HRM 15.4 by HRM Asia

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MATURE WORKFORCE CHALLENGES ANNUAL GUIDE TO RECRUITMENT 2015 ARE YOU A MULTIPLIER OR DIMINISHER?

ISSUE 15.4

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HR FOR NON-PROFITS

EDITOR’S NOTE EDITORIAL DIRECTOR Sumathi V Selvaretnam ASSISTANT EDITOR Shalini Shukla-Pandey JOURNALIST Sham Majid SUB-EDITOR Paul Howell PUBLISHING ADMINISTRATOR Azimah Jasman SENIOR GRAPHIC DESIGNER Amos Lee GRAPHIC DESIGNER John Paul Lozano SALES DIRECTOR Steve Lye ACCOUNT MANAGERS Edwin Lim Jolene Ong Ryan Kwa Shamaine Chua MARKETING MANAGER George Smith MARKETING EXECUTIVE Rafiq Jalil MANAGING DIRECTOR Kaveri Ayahsamy PHOTOGRAPHY BY Frank Pinckers (pinckers.com) PRINTED BY Times Printers Pte Ltd PUBLISHED BY

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15.4

Dear HRM readers,

t has been a sombre few weeks at HRM Asia as we mourn the passing of the nation’s founding father, Mr Lee Kuan Yew. During his years as Singapore’s first Prime Minister, Mr Lee championed the spirit of tripartism and was very supportive of the partnership between the government, unions and employers. The National Trades Union Congress paid tribute to Mr Lee, hailing him as a “dear brother” and “true fighter” for workers. As a young lawyer in the 1950s, Mr Lee fought for striking postal workers and got them a wage increase. He went on to represent over a 100 unions and associations. Singapore has lost a truly great leader – one who helped shaped much of this thriving metropolis in 50 short years. We thank him for his vision, determination and dedication. Elsewhere in HRM, we look at how companies in Singapore are reshaping their workforce strategies to harness the valuable knowledge and expertise offered by a rapidly greying population. And have you ever considered working for a non-profit? HRM’s April issue turns the spotlight on HR in these organisations and finds out how they attract and retain employees amidst tighter budgets and resources. I wish you a fruitful read.

Best Regards,

Sumathi V Selvaretnam Editorial Director, HRM Asia

MICA (P) 163/07/2014 ISSN 0219-6883

Read something you like? Or something you don’t? Perhaps there’s some insight we haven’t considered? Have your say on HRM’s news, features, and contributions by emailing: info@hrmasia.com.sg

ISSUE 15.4 HRMASIA.COM

CONTENTS 15.4 COVER STORY 16 Working with a mission

While non-profit organisations may not be blessed with the allure and wealth of their corporate counterparts, their HR departments grapple with the same issues

FEATURES 10 Innovating, inspiring and

28 Catapulting your

The first financial services company to issue a plastic credit card, American Express has come a long way since its inception as an express mail service 165 years ago. Having spent more than two decades with the company, Ng Siew Choo, Senior Vice President and Head of Global Network Partnerships (Asia), shares her experiences.

Building a leadership pipeline is an essential task for any modern organisation, as is training potential leaders of all levels. HRM delves into the programmes some employers are using to train their young staff.

including her people

24 Are you a multiplier or a diminisher?

The best leaders make everyone smarter, says strategy coach and Spire HR Summit speaker Hazel Jackson. She outlines how changing your attitude towards your team’s limitations can help yield better results.

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future stars

32 New frontiers Japan’s largest drug maker, the Takeda Pharmaceutical Company recently expanded its local footprint by relocating its emerging markets business from Zurich to Singapore. In this exclusive interview, HRM finds out more about the company’s transition, and its hiring strategy for the coming year.

32 36 Working with silver talent

Singapore is facing a greying population, with numbers of mature workers within organisations booming. How can HR ensure meaningful working relationships with this group of talent? HRM finds out.

42 All in the family Simmons’ family-like culture glues employees together and has them consistently working towards a common goal.

47 Are you ahead of your recruitment game?

Changing priorities, new market pressures and rising competition are changing the way companies hire. HRM shows you how to stay ahead of the recruitment curve

52 Try before you hire

Trial employment periods improve the working skills of young people and enable employers to build the workforces of today and tomorrow. HRM finds out how some employers are giving fresh graduates a taste of their future

work environment before they sign on the dotted line.

60 HR from the classroom Every month, HRM speaks to a young university talent hoping to carve out a career in HR upon graduation.

62 Jetstar: Saying ‘bravo’ to people

It is no surprise that engaging your staff is a key strategy to higher productivity and overall business success. A key way to achieve this engagement is through proper employee recognition. Corinna Cheang, Head – People, Jetstar Asia, shares how the airline says ‘bravo’ to its people.

65 Engagement and fun rolled into one

Do away with conventional team building activities and start planning for something bolder and more expansive. HRM reveals some of the creative teambuilding events that allows employees to gain valuable skills, besides simply having fun.

REGULARS 4 News 15 Leaders on Leadership 58 Talent Ladder 59 HR Clinic 59 An HRD Speaks 64 In Person 64 Resources 69 Twenty-four Seven ISSUE 15.4

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NEWS

ASIA

INDIA

WOMEN REMAIN UNDER-REPRESENTED IN LEADERSHIP ROLES

BOSSES MAKE STAFF STICK

A large section (44%) of the workforce in the country is only partially Although women in Asia Pacific are increasingly more engaged; while a good 10% is entirely Table 1: Economically educated than their male counterparts, progress towards active women vs men disengaged, leaving a huge scope for gender parity is still sluggish, according to MasterCard’s improvement on this front, according Country Score latest Index of Women’s Advancement (H2 2014). to an employee engagement study by While there is a strong correlation between tertiary Dale Carnegie shared exclusively with Bangladesh 102.4 education attainment and business leadership in markets Times of India. China 99.6 such as the Philippines, New Zealand and Thailand, women in Bosses were cited as the main reason the majority of markets across Asia Pacific are lagging behind that kept employees engaged with the India 99.0 in business leadership despite their educational qualifications. company, not money. This reinforces Philippines 92.5 The Philippines continues to have the highest ratio the cliché that people leave bosses and of female-to-male business leaders for the ninth not companies. New Zealand 91.3 consecutive year. According to the Dale Carnegie China 91.2 Philippines, Singapore and Indonesia show the most report, a full 13% of Indian respondents marked advancement in women’s leadership since 2007, rated their immediate supervisor Australia 90.8 gaining 12.2, 8.7 and 7.5 index points, respectively. poorly and a further 45% were Taiwan 90.2 Business ownership among Singaporean women has neutral towards this key influencer of also made commendable progress over the last nine years, engagement. Indonesia 78.4 with the proportion of female-to-male business owners The report said the attitude and Malaysia 75.9 increasing from 29.9 in 2007 to 42.1. actions of the immediate manager “Study after study shows how public and private sector can enhance employee engagement Thailand 62.7 companies – and their bottom lines – benefit from having through a personal relationship or *Note: A score under 100 more women in leadership,” said Georgette Tan, Group can create an atmosphere where an indicates gender inequality in favour of males while a score Head – Communications (Asia Pacific), MasterCard. employee becomes disengaged. above 100 indicates inequality “In fact, companies with more women in leadership The report shows only 31% of in favour of females. A score outperform those who do not, so the male dominance of employees in India were very satisfied of 100 indicates equality between the sexes. leadership roles should be concerning.” with their senior management while more than half (51%) were ambivalent and 16% were HONG KONG behind regional counterparts outright dissatisfied. While Re-employment age including India (67%), Malaysia the satisfaction levels were could be extended to (63%) and China (62%). higher than APAC (17%) “Providing flexible work and global (25%), it still in 2 to 3 years arrangements to promote highlighted the low level of Source: Dr Amy work-life balance, such as confidence that employees Khor, Senior flexible hours or job-sharing, have in their senior Minister of State will make it easier for mature management in India and this for Manpower More than six in 10 (63%) employees workers to provide a valuable emerged as one of the biggest in Hong Kong only save 10% or contribution while saving for their gaps that companies need to address. less of their income for their retirement,” said Peter Yu, Director The report, however, says that pension, according to Randstad’s Q1 of Randstad Hong Kong. Indian employees exhibited higher Workmonitor survey. The Randstad Workmonitor survey engagement levels (46% fully engaged) This demonstrates Hong Kong also found that: than their counterparts from the APAC employees plan far less for retirement • 84% of employees in Hong Kong (35%) or the global average (34%). than other Asian countries including believe it is harder for older workers Executives (CEOs, COOs and Singapore (46%), India (51%), (above 55) to acquire new skills. executive directors) lead with a Malaysia (55%), and Japan (58%). • 57% believe older workers are less high 65% being highly engaged, While 58% of employees indicated productive than younger workers according to the survey. This level they plan to work beyond the (under 35). decreased generally as one goes current retirement age, only half of • 69% believe older workers and down the organisation hierarchy, employees (54%) in Hong Kong think younger generations should work perhaps pointing towards the fact their employers have active policies comparable hours. that engagement is higher among in place to attract and retain people • 45% believe older workers take more those with authority and in decisionaged 55 and above.” This tracks far sick leave than younger workers. making roles.

EMPLOYEES TRACK BEHIND ASIAN COUNTERPARTS IN RETIREMENT PLANNING

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ASIA

NEWS

MALAYSIA

PERFORMANCE-RELATED BONUSES ARE IN VOGUE Employers in Malaysia are using performance-related bonuses in addition to salary increases to reward their top performers this year, according to findings in the recently released 2015 Hays Asia Salary Guide. Malaysia is second only to China when it comes to the extent of its salary increases, and the survey of 2,361 employers, representing over four million (4,017,026) employees, shows that employers are using bonuses to reward top talent even further. The Hays Asia Salary Guide found that 51% of employers across Asia will award bonuses to more than 50% of their staff this year. In the majority of cases these bonuses are related to employee performance (80%) and employer performance (73%). This shows that employers are using performance-related bonuses to ensure they only reward

employees who are achieving results. Only 11% of employers said bonuses are guaranteed, while four per cent said they are related to hours billed. In terms of the value of these bonuses, the Hays Asia Salary Guide found that 11% of employers will award 100% of staff salary as a bonus. Another 11% of employers will award between 51% and 99% of staff salary as a bonus. The majority of employers however are far more conservative, with 44% offering between 11% and 50% of staff salary as a bonus, and the final 34% offering a bonus equal to less than 10% of staff salary. “If you and your company are performing well there is a good chance you have or will soon receive a competitive bonus,” says Christine Wright, managing director of Hays in Asia. “The demand for highly skilled professionals is one reason why bonuses continue to remain popular,” she added. “Employers who are unable to offer a significant salary increase to their top staff are also using bonuses as a way of rewarding, and hopefully retaining, their best people.” “This is very important in a tight candidate market,” Wright concluded.

COMPREHENSIVE • INTEGRATED • FLEXIBLE TM

DRIVE SUCCESS WITH HRiQ

A COMPLETE HR & TALENT SOLUTION HRM@IQdynamics.com

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NEWS

INTERNATIONAL

WANT TO IMPROVE PRODUCTIVITY? WORK REMOTELY

TALENT DEMAND HOTS UP

Professional recruitment It’s time to dispel the notion that working remotely is unproductive, at least for US employees. companies in the UK presently According to the Remote Collaborative Worker Survey conducted by private cloud solutions have 26% more vacancies in provider ConnectSolutions , of the 39% of workers who work remotely at least a few times per their accounts than this time last month , 77% claim to have higher productive levels while working off site. Some 30% achieve year, new survey data from the more in less and time, while 24% execute more tasks in a given time window. Association of Professional Staffing 23% are even prepared to clock in longer hours than they usually would on site to achieve Companies (APSCo) has revealed. more for their organisations, while 52% are less likely to garner time off when working According to the survey: remotely – even when they are ill. • Permanent vacancies rose 26% In terms of collaboration, 42% of remote workers believe they are just as linked with year-on-year colleagues as when they are working on site, and 10% feel even more connected. • All sectors saw some growth, Survey respondents also hinted at a clear financial incentive for working remotely, with with engineering charging ahead the largest group of remote employees (30%) citing savings of as much as $5,240 per year • Contract vacancies rose by seven simply accounting for having fewer expenses. percent year-on-year Half of the remote staff polled also claimed being able to work remotely at least some of • The change in average wages the time resulted in them being much more likely to remain with the firm. mirrored vacancy growth, Personal contentment and quality of life also seem to play an instrumental role in the increasing by 4.9%. desire to work remotely: 45% of remote workers say they are getting more Permanent vacancies sleep, 35% are getting more physical exercise, and 42% are eating healthier. across finance and Of the digital communication and accounting, IT, collaboration tools available, email is the engineering, and of IT employers in the US will most-ofteb utilised at 88% with instant media and marketing offer employees more flexible work arrangements this year messaging (47%), video conferencing increased year-onSource: CareerBuilder’s (36%), voice over internet protocols (32%), year by (16%, 27%, New IT Forecast Survey and presence functionality (30%) also 48% and seven percent commonly relied upon by remote workers. respectively). The Remote Collaborative Worker Survey comprised Temporary and contract openings of 353 US internet users and was conducted online also stayed strong across the during December 2014. professional staffing market, despite a rise in the availability of permanent posts. Temporary UK opportunities increased by 7.7% across the board. Temporary vacancies across finance and accounting, IT, HR professionals in the UK have identified of polled companies), 360-degree feedback engineering and media and each leadership development as their main goal for (86%), and online self-assessments (82%). increased year-on-year (by 25%, 2015, along with reducing succession risks. Fifty-nine percent of the participating eight percent, 4.3% and nine Employee engagement, which was the organisations also have virtual collaboration percent respectively). chief HR priority from 2011 through to tools in place to complement their leadership “It is no surprise that contract 2014, dropped to third position on the development programmes, and 36% utilise vacancy numbers remain strong, annual poll. these for virtual cases and simulations. despite a marked increase in The UK survey is part of the global “We are seeing a different approach permanent roles,” said Ann Swain, HR Best Practices Survey by the Top towards leadership development, with CEO of APSCo. Employers Institute, the results of more opportunities to develop leadership “This data reiterates what APSCo which have been unveiled as the qualities available to all levels across has long predicted – that the Leadership Development Report. organisations,” said Eleanor Nickerson, professional flexible workforce is A significant 87% of the participating Director of the UK operations of the Top now ‘the new normal’. organisations now possess a leadership Employers Institute. “Whereas historically, many strategy, the UK research found. “This enables employees to ‘self-drive’ organisations may have thought The survey also revealed that 35% of the more, with executives leading by example of temporary workers as people to participating firms have online coaching and heavily supporting this approach. hold the fort during an absence – or and mentoring tools in place to assist their The 73 UK organisations polled as a means of managing workload leadership development programmes. represented a total workforce of one during an economic downturn – the Online tools are utilised for e-learning (92% million UK employees. reality is now quite different.”

60%

HR FOCUSSING ON LEADERSHIP DEVELOPMENT

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INTERNATIONAL US

HOW NOT TO MAKE YOUR COLLEAGUES ANGRY

WHAT WORKERS WANT

The next time you consider sending electronic messages to your colleague after working hours, it may be a good idea to rethink again. A new study from management researchers at The University of Texas has found that people who get electronic communication from work after their stipulated hours become angry more frequently, and this can inhibit their personal lives. Marcus Butts, associate professor in the College of Business’ Department of Management and two colleagues quizzed 341 working adults during a seven-day period to evaluate their feelings when they opened a work email away from the workplace. The three authors utilised social media contacts to build their sample pool. “People who were part of the study reported they became angry when they received a work email or text after they had gone home and that communication was negatively worded or required a lot of the person’s time,” he said. “Also, the people who tried to separate work from their personal life experienced more work-life interference. The after-hours emails really affected those workers’ personal lives.” William Becker, TCU assistant professor of management, and Wendy Boswell, management professor at Texas A&M University, joined Butts in the study titled, “Hot Buttons and Time Sinks: The Effects of Electronic Communication during Nonwork Time on Emotions and Work-Nonwork Conflict.” Butts said two major categories of workers emerged: the “segmentors” and the “integrators”. Butts said the segmentors were keen to keep their personal and working lives separate. Unsurprisingly, that was the group of participants who was most negatively affected when encountering outsidebusiness hours correspondence. The integrators, on the other hand, were keen to understand what was happening at work when they got an email or text.

NEWS

An alternative view:

From inside the pipeline

What are employees really looking out for this year? For US workers at least, it’s paid time off. According to a survey by Accountemps, more paid time off (30%) topped the list of preferred incentives, ahead of better benefits (26%). Employees were quizzed, “Other than additional compensation, which one of the following would top your wish list when it comes to your job this year?” Their responses were:

More vacation days

30%

Better benefit plan, such as enhanced healthcare plan

26%

More scheduling flexibility, such as telecommuting or flexible work hours

19%

More training or professional development opportunities

15%

Other corporate perks, such as on-site meals and amenities, health and wellness, or subsidised transportation

Dr Roland B Smith

Vice President and Managing Director, Center for Creative Leadership (APAC)

alent management is the art of attracting, developing and retaining skilled and valuable employees. To achieve organisational success, a healthy leadership pipeline comprises of individuals possessing both capabilities and commitment. Systems and processes within the organisation can help leaders navigate the pipeline to identify managerial talent. However, talent management has an additional perspective that gets overlooked: The view from inside the pipeline. Why is this important? Employees inside the pipeline don’t just wait to be funnelled and directed by the organisation – they bring perspectives and experiences to the process too. How can we incorporate these perspectives into existing systems and processes? • Be deliberate about process transparency. Employees see themselves differently, depending on the transparency and formality of the high-potential identification process. Organisations should understand the implications of their approach and weigh the trade-offs. • Create a mutually beneficial relationship. High potentials receive the investment in development they want from their organisation, and organisations receive a more committed and engaged group of leaders, stronger performance and bottom-line results. • Leverage high potentials as developers of talent. High potentials have significant influence that can be used in identifying and honing of the organisation’s future leaders. Cultivate them and their bosses to be responsible in developing others’ potential. Remember, effective talent management is never a one-sided effort.

99% “You can’t underestimate the importance of time away from work,” said Bill Driscoll, a district president with Accountemps. “Managers can set a good example by taking time off themselves and not checking in when they’re on vacation. “Offering additional vacation time shows employees you’re committed to helping them achieve greater work-life balance.” The survey featured responses from more than 320 employees working in office environments.

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LEADERSHIP INSIGHTS

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INF GRAPHIC

The HR psyche of 2015 What are some of the most crucial challenges facing HR Directors and professionals in 2015? The Harvey Nash HR Survey 2015 featured the views of 1,123 HR leaders from over 30 countries.

As the Board changes its priorities for 2015, so does HR

MEASURING HR

58% 3%

happy with how HR is perceived

TOP 3 PRIORITIES

BIGGEST GROWTH IN PRIORITY*

Develop leadership capability

Change management

BIGGEST DROP IN PRIORITY*

But this is down

You are more likely to be happy with HR if you:

Performance management

Improve talent management

Organisational growth

Management development

Grow employee engagement

Culture development

Develop leadership capability

from last year

Are more senior

Live in Switzerland or the Nordics

Are female

*in last 12 months

RECRUITMENT TOP 3 RECRUITMENT TOOLS

THE EVOLVING HR PROFESSIONAL Top things HR people look for in their job

1 Interesting and exciting work 2 HR being valued by the business 3 Being empowered

Corporate website Online job boards

38% 62% MALE

FEMALE

Personal networks

LinkedIn Tool with greatest growth in use

Print adverts Tool with greatest decline in use

Recruitment agencies Used by 34%

Sources: • Harvey Nash HR Survey 2015 • Some icon graphics are by freepik.com 8

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40 - 44 most likely age bracket

44%

expect to change jobs in next 2 years

HR MARKET ROUNDUP

SINGAPOREANS HOLDING MULTIPLE JOBS ON THE RISE The working landscape is changing globally, with the number of people holding down more than one job at a time on the rise. According to a recent report by Regus, 58% of professionals in Singapore report seeing an increase in the numbers of workers who are becoming so-called “portfolio job holders”, by working more than one job concurrently. Just as the downturn encouraged the rise of so-called “forced entrepreneurs”, it seems that economic volatility may have driven a large proportion of workers to look for stability through diversification. Half of survey respondents globally report seeing a surge in portfolio job holders compared to five years ago. When

questioned further about the possible causes of the phenomenon, 82% of Singaporean respondents also highlighted a growing trend for more outsourcing. This may be seen as driving an increase in freelance and contract work, fuelling the multi-job market as a result. The high proportion of today’s global business people reporting the same pattern is a clear indication that work habits are shifting, with both employers and employees seeking more flexible ways of operating. This is further supported by the report’s finding that having to work regular hours is now considered to be a limitation by 73% of workers. “The days are gone when holding down one job for life was the norm. Working habits are changing radically, as increasing numbers of people across the globe take on more than one job at a time,” said Paul MacAndrew, country manager of Regus Singapore. “The flexible nature of this new working style requires an equally flexible take on location with third-party, professional locations providing a cost-effective solution to changing needs.” “There are many reasons for this change, but certainly it suits as many businesses as it does business people, with both sides increasingly looking for more flexibility than the traditional full-time work contract may afford.”

NEWS

FRASERS HOSPITALITY LAUNCHES ITS LARGEST SERVICED RESIDENCE

Frasers Hospitality, the hospitality arm of Frasers Centrepoint Group, has bolstered its presence in the Malaysian capital with the opening of its third property, Fraser Residence Kuala Lumpur. A spacious enclave in the heart of the city centre, the 445-unit serviced residence is both the city and Frasers Hospitality’s largest serviced residence to date. The opening of Fraser Residence Kuala Lumpur, which follows the launch of Capri by Fraser, Kuala Lumpur last year and Fraser Place Kuala Lumpur in 2010, brings the hospitality group’s portfolio in Kuala Lumpur to 1,000 apartment units within the capital city of one of Asia’s fastest-growing economies. Fraser Residence Kuala Lumpur is located within walking distance of the Petronas Twin Towers, Suria KLCC shopping centre and the KLCC Convention Centre. Close to multinational company offices, embassies and tourist sites such as the National Art Gallery and the National History Museum, it is easily accessible via the Bukit Nanas monorail and Dang Wangi train stations. Ranging from studios to expansive 4-bedroom

penthouses, each residence features floor to ceiling windows, stylish interiors, and comprehensive home entertainment systems. Ideal for business executives and their families, Fraser Residence Kuala Lumpur provides a myriad of business and leisure facilities for seamless work-life balance. These include a 24-hour fully equipped Sky Gym and Yoga Suite overlooking the city skyline, a landscaped outdoor swimming pool complete with a pool bar and kids play zone, the Club Lounge and bar with indoor and alfresco seating, all-day-dining restaurant Relish, and Café on the Fifth. Its business complements include sleek boardrooms, meeting facilities with the capacity to host up to 80 people, and pre-function guest reception areas. Fraser Residence Kuala Lumpur also provides 24-hour security and closed circuit television surveillance, round-theclock reception and concierge services, daily housekeeping, scheduled shuttle services to key business and shopping districts, and complimentary high-speed internet access (a standard offering across all Frasers Hospitality’s properties).

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LEADERS TALK HR

INNOVATING, INSPIRING and INCLUDING her people

You’ve been with American Express for over 20 years. How did the financial services corporation manage to retain talent such as you for so long?

American Express is also big on diversity, not just gender but in a broader sense of the word. While 20 years ago I was a junior manager in an environment where women were not a big part of business and Asia wasn’t at the forefront either, I was given the opportunity to undergo a global rotation programme in the US. This is because American Express looks to develop international managers.

I’ve been with American Express for 23 years and took a short break in between to work at Standard Chartered Bank. However, I came right back to American Express. This shows that it’s truly a company that I’d like to continue working at. Shalini Shukla-Pandey In the midst of my more than two You’ve gained extensive shalini@hrmasia.com.sg decades of experience here, I’ve worked international experience, having in 10 jobs over most of the business worked with American Express units across four countries. This allowed me to experience a in many markets. How did that hone your skills as a leader? variety of roles within the business, such as public relations, It gave me a global outlook, allowing me to look at acquisitions, and partnerships. things from diverse points of view. I understand cultural When I ask why I am with American Express, I realise that differences and working styles as well, which gives me the it’s because staff here have the ability to work in different confidence and adaptability to manoeuvre around different jobs. The cultural diversity; the fact that we are in many situations across the globe. countries around the world; and the fact that American For instance in Asia, one tends to defer to authority, Express is very committed to employee development and whereas in the US, one has to learn to speak up and make engagement are other factors that spur me to continue my oneself heard, even with superiors at the same table. career progression here. Due to my international experience, I’ve established a

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LEADERS TALK HR

BIO BRIEF Ng Siew Choo was appointed as Senior Vice President and Head of Global Network Partnerships – Asia, at American Express Company in February 2013. Prior to this, she was the Senior Vice President and Group General Manager of Global Network Services within the Asia-Pacific region. In her role, Ng takes the lead in managing over 20 partnerships in eight markets including Korea, Japan and India, building on her previous responsibilities where she managed some of the largest partnerships in the Asia-Pacific region. She is responsible for increasing American Express’ scale in Asia through increasing shares with existing partners and signing new partnerships. Ng has been with American Express for over 20 years and has held a number of positions in different parts of the company, including the bank and the proprietary card divisions. She has had extensive international experience, having worked in Singapore, New York, Malaysia and Hong Kong with the company. She has also worked with Standard Chartered Bank, where she led the marketing and sales efforts in the bank’s offshore banking and credit card divisions. Ng holds a Bachelor of Arts in Economics from the University of Singapore and is based in Singapore.

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LEADERS TALK HR unique brand equity for myself and created a vast network of contacts. This has helped me expand my net as a leader too. For instance, when I want to hire for a specific position, I can have access to a wide pool of talent from different countries that are recommended to me by my contacts. When I want to sponsor my own contact for a job opening within one of my contacts’ organisations, I can also just pick up the phone and have that conversation. One of our bank partners’ marketing staff wanted to move to the US, so I called my counterpart there and asked to send over this person’s CV and make a decision for a job there. She has been working there for a couple of years now and was recently promoted to the role of Vice President. I have also benefitted from people sponsoring me. I have had the good fortune of having excellent bosses who have helped me increase my visibility, connected me to senior management, and put me on management development programmes. I think it’s important that current leaders sponsor the next generation of leaders. This can help high potential talent to realise their inner potential,

cultivate their leadership capabilities and build their personal brand as well.

Speaking of personal brand, how do your employees describe you?

I’ve been said to be very approachable, down to earth and very direct. I’m clear in my expectations of staff. While I empower my staff to make certain decisions to get the job done, I give my staff a clear set of expectations so they won’t be caught off-guard as to what I require of them, and also to set them up for success. I’ve also been described as someone who’s very competitive, with a strong drive to win.

During your time in the company, you have undergone various professional development programmes? Tell me more? The great thing about American Express is that there are various programmes to meet the development needs of our talents at all levels. For instance, we have practical and web-based training

Me Myself I I love: my family, friends, and Sunday mornings at the Singapore Botanical Gardens. I dislike: people with a sense of self-entitlement. My inspiration: staying relevant – continuously learning and networking. My biggest weakness is: intolerance. In five years’ time I’d like to: contribute to the larger community. Favourite quote: “Lead, follow, or get out of the way.” – General George Smith Patton, Jr.

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programmes where staff can identify their needs and learn at their own pace. In order to build a substantial pipeline for leadership positions, American Express has a number of specific programmes designed to identify and prepare high-potential talent for the next levels of leadership. One such programme is the Global Rotation programme, offering middle managers to step out of their current job for six to nine months in order to work in different departments, in different countries, and on specific projects. Another leadership development programme is the Accelerated Leadership programme for senior leadership talent. This six-month

LEADERS TALK HR programme constitutes elements such as a 360 degree assessment, personalised career development plan, and mentoring from even more senior leaders. American Express also champions diversity. The Pathways to Sponsorship programme was especially drawn up to identify and develop the careers of high-performing female leaders from around the company. I have personally been through this programme and have benefitted greatly from it.

Tips for aspiring leaders • Self-awareness – It allows you to accept yourself for what your strengths and weakness are, says Ng Siew Choo, Senior Vice President and Head of Global Network Partnerships (Asia), American Express. “As a self-aware leader, you will seek advice from other people in areas of doubt and hire people to complement your skillset, thus making a good team,” she adds. • Manage your bosses effectively – They have the greatest impact on your career and give you your performance review and sponsor your promotions, amongst other things, says Ng.

What do you consider to be the most challenging aspect of your role as a leader at American Express?

• Informing – Keeping my staff up to date on business direction and success through regular broadcasts • Interacting – Creating opportunities I think that would be helping people to connect and build communities manage their careers. Especially when around our business and broader we talk about Generation X staff – they society, by bringing in experts to want to know how they can accelerate talk about subject matters that their career paths. range from innovative Another set of technology to personal challenges was navigating soft skills the recent financial • Impacting – played the leading role in crises and motivating Enhancing our introducing the first American my team during such employees’ experience so Express card into China in 2004 tough times to still that they feel supported deliver desired company to develop and grow outcomes, instead of getting distracted as individuals and professionals by negative situations. I try to be as through teambuilding activities transparent as possible and have a such as regular tea sessions with structured communications plan for different groups of staff and skip my team centring around: level meetings with overseas teams.

Ng Siew Choo

Internal seminars for staff Ng Siew Choo, Senior Vice President and Head of Global Network Partnerships (Asia), American Express creates opportunities to educate staff and connect them to the broader business and community by bringing in experts to talk about subject matters that range from innovative technology to customer-facing soft skills. For instance, Jon Sugihara, Head of Product, RedMart, recently covered the topic of Innovation and Entrepreneurship. “In addition to sharing his journey as an entrepreneur, Sugihara also gave his views about innovation and what American Express can do to nurture an innovative spirit in our work life,” said Ng. Steven Kalifowitz, Head – Brand Strategy (Asia-Pacific and the Middle East) for Twitter gave the audience insights on the rapidly-evolving media ecosystem and how social media was changing consumer relationships with brands. “During the talk, Kalifowitz shared case studies on how brands are adapting and how Twitter can help deliver business results,” Ng explained.

Ng Siew Choo

Senior Vice President & Head – Global Network Partnerships (Asia), American Express

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LEADERS ON LEADERSHIP

Does a leader also have to be a good manager? T

here are leaders who can go their whole life without truly managing their people. These senior executives can be good at the business-side but don’t know how (or are unwilling) to engage their employees which means, more often than not, they end up fronting an uninspired team which achieves mediocre results for the organisation. So, at its true core – great leaders must be great managers. Managing people effectively has a roll-on effect in both attracting and retaining exceptional staff, who appreciate leaders that have good relationships with their employees, are engaged, and who are committed and ‘go the extra mile’. At Castlewood Group, I employ people who I know and trust. I empower them, and at the same time, challenge them and hold them accountable. This dynamic and clear chain of command is key to good management – my people are motivated in knowing that I trust them to make their own decisions and deliver results. I don’t

believe in micromanagement – everyone should be trusted to stand on their own two feet. We encourage an entrepreneurial spirit among staff so that they are empowered to make decisions for their role, as leaders in their own right. Through job expansion and double-header roles within the company, my staff members have the option to increase their remit of responsibility, which not only enables them to earn an above average salary, but also allows them to showcase their talent. We strive to ensure that our culture is echoed all the way from top management to new recruits, and by implementing this approach, we develop Castlewood Group ambassadors who are passionate, loyal and proud of the company they work for. When there is clear evidence that the company empowers their employees and cares about what they have to say, the workforce will improve in self-worth and attitude. This positively impacts overall productivity, pushing the company to new and greater heights.

LANCE TAY

Chief Executive Officer, Tokio Marine Life Insurance Singapore

es, a leader has to be a good manager. Yet, if a leader and a manager need different attributes to perform their roles, can a leader who sets the organisation’s vision be an efficient, process-driven and functional manager - all at the same time? A good leader communicates and creates a compelling vision for others to follow. He also inculcates an empowering culture which engages people to perform to their maximum potential. Good leaders inspire trust and command confidence from their people. A good manager requires a different set of skills. He is a task master, ensuring that strategies are executed, resources are properly allocated and

CHRIS COMER CEO, Castlewood Group

that processes are in place. As CEO of Tokio Marine Life Insurance Singapore, I am guided by my five business/leadership core values -transparency, fairness, meritocracy, respect for individuals and to work hard and play hard at the same time. These values drive the way I make decisions and how I interact with people. My core values have enabled me to shape the company vision and create an engaging work culture, in addition to establishing the right processes and operating methods. We need to ensure that we attract, hire and retain the right people using a rewards-based performance management system and provide good career development opportunities.

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HR IN A NON-PROFIT

WORKING WITH A

MISSION

hareholder returns – profits ultimately – form the basic bottom line goal of all companies in the corporate sphere. But what constitutes as success for non-profit organisations? “As a non-profit organisation, a key factor for success is the dedication of our staff and volunteers towards the mission of the organisation,” says Singapore Red Cross (SRC) Secretary General, Benjamin William. Janhawi Mhapankar, HR and Administration Manager, World Wide Fund for Nature (WWF) Singapore, concurs. “Employees in a non-profit organisation are extremely passionate about their work and strongly believe in the cause of the organisation,” she says. “Money is not the primary motivation.” 16 ISSUE 15.4

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While non-profit organisations may not be blessed with the allure and wealth of their corporate counterparts, their HR departments grapple with the same issues

Sham Majid sham@hrmasia.com.sg

HR’s place in non-profit firms So where does HR stand in the midst of non-profit organisations’ operating frameworks? For those who have long believed that HR structures are virtually non-existent in non-profit entities, a recent survey will put those lingering notions to bed. According to the HR Staffing, Costs and Structures in the Nonprofit Sector Survey

unveiled in 2014 by XpertHR, 49.2% of HR professionals in the non-profit sector believed their HR function’s influence had risen over that past year. In addition, the survey found that 21% of organisations witnessed an increase in staff over the previous year. The most frequent reason cited for a change in HR staff numbers was increasing workloads (57%). William says SRC’s HR department comprises of four staff, including the head of HR. “In line with our policy approach to give high priority to HR management, the Secretary General and Deputy Secretary General of Administration take a hands-on approach to HR matters and all heads of departments are expected to support the HR function,” elaborates William.

HR IN A NON-PROFIT In WWF Singapore’s case, Mhapankar says the organisation’s HR team consists of two people: the HR Manager and an HR Executive. “We perform all the standard HR functions, including employee recruitment and retention, compensation and benefits, talent management and employee engagement,” she explains. However, she stresses that the role of HR stays aligned to WWF’s passionate and cause-driven philosophy in all the strategic and operational activities it performs. According to William, the primary HR objective in SRC is to create a work environment where each staff member can maximise their potential and make a useful contribution to the SRC mission. “We also want our work space to be a friendly and welcoming environment in which staff look forward to and take pleasure in being a part of it,” he says. “Hence, while handling the full spectrum of normal HR functions like remuneration packages, payroll administration, training and development of staff, capacity building and talent retention, the HR Department and senior management are always conscious of this broader objective.”

The mission-driven focus The humanitarian and social service goals of non-profit organisations are evident when one looks at the HR scope in such organisations. For example, the objectives of the SRC include providing “assistance in relief operations in times of disaster, and in auxiliary health and welfare services to the sick, the handicapped, the aged and the poor.” The organisation’s website says it does this “without any distinction on grounds of race, nationality, religion or political opinions”. A further goal is to “furnish voluntary aid to the sick and wounded in time of war, and to non-belligerents, prisoners of war and civilians”. William says SRC has around 150 full-

Non-profit quick bites • Non-profit Use of Social Media Outlets for Recruitment Advertising - LinkedIn – 60% - Facebook – 42% - Twitter – 21% • One out of five non-profits says turnover is the greatest employment challenge at their organisation • Two out of three non-profits operate without formal succession plans; of those without, only 14% say they plan to create one in the coming years. • 45% of non-profit professionals report departing from their organisations to work for other non-profits Source: 2014 Nonprofit Employment Practices Survey

time staff, complemented by auxiliary (part-time) staff. “We also have about 6,000 volunteers (including Red Cross Youth),” he says. “A core group of these volunteers take on regular responsibilities and have key roles in running some of our services and programmes like the Red Cross thrift shop, First Aider on Wheels, Meals with Love (Food Aid), and international response. To maximise the potential of our volunteers, we also have in place a Volunteer Career Pathway that provides structured development for our volunteers.” Meanwhile, WWF Singapore is a Singapore-registered charity, founded by WWF International – the global conservation organisation. Mhapankar says WWF Singapore works with government, business, other non-governmental organisations (NGOs) and the local Singaporean community to spearhead efforts to build the region’s expertise in planning and managing natural resources wisely. “WWF has a clearly stated mission and purpose, and all of our

programmes and policies support that mission,” she says. “In our daily lives, we try to practice what we preach by doing all we can to reduce pollution and waste, and wherever possible, use renewable and recyclable materials.” “Our HR policies are aligned towards the WWF values and mission, be it hiring people who demonstrate and believe in WWF’s philosophy, following green office initiatives like procuring Forest Stewardship Council-certified paper products, recycling waste, and offsetting our carbon footprint.” According to her, WWF Singapore has a core team of fulltime employees. The organisation also engages interns and volunteers to help it during high profile campaigns such as Earth Hour. “Additionally we engage third party agencies where we deploy conservation ambassadors to help us spread awareness about conservation and perform face-to-face fundraising,” she says. The mission-driven emphasis is also espoused by William and SRC, even from the hiring phase. “First and foremost, when recruiting staff and volunteers, we are always on the lookout for people who are clearly dedicated to the social sector and who care for the vulnerable,” he says. “We are constantly on the lookout for individuals whose motivations are aligned to our organisation’s mission of ‘relieving human suffering, protecting human lives and dignity, and responding to emergencies’.”

Joining the non-profit ranks According to the 2014 Nonprofit Employment Practices Survey, only 15% of non-profit organisations in the US have a formal annual recruitment budget. As such, hiring can often be less structured and more based on immediate needs and availabilities, with staff often switching from one like organisation to another. The survey found that 48% of mid-level posts were ISSUE 15.4

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HR IN A NON-PROFIT occupied by individuals coming from other non-profits (see: boxout). William says like all firms, SRC looks for efficient and committed people to join the organisation. “As we are dependent on public donations, we have to be frugal and our remuneration packages will generally be behind the corporate world and the civil service,” he explains. Hence, he says the organisation faces a significant challenge in recruiting and retaining good and well-qualified people. “A key difference in the hiring process is that we perhaps pay closer attention to how committed the candidate is to the humanitarian cause,” says William. “This is a difficult judgement call but is useful, especially for retention.” According to William, SRC usually advertises job vacancies through digital job search platforms. “We also advertise on the mainstream media when there are critical posts that we need to fill urgently,” he says. “However, a key means of recruitment is through word of mouth. Often candidates are brought to our attention through the direct recommendations of our staff, volunteers and committee members.” William states the organisation is also happy to welcome back staff members who may have left the organisation, and who have gained useful experience and expertise elsewhere. Operating under an armada of various functions and services, he adds SRC is always sourcing for a broad category of people, including drivers and responders, executives to manage programmes and support services, and senior managers with a greater oversight capability. Mhapankar says WWF Singapore also operates on a limited recruitment budget. “So we usually recruit via channels such as jobs bank, employee referrals, online job portals and social media,” she elaborates. “We also look at lateral movements and internal transfers within the WWF network. We usually recruit for positions

with functional expertise in the areas of Marketing and Communications, Digital, Fundraising, and Corporate Relations. “We seek to hire the right profile of candidates who share our passion and commitment, provide them with the guidance and freedom to excel at their work, and develop their potential.” Once recruited, William says SRC provides staff with a basic Red Cross induction. “Through the induction, staff will have a greater understanding of the Red Cross history, how and why

members to participate in overseas missions where they witness firsthand on-the-ground situations during emergencies and understand how the work of Singapore Red Cross can also make a difference in the lives of communities outside Singapore,” he explains.

Humanitarian reality The 2014 Nonprofit Employment Practices Survey found that 32% of US nonprofit organisations believed their inability to pay competitively was their greatest retention challenges, with 19%

HR strategy in non-profit firms • More than one in three non-profits (36.5%) have a documented HR strategy • Where such a strategy existed, nearly three in four (73%) cited it was formulated as an integral part of the overall organisational strategy, while only 18% claimed it was developed as a follow-up exercise once the overall organisational strategy was assumed • Approximately one in five non-profits (19.6%) has formal measures of HR effectiveness in place, while an additional two in five (39.2%) have informal measures Source: HR Staffing, Costs and Structures in the Nonprofit Sector Survey

the mission was formed, and the current services we provide to the community,” explains William. He adds the organisation then aims to get staff involved in their humanitarian services, even beyond their job function. “One specific example is our emphasis on first aid,” he says. “Singapore Red Cross supports the national goal of having a first aider in every home and is one of the main providers of first aid training in Singapore.” “Our staff have to realise the importance of first aid before they can be true advocates for the cause, which is why we provide free standard first aid training for all staff.” In addition, to broaden their perspective and to grow affiliation to the mission of the global Red Cross Movement, William says SRC tries to give staff members some exposure to its overseas humanitarian work. “There are opportunities for staff

identifying an inability to promote and advance top performing staff. William says SRC does not try to keep pace with the corporate sector or even the civil service. “However, we are very conscious of the fact that remuneration is important and that staff feel that they are compensated fairly,” he explains. “Therefore we regularly review our salary to ensure that we remain competitive, especially within the social sector. A key benchmark that we refer to is the guidelines provided by the National Council of Social Service.” William stresses that while loyalty is recognised and rewarded, the remuneration structure is such that performance is also celebrated. “In recent years, we have restructured our management organisation to allow us to recognise talent, leadership and potential, as well as, to promote staff from within the ranks,” he says. ISSUE 15.4

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HR IN A NON-PROFIT “As a multi-service voluntary welfare organisation, we are also able to allow our staff to move laterally to broaden their experiences. “This in turn helps to prepare staff for higher management positions.” William says SRC has also put in place a system for objective performance appraisals and performance-based rewards, allowing career progression to be tied to performance. “Staff development is also a key factor for staff retention,” he notes. “We therefore provide opportunities for junior staff to showcase their ability and potential in organisation-wide projects, sometimes outside their normal job scope. Having a common mission to work towards also helps in building cohesiveness among colleagues, which contributes to the retention of staff.” In order to develop the next generation of leaders, William says SRC also has a scheme to talent spot and provide extra training and exposure to staff members who have the potential and aptitude to take on greater responsibilities. “We try to test them in challenging situations and in leadership roles,” he says. “Staff know that promotion is not merely dependant on their years of service in the organisation.” Meanwhile, Mhapankar says WWF strives to pay its staff salaries that are externally competitive and internally equitable, while keeping in mind the fiscal realities of the organisation. “We follow the Mercer International Position Benchmarking methodology for evaluating jobs and comparing with the market,” she explains. “Our market is defined as the place from where we hire our staff, across sectors and geographies. It is important to ensure that our salary ranges are comparable with what other organisations in our market offer.” Nevertheless, she reveals that most of their staff do not join the WWF for the pay, and many of them willingly take a pay cut when they make the shift from the corporate world into the non-profit sector.

“A key difference in the hiring process is that we perhaps pay closer attention to how committed the candidate is to the humanitarian cause” Benjamin William, Secretary General, Singapore Red Cross (SRC)

Mhapankar also acknowledges that retention “is always a challenge for non-profit organisations like ours”. “Some of the ways in which we retain our staff is via growth opportunities for lateral or vertical movements within the organisation,” she says. “Staff can also explore internal transfers or opportunities with the WWF Network across the world.”

Championing employee engagement While pay can vary significantly between non-profit organisations and commercial corporations, William says some things remain the same. Like most organisations, SRC crafts activities like retreats, family days and staff dinners to encourage bonding and interaction outside of work. “We have an online feedback portal – “Brainwaves” – that encourages bottom-up communication and provides an outlet for staff to share constructive suggestions that help to improve the organisation and its humanitarian services,” explains William. Moreover, SRC has a fun and engaging bimonthly internal circular called “Heartbeat”, which features a range of topics involving staff. William says employees get a good laugh reading and finding out interesting things they never knew of their co-workers.

“We also have a monthly staff gettogether event called “On the House” where the various departments take turn to host and plan a themed party with games and food,” he notes. “At the end of the year, everyone will vote for the best theme, game and overall champions. It really brings out the fun and creative part of the staff, and their competitiveness.” William adds that as the Secretary General, he tries to maintain a close relationship with his colleagues. “I take time to meet with the various departments and different groups of staff members on a regular basis, without any specific agenda,” he explains. “No topic is out-of-bounds and the staff know I value honest feedback. This allows staff to provide feedback to the top management.” Mhapankar also says WWF Singapore has an open work culture and a relatively flat structure, where team work is encouraged and where employees can contribute to making decisions. “We try to provide challenging and meaningful work and give recognition where it is due,” she elaborates. “This creates an environment that fosters trust and collaboration and leads to a higher level of employee engagement.” ISSUE 15.4

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HAZEL JACKSON

Are you a

MULTIPLIER or a DIMINISHER?

ultipliers is one of the most challenging business books that I have read; not because it is complex or difficult to understand, but because it makes you question everything you’ve ever done as a leader. It is not for the faint hearted, or those that don’t want to look in the mirror and ask themselves: “Am I a ‘multiplier’ or a ‘diminisher’?” Since reading the book in 2010 and embarking on my own journey to becoming a multiplier, I’ve become a Master Practitioner in the Multipliers concept, travelled the world delivering keynotes on behalf of Liz Wiseman and, most importantly, changed my leadership approach. Liz Wiseman is a former Vice President of Oracle University and now runs The Wiseman Group in the US, with a mission to 24 ISSUE 15.4

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help leaders solve the world’s toughest challenges. Multipliers has come as a timely message, as the economic climate and competitive market place means we can’t just hire extra bodies; we need to get the most out of the people we have, multiplying the intelligence from within the team. Peter Drucker summarises the need: “The most important contribution management needs to make in the 21st Century is to increase the productivity of knowledge work and the knowledge worker”. Multipliers provides practical and easy to understand ways to get a twotimes effect from your resources by turning your managers and leaders into intelligence multipliers. With regulatory restrictions on hiring and the costs of bringing in new talent increasing,

getting more output from your current workforce is certainly appealing. Like most effective leadership models, it is based on a continuum, with “multipliers” at one end of the scale and “diminishers” at the other. The two extremes are the very different assumptions that have a powerful effect on the way diminishers and multipliers lead others: Diminisher: “They will never figure this out without me.” Multiplier: “People are smart and will figure this out.” These base assumptions are important to understand, and behaviour simply follows them. You can’t think like a diminisher and act like a multiplier. Through the research, Wiseman identifies five disciplines of a multiplier and the opposite behaviours witnessed from diminishers. Multipliers are not ‘feel-good’ managers; however, they are tough, demanding and exacting, and challenge their people to bring their best thinking to work every day.

HAZEL JACKSON

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HAZEL JACKSON Multiplier leadership helps companies and leaders resolve key global business challenges – issues that also face the Singaporean market. Engagement: Organisations invest significantly in hiring new talent, but if they under-utilise that talent, they quit, which gives companies a retention problem. Or worse, they ‘quit and stay’, which gives the business a morale problem. Multiplier leaders identify an individual’s native genius, something they do easily and freely, and use it to the company’s advantage. As a result, the business benefits and the individual

DIMINISHER

MULTIPLIER

The Empire Builder

Hoards resources and underutilises talent

The Talent Magnet

The Tyrant

Creates a tense environment that suppresses people’s thinking and capability

Attracts talented people and uses them at their highest points of contribution

The Liberator

The Knowit-All

Gives directives that showcase how much they know

Creates an intense environment that requires people’s best thinking and work

The Decision Maker

Defines an opportunity that causes people to stretch

Makes centralised, abrupt decisions that confuse the organisation

The Challenger The Debate Maker

Drives sound decisions through rigorous debate

The Micro Manager

Drives results through their personal involvement

The Investor

Gives other people the ownership for results and invests in their success

Catch Hazel Jackson live at the Spire HR Summit 2015

Multipliers:

How the Best Leaders Make Everyone Smarter After engaging with Liz Wiseman, the author of Multipliers, How the Best Leaders Make Everyone Smarter, Jackson bought the license rights for the programme in the Middle East, China, India and Africa. As a Multipliers keynote speaker Hazel focuses on how this concept enables business leaders to maximise the intelligence in their workforce, ultimately let go and hold others accountable. A dynamic and commercially minded CEO and consultant, Jackson has worked with diverse cultures and across all industries, from banking to manufacturing, fast-moving consumer goods to retail, professional services to Automotive, and oil and gas to hospitality. She has worked in family businesses, multi-nationals and government entities. Nearly two decades ago, and with just $700 in her pocket, Jackson founded Biz-Group – now a successful multi-million dollar business. Passionate about impacting performance, Biz-Group’s success is a testament to Jackson’s entrepreneurial spirit.

TOP THREE TAKEAWAYS • Understand your current leadership style • Change the assumptions and limitations that you have set for your team • Turn your managers and leaders into intelligence multipliers

For more information, please visit

www.hrsummit.com.sg 26 ISSUE 15.4

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Hazel Jackson

Expert Strategist, Entrepreneur and International Speaker

HAZEL JACKSON feels valued. They also encourage robust debate, seeking to understand critical business issues from all angles before making informed decisions. Innovation: Employees are often busy but secretly bored, churning out repetitive work, but not really thinking about how they can do things better or faster. Perhaps when they first started they wanted to make suggestions and improvements, but were told to learn the job, do as they were told and follow the processes. Soon that desire to contribute and innovate is drilled out of them, and they simply comply. Multiplier leaders aren’t afraid to set stretch challenges, give the space for new thinking, and create an environment where it’s safe to experiment and make mistakes. Succession: Growth and promotion from within is a goal all companies seek to achieve. However, many

managers simply don’t have the time to grow others, as they juggle deadlines and company priorities. Multiplier leaders find a way to balance both, seeking out opportunities to invest in their teams and holding them accountable for results on critical projects and priorities. The Multipliers approach is a set of precision tools for accessing more intelligence, it laser-focuses on some fresh approaches to leadership. A great example of the fresh leadership techniques in Multipliers is to “go extreme with questions”. The root of this technique is to stop answering questions and start asking them. I found this highly enlightening and very frustrating because although it sounds obvious and simple, it is hard! Try for a whole management meeting to just ask questions, rather than make any statements or provide any answers.

It’s difficult and pretty unnatural, but it helps you realise how often you are normally diminishing input from others. In reality you should settle for a balance, asking challenging questions the majority of the time. What would be possible in your organisation if you accessed more intelligence from your existing resources? What could be achieved if your team was engaged to tackle stretch challenges and did it easily and freely? What would happen if you changed your assumptions about what your team could achieve? Would those assumptions lead to behaviour changes, and in turn different results? Exploring the thinking of Multipliers, How The Best Leaders Make Everyone Around Them Smarter, is fascinating, and totally relevant to the challenges Singapore is facing in developing talent and refreshing in its approach.

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LEARNING & DEVELOPMENT

Catapulting your future stars Building a leadership pipeline is an essential task for any modern organisation, as is training potential leaders of all levels. HRM delves into the programmes some employers are using to train their young staff Priya de Langen

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LEARNING & DEVELOPMENT

ood leadership is essential for every organisation. Deloitte’s Leaders at all levels study states that leadership remains the number one talent issue facing organisations around the world. However, only 13 percent of its survey respondents said they already did an “excellent” job developing leaders at all levels. With a significant percent of millennials entering the labour market, ensuring that leaders at all levels, especially young employees, develop leadership skills is an important priority for organisations aiming to build a talent pipeline.

Addressing the needs of the organisation Organisations have several objectives in mind when they send staff for training programmes, and those providing the service must ensure they address them. Dr Roland Smith, Vice President and Managing Director of the Center for Creative Leadership (CCL in AsiaPacific, says a company’s objectives are straightforward. “For first-time leaders, it is crucial that they develop a leadership presence, and begin to demonstrate the ability to project leadership. This comes alongside the necessity to understand the power of influence and skills on how to affect influence bi-directionally.” He adds that organisations also want young managers to learn the importance of teamwork and collaboration, while being able to inspire others and lead effectively. Wayne Marriott, Director for Curriculum & Learning Design, Kaplan Singapore, explains that many organisations expect the youngest workforce generation to get up to speed quickly with leadership competencies. “Most millennials enter the workforce with strong technical competencies but not necessarily on the soft-skills aspect. To address this, some organisations create a long-term leadership roadmap to develop competencies such as inter-

“They (providers) need to ensure the learning is practical and useful and that there is sufficient support pre and post, so both the learner and employer get the return from the investment” Darryl Parrant, Managing Director, Align HR Group

generation communications, coaching, and team development.”

A plethora of leadership courses There are myriad leadership programmes offered to organisations in Singapore to help develop different skills, from improving interpersonal skills to defining one’s own leadership style. Peggy Lee, Director, Planning and Development, SIM Professional Development, says her company offers “The Job of the Manager (JOMAN): Essential Managerial Techniques” programme for supervisors and new managers. “The JOMAN programme elaborates on people management, including the importance of aligning disparate individuals towards better commitment and performance. As part of the programme, millennials will also develop self-awareness towards managing a team,” she explains. CCL offers two programmes to help develop young leaders – the Leadership Fundamental (LF) programme and the Maximising Your Leader Potential (MLP) programme. Smith explains

that the LF programme aims to groom emerging leaders with the necessary fundamentals needed to tackle potential key business challenges, such as influencing without authority and honing interpersonal skills. He adds that the MLP course will help leaders with their own leadership styles, strengths and weaknesses. “Ultimately, the aim is to prepare these leaders to achieve results by leading others effectively.” Darryl Parrant, Managing Director, Align HR Group, says that Align SMA (formerly Steve Morris Associates) also offers a range of leadership courses and is soon to launch a series of e-learning programmes. He says the organisation takes an integrated leadership approach. “Our programmes are developed around our integrated learning framework which brings together leadership programmes (competencybased) which embed customised ‘case scenarios’ that we develop with the client to provide context to the millennial learner.” ISSUE 15.4

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LEARNING & DEVELOPMENT Deloitte’s Leaders at all levels study states that leadership Parrant, however, Leadership Programme (up remains the emphasises the to eight weeks) and Basic importance of a followLeadership Programme up process to ensure that (a six-month intensive young managers do not course). facing organisations around lose their enthusiasm after General Manager the world a programme. “It is vital Loo Mei Yee says the the organisation has a organisation ensures the clear post-training followprogrammes develop taskup process and this should include based and oratorical proficiencies. “We on-going support from line managers, base our engaging classes in various HR, and Learning and Development. formats ranging from focused lectures They should ensure a presentation is on our 12 leadership principles to onprovided, that the individual learning the-spot coaching for related issues, plan is updated to incorporate the new to individual and group work and learning, and that it is clear how the community activities.” organisation can gain value from this development investment.” Make the right choice Kaplan Singapore offers the WSQ Though there are various leadership Leadership and People Management courses available, experts advise (LPM) suite of courses that help develop organisations to look out for several various key leadership skills. Marriott factors when choosing the right says: “For example, our LPM level-five programme for their employees. They programme embroils well with young emphasise the importance of preleaders as the content is peppered and post-training support, as well as with experiential team development diversity in participants. activities that stimulate learning and prolong retention of knowledge.” Another company that provides leadership courses is Executive Coach International. It offers two programmes under the leadership series: Personal

number one talent issue

Marriott from Kaplan Singapore says the course should include important topics such as inter-generation communications and managing cultural diversity. “It should be a series of programmes that focus on imparting depth in competency, rather than a quick fix,” he says. “Ideally, time should be provided for applied learning and coaching to further correct and encourage knowledge application.” Parrant from Align HR Group says that organisations should consider if the leadership programme has an e-learning platform; the diversity of participants; and even the track record of the provider and whether the facilitator is able to create dialogue and discussion. He adds that millennials want the opportunity to learn and be developed like anyone else. “They (providers) need to ensure the learning is practical and useful and that there is sufficient support pre and post, so both the learner and employer get the return from the investment.”

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HR INSIDER

NEW FRONTIE

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HR INSIDER

Japan’s largest drug maker, the Takeda Pharmaceuticals recently expanded its local footprint by relocating its emerging markets business from Zurich to Singapore. In this exclusive interview, HRM finds out more about the company’s transition, and its hiring strategy for the coming year

Sumathi V Selvaretnam sumathi@hrmasia.com.sg

he smell of fresh paint is still in the air at the Takeda Pharmaceuticals’ spanking new premises in the Biopolis biomedical cluster. Rows of brightly-hued empty desks await their future occupants – all whom will be arriving at the office by the end of this year. The Japanese pharmaceuticals giant has big plans here, having relocated it emerging markets business unit from Zurich to Singapore. The new 14,000 square-foot office is closer to the company’s corporate headquarters in Japan, as well as key markets such as China and Russia. “Singapore is an international hub and has a skilled pool of talent. This move will help to streamline and target the communication from emerging markets regional headquarters to our Research and Development and Vaccine business units to develop and accelerate medical solutions,” shares Ana Cardoso, Vice President Human Resources – Emerging Markets, Takeda Pharmaceuticals – Singapore Branch.

AT A GLANCE Total number of employees: – Singapore- 150 – Emerging Markets region- 10,000 Size of the HR team: 7 Key HR focus areas: Building out the regional team, Increasing and sustaining employee engagement

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HR INSIDER Since the Emerging Markets department in Singapore is being built from scratch, Takeda is hiring for a wide range of functions including HR, finance, compliance and communications, says Cardoso. “Because of this, we are looking for diverse staff internally and from Singapore’s talent pool.”

Finding the right talent Takeda’s headcount in Singapore is projected to increase by about 40%, some of which will be transfers and some of which will be new hires from the region. By the end of this year, the company expects to have a total of 200 employees in the new office. It is adopting a multi-pronged recruitment strategy to zoom in on the right talent. “We have one person based in Zurich who has been overseeing the Singapore hires. For more senior positions, we have been engaging executive headhunters. We are also using LinkedIn and local recruiters,” says Cardoso, who will be relocating to Singapore in July this year.

WHO’S WHO

ANA CARDOSO

Vice President Human Resources – Emerging Markets Takeda Pharmaceuticals – Singapore Branch 34 ISSUE 15.4

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“However, we have found that recommendations from current staff have been particularly useful, since they are most familiar with Takeda values and the requirements of each job,” she says.

Takeda’s key challenge at the moment is to build a team that performs at a high level, delivers results and embraces the company’s core values, says Cardoso. “We have seen in the past that an engaged team, paired with a great leadership team delivers extraordinary results that demonstrate their motivation and commitment to Takeda.” “Our first leadership meeting in Singapore demonstrated how highly experienced and energetic the staff in the new office are. We are definitely on the right track at offering our team a great journey, development opportunities, and a great environment to work in,” Cardoso says. Takeda is placing priority in identifying and accelerating the development of key talent with significant leadership potential. “We are investing in the development of the leaders of tomorrow. We have a

clear leadership development plan for Emerging Markets aligned to the global talent development strategy and the needs of our very diverse markets. This plan will be rolled out throughout 2015 and will complement the extensive training and development that has already been taking place locally,” Cardoso says. Takeda’s talent development strategy is spearheaded by its Global Talent Development Head who focuses on nurturing and developing internal talent and a Global Talent Management Head who is responsible for performance management. Each leader at Takeda is accountable for creating a climate that fosters engagement and performance. The company encourages regular dialogue that enables leaders to “listen and act”. Takeda employees also have two performance reviews throughout the year that focus not only on what they have been able to achieve, but how they achieved these goals. “We believe that a person’s career is owned by them and not by the company; therefore, no one roadmap will fit all employees. As a result, we customise our roadmaps

SUSANNE BREYER

SIEW SOOK YEE

HR challenges

HR Business Partner – Emerging Markets Takeda Pharmaceuticals – Singapore Branch

Director, HR Takeda Development Center Asia

HR INSIDER based on where our employees want to go and what drives their careers,” Cardoso says. Later this year, Takeda will be rolling out its first global employee survey. “This survey will include 50 comprehensive questions to assess how we are doing and establish a benchmark to compare against in the future. This will help our team assess where we are now and how to build tailored programmes to address existing challenges,”Cardoso says.

Stretching them further Apart from structured talent development initiatives, Takeda believes in nurturing its employees by encouraging them to learn from their peers in the office. “We offer on-the-job training and as well as formal trainings that are led by internal and external parties. The holistic HR training programmes and opportunities are activated through international assignments for development purposes, personal or team coaching, and periodic assessments,” says Cardoso. As part of a global company, Takeda employees also have the opportunity to

MAK WAI YEE

HR Manager Takeda Development Center Asia

About Takeda Pharmaceuticals Headquartered in Osaka, Japan, Takeda is a research-based global company with its main focus on pharmaceuticals. As the largest pharmaceutical company in Japan and one of the global leaders of the industry, Takeda is committed to striving towards better health for people worldwide through leading innovation in medicine. move internally within the organisation, and take on new roles with different challenges. “For example, one employee started out in the US for marketing and moved to Zurich to be part of our Emerging Markets Oncology team. He now works in Singapore as a Vice President,” Cardoso explains.

An effective rewards and recognition strategy can go a long way in boosting employee engagement. Understanding this, Takeda offers many initiatives worldwide that recognise and reward its employees. “For example, we recognise ‘Top Star’ employees who excel in making an outstanding contribution or demonstrating strong leadership in their local market,” Cardoso says. In the Emerging Markets business

unit, Takeda will be launching a regional reward and recognition policy in June this year. “Takeda understands the importance of recognising and rewarding positive performance through the combination of both extrinsic and intrinsic rewards, which include recognition, promotions and periodic bonuses,” Cardoso says. The company also believes in working closely alongside its employees and providing them with an open and transparent work environment. “In addition to our global employee survey, we have plenty of other initiatives in place to keep our employees motivated. This includes awards at our annual meetings that recognise employees who deliver the best projects and results, as well as competitive short-term and long-term incentive plans.”

EVA ANG

REENA KAUR

Rewards and recognition

Associate HR Manager Takeda Vaccines

HR Generalist Takeda Pharmaceuticals (Asia Pacific) ISSUE 15.4

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MATURE WORKERS

Working with

silver talent

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MATURE WORKERS

Singapore is facing a greying population, with numbers of mature workers within organisations booming. How can HR ensure meaningful working relationships with this group of talent? HRM finds out Shalini Shukla-Pandey shalini@hrmasia.com.sg

etention and development of a multi-generational workforce are important aspects of manpower management. “We recognise that people are our best asset as they play an essential role in connecting with guests emotionally, differentiating our hotel from the rest,” says Patrick Fiat, Chief Experience Officer (CEO), Royal Plaza on Scotts. With a quarter of employees above the age of 50, preparing existing staff for reemployment and making the work environment conducive and fulfilling for mature talent is an important task. Royal Plaza on Scotts provides

Best practices at Royal Plaza on Scotts Some of the initiatives that have been implemented to support and develop mature workers at Royal Plaza on Scotts are: • Improving the work environment – Creation of the “Chillax Lounge”, equipped with a projector, massage chairs, books, newspapers, magazines and a live aquarium. • Automation to improve productivity and reduce workplace injury – Housekeeping attendants are now equipped with motorised trolleys, which reduces the energy and time required to push and transport amenities from room to room.

specific counselling one year before the retirement age of all eligible staff. “We conduct engagement sessions with retiring employees on their re-employment prospects at least one year from their retirement age (62 years old),” says Fiat “This includes discussion for the training opportunities, including the 20-month Reemployment: Equipping and Developing Yourself (READY) programme and the options of redeployment.”

On Cheong Jewellery is another company that advocates fair employment practices, especially for older employees. The store was awarded the TAFEP Exemplary Employer Award in 2012 and also the Outstanding Workplace for Mature Employees prize for its fair and responsible employment practices. Mature workers above the age of 50 make up a sizeable 69% of the jeweller’s workforce. The four most senior workers who are still contributing to On Cheong are aged 67, 71, 76 and 81 respectively.

CASE STUDY

Continuous learning in the Public Service In managing a mature workforce and generational diversity, it is important that the values, needs and preferences of each segment of the workforce are addressed, says Chan Boon Fui, Senior Director – HR Policy and Leadership Development, Public Service Division, Prime Minister’s Office. For example, younger officers may not be comfortable supervising mature officers, while mature officers have the knowledge and experience but may lack the confidence to communicate their ideas. To ensure that supervisors have the skills to manage a multi-generational workforce, they are sent for courses so that they can pick up soft skills and the ability to understand older employees, in addition to refining their functional skills and experiences. “We also encourage our older employees to communicate their views and proactively resolve differences with younger supervisors to help them understand how best to work with one another,” says Chan. In order to ensure the long-term employability of officers in a constantly changing work environment, the Public Service has in place training and development policies. All officers can apply for 100 hours of training per year. “Should an officer in his 50s utilise all his training hours each year for his 25 years in service, he would have clocked 2500 hours or 300 work days of training in his career!” says Chan. Lower-skilled older officers are encouraged to attend training courses to up-skill and upgrade. Officers will be eligible for cash incentives when they successfully complete selected national-level training programmes, e.g. attain Workforce Skills Qualification (WSQ) certificates or other certificates conferred by any of the Polytechnics or Institute of Technical Education. Mature officers are also tapped on to be trainers to impart knowledge and wisdom to the next generation.

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MATURE WORKERS “On Cheong values all workers regardless of age as long as they are effective, productive and healthy,” says Ho Nai Chuen, Managing Director, On Cheong Jewellery. “We believe in a good mix of employees of all ages as they can play a complementary role to each other’s strengths and weaknesses.” On Cheong’s corporate culture has seen the company continuously hire employees past their retirement age even before the government revised the Re-employment Act in early 2012. The jeweller also rewards its employees based on merit and without discrimination according to the age profile. “We have one colleague who was promoted to Assistant Operations Manager of Retail at 63,” says Ho. With nearly a third of staff aged 51 years and above, the Maritime and Port Authority of Singapore (MPA) adopts fair employment practices by adhering to principles of meritocracy, open competition and best fit for the job. “MPA’s strategy is focused on retaining the mature workforce, as they provide a wealth of institutional knowledge and experience that are

beneficial to the organisation,” says Ong Seok Bin, Director - HR, MPA. “This is important to MPA as the maritime industry is diverse and we need experience and expertise in different areas.”

Retaining older workers Currently, older workers make up about 75% of the workforce at On Cheong, with the average length of service being above 10 years. One way talent is retained at the jeweller is through the provision of a positive working environment for employees, based on four staff-centric strategies: Recruit the right staff; reward their contributions; retrain to keep them upgrading themselves; and help them relax through wellness and health management programmes. About one in four MPAs officers have 25 years or more of service. “MPA offers rotation opportunities within and out of MPA to give employees greater exposure in various portfolios and roles,” says Ong. MPA also has various initiatives to help all employees grow and advance. For instance, staff take advantage of

CASE STUDY

Chan Woon Chee, On Cheong Jewellery Chan Woon Chee is one of the oldest employees at On Cheong Jeweller, having been with the company for nearly seven decades. That’s indeed a testament to how well the company has done in terms of retaining their talent and making adjustments to its workplace to cater to staff needs. Chan, 81, has been working with On Cheong since 1947. His father, Chan Tai, who worked with On Cheong as a craftsman, died in his 40s in 1947 and his family instantly lost the only breadwinner of the family. His mother brought the younger Chan to see the founders (Mr and Mrs Ho Yew Ping), begging them to let him work, even without pay. She even gave permission to the late founders to punish and discipline him should he misbehave. Chan was indeed caned by the founder a few times for bad behaviour. Chan lived at the On Cheong premises and went home once or twice a month, no Sundays off. “On Cheong is not just a workplace for Chan; he worked, lived and slept here as a young apprentice when he was barely 12 years old,” says Ho Nai Chuen, today’s Managing Director of On Cheong Jewellery. “He started as a young apprentice and was promoted to Senior Jewellery Executive in year 2010. On Cheong is not only a workplace to him, but his second home.” “On Cheong is proud to hold a rare record of having four staff who have only worked in On Cheong (first and last job),” he adds. “Chan Woon Chee is one of them who has dedicated his entire life to On Cheong.”

the Opportunities With Learning (OWL) framework that consists of classroom programmes, experiential learning and self-learning opportunities. “These are designed to help employees meet their core and functional competencies as well as to widen their horizons,” says Ong. “Employees are also encouraged to apply what they have learnt and pursue additional learning beyond their current job scopes.” An “UPGRADE” account is also set up for all officers to encourage lifelong learning. “All officers, including re-employed officers, can tap on the

Best practices of On Cheong Jewellers Re-employment

• On Cheong provides pre-retirement planning and pre-employment consultation to employees when they reach the age of 61. Staff are offered a re-employment term contract of at least one year, renewable up to the age of 65 and may extend further as long as they are medically fit for the job and have satisfactory performance. Same wages and employment terms and conditions are offered for re-employed workers without a wage cut.

Mentorship

• Mature and experienced staff are assigned to mentor newer colleagues, imparting product knowledge and a good service culture to customers.

Work Environment

• To make it more convenient for older employees to move jewellery pieces every day, the secure “strongroom” was moved from the second storey to the ground floor. Smaller trolleys are also used in moving jewellery items to the strongroom. • Improved workstation design and job design – including having a pantry for workers to change body positions, choice of sitting or standing while at work, and a seat for resting if standing is unavoidable. • Promote healthy eating habits, active living, stress awareness, proper posture and ergonomics through workplace health programme.

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MATURE WORKERS account to reimburse up to 75% of fees for courses which need not be related to work,” Ong explains. “The account will be topped up annually to maintain a balance of $1500, subject to a maximum of $750 per year.” Since August last year, all reemployed staff can continue to use their UPGRADE accounts during their re-employment, enjoying the same benefits as other employees. Reemployed officers at MPA are also eligible to upgrade their maritime knowledge through certified courses under the Maritime Cluster Fund Training Grant. Royal Plaza on Scott’s familyoriented culture has been credited with helping to retain talent for as long as

Best practices at MPA Some of the initiatives that have been implemented to support and develop mature workers at the Maritime and Port Authority of Singapore (MPA) are: • Special Appreciation Award – To better recognise the contribution and service of re-employed officers, all are be eligible for a $250-reward for each year of re-employed service. • Part-Time Employment – MPA allows two options under its part-time scheme - 21 hours (half-time) or 28 hours (two-third time) per week, with salary and all other benefits pro-rated accordingly. • Telecommuting work arrangements – Depending on the mature officer’s role, they can apply to work from home for up to five days a month. The approval process is kept simple; only the head of department needs to consent. • Project Work – Retired officers with the relevant institutional knowledge can be considered for project work under individual contracts for service. • Temporary Staff – Ad-hoc short-term work allows mature workers greater flexibility to pursue their retirement interests and personal commitments.

41 years. “Royal Plaza treats all talents as individuals and not just another employee,” says Fiat. “It is essential to continue to build on the organisation’s culture as talents are also looking for an emotional connection with their employers.” For instance, the hotel gives away shopping vouchers when staff are getting married. New mothers and their new-borns are showered with gifts at the hospital. “We share all joyous occasions through our Facebook page,” says Fiat. When talents are hospitalised, hotel leaders visit them with ‘getwell-soon’ hampers, wishing them speedy recoveries. “We believe that every little effort makes a world of difference,” says Fiat.

Speed-bumps in sight? Still, working with mature staff isn’t without its challenges. “There are challenges faced in daily operations as younger staff may need to look out for older workers’ health conditions and

assist them in physically demanding chores,” says Ho. When working with a multigenerational team, communication is essential, says Fiat. “Baby Boomers and Generation Xs may be more reserved in their communication whereas Generation Ys are outspoken and direct,” he explains. “Bonding activities are encouraged in the organisation so the associates get to know each other better.” The hotel has held focus groups amongst associates of different generations to establish Employee Value Propositions (EVPs) that are relevant and important to each. The common denominators have been found to be: instilling trust and respect, celebrating and recognising the successes of each individual and team; and making the organisation fun to work in so associates are driven by passion to make a difference. “With a deeper understanding, staff are better able to build rapport with one another in the workplace,” says Fiat.

CASE STUDY

Heng Fook Yang, Maritime and Port Authority of Singapore Heng Fook Yang first joined the then Port Authority of Singapore (PSA) as a Works Overseer on June 7, 1971. He had the opportunity to work on developing the first container port in Singapore. He was also involved in the building of the iconic World Trade Centre, now Harbourfront Centre, as well as a role in the development of the Pasir Panjang wharves. In addition, he had the opportunity to maintain then-PSA’s holiday bungalows both in Singapore and in Malaysia. After being transferred to the Maritime and Port Authority of Singapore (MPA) in 1996, Heng was instrumental in helping to set up the organisation’s Facilities Management Department which was responsible for the maintenance of all MPA’s physical infrastructure: from buildings and premises to marine buoys and floating platforms at sea. He was also involved in the maintenance of radar panels, sea bouys and other parts MPA’s Vessel Traffic Management System. The diversity in his work sustained Heng’s interest and strongly influenced his decision to continue working in MPA up to his retirement. When he retired in 2011, he was offered re-employment in MPA’s new Tuas Port Development. This work has included marine dredging and land reclamation. He also enjoys mentoring new and younger colleagues. Heng hopes to pass down his maritime expertise, experience and MPA institutional knowledge to the next generation of maritime civil engineers and building and facility managers.

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SME SPOTLIGHT

ALL IN THE

FAMILY

mployees at mattress manufacturer Simmons know that they are all in the same boat, travelling towards the same destination. Creating this shared purpose through a family-like work culture has helped the company overcome challenges related to staffing challenges in a competitive retail industry , says Casey Teh, Managing Director of Simmons Southeast Asia. “The key HR challenges that Simmons faces as an SME is staff retention, especially for the millennial generation, and succession planning to support organisational growth. It is even more challenging in the retail industry,” he shares. Faced with these challenges, the company believes it is critical to create 42 ISSUE 15.4

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Simmons’ family-like culture glues employees together and has them consistently working towards a common goal

Sumathi V Selvaretnam sumathi@hrmasia.com.sg

an environment where employees feel they can contribute and grow. “We have built a family-like culture over the years,” Teh says. As one of the Simmons’ core values is “fun”, the company tries to promote a relaxed and enjoyable working environment for all the staff. “Laughter

Annual dinner and dance

is usually heard within the office and we regularly organise recreational activities such as badminton, yoga and bowling sessions for our staff,” Teh says. For the past few years, Simmons has participated in the JP Morgan Run as a company, to foster team spirit as well help employees maintain healthy lifestyles. Those who are not participating in the run are also encouraged to come and support their colleagues. “The spirit of togetherness is inculcated as part of our teamwork culture,” Teh says. “When we feel valued as part of the family, we can then extend this care and concern to our fellow colleagues and eventually reflect that care to our customers.” Simmons also believes in open communication. At monthly

SME SPOTLIGHT communications meetings, employees take turns to present financial figures. Employees who have attended workshops and training sessions are also encouraged to share their key learnings at these meetings. These meetings keep everyone in the loop about the company’s financial health and also help hone employees’ presentation skills, says Teh.

Developing talent for the long run Simmons introduced its management trainee programme in 2012 to boost its succession planning efforts. “New and young graduates are inspired and groomed to become the company’s successors,” Teh says. However, unlike a typical three-to-six month programme, the one at Simmons spans a few years. In addition to a month-long orientation programme, employees are rotated among three business units: local sales, marketing and regional sales. “The employee will spend one and a half to years in each division before being rotated to another. They will be involved in actual operations, account servicing and marketing activities. This programme gives young graduates the exposure and opportunities to try new things. The long period in each division is to build the depth of knowledge of the individual,” Teh says. Simmons has also formed an “organisational development committee” with young executives who have been with the company for at least a year. These employees are tasked with providing viable ideas and constructive changes for the company’s execution in the coming years. The committee engages the executive

Teambuilding event team and creates a sense of ownership towards the growth of the company, making them agents of change, says Teh. “This is also a part of our retention strategy to engage the younger and media-savvy employees to contribute to their personal growth and the growth of the organisation,” Teh says. As Managing Director, Teh acts as an advisor to the committee, coaching and mentoring executives. He also provides guidance and support to ensure the success of their proposals and plans. They are given autonomy to run the committee with accountability directly to him. Idealism within the team, especially among those who are young and have limited experience, has to be managed, Teh says. “We need to bring to the realisation that there are always challenges and obstacles that need to be addressed and overcome.” Simmons also continuously invests in training and development which is critical for building an effective workforce. Personal development is

one of the key strategic thrusts for the company, Teh says. “We focus not just on technical competency but also soft skills training. All retail employees have regular training on selling skills, product knowledge, customer service training, and even personal decorum.” Employees are also sent for “Emergenetics” profiling, to gain a better understanding of their personal preferences and behavioural attributes. It helps also helps them to better relate to their peers, improves communication, and promotes team work.

Employee engagement A 2015 HRM Awards finalist, Simmons offers a gamut of staff engagement initiatives to its workforce, including team building exercises, CSR activities, and wellness and health talks. Top performing staff are also duly recognised for their efforts through accolades such as the EXSA award for retail consultants. As a family life ambassador, Simmons has implemented work-life harmony initiatives such as flexiworking hours, birthdays off, and an “eat-with-family day”. Wanting to improve further, the company also embarked on the AON Hewitt Best Employers programme to improve its employee engagement, leadership effectiveness, employer brand and culture. “The results have shown that Simmons has scored more than the country average in the engagement and leadership index. As a company, Simmons will continue to improve in all areas. Change is a constant. Simmons has to embrace and adapt to changes,” Teh concludes. ISSUE 15.4

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Changing priorities, new market pressures and rising competition are changing the way companies hire. HRM shows you how to stay ahead of the recruitment curve

Sumathi V Selvaretnam sumathi@hrmasia.com.sg

lobal demands and pressures are constantly re-shaping the talent landscape. Many companies are seeing a shift in their recruitment demands and requirements as they venture into fresh markets, or as they try to grapple with the new realities in their existing ones. For employers, the recruitment priority has changed thanks to the talent shortage and the subsequent wage pressure that now exists for highly-skilled talent, and in highskill industries, says Christine Wright, Managing Director of Hays in Asia. One of the top recruitment priorities for employers is to secure the highlyskilled talent that they need at a fair price, says Wright. â&#x20AC;&#x153;However with wages in high-skill industries rising much more quickly than those in low-skill industries (which points to sector-specific skill

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immediate business needs, employers like marketing, recruiting leaders are shortages, such as in engineering and prefer candidates with the relevant embracing the idea of a talent brand. technology) this can be a challenge.” industry experience and those who Their actions are now beginning to catch In Singapore, new government are able hit the road running from Day up to their beliefs. Recruiting leaders initiatives that endorse local One,” Teo adds. can get ahead of the competition by Singaporean hires are another point of The value of employer branding is acting quickly to invest and create a consideration. As the localisation of the also increasing. “For more than half of proactive talent brand strategy,” says workforce is now a priority, the demand employers, brand is a top priority. As Femke Hellemons, Adecco Singapore for suitably qualified and experienced recruitment evolves to become more Country Manager. local candidates is reaching new Improving the quality heights, says Wright. of hire is the second “As employers react highest priority, according quickly to ensure they have Hellemons. “This would the right proportion of start with upgrading the local, permanent resident recruitment team’s selection and work pass holders in and assessment capabilities.” their headcounts, the ability Most employers tend to be too focused on solving the most immediate issues Lastly, HR is also looking to secure the right talent and demands on the manpower front. Recruitment experts advise HR to take beyond its local shores. As – whether that is a highly a more long-term view, where the search for good candidates should be a Singapore becomes more valued locally-experienced continuous process. Southeast Asia-centric, candidate or a specialist The benefit of passive recruitment is that it helps to identify potential HR professionals here are from overseas – will candidates which employers do not have the vacancies but may require them in increasingly being tasked remain employers’ greatest the future, says Linda Teo, Country Manager, ManpowerGroup Singapore. to manage regional HR recruitment priority,” “By engaging these talents through casual conversations, the employers portfolios in the emerging Wright says. have inevitably built a pipeline of potential talents. Should the opportunity arise, markets of Vietnam, While paper qualifications it’s easier to engage them and the time to fill the vacancy can be shortened Cambodia and Myanmar, in are still important, considerably,” she says. addition to the more usual employers are also shifting According to Femke Hellemons, Adecco’s Singapore Country Manager, passive countries such as Thailand, their focus to the candidate’s candidate recruiting is popular not only in Singapore, but also in economic Malaysia and Indonesia, Pan experience and transferable powerhouse countries like China and India. Zaixian, General Manager skill sets, says Linda “Passive talent accounts for a whopping 75% of all professionals worldwide. of Kerry Consulting, says. Teo, Country Manager, Small businesses are significantly more likely to focus on passive candidate “Search mandates have come ManpowerGroup Singapore. recruitment than large companies are. With fewer resources and less time, smart from the Singapore regional “With the business cycle small businesses adopt a strategy by identifying passive candidates with the offices looking to hire into getting shorter and the right skills and cultural fit,” she says. these markets.” expectation to deal with

Step up your passive recruitment

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RECRUITMENT TRENDS Recruitment channels are changing With more people consuming media on their mobile devices, and Generation Z candidates entering the job market within the next couple of years, social media is expected to gain further prominence on the recruitment front, says Teo from the ManpowerGroup. Hellemons from Adecco concurs. “In 2015, sourcing changed: with innovative recruitment technologies, the world of HR is witnessing the democratisation of recruiting.” Among those innovative technologies, social media and digital marketing are the best new sources of quality hires, says Hellemons. “Online (media) has made good talent more findable than ever due to the accessibility and connectedness of professionals. Targeted advertising based on profile demographics and online behaviour is trickling from marketing into recruiting. With pinpoint accuracy, companies can find the right candidate by segmenting and targeting talent with the most relevant job opportunities.” However, more traditional channels still remain relevant, say recruiters. “Tried-and-tested sourcing channels such as referrals and networking sessions will continue to be the preferred sourcing methods, as they are still very effective in identifying potential hires,” Teo says. HR still believes in tapping on the existing relationships built by recruiters over the years, says Neil Dyball, General Manager, Singapore, at Talent2. “Clients tell us time and time again that they want a ‘proven resource’ and a partner who has access to a deep candidate network. More than ever, clients are expecting us to be able to provide candidates that we have worked with over their careers and not someone that we found online that day.”

Don’t forget employer branding Building a strong employer brand is crucial to attracting the right candidates. “In a very competitive labour market, building and communicating an effective

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employment brand will help you deliver, leading to higher turnover.” improve your operational effectiveness Roping in existing staff is yet another in securing the best talent. One out of way to boost an employer brand. three recruiting executives sees this “Social media can be a powerful tool in strategy as their number-two priority the hands of current employees. In fact, after building pipelines for critical more and more candidates are factoring positions,” says Hellemons. a company’s online reputation “The reasons to invest in your talent into their decision to work for an brand include the cost - you’ll spend less organisation or not,” Wright says. on hiring. You can lower your cost per Overall, a strong employer brand will hire by as much as 50%. You’ll also boost call out to candidates who might not be retention. And reduce employee turnover actively seeking a new role. “Imagine by up to 28%. Finally, you’ll that you interview 100 influence the conversation people, then statistically Ensure your with candidates,” she explains. speaking 98 of them are The pervasiveness of already happily employed social media is encouraging but open to ideas,” says companies to trade their Dyball from Talent2. “You employer brand for a talent need to know from the outset brand strategy, says Hellemons. what are you really offering, is based on “For example, you can because at the offer stage it is organise and engage in too late. Employer branding regular conversations with is one of the most important potential candidates in different social aspects to consider before you even media channels. This way, you can build think about attracting talent.” trust and become known as an expert in your area,” she says. Recruitment goes mobile Wright from Hays advises companies Mobile recruitment is gaining ground to focus on the complete message: that as more job seekers research new is the employing culture, values and opportunities and companies while on environment. “Create a compelling the move. employee value proposition (EVP) that However, when job seekers find a job sets out who the company is, what is of interest on their smartphones, they expected from employees, and what will often wait until later to apply via a employees receive from working for desktop computer, says Wright. “This is the company. It should also show what because one of the current hindrances your company offers that employees to applying via a mobile device is that value. This includes defining not just most people do not have a copy of their the salary or job responsibilities and résumé stored on their smartphone.” opportunities, but also the company’s Desktop computers, with their larger culture and ambitions.” screens and keyboards also offer a more However, she warns employers not comfortable experience. to wax lyrical about attributes that Companies need to stay ahead of this might not really be there. “Ensure your curve. “With demand growing for mobile Employee Value Proposition is based services, companies without the ability to on TRUTH,” she says. “A danger lies receive applications by mobile will start in presenting a cool and hip brand to a to be at a disadvantage when competing young audience if that is not what your for talent – especially once job seekers company, in reality, is all about. come to believe it is no longer difficult to “The employment experience – both apply for jobs on a mobile device. When during and after the hiring process – has that happens, searching and applying for to measure up to the employment brand, jobs on a smartphone is likely to become otherwise you over-promise and underthe new normal,” Wright says.

Employee Value Proposition TRUTH

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PROFILE

KELLY SINGAPORE

Kelly’s centralised operations & recruitment centre turns one 2

014 marked a great year during our 36-year presence in Singapore. With our continued expansion and growth, we have successfully combined our central office locations into one centralised operations and recruitment centre. This has enabled us to

achieve greater synergy with our clients, candidates and colleagues, resulting in an enhanced service experience. Our continued double digit growth is testament to this success. As we continue into 2015, we look forward to another great year partnering

the many multinational corporations, large local, small & medium enterprises and government agencies. Our total workforce solutions capability truly enables our partners to win in their talent management goals, amidst a challenging labour market.

SG50 and the South East Asian Games also provide Kelly with an opportunity to partner the entire country as we run many projects that will support its success. To keep abreast of all these and more, join our HR Talent Intelligence Group on LinkedIn today!

ABOUT KELLY

Mark Hall

Vice President and Managing Director, Singapore

For more information, please contact: Kelly Singapore 20 Anson Level 11 Twenty Anson Singapore 079912 Tel: +65 6709 3388 Web: kellyservices.com.sg EA License No. 01C4394 I RCB No. 200007268E

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Natalia Shuman

Senior Vice President and General Manager, EMEA & Asia Pacific

HRMASIA.COM

With 21,000 job placements for Singaporeans and Singapore Permanent Residents in 2014, we are a proven and trusted talent source. Kelly is a world leader in workforce solutions headquartered in Troy, Michigan, USA, offering a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary contract and permanent basis. Serving clients around the globe, Kelly provides employment to more than 540,000 employees annually. Founded by William Russell Kelly in 1946, Kelly is a world leader in workforce solutions headquartered in Michigan, USA. Our service offerings extend across permanent executive search, contract and temporary recruitment, as well as complex Recruitment Process Outsourcing. Our teams are specialised across many key industries and functions that include: • Accounting • Engineering • HR • IT & Hi-Tech • Procurement & Supply Chain • Life Science • Sales & Marketing • Banking & Finance The company’s principles from more than 68 years of experience remain the foundation of the way we work today: delivering expertise, integrity, accountability and teamwork. With human capital expertise operating across Asia Pacific, Europe and America, Kelly can mobilise the right people, skills and technology to help clients define and implement recruitment and HR outsourcing and consulting solutions – anywhere, anytime. Kelly – Global expertise with local partnership.

400 36

Singaporeans get a job through Kelly each week. great years in Singapore.

Connect with us on Kelly Services (Singapore) Pte Ltd | EA License No. 01C4394 | RCB No. 200007268E

kellyservices.com.sg

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Try

Shalini Shukla-Pandey shalini@hrmasia.com.sg

before you hire T

wo out of three graduates regret accepting job offers as soon as they start in their new roles, and one-in-four say they expect to leave their first employer within a year, according to a report by member-based advisory service CEB. On the employers’ end, this leads to massive sunken costs. Employers pay high premiums upfront to attract top academic performers, in addition to a downstream premium to replace graduates that move on after just 12 or 18 months. To achieve a preferable win-win outcome, both young jobseekers and businesses needs to reconsider the way they work with each other from the very on-set of the recruiting cycle. One of the biggest challenges that employers experience when working with fresh graduates is managing their expectations on remuneration, says Mark Hall, Vice President and Managing Director, Kelly Singapore. “Some fresh graduates feel that they deserve to be paid a high salary but this is not aligned to the current market salary which organisations are paying,” he explains. “Fresh graduates are generally attracted to organisations with fun and flexible work environments as compared to one with rigid 52 ISSUE 15.4

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company practices,” he adds. “Given their energy and enthusiasm, many are willing to take on projects and opportunities, so it is key to keep them engaged by asking for their input and ideas.” Many fresh graduates enter the workforce with little or no experience working in their chosen field. Yet they come with a clear idea of how they want their career to progress and have high expectations in terms of salary and benefits, says Jaya Dass, Director of HR – Business Support and Life Sciences, Randstad Singapore. “In an employee s’ market where around 90% of graduates are being placed straight after university, it presents a huge challenge for employers, as they look to balance salary and career development expectations against what they can reasonably offer,” says Dass. When hiring new graduates, HR managers need to look beyond those with the highest qualifications or grade point averages, and look for candidates who demonstrate both soft and transferrable skills which are harder to teach, she adds. “Topping the list are good common sense, critical and creative thinking, communication skills and problem solving.”

TALENT ACQUISITION Providing meaningful trial periods A trial period allows enough time for the graduate and employer to determine whether there is a good fit, and for both parties to decide if they want to continue. “To reduce staff replacement costs down the road, companies need to invest time and money on getting the right people on board and engaged with the business from the outset, whatever their level,” says Dass. HR leaders need to be clear on how they communicate to graduates, especially when it comes to how they can expect to progress in the organisation, she adds. Incoming staff should have a clear understanding of: • What is the performance appraisal process? • What KPIs do they need to achieve in order to get promoted? • How can employee interests be incorporated into professional development plans? Typically, companies arrange for situational and behavioural-based interviews which give them a chance to assess a fresh graduate’ s potential as a

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Singapore’s SkillsFuture Earn and Learn programme The new SkillsFuture Earn and Learn apprenticeship-style programme will see fresh polytechnic and Institute of Technical Education (ITE) graduates matched to employers to work and train towards industry-recognised certification. The 12 to 18-month programme will have incentives for trainees and partner employers and will better support graduates’ transition into the workforce. Individuals will get a sign-on incentive of $5,000 for Singaporeans, and employers will get a grant of up to $15,000 for each trainee they take in. The programme will be progressively implemented from this year in different sectors and will benefit up to one in three polytechnic and ITE graduates by 2025. For now, the programme will be rolled out to sectors such as logistics, food manufacturing, food and beverage, and retail, from the second quarter of this year. Local bakery chain BreadTalk plans to recruit 10 graduates for a start. The trainees will be exposed to a range of job responsibilities, including research and development, as well as stints at the company’s overseas branches. “They wonder about the career prospects of working at the frontline, what is in it for them,” Joyce Koh, Vice President for brand development at BreadTalk told Today. “So I think what we aim to do is to put together a programme that allows for a very systematic development of the experience.”

future employee, says Hall. One good way to engage in trial employment with fresh graduates prior to taking them on as permanent employees is to offer them a fixed contract – be it six months or one year

long, says Antoine Lamy, Director, Page Personnel. “Even one day spent in the office space before signing the permanent contract can allow fresh graduates to get a feel of what it actually means be in the

Challenges working with fresh graduates • A lack of reference points – fresh graduates seldom have valid references for employers to establish an understanding of their abilities, meaning employers have to rely mainly on the interview process which is not often the most accurate and well-rounded representation of an individual. • Idealism towards what the job entails and what companies offer – often, there is a delta between what employers offer and what the job actually entails. • Discipline and resilience – employers have also noted that fresh graduates in this era are less likely to show discipline and resilience than their previous counterparts. They are often less tolerant and tend to look out for the next available opportunity as the solution. • Communication internally and externally – due to their lack of experience, many fresh graduates are unable to present themselves in factual, concrete, clear and concise ways. In a nutshell, they lack the business communication skills which will eventually help move them along their career path. Source: Antoine Lamy, Director, Page Personnel

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environment that they are singing up for,” he says. “It reduces the possibility of post-acceptance dissonance.” Employers can also offer internships to fresh graduates, to analyse them for their attitude, aptitude and cultural fit, says Hall. “At the end of the completed internship programme, an intern can be brought in as a paid employee, ready to begin their career with the firm.” During the first few attachment months, employers should provide the graduate with plenty of opportunities to shine, allowing them to demonstrate their skills and feel part of the team, says Dass. “In addition to having them work on research and administrative tasks, involve them in projects and see how they perform,” she explains. “This will enable the graduate to determine whether it s a place they want to stay for the long term and the firm will know whether they’ re an employee that’ s worth hanging on to.” Regular open and transparent communication also helps. “Employers

should be clear when communicating with fresh graduates on what they should expect in the role they are signing up for,” says Lamy. There should also be a clear communication channel to allow for questions from the graduates themselves, especially at the end of the trial periods. “This will allow the fresh grads to clear and take on the job with as little doubts as possible,” Lamy explains. A clear development plan involving actions to achieve objectives and flexibility towards fresh graduates with different developmental abilities will also pave the way for a successful trial employment period. Yet another effective way to engage with fresh graduates is to create a culture where people with two to five years of experience can relay relationships upwards and downwards to the new starters, says Lamy. “They will also be well-placed to advise the graduates as they can relate to them, having come from a similar position.”

European Youth Forum guide tackles poor quality internships The European Youth Forum and leading employers in the UK recently launched the Employers’ Guide to Quality Internships, a “how-to guide” for employers outlining key criteria that make an internship a good experience for both the young person and the employer – with the aim of addressing and increasing the quality of internships across Europe. Undertaking an internship has become the norm for young people, but the quality of such internships is often below par, with many not providing a truly educational experience. According to data from the European Commission, whilst almost half of Europe’s young people have done an internship, only one third of these were paid and 35% of them were not working under a contract. The Youth Forum and its partners work towards making internships a valuable stepping stone into the workplace, rather than having young people being used to replace paid, entry-level jobs. The Employers’ Guide gives case studies and real examples from participating, including innovative internship schemes which are already in place, as well as “top tips” for creating similar schemes. “Internships and apprenticeships can be a valuable step in the transition from education into work. These days, however, interns are too often seen as free labour,” said Johanna Nyman, President of the European Youth Forum. “We hope that many more organisations will follow the lead of those that have worked on the guide to establish their own internship schemes which provide a good learning experience for young people and a stepping stone into the working world.” 54 ISSUE 15.4

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Weighing your options Trial work arrangements are not without their pros and cons. Such trials allow employers to determine if the applicant has the necessary communicative and social skills for the job, says Hall. “It also allows better assessment of the candidate in terms of job knowledge as well as compatibility fit with team members.” On the flip-side, such interviews are tough and fresh graduates are often only willing to go through them if the organisations are global multinational companies with good employer branding. “For smaller and mediumsized enterprises, fresh graduates may not go through such lengths as they often have the misconception that the organisations offer fewer training and development opportunities,” says Hall. Higher calibre graduates are also less likely to take on contract roles as they will most likely be offered better opportunities that are permanent in nature elsewhere, says Lamy. “This makes it harder to attract the best recruits through contracts.” Also, internships have to be long enough for graduates to actually have enough time to understand and grasp the operations of the organisation. “Typically students at local universities would have only 10 weeks which is not quite enough for them to achieve much,” says Lamy. Dass believes there are no real cons to providing new graduates with a comprehensive on-boarding programme and giving them opportunities to excel except that it takes a little more time and effort. “By cultivating a culture of high performance, inclusiveness and teamwork, you will be creating a workplace where the graduate does not want to leave,” she says. “Unfortunately, the tight labour market and attitudes of younger workers dictate that these graduates will always move on,” Dass adds. “But if you’ ve invested in your graduates and they do look for opportunities elsewhere, you may find they will eventually come back and bring their new skills with them.”

PROFILE

ROBERT WALTERS

Leading recruitment consultancy in Asia Pacific R

obert Walters Singapore is an award-winning business specialising in helping organisations hire quality permanent, contract and temporary professionals across all levels of seniority. Our mission is to provide the highest quality of service to clients and candidates alike, and to continue to set new standards of innovation, vision and leadership in the local recruitment market. As a recognition of our success, we were recently awarded the coveted Preferred Recruitment Firm 2014 (Roles $5k – 10k) at the HR Vendors of the Year awards. Our global business was also recognised as the Best International Recruitment Firm in the Recruitment International Awards 2013 held in London.

Contact us for your recruitment needs. Permanent and Contract Toby Fowlston Managing Director, Southeast Asia Tel: (65) 6228 0227 Email: toby.fowlston@robertwalters.com.sg Recruitment Process Outsourcing (RPO) Simon Bradberry Managing Director, Resource Solutions, Asia Tel: (65) 6228 0299 Email: simon.bradberry@resourcesolutions.com

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The Group has a network of 53 offices spanning 24 countries. Our global footprint means that we are able to attract the highest calibre professionals from across the world and connect you to candidates with specialist skill sets that cannot be found in the local market. 2015 marks 30 years of recruitment excellence for Robert Walters, and we are proud of our established track record with leading institutions, from multinational corporations to smaller enterprises and business start-ups. Our teams of professional consultants have expertise in recruiting on a permanent or contract basis across the following areas: • Accounting & Finance • Compliance • Front Office • HR • Information Technology • Internal Audit • Legal • Marketing • Operations • Risk & Treasury • Sales • Secretarial & Business Support • Supply Chain, Procurement & Logistics • Technical Healthcare

Resource Solutions – Our RPO Business Resource Solutions is a provider of recruitment

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Simon Bradberry

Managing Director, Resource Solutions, Asia

process outsourcing (RPO) solutions. Part of the Robert Walters Group, we are the fastest growing RPO provider in Asia. With our head office in Singapore, we provide teams of specialists recruiters to work on-site alongside our clients’ HR function throughout the APAC region to deliver tailored recruitment solutions.

Toby Fowlston

Managing Director, Southeast Asia

Our RPO solutions are typically underpinned by our proprietary technology talentsource, providing end-to-end and real-time candidate relationship management, talent tracking and contractor process management which in turn provides our clients with visibility and control across the entire recruitment lifecycle.

PARTNER US When you partner with Robert Walters, you will receive excellent and flexible recruitment services that are tailored to the unique needs of your business and consistent across all regions and specialisations. When we work with you, our focus will be on aligning with you to offer a completely accountable, transparent and results-oriented service.

TALENT

LADDER

Maria Kormentza

Alan Couldrey

Yugantar Saikia

Pan Pacific Hotels Group has appointed Maria Kormentza as Director, Learning & Talent Development. Based at the headquarters in Singapore Kormentza has joined the corporate Human Capital & Development team. She will spearhead the formulation and implementation of learning, talent and leadership development strategies to strengthen associate engagement and service delivery standards across the Group’s over 30 “Pan Pacific” and PARKROYAL hotels, resorts, and serviced suites in Asia, Oceania and North America. A Greek national, Kormentza is an accomplished learning & development professional who joins the Group from Singapore Airlines where she enjoyed a rewarding 14-year long career. Over the past decade within the Commercial Training and Development (Airport Operations & Services) function, Kormentza had been instrumental in enhancing the performance of Singapore Airlines airport employees across the globe and maintaining stringent operational and service standards through strategic training & development programmes. An advocate of continuous learning, Kormentza holds two Master’s degrees – one in Human Resources Management from University of Murdoch, Australia and another in Business Administration with a major in Total Quality Management from University of Leicester, United Kingdom.

Alan Couldrey has been appointed as Chief Talent Officer for Ogilvy & Mather Asia Pacific (Ogilvy). In his new role, Couldrey’s main responsibilities include recruiting top talent to Ogilvy, employee development and training, as well as overseeing the company’s HR function. He will report directly to Paul Heath, Chairman and CEO, Ogilvy & Mather Asia Pacific. Couldrey will continue in his role as CEO of Brand Union Asia Pacific, which he has held for five years. Prior to his role at The Brand Union, a sister company of Ogilvy, he has been CEO of various Ogilvy & Mather offices in the region including four years in Thailand, three in Vietnam and twelve in Indonesia. He started his career with Ogilvy & Mather in Hong Kong as a copywriter before moving to Jakarta as creative director. Commenting on the issue of talent in Asia, Couldrey said, “The key to success for an organisation like Ogilvy is its ability to attract the right talent, to find the right mix of talent for today and the near and coming future, and to challenge, train, stimulate and reward those people with an exciting career that once you pick up you simply can’t put down.”

Yugantar Saikia has joined Indian online cab booking service Ola as VP – Human Resources. He brings over 16 years of global experience in setting up and expanding operations for companies like FICO, American Express and E&Y. In his previous role at FICO where he worked for 10 years, he led several initiatives like heading India operations for customer growth and customer services worldwide, managing large M&A integrations and setting up APAC landscape for the company. He is an alumnus of XLRI, Jamshedpur. “Ola is building a futuristic solution for transportation in the country with a potential to touch the lives of millions of driver entrepreneurs on its platform using technology,” said Saikia. “The kind of innovation Ola is pioneering in an emerging market like India is getting noticed around the world. I’m excited to be part of this young and dynamic team with a mission to build the next corporate success story out of India.” “Yugantar’s experience of defining and scaling people functions for over a decade is very valuable for Ola at this point in time,” said Bhavish Aggarwal, coFounder and CEO of Ola.

Director, Learning & Talent Development, Pan Pacific Hotels Group

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Chief Talent Officer, Ogilvy & Mather Asia Pacific (Ogilvy)

Vice President, Human Resources, Ola

AHRDSPEAKS Donning our HR H.A.T – Heart, Authenticity, Tenacity W

hen asked “what key trait does an HR professional and leader need to possess”, a confluence of factors typically comes to mind. Through the years, I have distilled them down to the core three, upon which all other traits and qualities are to be founded. Leaders who aspire to transform workplaces for maximum value and growth should try wearing a special “HAT” – Heart, Authenticity, Tenacity – an acronym which I coined in the book Wonderland Through Caroline’s Looking Glass to embrace key beliefs for daily living. Why HAT? Well, heart = care +

courage. Without heart, how does one effectively balance and align the long-term requirements of the business, the needs of the people and the challenges of hard prosaic reality? Authenticity = meaning what you say + doing what you mean. Without it, how does one cultivate trust and credibility with stakeholders? And without tenacity, how can one stay the course amidst the obstacles common across the volatile business landscape? With HAT, HR leaders can effectively synergise the needs of the people with the key levers for business success, shape strategy,

and partner with the business to deliver creative, sustainable solutions to co-create the future. Here at PSA, we emphasise the internal foundational core – our mission, culture and values – for sustainable business and successful partnerships as we grow our footprint around the world. We are aligned with a common culture that we value and embrace globally. Indeed, we seek to embed our culture and values into every organisational lattice and structure – for holistic effectiveness, alignment, peak performance, and long-term growth.

Caroline Lim Global Head – HR & Corporate Affairs, PSA Group

HRCLINIC

How can HR make succession planning more effective?

very organisation would have a plan for the next generation of talent. The tool belt of a HR professional has it all - the 9-box, the high-potentials, key talent identification, development plans as well as succession plans with readiness time frames. That said, it isn’t unusual to hear of instances, at the point when the rubber meets the road, that the succession plan wasn’t executed effectively for a host of reasons. There’s no denying there is a phenomenal buy-in from the business that recognises the criticality and importance of these processes. The practice is done with a lot of rigour and passion. That’s evident given the quality of the conversations we have at those meetings. We don’t always have opportunities to test out these plans in the interim to see if they are effective and able to deliver the expected outcome. I’d personally like to see these plans tested out

more precisely, literally toe-to-toe in the journey. A possible option is to have mechanisms in place where business critical roles are not held by the same people beyond a defined time frame. Creating the opportunities to get employees on succession plans to rotate and fill in the roles they are being groomed for is a very effective way to test and validate the effectiveness of succession plans. The challenge is creating these opportunities, and to me, that can be overcome with the right degree of planning and partnering with the business on the talent agenda.

Narasimhan SL

Head of Talent Acquisition APAC & HR Head, SE Asia, State Street

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HR YOUNG GUNS

HR FROM THE CLASSROOM Every month, HRM speaks to a young university talent hoping to carve out a career in HR upon graduation

What attracted you to HR? Why are you studying it? To be honest, my interest in HR was sparked by sheer chance. During my second-year National Service (NS) stint, I was posted to a HR department. My boss exposed me to various HR functions that gave me a good grasp of the profession even before I entered university. I was a tad bit unwilling to bid my HR days goodbye after my NS, and this unwillingness led me to apply for more HR internships that affirmed my passion for it. In hindsight, pursuing HR made perfect sense; I have always loved interacting with people and growing teams that I have led in my communities. Some have told me that you do not really need a degree to practice HR. However, I believe that formal education in HR does provide a sound foundation for real-world application.

What aspect of HR do you hope to specialise in upon graduation? As of now, I am particularly interested in the compensation and benefits (C&B) function. With the C&B function moving from a role that is more operational to one that is strategic in nature, the value that it can bring towards the organisation and its workforce is endless. With proper implementation, a robust total rewards strategy that caters to the diverse needs of employees can help deliver superior performance and drive the business forward. In addition, I find the challenge of developing and implementing an effective total rewards strategy that meets an organisationâ&#x20AC;&#x2122;s need, while

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not neglecting the human aspect of the work force, extremely rewarding.

The top three things you want from your HR career? Apart from making a difference in the organisation, I would like to be the leader that champions for positive change towards better and more measurable business results. I would also like to share more of my experiences to aspiring HR practitioners through mentorships.

What challenges do you anticipate? One challenge I foresee the HR industry facing is the effective use of analytics in crafting solutions for the workforce. The rise of big data and advanced data collection techniques has tremendous potential in helping organisations identify pain areas where they should focus more of their resources on. Another challenge I foresee would be the engagement of the new generation of workers. As the demographics of our workforce shifts towards one which consists of a sizable proportion of the Generation Y population, it will be important for companies to understand the needs and wants of this younger generation. This is essential when it comes to developing strategies to engage the workforce to bring out the best in them.

Your HR career five years from now? I hope to lead change in an organisation. I would also love the chance to manage and mentor a team of my own, as this would enable me to learn more about the changing workforce demographics

Ong Chuon Yan Third-year business student, Major in Organisational Behaviour and Human Resources, Lee Kong Chian School of Business, Singapore Management University

from the younger people in the team and by extension, the organisation.

Hobbies and inspirations? I absolutely love cooking for my family and friends! Few things in the world beat the sense of achievement I feel when I see them enjoying the food I cook. I secretly hope to be a restaurateur in the future. Apart from cooking up food storms, I love music and have been playing the trumpet for over 10 years now.

Using Total Rewards

as a driver of engagement and performance By Ong Chuon Yan

ith the Compensation and Benefits (C&B) function becoming more strategic in nature, the idea of a total rewards strategy has been more widely used in order to cater to the differing needs of the workforce. Moving away from the traditional compensation structure that emphasises monetary rewards to motivate employees, companies can now look at more interesting ways to drive employee performance. These could include providing employees with a more conducive environment that encourages healthy living, or promoting a culture of recognition at work. Besides this, having ample career development opportunities is especially relevant when it comes to the younger generation of today. With todayâ&#x20AC;&#x2122;s workforce consisting of many generations, the proper implementation of a robust total rewards strategy has the potential to bring out the best from each different group of employees, increasing their productivity and driving performance in the process. However, as with any new initiative, for it to be successful, proper planning and implementation will be essential. Here are two key challenges that companies should address in order to implement a successful total rewards strategy:

Identifying the gaps of the current strategy In order to implement an effective total rewards strategy, the organisation must first analyse its current reward strategy. It should aim to understand

the gaps that need to be bridged by listening to the voice of its employees. To do this, the company could conduct general surveys or focus group discussions that encourage employees to voice out their concerns. This will give the company a better idea of the gaps that need to be addressed in the new rewards strategy. The use of the total rewards strategy could be the basis of a companyâ&#x20AC;&#x2122;s competitive advantage in attracting and retaining the best talent available. To better understand where its strategy is placed amongst its competitors, companies could also benchmark themselves against other companies. This would help them to understand what needs to be done in order to provide for their employees a best-inclass experience.

The importance of effective communication When it comes to communication, organisations must take a two-pronged approach: not only do they need to clearly state any new developments in the rewards system, they must also provide avenues for employees to better grasp the technicalities. New initiatives, such as those aimed towards healthy living or employee development, should also be communicated well to employees. Companies can leverage on specialised employee networks to help promote and drive participation. These are instrumental steps to take to ensure that the system will be fully utilised by employees. Simply put, if employees are not able to comprehend or see the

value in the system, it is likely that they will not utilise it as much as the company would like them to. To illustrate this, the flexible benefits system is one in which employees might find complicated to understand. In this sense, it will be important for the company to simplify the required processes for the employees in order for them to utilise the different benefits that are available. This could be done by producing flowcharts that clearly and simply describe the various processes for claims, reimbursements, and the like. They should also be periodically reminded about the ways that they are able to utilise their flexible credits before they expire.

Conclusion: Total rewards as an engagement driver To sum it all up, companies that are able to effectively implement a total rewards strategy that meets the different needs of its workforce will be able to leverage on it as a driver of employee engagement and retention. This can be done by constantly listening to the voice of the employees and ensuring that the rewards strategy is well aligned with the external market. Internally, it will be important to communicate effectively with employees on the different initiatives and systems that are in place, in order to provide them with a holistic experience. With a well-implemented total rewards strategy, companies will be able to inspire a higher level of engagement with improved business performance.

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HIGH

IMPACT HR

JETSTAR:

Saying ‘bravo’ to people It is no surprise that engaging your staff is a key strategy to higher productivity and overall business success. A key way to achieve this engagement is through proper employee recognition. Corinna Cheang, Head – People, Jetstar Asia, shares how the airline says ‘bravo’ to its people

Shalini Shukla-Pandey shalini@hrmasia.com.sg

ecognising people for their good work sends an extremely powerful message to the recipient, their direct team and other team members about an organisation’s values, says Corinna Cheang, Head – People, Jetstar Asia. “Recognition reinforces good work and motivates other team members to give their best,” says Cheang. The staff recognition programme at Jetstar was named “Bravo”, as it is a common term in the aviation industry and is also universally known as a congratulatory word, says Cheang. “We also tested the name ‘Bravo’ crossculturally to ensure it is understood across all the Jetstar network.” 62 ISSUE 15.4

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Rolled out across all of Jetstar, Bravo is based on the principle that all team members have an equal opportunity to both recognise and be recognised. “We make recognition visible, social, easy and in real-time – via mobile gadgets and devices,” says Cheang. “This is crucial as our people are constantly on the move.”

Firing up the kudos engines Bravo is a unique system in that it allows anyone to recognise another team member for living the company’s values. The system is social media-based and comprises comments from employees across the business. “Once posted, all other employees can view, like and comment on the recognition, helping us to celebrate our successes together,” says Cheang. “Employees can recognise anyone across the entire business, not just in their team. We celebrate as ‘One Jetstar’.” The Bravo programme was piloted in Singapore before it was launched in other locations. “When the Bravo programme was first introduced, the reception was positive, as the airline promotes a culture of enthusiasm about and pride in the Jetstar brand,” says Cheang. “There is also an element of

CASE STUDY

Wendy Lim, Airport Manager Jetstar Asia is proud of its Airport Manager, Wendy Lim, winner of the Outstanding Teams Award from Changi Airport Group last year. “By going for the extra mile, Wendy won the third quarter Extra Mile Award given to frontline staff that display exceptional service acts in Changi Airport,” says Corinna Cheang, Head – People, Jetstar Asia. Lim had shown genuine care and attended to the needs of an elderly passenger who missed her flight due to body discomfort. Lim went an extra mile to re-book the passenger’s flight and also brought health tonic soup for her. She continued to display genuine care and escorted the passenger to the boarding gate for her flight the next day. “The compliment was extended by family members who were grateful for her wholehearted support and genuine care,” says Cheang. enjoyment and fun to it.” In the first year of the programme, Jetstar Asia saw more than 450 recognitions posted. “Two of our Jetstar Asia team members were recently awarded the inaugural Annual Galaxy awards and received this special recognition in Singapore,” says Cheang. There are three types of recognition in Bravo: • Daily and monthly recognitions All recognition starts as ‘everyday’ recognition which showcases

everyday examples of staff living the Jetstar values. Each month, Jetstar selects 100 team members who have been recognised for that month to receive a voucher. • Quarterly Galaxy recognition Every quarter, managers will have the opportunity to promote their team members as finalists for the Quarterly Galaxy Award. “These employees are shining examples of those that truly live our values,” says Cheang. Quarterly winners will be determined by the local management team in each location. • Annual Galaxy recognition From the pool of Quarterly Galaxy Award winners, each airline will be asked to submit a selection of winners as nominees for the Annual Galaxy Award. As a majority of the workforce are frontline operational team members, the programme launch took a lot more effort than expected, says Cheang. The company needed to reach out to pilots and cabin crew, and build their understanding of Bravo. “The programme has helped Jetstar Asia to strengthen our engagement with team members,” she concludes. “While we embrace diversity, we now have a common platform in sharing success stories across different locations.” ISSUE 15.4

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IN PERSON STEPHANE MICHAUD, PH.D Regional Manager Asia & Oceania - Strategic Planning & HRD Consulting, Mitsubishi Corporation How many years of HR experience?

I am trained as an Organisational Psychologist from the University of Akron, and also an internal management advisor by trade. I worked as an external consultant in a number of top tier consultancies for 15 years before moving to the corporate world three years ago.

Why HR?

I believe those of us involved in HR/OD (Organisational Development) have the opportunity to add tremendous value to organisations by: • Creating and implementing HR policies and practices that align with business strategy • Helping employees match the gifts they were endowed with naturally or through development with appropriate roles and development opportunities. • Incentivising employees to behave in ways and perform in alignment with organisational values and objectives

Why Mitsubishi Corporation?

Working at MC gives me the autonomy to not only provide quality advice to my clients, but to see them through to implementation which is tremendously rewarding. To be at the forefront of this global effort is both a challenge and an honour I cherish. It also allows me to maintain and improve my Japanese!

Biggest achievement?

At MC, we are radically changing the way top management and expats think and act regarding HR/ OD. The influence we have is considerable and at a global level, as we can see changes in the mindset, speech and behaviours of our leaders. Our words are becoming theirs and this is my true reward.

After hours?

I enjoy sports such as running and going to the gym three to four times a week and meeting friends over lunch, dinner and drinks. Also, I like to sing.

Family?

I love spending time with my seven-and-a-half year old daughter, listening to her stories and playing video games or exploring the world.

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BOOK REVIEW Change your outlook on change management!

re you perplexed at overseeing and executing change management mechanisms within your organisation? If you are, it may be a pertinent time to get your hands on the book titled Leading Change: How Successful Leaders Approach Change Management. An essential read, the book aims to help leaders identify and navigate their way past their own complicated organisational frameworks. The first chapter of the book elaborates on the emerging change model (ECM) and analyses the ECM in detail. The book itself is split into five parts: Reflective dialogue in action, Perspective, purpose and identity, Power and politics, Themes and Application. Author Paul Lawrence utilises academic research and the book is also peppered with a wide array of examples and case studies to support his concepts and arguments. In particular, he utilises first-hand accounts of organisations’ leaders, who elaborate on their own difficulties and challenges faced in dealing with change management. This allows readers to tap onto such leaders’ experience and nous when it comes to their own efforts to implement change management within their companies. A “key points” section at the end of each chapter also ensures readers can take stock of all points in a summarised and clear manner. Do you already feel confident that this book will assist you greatly in your change management efforts and herald a new synergy within your organisation? If you do, then Leading Change is definitely a mustread for you as well as for all leaders and managers seeking to devise and launch enduring and effective change management practices within their business.

Title: Leading Change How Successful Leaders Approach Change Management Author: Paul Lawrence Publisher: Kogan Page Price: S$ 62.50 (W/O GST)

MICE

Engagement and fun rolled into one

magine being locked in a room with colleagues, and desperately trying to get out. Sounds like a traumatic experience? Believe it or not, it’s actually part of a unique corporate teambuilding activity. “Lockdown’ started off as a reality first-person adventure game, simulating online room escape games,” says Jonathan Ye, Director of Lockdown.sg “In our games, the players are brought into a real life scenario and locked in the themed room. They must be observant and use their critical thinking skills in order to solve the challenges and riddles to escape from the room.” Or for organisations looking for something less daunting and stressful, how about indulging in some cooking classes? “Cookyn Inc runs interactive and energetic cooking team-building programmes,” explains Amanda Phan, Director of Sales and Marketing, Cookyn Inc.

Sham Majid sham@hrmasia.com.sg

“We use cooking as a fun and interactive tool to foster closer relationships and to help our clients build stronger bonds within their teams.” If you think that these team building activities are not the norm, or that they are usually shunned by firms, think again. Organisations such as 3M, HP and Shell have all had their staff trying to find ways to escape from rooms.

Want to paint the town red? For those who fancy an activity that will make you sweat, “paintball is a sport unlike any other”, says Jane Koh, Managing Director of the Red Dynasty Paintball Park. “In the sport of paintball, the adrenaline rush that engulfs you when our instructors start the battle and when paintballs are whizzing by you while you try to get you and your buddy to a bunker alive is unforgettable. “The camaraderie and trust built in a battle is unique and bonds people.” In addition, Koh says working as a team to counter the moves of opponents in a battle, and then beating them to secure a win brings an overwhelming boost of team confidence. Red Dynasty Paintball Park, being the biggest and most popular paintball park in Singapore, is also able to cater up to 500 people in a single location. “Taking scenarios from blockbuster movies and well-designed game plays, there are endless possibilities and, not ISSUE 15.4

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MICE to mention the reliable, up-to-date, clean equipment and facilities with well-trained instructors,” explains Koh.

The draws of unique team-building According to Ye, Lockdown.sg has held large scale escape games in which over 200 employees participate in the adrenaline-charged activity. The content of the game can even be customised to incorporate educational or company related information. “One such game conducted was the ‘Who Killed You’ CSI game that was held at NTUC Club last Halloween, in which over 1,000 players attended,” says Ye. “Lockdown is also able to allow companies to enjoy the retail escape games, followed by a chill out session and creative workshops at Coffeemin Time Café.” “For companies who prefer an outdoor or unique experience, ThinkOut Events is also able to conduct different workshops and teambuilding activities such as ‘Medieval War’.” Coffeemin Time Cafe and ThinkOut Events are sister companies of Lockdown.sg. Ye elaborates that the sister companies work hand in hand with Lockdown.sg to stand out from the competition. He says Coffeemin Time Cafe is the first of its kind in Singapore and provides a perfect venue for all kinds of events. ThinkOut Events, on the other hand, is a European company that has been acquired by Lockdown.sg and specialises

in offsite and customised team building events and activities, gaining experience from its international exposure. “Together, Lockdown Group is able to cater to both indoor and outdoor teambuilding activities, and is able to customise and design activities that have never been done before in Singapore,” he adds. From Ye’s perspective, the Lockdown Group is all about providing the best team experience. “We take great care in designing the games to make everyone work together as a team by requiring a combination of different skill sets to solve the puzzles,” he says. “Everyone in the team has to communicate constantly, enabling them to learn from each other and embrace the diversity in the team.” Ye explains that the organisation is in the midst of creating the world’s first replayable escape room. “Costing over US$50,000, this unique game can allow team members to strengthen their bonds when faced with a difficult task, and gives employers a chance to understand their employees as well,” he adds. Ye says the company currently has three outlets, located at Clarke Quay and Suntec City, and boasting seven different themed game rooms. “Lockdown will also be opening franchises in Jakarta and Kuala Lumpur by

Cookyn Inc’s unique offer • Customisation – Cookyn Inc has a dedicated client servicing team that works with its clients to customise programmes that will fit different corporate objectives and bring out the best in their teams. • Relevance to the workplace – Coming from the corporate world itself, Cookyn Inc understands that a cooking teambuilding event is more than just a cooking class. Its programmes use cooking in the kitchen to mirror the work place and its challenges, revealing how the team can overcome challenges together. • Food quality – Cookyn Inc is part of a larger group of food and beverage companies that also owns GRUB Bistro and FIX café, so it only offers the best quality ingredients and creative fun recipes. • Fun energetic crew – Cookyn Inc’s crew are handpicked and trained to work with clients to deliver the best cooking experiences. They are professional yet know how to make sure everyone has a roaring good time.

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the third quarter of this year,” he adds. Koh, from Red Dynasty Paintball Park, says it provides a unique and adrenaline-rushing fun paintball activity for teambuilding events and experiential learning. “Over the years, we have assisted over 10,000 companies create an unforgettable experience for their staff and families through paintball teambuilding,” she explains. “Paintball is a sport played by many around the world, from all professions and lifestyles.” She says it is a sport where women and men compete equally, and which is not dominated by the younger nor the faster. “Like a game of chess, being able to think quickly and decisively is what makes or breaks the game. Teamwork and determination, not merely strength, speed or agility, are the keys to success in the sport.” Red Dynasty Paintball Park has four branches in Singapore with the largest branch located at The Cage Sports Park at Turf City in Bukit Timah. The other three branches are located in Yishun, Sembawang amd Jurong, providing a total of seven different battle fields with different obstacles and layouts. For example, Camp Challenge at Sembawang has a mock helicopter in the battlefield to simulate a hostage rescue of a hostage scenario, and the Fairway Club at Jurong provides a 100-metre stretch of combat zone allowing players to strategise for an all-out ambush, says Koh. In addition, Red Dynasty Paintball Park is also constantly reinventing itself by coming up with innovative team building activities not only for the employees, but for their family members as well. “Feeling engaged and inclusive grows on people, and it is infectious,” elaborates Koh. “When employees feel like they are a part of the company’s big plan, it will become natural for them to put the company as a priority. The aims of our teambuilding programmes are always to build and to grow positivity amid learning in a different environment out of one’s comfort zone.”

MICE Koh says Red Dynasty Paintball Park is also introducing new activities – bubble soccer and foam-based dart guns – at its park at Bukit Timah. For Cookyn Inc, Phan says it firsts take the time to understand what the client is looking to achieve in the session before crafting a programme for them based on those objectives. “We have done everything from one hour to full day programmes; indoor to outdoor cooking; local or international cuisines; and small groups of three people to as many as 250 people all cooking together,” she explains. “If you can dream it, we can help to make it happen.” Through its years of running cooking teambuilding events, Cookyn Inc is able to recognise what works well in a corporate setting. Phan says clients rely on the team’s experience to help them design programmes that are fun and innovative, yet work well. “We are also constantly looking to outdo ourselves in terms of programme innovation and integrating fresh and new ideas into our events,” adds Phan. “We never stop moving ahead and looking back, the programmes we run now have evolved quite a bit since we started out years ago.”

Customised concepts Ye says organisers often want niche teambuilding events to impress their colleagues or guests from overseas. “By designing a uniquely Lockdown experience, the word of mouth referrals will spread as compared to the usual activities that have been around for the past decade,” he says. “Lockdown is able to cater to these requests by building events that complement each other, such that organisations do not have to liaise with different vendors for the entire teambuilding experience.” Koh says the Red Dynasty Paintball Park customises its packages to each client’s requirements and, on top of paintball activities provides a one-stop

Participants having fun during a cooking session at Cookyn Inc corporate option service. It can cover additional items such as goodie bags, souvenirs, catering, lunchboxes, t-shirts and transport. “We have organised teambuilding events for companies of different sizes from six to over 500 persons, and for different durations from one hour to a full day,” she says. Furthermore, Koh adds Red Dynasty Paintball Park understands that the needs of each company are different along with each company’s limitations. “With the diverse background of the employees and different requirements by the management, we want to make this activity a good fit into the company’s schedule so that our teambuilding complements the company’s requirements,” she says. “Paintball teambuilding is an event that employees love to talk about and look forward to joining. We bring people out of their comfort zones and create opportunities for people to bond outside of work.” Likewise, Phan concurs says that just as no two individuals are the same, each of Cookyn Inc’s clients has a varying team profile and demographics. She says the objectives of two clients can also be entirely different. “Hence, to adequately meet clients’ team-building objectives, we need to design and customise our programmes to suit their needs,” she says. “Whether it’s a team’s first visit

to Cookyn Inc or a group of seasoned participants, we want to make it a rewarding time for all.”

Budgeting accordingly Companies who do not boast a bottomless pit of cash, but are still hoping to engage in a unique teambuilding activity should not be put off. Koh explains Red Dynasty Paintball Park caters to a wide budget range with a variety of paintball packages available. It also offers customised packages for companies. “We will definitely help to facilitate all aspects of the event, be it transportation to the venue or catering of food for the participants,” she says. Meanwhile, Phan explains Cookyn Inc’s client servicing team works closely with its clients to offer the best value within the budgets that they have. “We work hard to offer the best programmes on different budgets without compromising the quality of the experience,” she elaborates. “As a result of this, we are happy to have many clients that work with us on a long-term basis, doing a range of programmes based on budgets that might differ from department to department.” While maintaining that “costs are and will always be an important factor”, Ye says Lockdown.sg tackles this aspect by insourcing all the necessary ingredients for a successful event internally. ISSUE 15.4

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8.30AM The day starts with a nice big cup of coffee while I check through the schedule for the day. As our HQ is based in California, this is usually the time where I have calls with my US counterparts.

9.30AM I take the time to focus and respond to any urgent e-mails and system approvals. I usually try to block out an hour in the morning to put my strategic hat on, and take action on long tern planning that is required. This is also when I prepare the contents for scheduled meetings.

Susan Chen HR Director, Visa Worldwide

10.30AM I have regular one-on-one catch ups with the functional heads that I partner with. In such meetings, we focus on

people priorities and address both operational and strategic challenges and deliveries. This is also a good time for me to coach managers on HR issues and processes.

12.00PM As the day is usually busy, I try to make sure there is time to have a proper good lunch (no desk lunch if I can avoid it) and take a little walk around the block. I also try to make an effort to catch up on current affairs and global news.

1.00PM I usually have employee meetings or other stakeholder meetings throughout the afternoon. As I have a regional role, this is also the time that I have project meetings with HR team members across the region.

3.00PM Visa has several office locations, and I visit other sites at least once a week to meet the employees and other stakeholders. Sometimes, I may use the time to meet potential candidates for Visa talent pipelines. Throughout the day, I will dip into my mailbox.

5.00PM Time to wrap up the day by ensuring all urgent e-mails are actioned upon and the days to come are organised and prioritised. However, as simple as the 24/7 of one day may look, days are often busy with unpredictable requests, visitors, training and meetings. Life of an HRBP is exciting and no day is ever the same!

Compensation and Benefits Manager, Asia Pacific

Human Resources Director, Asia

Regional HR Manager, Asia Pacific

› Industrial MNC › Newly-created and challenging role

› Healthcare and life science MNC › Strategic and operational focused

› US diversified industrial organisation › Hands-on and strategic-focused role

A global industrial player, our client is seeking for an experienced Compensation & Benefits Manager to join and perform an integral role within its Centre of Excellence team.

A respectable and growing organization, our client has an immediate need for a consummate and commercially-attuned HR Professional to lead its people agenda for Asia Pacific region.

Our client has extensive global presence and now seeks a dynamic HR professional to join them in the Asia Pacific team.

Reporting to Head of HR, you will be lead in the review and development of Compensation & Benefits strategies, policies and programmes to ensure competitiveness. You will recommend and enhance related plans, programs and initiatives to contribute to the overall success of the business through its people agenda. You will participate and may lead region wide program and projects, and ensure compliance with local laws and governance processes.

You will develop HR strategies and direction in line with regional and global HQ. You will implement HR strategies by establishing country and department accountabilities in areas of talent acquisition and management, succession planning, compensation & benefits, learning & development, employee relations and labour law compliance. Partnering closely with the leadership team and division heads, you will drive change and ensure strategic alignment of HR directives across the business.

Dual reporting to HR Director and Regional MD, you will align HR plans with business strategies and provide high level professional and operational HR advice to business leaders. You will design, develop, implement and evaluate the impact of HR programs, policies and strategies required to support the current and future growth needs for the business. You will provide HR function with vision, direction and leadership with key accountabilities include organisational development, staffing and retention, employee and labour relations, and compensation & benefits.

Degree qualified with postgraduate qualification, you have minimum 8 years relevant experience in HR leadership capacity in manufacturing MNC. Demonstrated ability in stakeholder management and dealing with ambiguity in a highly matrix work environment is mandatory. Those with change management, merger & acquisition HR related experience coupled with strong project management skills are preferred. You are a leader with coaching and mentoring skill, are hands-on and possess excellent interpersonal and communication skills.

Degree qualified, you have minimum of 8 years of relevant experience ideally in MNCs. Ideally, you have regional corporate HR experience and proven success in driving and executing change management activities in a complex matrix reporting environment. Armed with excellent communication and strong influencing skills, you have demonstrated HR partnering experience with cross-cultural business leaders. You are highly hands-on, self-motivated, and flexible in operating independently and in a team environment.

Reference number: MH/JD48874 Contact person: Maureen Ho (Reg. No. R1105976)

Reference number: MH/JD48885 Contact person: Maureen Ho (Reg. No. R1105976)

Degree qualified with Compensation & Benefits professional certification, you have minimum 8 years of relevant experience including 5 years regional exposure coupled with strong knowledge of China and India. Ideally you have experience integrating related programs and policies, and merger & acquisition related activities. You are a hands-on team player with high influencing ability, have strong analytical, project management and presentation skills, and have worked in a highly matrix and fast-paced environment. Reference number: MH/JD49480 Contact person: Maureen Ho (Reg. No. R1105976)

1143/03_15

SEVEN SEVEN

Your Human Resources recruitment specialists To apply, please go to talent2.com and search for respective reference number. For a confidential discussion, you can contact Maureen Ho for the relevant position in our Singapore Office on +65 6511 8555  linkedin.com/company/talent2

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Allegis Group Singapore Pte Ltd Company No. 200909448N EA Licence No. 10C4544

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Your career in HR starts here. Compensation Manager

C&B consultancy experience / Leading local conglomerate You shall develop and implement key compensation guidelines and plans including pay mix analysis and job grading specifics. You will also develop and manage relocation policies and programmes and ensure its compliance with international tax and local laws. Key attributes relevant to this role will include at least 5 years of compensation and benefits consultancy experience, familiarity with financial terminology as well as strong analytical and numerical skills to develop remuneration strategies and policies. Contact us at +65 6632 0048 / hrmg@capitagrp.com for a confidential discussion.

Manager, Group Human Resource Succeed as a HR business partner / Established retailer

You shall partner the senior management team to optimise performance, through developing and delivering effective HR processes and activities in recruitment, recognition and retention. You will oversee payroll administration, compensation and benefits competitiveness as well as other corporate HR deliverables. Armed with a HRM degree and 8 years of HRM experience, you are well-versed in the Employment Act and are able to deliver sound HR policies in a retail and services environment. Hands-on experience in Times Pay will be an advantage. Contact us at +65 6603 8021 / hrmg@capitagrp.com for a confidential discussion.

Human Resource Manager

Individual contributor HR business partnering role / Medical manufacturing MNC You will act as an effective business partner with specialist teams, such as Talent Acquisition, Compensation & Benefits, and Learning & Development and be involved in a number of HR projects including acquisitions, harmonization and integration of compensation & benefits and processes, new product introductions, as well as entries into new markets in the region. You will ideally have post grad qualifications in HRM along with 10-15 yearsâ&#x20AC;&#x2122; MNC experience executing regional HR work in a matrix environment. Contact us at +65 6632 0041 / hrmg@capitagrp.com for a confidential discussion.

Manager, HR and Talent Management

Focused on Asian talent acquisition and management / Global communications leader You will be responsible for developing an effective people strategy, employee engagement and HR internal communications and seek to create a Centre of Excellence for HR programmes in recruitment, training and compensation and benefits. You will need to be influential and have experience in senior management reporting, alongside with the tenacity to achieve excellent HR work where it will resound with both internal stakeholders and external partners. Contact us at +65 6603 4719 / hrmg@capitagrp.com for a confidential discussion.

BUSINESS SUPPORT | OUTSOURCING | TECHNOLOGY | ENGINEERING | BANKING

Professional. Personalised. Passionate. THE HALLMARK OF OUR TALENT SOLUTIONS

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CAPITA PTE LTD

EA Licence No. 08C2893 An ISO 9001:2008 certified company

MICHAEL PAGE

Regional HR Shared Services Manager

HR Director APAC

Regional Talent & OD Director, APAC

› Key driver for the entire HR Shared Services set-up › Visibility to senior management

› Market leading MNC › Strong visibility to the business

› Industry leader in a profitable business › Distinguished multinational corporation

Our client is an American listed organisation providing professional business services. They have operations worldwide and after a realignment of their corporate strategy, they have embarked on a shared services model for Singapore, the regional head quarters for Asia Pacific. As such, they are looking for a seasoned and experienced HR Shared Services Manager to join them to ensure the success of the shared services setup. Ideally, you should possess a minimum of 8 years of HR experience with exposure to setting-up shared services and managing senior stakeholders.

Our client is a prestigious and renowned multinational in the FMCG industry with offices in over 30 countries. In this role, you are required to think strategically and provide leadership in all human capital matters such as designing mid and long term HR strategies to meet business objectives and facilitate people strategy development in forecasting & planning talent pipeline. You are a degree qualified individual from a reputable university with at least 7 years of HR management experience. Key to your success will be your ability to engage the senior leaders on a strategic level.

Our client is a leading multinational in the pharmaceutical space with a presence in 45 over countries across Asia Pacific, Europe and the US. Reporting to the Learning & Organisational Development Director, you will be leading a team of two to design, review and implement company wide Learning & Organisational Development strategies. You will be responsible for devising strategies for talent development and talent management in order to attract, develop and retain talent. Ideally, you would possess at least 12 years of Learning & Organisational Development experience with a good mix of operational and strategic exposure.

Please contact Sheldon Toh (Reg. no: R1438671) quoting ref: H2665590 or visit our website.

Please contact Eugene Wong (Reg. no: R1331128) quoting ref: H2678110 or visit our website.

Please contact Sean Tong (Reg. no: R1110029) quoting ref: H2678740 or visit our website.

To apply for any of the above positions, please go to www.michaelpage.com.sg and search for the reference number, or contact the relevant consultant on +65 6533 2777 for a confidential discussion.

Get Connected. Stay Ahead.

Specialists in human resources recruitment

Human Resources

#15516 | Michael Page International Pte. Ltd EA Licence No.: 98C5473 | Business Registration No. 199804751N

WORLDWIDE LEADERS IN SPECIALIST RECRUITMENT

www.michaelpage.com.sg

EMPOWERING YOUR CAREER HR Business Partner

Regional Training Advisor

Renowned player in the industry Partnering closely with the Managing Director APAC coverage

Attractive remuneration package APAC role Leading MNC

Our client, a renowned player in the Chemicals industry is currently in search of a HR Business Partner due to business needs. This is a newly created role in the Asia Pacific region. Reporting to the Managing Director, you will be the pivotal contact coordinating HR activities for the APAC region which includes Japan to Australia (excluding China).

Our client, a dominant market player in the Chemicals industry is currently looking for a Regional Training Advisor who is able to work well in a matrix environment. Reporting to the Regional HR Director, you will be responsible for training, developing and modifying internal training leadership programmes for young managerial to senior leadership teams.

To be successful, you should have at least 8 to 10 years of HR experience with approximately 4 years in a HR Business Partnering role. You should have strong knowledge of salary management, taxing, social contributions, overtime regulations and allowances for South East Asia. You should be familiar with welfare services, benefit programs, group insurances, health insurance, talent development, talent screening and the full recruitment process for various countries in Asia Pacific.

To be successful, you should have at least 10 to 12 years of regional HR experience with at least 5 years in the full spectrum of training and development. You should display strong leadership skills with ability to manage a team of 3 to 4 people. Ideally, you must have experience in conducting stand up trainings in Mandarin as most employees are Mandarin speaking. This role requires you to travel regionally, specifically to China.

If you meet the above criteria, please email your detailed CV in word format to maggie_ong@kellyservices.com.sg for a confidential discussion. We regret that only shortlisted candidates will be notified. Maggie Ong Ai Leng EA Personnel Registration No. R1105973

Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions globally. For more than 35 years, Kelly in Singapore has been partnering the finest

local companies, key government agencies as well as some of the world’s most respected multinational companies to deliver the best talent in the market. Kelly’s centralised recruitment hub makes nearly 8,000 placements in Singapore last year. Complementing our general staffing capability, Kelly also offers great expertise in the sourcing of specialised professionals across technical disciplines such as Engineering, Technology and Science, as well as functional specialties for Finance, HR, Sales & Marketing, Procurement and Banking.

kellyservices.com.sg

Kelly Services (Singapore) Pte Ltd | EA License No. 01C4394 | RCB No. 200007268E

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Headquartered in Singapore since 2003, Kerry Consulting is Singaporeâ&#x20AC;&#x2122;s leading Search & Selection firm. Our consulting team is the most experienced, and amongst the largest, in the ASEAN region. We offer positions in the following sectors: Banking & Financial Services Commerce Finance Engineering & Supply Chain Healthcare & Life Sciences Human Resources Legal Sales & Marketing Technology

Kerry Consulting celebrates 10 years in Singapore since 2003

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TO APPLY: Please submit your resume to the consultant email address listed, quoting the job title and reference number. We regret that only shortlisted candidates will be contacted. For further information on each job, visit the short URL

www.kerryconsulting.com | Returning the Human to Resourcing

Regional Talent Acquisition Manager (Real Estate)

Associate Director L&D APAC (Hospitality)

Digital Learning Programme Manager (Banking)

Real Estate Management SEA Coverage Salary Circa up to $120K

Newly Created Role Growing organisation with a strong branding Salary circa up to $120K

Leading Premier Bank AVP/VP Level Salary circa up to $150K

Our client is a leading global MNC and the world’s largest facilities management company. Innovative and exciting would best describe the business that they are in. As a talent acquisition manager, you will report to the SEA HR Director and lead a team of recruiters. You will be responsible for the entire recruitment cycle from sourcing talents to smooth onboarding.

Our client is an established U.S. multinational within the service industry with strong growth in APAC. There is now an opportunity for a high calibre L&D Associate Director to join them in this newly created role. This position has Asia-Pacific coverage and will report directly to the Learning and Development Director, APAC, and manage a team of three. You will play a pivotal role in managing the entire process of partnering new/conversion developments in the key areas of brand service culture, culture building, and training systems.

Reporting directly to the Head of L&D, you will support the design and implementation of the Bank’s L&D programmes through digital training solutions. As a key driver, you will engage and consult with key business leaders and HR stakeholders to develop and deliver fit for purpose and cost-effective learning solutions. You will act as a consultant to engage with key stakeholders to identify learning needs and propose effective learning solutions, with a focus on using digital platforms to promote learning initiatives.

For more info: http://bit.ly/pc-7898

For more info: http://bit.ly/pc-7701

Ref No: PC7802\HRM pc@kerryconsulting.com Reg No: R1104327

Ref No: PC7435\HRM pc@kerryconsulting.com Reg No: R1104327

Senior Associate (AVP Equivalent) - Compensation & Benefits (Private Banking)

Regional Senior Manager - Total Rewards

For more info: http://bit.ly/pc-7932 Ref No: PC 7932\HRM pc@kerryconsulting.com Reg No: R1104327

Area Head of HR (Based in Qingdao, Shandong, China) Leading Global Industrial Organization Strong Career Progression Potential Competitive Remuneration A leading industrial company with an established global footprint and a leading product pipeline is seeking an Area Head of HR to be based in Qingdao, Shandong, China, as it undergoes extensive organic growth and aggressively expands its APAC market presence. This role has wide exposure throughout the organization and will play a key role in supporting the Country MD’s commercial strategy. You will also actively participate in senior leadership decision-making, develop a robust learning and development agenda, lead change management initiatives, and create an innovative and commercially-focused HR team. For more info: http://bit.ly/ft-7868 Ref No: FT7868\HRM ft@kerryconsulting.com Reg No: R1104310

Premier private bank Newly created role Salary Circa up to $120k This is an international private bank with a strong presence in the Asia-Pacific region. It is now going through an expansionary phase and seeking a Senior Associate – Compensation & Benefits (C&B). This role reports to the Head of C&B and you will work closely with HRBPs, local and Group C&B teams on market competitiveness analysis, as well as provide expert advice on rewards-related issues. You will also work alongside third-party benefits vendors to support the day-to-day operations of the benefits portfolio. For more info: http://bit.ly/ft-7334 Ref No: FT7334\HRM ft@kerryconsulting.com Reg No: R1104310

Fortune 500 Organization Newly Created Role Salary circa up to $200K This successful and growing organization headquartered in Singapore has an exciting future ahead and is seeking a Regional Senior Manager – Total Rewards as a strategic hire to ensure the further success of the business through its people and partners. This role reports to the Global Total Rewards Leader and partners closely with senior executives. In this key Total Rewards lead role, you will oversee, manage and design the C&B policies and framework for the region. For more info: http://bit.ly/ft-7686 Ref No: FT7399\HRM ft@kerryconsulting.com Reg No: R1104310

Licence No: 03C4828

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Human resources professionals speak to tHe experts Group Hr manager lead & revolutionise group Hr function

regional Hr Business partner lead the apac Hr function

On the back of promising growth, an established civil engineering & construction holding company is looking for a dynamic Group HR Manager to lead its HR operations forward. You will be instrumental in overseeing the IPO process of the organisation and structuring HR to meet the businessâ&#x20AC;&#x2122; changing needs. With over ten years of commercial HR Management experience, you will ideally have experience in IPO assignments and a good mix of operational & strategic HR experience.

A fantastic opportunity has arisen for a seasoned HR business partner to join this expanding multinational. Covering a wide regional portfolio you will be working with senior business leaders, providing critical support on strategic talent development initiatives. Whilst you must be a hands-on leader, you will be supported on transactional HR duties. This role requires an individual with a minimum of 12 yearsâ&#x20AC;&#x2122; relevant APAC experience who is familiar with the challenges that come with a regional HR client portfolio.

regional compensation & Benefits specialist review & develop policies & programs across apac

Hr manager (employer engagement) Drive marketing & internship opportunities

A US high-tech manufacturing MNC is looking for a competent Compensation & Benefits Specialist to spearhead key C&B initiatives and program implementations across APAC region. You will work closely with the senior management team on performance management, market trend analysis and salary benchmarking. With over five years of C&B experience preferably within the manufacturing setting, you will be highly analytical, and possess strong interpersonal skills to work with all levels in the organization.

An established and fast-growing academic institute is looking for a HR Manager (Employer Engagement). You will source internship opportunities for the school, and promote the internal student outreach and internship participation. You will be fully aware of the industry trends and demands in the aspect of human capital development and possess strong stakeholder engagement skills to connect with prospective employers. You will need over four years of relevant HR or marketing experience, with knowledge in employment legislations.

please contact ash russell, tamara sigerhall, chris lui, keith lim or sean Wong at hr.singapore@hays.com.sg or +65 6303 0721.

hays.com.sg

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