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Roger Ng, a Partner of the Performance Improvement and Human Resource Advisory Practices of PricewaterhouseCoopers in China, has extensive consulting experience in merger and acquisition, operation management, process reengineering and HR management.
On the merger and acquisition front, Roger has helped many multinational and domestic enterprises identify pre-deal people-related financial liabilities and operating issues, and has subsequently assisted them in managing the post-deal integration offices. Roger has also assisted many multinationals to set up and improve their operation in China.
Roger has managed numerous change management projects for major local and multinational corporations in both service and industrial sectors. Under the light of public reform in China, Roger has helped many state-owned-enterprises redesigned their HR management practices and systems, particularly in the areas of organisation restructuring, pay structuring, and performance management and reward systems design.
Roger started his career in the industrial sector, and was responsible for designing and implementing operation and IT systems for the manufacturing plants in China and South East Asia. Prior to joining PricewaterhouseCoopers, Roger was an operation consultant helping over twenty manufacturers reengineered the core business processes.
Roger has a Master Degree in Systems Engineering from University of Pennsylvania.
Relevant Project History
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Conducted HR due diligence for multinationals acquiring state-owned assets or private enterprises.
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Managed post-deal integration office to minimise productivity lost and achieve quick-wins for numerous China inbound and outbound acquisition projects.
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Devised HR strategy for state-owned-enterprises that were undergoing massive reform.
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Reformed HR function and implemented HR information systems for a utility company.
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Facilitated the culture change programs for a major conglomerate with over 40,000 workforces in the region.
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Developed competency modelling and training programs for a number of service institutions.
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Redesigned the pay structure and reward systems of numerous large-scale enterprises.
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Designed executive pays and long-term incentive programs to both privately-owned and listed companies.
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Designed and implemented Balanced Scorecard for a major global telecommunication manufacturer, and aligned the performance management system with both short-term and long-term incentive programs.
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Assisted multinationals to develop or localise their HR policies in China.
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Conducted operation audits and led process reengineering projects for domestic enterprises. |
