Kee Meng is an internationally regarded senior Human Resources executive with a particular passion for enabling a globally inclusive organizational culture within a diverse workforce. Having successfully started his career in the culturally and socially diverse region of Asia Pacific, Kee Meng has since led global teams spanning across Latin America, Europe, Asia and North America.
Until recently, Kee Meng led Amway’s Global Talent Management function as VP, Enterprise Talent Development and was a member of the global HR Leadership Team. His global team was responsible for performance management, leadership development, leadership succession, as well as learning and development, including the Amway Learning Center and Career Resources Center. He also oversaw Amway’s Global Employee Engagement initiative, Global Talent Mobility and expatriate matters, as well as Diversity & Inclusion.
Kee Meng has more than 30 years of human resource and talent development experience with both US-based and non-US global corporations. His areas of expertise are in coaching executives to both get along and get ahead to drive organizational growth, strategic organizational change leveraging talent systems, talent development, and cross-cultural business communications for an inclusive workplace.
Kee Meng has also held previous positions at both Unilever and Johnson & Johnson, as well as with Pharmacia, Monsanto, and Dow Chemicals. At Johnson and Johnson, he conceptualized and established the company’s first virtual global corporate university, stressing collaborative learning worldwide.
To better leverage his experiences, Kee Meng is certified to coach senior executives and work with organizations using the Berlitz Cultural Orientation Assessment Approach to enable inclusiveness at both individual and organization levels. He is also certified to use the Hogan Assessments, in addition to working with tools like the MBTI, DiSC and FIRO-B.
Kee Meng has co-authored numerous papers in peer reviewed journals, including The Patterns of Successful Dialogue and Cultural Transcendence as Strategic Advantage and for the Sloan-C’s Journal of Asynchronous Learning Networks. He has also written Measuring Organizational Learning: Going Beyond Measuring Individual Training Programs as well as Global Succession Management: Moving Beyond Another Replacement Planning HR Bureaucracy.
Kee Meng serves on the HR Advisory Board at the Seidman College of Business, Grand Valley State University where he also teach a class in International HR Management. In addition, he is on the editorial board of Training Industry Quarterly.