Richard Fong

* Provide direction for regional HR team through effective analysis of performance indicators, understanding causes of performance gaps, and by ensuring there are HR interventions to address the gaps. * Oversee the quarterly goal setting process for the regional HR team; link to personal and departm

* Provide direction for regional HR team through effective analysis of performance indicators, understanding causes of performance gaps, and by ensuring there are HR interventions to address the gaps. * Oversee the quarterly goal setting process for the regional HR team; link to personal and departm

* Elevate Attention and Integrate Various Key Management Issues and Transformational Efforts by fostering collaboration across organizational boundaries * Institutionalize Accountability for Addressing Management Issues by providing a results-oriented basis for individual accountability, and maintai

* Serve as strategic business partner and steward to manages the HR function and operations team and to collaborates with the company CEO and senior executive team to provide leadership and direction on strategic issues in building and shaping Lord & Trigg's enterprise. * Lead the HR team to maximum

* Streamlined Home Entertainment business unit’s staffing process to support corporate HR in achieving a 50% Time-to-Fill performance improvement. On target for 100% completion of job competencies mapping and talent pipeline to build organization capability for all business units in 2005. * Directed

* Spearheaded development of competitive, market-based compensation and employee recognition programs that contributed to a dramatic 30% reduction in staff turnover of medical, pharmaceutical and business professionals in Shanghai, PRC and Hong Kong. * Performed HCM due diligence during the purchase

* Achieved significant post-acquisition human resources and cultural integration of GET Manufacturing in 1999 and tackled human resources issues of the Danshui plant and Nypro China’s M&A transaction in 2000; led the organization development process change from decentralization to matrix in 2000. *

* Delivered a series of strategic retreats for clients, facilitating off-site leadership development programs that included SWOT, PEST analysis and team building exercises for executive management teams. * Overcame a silence strike by playing a vital role in the redesign of a performance management

* Directed the post-acquisition HR and cultural integration in Western Europe (France, Italy and United Kingdom) and Southeast Asia (Malaysia, Singapore and Greater China). * Revamped the HRM operations through consolidation and alignments of its newly globally acquired subsidies; managed global sal

* Directed agency development strategies in addressing talent management, training & development, and incentive schemes management issues. * Drove manpower planning and development programs to support region’s expansion. * Developed recruitment criteria and retention programs to maintain manpower st

* MIS * Management

* Marketing * International Business

* Business Administration