'We find people really enjoy being part of the decision-making process, especially for things that relate to them'
Howard Wang, Director of Human Resources at NRT Technology Corp, stands as a catalyst for cultural transformation in the casino tech space, where his approach to aligning Learning and Development (L&D) programs with company culture has yielded compelling results.
As Wang explains, people tend to narrow their view of learning programs, often associating them with basic tasks like training new hires or attending a workshop.
“It’s actually all of those things and much more,” he asserts, emphasizing that a robust L&D program has the potential to drive cultural change. For NRT, this shift has been instrumental, especially as the company adapted to hybrid and remote work models that left many employees feeling isolated at the beginning of COVID-19.
To address this, Wang pioneered NRT’s “Community Learning” initiative, designed to break down silos and foster knowledge sharing across departments. This community-based model invites employees to present on a wide range of topics, from professional expertise to personal hobbies, and has expanded to include presentations on diverse subjects like artificial intelligence and even gardening.
“It becomes a really engaging process where people enjoy each other’s, and it becomes a community in this company,” he says. This engagement fuels NRT’s mission to create a unified workplace culture in which employees are both learners and contributors, facilitating a more connected workforce and easing the cultural shift that remote work has brought.
In a workforce as global and diverse as NRT’s, maintaining engagement and satisfaction across hybrid work modes is no small feat. Wang notes that NRT’s teams span multiple locations—Canada, the U.S., Singapore, Macau, Taiwan, and beyond—each with unique cultural and operational needs. Here, the key to Wang’s strategy is a combination of “listening and acting.”
“We do find people really enjoying being part of the decision-making process, especially for things that relate to them.” From benefit structures to work-mode preferences, his approach ensures that employees across varied roles, from technology to financial services, feel heard and valued. Listening alone, however, isn’t enough, and Wang emphasizes that action and adaptation based on feedback are critical. His team tailors their initiatives to departmental needs, actively seeking input from staff and adjusting programs accordingly.
“I have personally received notes from our employees appreciating our approach,” he shares, a reflection of the trust and morale built within the organization.
Change management, particularly in cross-functional HR projects, also demands strategic alignment between HR initiatives and broader business goals. Wang stresses that understanding these goals is foundational.
“A lot of time is really like, ‘Hey, this is the change, and we have to do this,’” he observes about common pitfalls in organizational transformations. At NRT, however, transparency and communication take center stage. Through town halls and direct conversations, employees are informed not just of what changes are coming, but also of why those changes matter. Wang’s philosophy centers on owning potential missteps and inviting feedback to refine strategies, creating an environment where resistance to change can be addressed constructively.
“In the HR role that we play, we really become that facilitator in those conversations, and we have the support of our leadership team,” he explains, fostering open dialogue that turns change from a top-down directive into a collaborative journey.
NRT’s use of technology further exemplifies its focus on inclusivity and adaptability in the workplace.
“Technology really helped us automate a lot of processes and gave us time back to focus on things that really matter,” Wang explains. By centralizing processes like onboarding and performance management within their Human Capital Management (HCM) platform, NRT not only enhances security but also streamlines the employee experience. Additionally, NRT leverages its own technology—a product initially designed for casino marketing—as an internal engagement tool.
The software includes a digital newsletter and a feedback system that promotes a real-time exchange of ideas, ensuring that employees remain connected to NRT’s evolving narrative, regardless of where they are in the world.
“There’s also a gamification feature,” Wang adds, noting that this encourages engagement and provides employees with a small yet meaningful reprieve in their day-to-day activities.
