The people person: How Qisda’s chief HR, sustainability and risk officer is tackling the talent crunch

“I can explain my risk philosophy with a book, a car and a film,” says Danny Lin, vice president, chief HR, sustainability and risk officer at global technology giant Qisda Corporation in Taiwan.

“The book is The Yellow Emperor’s Classic. It’s a very old Chinese book based on Taoist philosophies and is attributed to Huang Di, the Yellow Emperor, who reigned during the third millennium BC.

“The key message of the book is around Yin and Yang, the positive and the negative, but ultimately it is centred on the concept that prevention is better than cure. In risk management, you must do a lot of preparedness,” he explains.

“The car is the Ferrari racing car. How can Ferrari run so fast? It’s because the Ferrari has a very good, accurate and smart braking system. If you want to accelerate, if you want to speed up your business growth, you need to have a very sound, very efficient braking system. So risk management is like the braking system.

“The movie is Harry Potter. The headmaster of the wizarding school, Hogwarts, is Dumbledore. He has a crystal ball into which he looks, and in risk management, you need to look into the future, too. We must get prepared in advance… ready to respond to incidents and then recover.”

ROTATING FROM RISK TO HR

For Lin, this philosophy has led him to a unique position as a risk professional now deeply involved in HR, a necessity driven by the current talent risk crisis gripping his industry.

His journey in risk and insurance began in the mid-90s and has evolved significantly over the years. “After I finished my Bachelor’s degree, I started at a local insurance company, Fubon Insurance, before moving into international broking with Aon. I was then doing risk and insurance at a semiconductor company, Macronix International,” he recounts.

“In 2018, our chairman asked if I wanted to undertake a job rotation. This was due to two significant challenges facing the organisation.”

Lin joined Qisda in 2005, and as he approaches two decades at the organisation, his role has transformed along with the company’s needs. His initial five years were spent as a risk manager, with responsibilities expanding to include internal audit.

“In 2018, our chairman asked if I wanted to undertake a job rotation. This was due to two significant challenges facing the organisation. The first was transformation, as we were changing strategically, and many aspects of how the organisation operated needed to change. The second was talent risk. So, my chairman asked if I would be willing to take on a job rotation working in HR,” says Lin.

THREE DIMENSIONAL

Further compounding these responsibilities, Lin took on the role of chief sustainability officer in the wake of COVID-19.

“Today I head up three aspects: risk, HR and sustainability,” he says. This shift underscores the severity of the talent risk situation – a challenge familiar to many risk managers.

“Aside from the talent risk, there is also a skills gap among the potential staff we can recruit,”

Lin explains: “The talent risk situation is very challenging in Taiwan because the population is decreasing. The birth rate is lower than the death rate here. There is strong competition from other countries, such as Japan and Germany, which are actively recruiting from Taiwan.”

He highlights that the landscape of potential hires is also complicated by a skills shortage. “Aside from the talent risk, there is also a skills gap among the potential staff we can recruit,” he says.

Lin observes that nearly all organisations are now focused on digital transformation, making these skills highly crucial for growth. But these skills must be developed over time, he acknowledges, and many employees currently lack the necessary competencies.

NAVIGATING DIGITAL TRANSFORMATION

Qisda Corporation’s operations are marked by a level of complexity that arises from its diverse portfolio, comprising over 200 companies across various industries.

From traditional information and communications technology (ICT) to medical, artificial intelligence and the Internet of Things (IoT), the organisation’s multifaceted approach highlights the challenges and opportunities of operating in rapidly evolving sectors.

Lin points out the significant shifts occurring within the organisation. “We have substantial investments in the ICT sector and operate a large general hospital in China,” he explains. “Our focus on AI and IoT drives our ongoing digital transformations.”

“Previously, we would assign new tasks to older employees and routine tasks to younger ones. But that approach needs to change in today’s digital environment”

This breadth of operations not only enhances Qisda’s competitive position but also necessitates a rethink of internal processes and workforce management.

As industries adapt to technological advancements, traditional methods of assigning tasks based on experience are increasingly being challenged.

Lin acknowledges this shift , and says: “Previously, we would assign new tasks to older employees and routine tasks to younger ones. But that approach needs to change in today’s digital environment. Modern digital tools, such as AI, have redefined how tasks are assigned.”

ADAPTING MINDSETS

In response to this challenge, Qisda has adopted a strategy that leverages the strengths of younger employees, who are often more familiar with digital innovations.

Lin describes how this shift manifests within the organisation: “We have young employees leading projects, while more experienced workers provide support. This dynamic helps smooth the digital transition and accelerates the overall process.”

The integration of robotic process automation (RPA) has been instrumental in facilitating this evolution, particularly within the human resources department.

“In recent years, we’ve rolled out numerous RPA initiatives,” Lin notes, highlighting the necessity of this approach as Qisda prepares for a future with a potentially smaller workforce.

But this transformation is not solely about technology – it also requires a cultural shift within Qisda. Lin insists that employees must adapt their mindsets to embrace new workflows and technological advancements.

“When employees feel supported in their development, they are more likely to contribute positively to the organisation’s objectives.”

“In this AI era, our mentality must change. We need to be willing to learn and adjust, regardless of our past experiences,” he says.

Moreover, a focus on cultural transformation is crucial. Lin believes that fostering an environment where innovation is encouraged can lead to significant advantages in a competitive market.

“We are encouraging a culture of collaboration and continuous learning,” he explains. “When employees feel supported in their development, they are more likely to contribute positively to the organisation’s objectives.”

Ultimately, Qisda Corporation’s evolution reflects the realities of navigating a complex and rapidly changing business environment. By reassessing traditional approaches to talent management and prioritising digital transformation, the company is positioning itself to meet future challenges head-on.

FAST-CHANGING FUTURE

Looking ahead, Lin identifies transformation as a major focus for Qisda. “The world is changing very, very fast. How people adapt to this change and the competition it brings will be the major risk facing every industry,” he states.

He acknowledges that with rapid technological advancements and shifting market dynamics, companies must remain agile and proactive.

Lin’s insights extend beyond Qisda as they serve as a reflection of the broader trends affecting industries worldwide.

The intertwining of risk management, HR and sustainability has become increasingly significant. “We must find ways to integrate these aspects to ensure a holistic approach to our operations,” he says.

“Our ability to respond to changes in the market and our workforce will determine our success.”

As Qisda continues to navigate the complexities of its diverse portfolio, Lin remains committed to fostering a forward-thinking culture.

“Innovation and adaptability are key,” he reiterates. “Our ability to respond to changes in the market and our workforce will determine our success.”

In this context, Lin’s multifaceted role exemplifies the evolving nature of leadership in today’s risk landscape. By blending risk management with human resources and sustainability, he is helping to shape an organisation that is not only resilient but also poised for the modern vision of growth.