CASE STUDY TWO : Loy­alty bring re­wards

Paradise - - Strictly Business | Human Resources -

De­vel­op­ing a strong com­pany cul­ture is key to good hu­man re­sources man­age­ment, es­pe­cially in Pa­pua New Guinea. Of­ten, this is re­lated to the fam­ily history of the com­pany, which is then re­lated to the man­age­ment of the staff.

An ex­am­ple is Brian Bell, which is cel­e­brat­ing its 60th year in op­er­a­tion. The com­pany goes out of its way to re­ward staff for their longevity of ser­vice, which has the ef­fect of cre­at­ing a sense of shared history.

An­other ex­am­ple is KK Kingston, many of whose PNG em­ploy­ees have been with the com­pany for decades. The com­pany aims to re­ward that con­ti­nu­ity, and to put Pa­pua New Guineans into se­nior man­age­ment po­si­tions by giv­ing them ex­po­sure to best prac­tice, pro­vid­ing men­tor­ing and train­ing.

For cor­po­rates, the ap­proach to cul­ture is dif­fer­ent. Stan­ley Ng Plyler, chief ex­ec­u­tive of Datec, says the com­pany aims to have a “sin­gle in­ter­nal cul­ture”. That to some ex­tent means coun­ter­ing the ex­ter­nal cul­ture in PNG, where peo­ple come from as many as 800 dif­fer­ent tribes. The Datec ap­proach, ac­cord­ing to Plyler, is to de­fine a qual­ity way of serv­ing cus­tomers, which is then used to shape how the staff will be treated.

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