International News

Global HR check-up

Checking-in is crucial for supporting people’s wellbeing. According to the latest edition of Cigna’s COVID-19 Global Impact Study, which is tracking people’s health and well-being around the world throughout the pandemic, global stress levels remain high with 83% saying that they are stressed. “Alwayson” working rates have also remained elevated with close to eight in 10 checking emails and being constantly available after office hours or over the weekends.

International Markets announced that it reached a milestone of over 3,800 employee check-ins as part of a global initiative to bolster mental well-being amid the challenges presented by the COVID-19 pandemic. In tandem with an annual event, a company-wide Checking-In initiative was launched to encourage employees to check-in with their colleagues and loved ones via video conferencing or in-person.

Overall, a total of 3,836 people have checked in with their colleagues or loved ones with more than eight in 10 reaching out to two or more people they care about. Across all markets, 92% felt more connected to their colleagues and loved ones following this exercise. While stress and “always-on” working levels remain consistent throughout the pandemic, the report also shows that family and friends are cited as the strongest drivers of resilience by more than half of respondents. The initiative aims to encourage employees to continue prioritising emotional health and well-being by actively reaching out to people they care about.

Jason Sadler, President, Cigna International Markets, said, “This company-wide initiative has demonstrated the importance of the connections we have with our families, friends and colleagues. As we continue to gather data that looks at people’s attitudes towards COVID-19 throughout the year, we must also apply the insights that we have gleaned. This means looking at new approaches on how we can better support our employees by identifying and mitigating pressures that they experience during this period. With friends and family being the pillar of strength for many, we must encourage team members to spend quality time with their loved ones. As an organisation, we have the shared responsibility to equip employees with means that can minimise their stress levels and promote their mental well-being. That way, we can all emerge from this crisis stronger and more resilient.” n

Demand up in Singapore for inexperienced talent

As companies pivot and transform their business models amid the pandemic, the skills gap has widened. In order to secure the right competencies required to drive transformation, two in three employers say they are willing to hire individuals with micro-credentials or industry certifications to close skills gaps. In addition, majority of them are 'open' or 'very open' and 'somewhat open' to hiring candidates with no prior relevant experience but have undergone industry function or industry-related skills training. These are some of the key findings from NTUC LearningHub's recently launched survey in The New Normal of Sector Skills report.

The Survey, which was conducted with 367 business leaders (senior managers or directors and above) and 567 full-time employees working in Singapore, aimed to uncover the latest employment trends and skill sets in-demand as the workforce settles into the New Normal.

In general, when asked if their companies had sufficient talent to meet their business goals, less than half agreed or strongly agreed, while close to three in four employers find it challenging to fill the roles due to shortage of talent with the required skill sets.

Eugene Wong, Chairman, NTUC LHUB, said, "Many industries that were once flourishing have been hit hard by the black swan event that is COVID-19, and many jobs are changing faster before. Some of the most in-demand skills that we see today did not exist a decade ago, and the same pattern will occur—the core skill sets that are essential in the future may not be possessed by employees today. It is crucial to continually scan the horizon to swiftly determine emerging trends, upskill and reskill to gain a firstmover advantage that will provide more opportunities in the future of work.” n

Biased job descriptions in Fortune 500s

Diversity and inclusion is a topic within the business world that is continuously being addressed and worked upon. As many studies show, there is little equality within boardrooms, equal pay and opportunities for minority communities. New research from job discovery platform DirectlyApply has revealed which companies within the Fortune 500 have the most gender-inclusive job descriptions.

Out of all the top 100 Fortune 500 companies, Cigna ranked as having the most genderinclusive language within its job adverts. The company showed a high level of balance in its language to attract both female and male candidates looking to apply for jobs. The American Airlines Group was in second place.

With an overall score of -6.2, Best Buy ranks as the worst company for its job descriptions regarding diversity and inclusion. Despite its continuous approach to improving equality worldwide, Nike’s global sports brand ranked as the second-worst for its diversity and inclusion within its job descriptions.

As of the current situation, at least 14 companies within the Fortune 500 are not attracting females for their graduate roles meaning we are unlikely to see an increase in the number of female CEOs in the future as women are not receiving an equal opportunity to get their foot on the first rung of the corporate ladder.

Will Capper, Co-founder, DirectlyApply, said, “There is a clear lack of gender diversity within CEOs for the top 100 Fortune 500 companies. Eight of the 100 CEOs are female, showing a clear need towards a further push for equal opportunity…It is vital that companies take a hard look at their job descriptions if they are to build a more inclusive workforce. We often hear employers complain about skills shortages and a lack of diversity in various roles and positions. However, by not addressing the imbalances and unconscious bias that are consistently seen at the job description level, it is highly unlikely that they will begin to redress the imbalances we currently see in the workplace…If we are to see any change in the number of female CEOs in the future, we must address the language and tone used within job descriptions now to allow for a maximum opportunity for females to apply for entry-level roles across all industries.” n