication for Technology Crime Investigation, which cooperated with the National Police Agency, and the newly-built College of Semiconductor and Advanced Technology Research and School of Banking and Finance. NSYSU had dedicated to cultivating talents and enhancing Taiwan’s competitive advantages. Yen-Wen Peng (彭渰雯), Chair of NSYSU’s Institute of Public Affairs Management, indicated that artificial intelligence should be utilized to bridge digital gaps rather than solely being rejected to prevent corruption.
The Digital Human Rights and AI Governance Forum was hosted by Sang-Ju Yu (游尚儒), the Assistant Professor of NSYSU’s Institute of Public Affairs Management and the Chairperson of the Digital Financial Trade and Data Protection Association. Yu presented much enthusiasm in initiating the topics such as digital equivalence, intelligence transformation and governance, and also brought up many innovative concepts such as Ultra-Intelligence Nation and AI Ultra-Future. Other speakers, such as Yi-Lang Tsai, the CEO of Shield eXtreme, Shih-wei Liao, the Associate Professor of the Department of Computer Science & Information Engineering at National Taiwan University, and experts from the fields of IT security, personal data and privacy protection, AI applications and innovation had also given insightful speeches for the event. The attendees were motivated clearly by the speeches. Their reactions demonstrated the success of the forum.
Moreover, on the topic “AI development Opportunities and Challenges,” invited specialists from the areas of technology research & development, law, public governance, and information telecommunications joined the panel discussion. The participants of the panel discussion included the Distinguished Professor of the Department of Information Management at NSYSU San-Yih Hwang (黃三益), the Director of the Legal Affairs Bureau of Kaohsiung City Government Shih-Fang Wang, the Professor of the Department of Political Science at National Cheng Kung University Li-Chun Chiang, and the Vice President of the Enterprise Business Group at Chunghwa Telecom Ming-Chung Chen. Aiming to substantialize the common objective, digital equivalence, by implementing strategic governance and enabling intelligent techniques to be friendly, tolerant, and innovative, the forum demonstrated a resounding success through cross-curricular, cross-areas, and cross-generation conversations.
《111-2 GHRM608》The introduction of recruitment in startup
Human Resources Competency Development class (GHRM MBA), instructed by Professor Shyh-Jer Chen and Professor Heidi Chang, invited Grace Kuo from PicCollage, an innovative US start-up company. PicCollage provides a canvas for combining photographs and movies with artistic elements and templates. As the current People Operations Manager at PicCollage, Ms. Kuo, who holds master's degrees from both National Sun Yat-sen University and Nottingham Trent University, shared invaluable insights into recruitment processes in start-up companies.
Ms. Kuo began her session by providing a brief introduction to the company and her professional experience. PicCollage boasts a 100-member team of diverse backgrounds, with its headquarters situated in Taiwan. Initially funded by Silicon Valley investors, the company embodies a blend of Silicon Valley's enthusiasm and Taiwan's ingenuity. Ms. Kuo then asked the students, "Which one is more important for startups? Is it the product, the market, or the people?” The answers from students varied. Ms. Kuo emphasized the importance of startups understanding when to catch the wave. Ms. Kuo also added, “You may have the most extraordinary people and the best product, but it will all be for naught if you miss the moment to join the market.” Even the most successful products, such as the iPhone, have been waiting a long time to catch the wave.
Along with introducing the concept of startups, Ms. Kuo also introduced the notion of startups as well as a recruiting process model, explaining how the recruitment funnel enhances efficiency. During this session, certain questions were raised, such as "How can we effectively use the findings from the recruitment funnel in the work processes, considering that the numbers may vary due to uncertainties?” Ms. Kuo then shared the use of several goal-setting methods, such as MVP (minimum viable product) and OKR (Objective and Key Result). Some successful companies, such as Google, LinkedIn, and others, have followed the OKR method. This framework provides a clear image of what each person must accomplish with quantifiable results, which helps align them with the team's or business's objectives. The MVP approach in HR allows HR departments to prioritize the most important parts of their processes, resulting in faster implementation, lower costs, and more successful outcomes.
Ms. Kuo also mentioned the retrospective 4Ls (Liked, Lacked, Learned, and Longed for) method as an After Action Review (AAR) approach for team projects. She highlighted that PicCollage is a startup with limited resources, such as money provided for each project, so they must use it well in order to achieve the optimized results with the fewest resources. By going through AAR, unnecessary processes can be eliminated for future similar projects, thus saving both time and money. After the sharing session, students were randomly assigned to groups, and tasked with an exercise on OKR goal setting, explaining an MVP of their actions, budget allocation, and the rationale behind their decisions.
Mr. Kuo's lively and enthusiastic lecture had a positive reaction, and the students learned a lot from her hands-on experience and practical insights. Overall, participants provided positive feedback, reflecting the profound impact of the session. They considered this sharing session beneficial in the future when selecting the HR role in a start-up. Moreover, the class deeply respected Ms. Kuo's dedication and professional expertise, further amplified by her willingness to travel to Kaohsiung to share her wealth of knowledge.
《111-2 GHRM608》What is Human Resource Operation? How do you as an employee get evaluated? The performance appraisals introduction
On Friday, March 3rd, 2023, students of Human Resources Competency Development class (GHRM MBA), instructed by Professor Chen, Shyh-Jer and Professor Chang, Heidi, welcomed Anco Tsao from HTC, a Taiwanese consumer electronics manufacturer. Anco's talk focused on how performance appraisal is used in the current HR function. Mr. Tsao is an Assistant Manager of Human Resources Operations at HTC Taiwan. He holds a Bachelor's degree from National Taiwan University and a Master's degree in Human Resource Management from National Sun Yat-sen University
Mr. Tsao hails from a diplomatic family. He had spent his childhood in many countries in North, Central, and South America. He returned to his roots after graduating from high school, believing there would be more opportunities to study in Taiwan and make good use of his diverse background rather than staying aboard with the narrative market. His expertise includes planning and deploying global HR policies, global talent acquisition, bettering the onboarding experience, and overseeing end-to-end HR processes. Mr. Tsao has gained extensive HR knowledge in various organizations throughout his career.
Mr. Tsao began his session with a brief introduction to his professional experience before diving right into the main topic. He mentioned that the key objectives of HR operation are encouraging effective and efficient HR service delivery and ensuring that HR initiatives are cost-effective and run smoothly. Some questions were raised during the session: (1) Is PM operationalized under HR Ops in HTC? (2) Do the HR Operation team (HRIS) work closely with IT to roll out the system? (3) How does the HR Ops team get the buy-in from employees when rolling out the system? During the sharing, the students also commented that they were a bit surprised to hear a standalone HR operations function as HR operations are often fused under each subset of HR, such as the operation of the Recruiting team, Compensation & Benefits team, Payroll team, etc.
Mr. Tsao then highlighted a few rating methods and introduced the challenges of using either. Mr. Taso emphasized that employees should be evaluated critically based on their overall performance, but tenure may also be a factor. This is because new hires sometimes require more time to assimilate into their new roles, making evaluating their performance more challenging. Giving them a good rating might also affect the team's morale, especially among the more senior workers who have done just as well, if not better. Some students were also curious about if there are occasions where employees refused to complete the performance appraisal form and how you deal with them.
The class enjoyed Mr. Tsao's lively and enthusiastic lecture and learned much from his practical knowledge. Participants gave positive feedback and highly recommended this course. They considered this sharing beneficial in understanding how performance appraisals are utilized in the workplace. Some were inspired by Mr. Taso's advice at the end of the lecture. He firstly encouraged students to build and cherish connections during their academic pursuits. Second suggestion is to fail quickly but learn quicker. He highlighted that it is a critical notion in today's fast paced and dynamic business environment. It encourages students to take chances, learn from their errors, and swiftly adjust their strategies. Lastly, he mentioned to always stay curious. By visiting curiosity, students can expand their minds and gain new perspectives. It is essential to remain curious and continue to learn and grow in knowledge.
《111-2 GHRM608》 HR life cycle and what does an HRBP do?
On week 11, the Human Resources Competency Development class (GHRM MBA), instructed by Professor Shyh-Jer Chen and Professor Heidi Chang, welcomed Jerry Tsai from STMicroelectronics Taiwan and Jerry Huang from Texas Instruments Taiwan. STMicroelectronics, with its headquarters located in Geneva, Switzerland, is the largest European semiconductor contract manufacturing and design company. Similarly, Texas Instruments is a global semiconductor company that designs, manufactures, tests, and sells analog and embedded processing chips, headquartered in Dallas, Texas.
Mr. Tsai is currently the Market HR Partner at STMicroelectronics Taiwan. He has approximately 7 years of HR experience in various organizations, such as Google Taiwan, Medtronic, and Texas Instruments. His expertise includes talent acquisition, development, and engagement; handling employee communication; and partnering with leadership teams to provide people solutions. Mr. Huang, the other guest speaker, is currently the Talent Management Manager at Texas Instruments Taiwan, with his role covering HR management in Korea, Taiwan, and South Asia. He has been working with Texas Instruments for over 8 years, starting as a recruiter and moving up to the current manager position. Over their careers, they have both gained considerable experience in a variety of enterprises. Furthermore, they are both notable alumni of the Institute of Human Resource Management at National Sun Yat-sen University.
Mr. Tsai and Mr. Huang started their lecture with a short introduction to their academic and career backgrounds. Then they gave an overview of the HR life cycle and what an HR business partner does in a work setting. They emphasized that in building one's capability at the workplace, the most effective time allocation of on-the-job training, informal learning, and formal learning is the "70-20-10 learning concept". This means that the majority of skills should be learned on-site by doing the actual job and learning by doing all the tasks (70%). Apart from growing as individuals, Mr. Huang and Mr. Tsai also shared the essence of focusing on common skills, such as how to treat a team (Know it, Grow it, Inspire it, Involve it, and Reward it) or succession planning.
They also highlighted the difference between an HR Generalist and an HR business partner. HR and HRBP have overlapping roles in terms of employee care and leadership. However, the biggest difference between the two is how they divide responsibilities and assist unit supervisors in improving employee performance. In general, HR is responsible for functional tasks and has expertise in various departments of the company. On the other hand, HRBP focuses on a specific business unit and has a thorough understanding of it. As a strategic partner, HRBP assists unit supervisors in manpower promotion and scheduling, which makes their responsibilities broader but more in-depth. To be more specific, The HRBP has three core roles: strategic business partner, operational expert, and employee advocate. It plays a crucial role in representing the company, unit supervisors, and employees simultaneously and serves as a strategic assistant to the company or as a representative of employees' opinions. The HRBP's primary responsibility is to integrate the company, business units, and employees to achieve synergy.
Mr. Tsai and Mr. Huang concluded the talk by providing the actual case study where the manager and employee had some conflicts. Students were separated into groups, and their shared goal was to devise a solution and mechanism for resolving the disagreement if they were now HRBP. All groups came up with fantastic and innovative ideas while avoiding shooting at any of the conflicting parties. During their enthusiastic lecture, the class was highly engaged and gained practical advice. The case study session was interactive, with engaging discussions in and outside of class. The class highly appreciated their efforts to come to Kaohsiung and share valuable experiences.
《111-2 GHRM608》 The relationship between human resources and the company's goals alignment
On week 13, Human Resources Competency Development class (GHRM MBA) instructed by Professor Shyh-Jer Chen and Professor Heidi Chang welcomed Rodney Huang and Marilyn Hsu from Swire Coca-Cola Taiwan. Swire Coca Cola Taiwan manufactures and distributes The Coca Cola Company's goods, offering over 30 distinct beverage options across 14 different brands, including sparkling drinks, water, tea, juice, and sports drinks. Mr. Huang is currently the Human Resource Director at Swire Coca-Cola Taiwan. Before joining his current organization, he has gained extensive HR experience at Nike, L’Oreal, Diageo and Unilever. He received his Master's degree in Human Resource Management from National Sun Yat-sen University and Master of Science form University of Exeter.
Mr. Huang started their lecture with a short introduction to his academic and career background. Then he gave an overview of the company, and explained that as a HR Director, it is important that the aspiration has to align with the company’s goals. It would help with retaining top talents, enhancing employee engagement, which would facilitate the growth and success of both individuals and the company as a whole. Mr. Huang also highlighted the talent war in Taiwan. For the first time since records began, Taiwan reported negative population growth in 2020. Taiwan is projected to become a super-aged society by 2025, with 20% of the population aged 65 or older. As a result, the Taiwan job market has been facing a shortage of candidates since 2020, resulting in a record high number of vacancies. This trend has continued to persist, making it difficult for employers to find suitable candidates for their open positions.
In addition, he also presented the six competencies that serve as the cornerstone for success at Swire Coca-Cola Taiwan. Business Acumen emphasizes understanding market dynamics, financial acumen, and strategic thinking. Leading & Managing Changes focuses on effectively leading and navigating through organizational transformations. Driving for Excellence emphasizes setting high standards, continuous improvement, and delivering exceptional results. Customer Focus highlights understanding and meeting customer needs for superior experiences. Collaborating with Others emphasizes teamwork, communication, and building strong relationships. Leading & Developing Self/Others focuses on personal growth, leadership development, and nurturing the growth of others within the organization.
Besides, Mr. Huang brought the real-life case studies to class for the critical thinking practices. Each group was asked to serve roles as HRBP and made a decision between two candidates with different academic background and work experience to offer a certain position. Another case study related to hiring a Marketing Director, which is identified as a critical position to the company. They were given two options to fill the vacancy from hiring externally or internally. Both case studies aim to emphasize that there is no definitive right or wrong answer for each decision. However, the key point is: "How will you address the risk?" when making a decision. Generating unique solutions before finalizing the outcome can be beneficial for the company as it enables them to make informed choices and reduce costs, ultimately improving long-term performance.
In conclusion, the guest lecture by Rodney Huang provided valuable insights into the importance of aligning aspirations with company goals and the six core competencies for success in their organization. The lecture shed light on the challenges posed by the talent war in Taiwan due to negative population growth and an aging society. The real-life case studies given throughout the presentation prompted critical thinking and emphasized the need of considering risks while making decisions. The class found the lecture beneficial and loved how interactive the course was. The class deeply appreciated Mr. Huang and Ms. Hsu’s effort came all the way to Kaohsiung and participants overall gave positive feedback after the course.