To deeply implement the corporate strategy of strengthening the enterprise through talent development, and to holistically enhance the team governance, organisational capacity building, and talent cultivation competencies of mid to senior managers, while reinforcing the human resource accountability of business line executives, Camco Group’s Zambia headquarters organised a specialised training session titled “Human Resource Management for Non HR Managers” on 8 July 2026. Mid and senior level managers from across the Group participated in the session.
The training was delivered by Ms. Pu Hong, a distinguished expert in strategic human resource management and organisational development. With extensive experience in organisational upgrading, strategic workforce planning, talent pipeline development, and leadership team cultivation, Ms. Pu Hong possesses a robust theoretical foundation and substantial hands on consulting expertise. She has served numerous well known enterprises across various industries and is widely recognised for her practical teaching approach and actionable implementation guidance.
Throughout the programme, Ms. Pu Hong closely aligned the content with the Group’s operational realities and management needs, drawing on a wealth of real world corporate case studies. She systematically elaborated on the core principle that “business managers are also human resource managers,” delivering structured instruction across key areas including organisational development, team empowerment, talent deepening, succession planning, employee motivation, and performance management. The curriculum was professionally rigorous, practically relevant, and highly instructive, effectively enabling participants to refresh their managerial mindsets and refine their overall leadership capabilities.
During the interactive discussion segments, attending managers engaged in in depth exchanges based on the actual working scenarios of their respective business units. They shared insights, learned from one another, and collaboratively explored practicable solutions. The discussions were lively and productive, achieving the intended outcome of “stimulating reflection through learning and translating reflection into action.”
This targeted training, closely tied to business operations and focused on real world application, proved highly effective. It helped the Group’s mid to senior management renew their management perspectives, address competency gaps, and systematically enhance their core abilities in identifying, developing, utilising, and retaining talent. Consequently, it further consolidates the Group’s talent pipeline and organisational management foundation, providing solid human capital and institutional support for the implementation of refined management practices, improved organisational effectiveness, and the Group’s high quality, sustainable growth.
