HRM 15.8

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WOULD YOU HIRE A JOB HOPPER? PLAYGROUND TACTICS IN THE OFFICE RAMPING UP WORKPLACE DIVERSITY

ISSUE 15.8

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CHAMPIONING EMPLOYEES AT CITI

EDITOR’S NOTE EDITORIAL DIRECTOR Sumathi V Selvaretnam

Dear HRM readers,

ASSISTANT EDITOR Sham Majid

I

SENIOR JOURNALIST Muneerah Bee JOURNALIST Naadiah Badib SUB-EDITOR Paul Howell PUBLISHING ADMINISTRATOR Ezzaty Nazurah Zainal SENIOR GRAPHIC DESIGNER Amos Lee GRAPHIC DESIGNER John Paul Lozano ACCOUNT MANAGERS Edwin Lim Ryan Kwa Shamaine Chua MARKETING MANAGER George Smith MARKETING EXECUTIVE Rafiq Jalil MANAGING DIRECTOR Kaveri Ayahsamy PHOTOGRAPHY BY Ted Chen (tedchenphoto.com) PRINTED BY Times Printers Pte Ltd PUBLISHED BY

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15.8

s your organisation a firm believer in crafting customised career pathways for every employee?

It may be worth taking a leaf out of global banking conglomerate Citi’s book.

For the August issue of HRM Magazine, our cover story zooms in on Citi and its staff development policies.

Evangeline Chua, Head of HR for Citi Singapore, offers a fascinating insight into how the organisation allows a free rein when it comes to employee career development to ensure there is flexibility for every staff member to chart their own talent journey.

One of our feature stories for this month shines the spotlight on job hoppers. We investigate this phenomenon and probe further into the psyche and intentions of those who move quickly between companies and roles.

We also dig deeper into the issue of workplace bullying. Pertinently, we reveal how HR can spot the tell-tale signs of playground tactics in the office.

This issue also features a special HR country report of the Philippines.

We offer a comprehensive analysis of the HR landscape of our Southeast Asian counterparts, highlighting current trends in recruitment, engagement and compensation and benefits for the second half of 2015 and into 2016.

Finally, this month’s SME Spotlight section shares how Asiawide Print strives to continuously upskill its employees, with the printing firm even having started a HR Department last year to better address the needs of its 60 staff.

On a personal note, HRM Asia would like to warmly welcome the latest “addition” to the family.

Our Editorial Director, Sumathi V Selvaretnam, recently gave birth to a healthy baby girl and is now on maternity leave.

We would like to heartily congratulate Sumathi and her family on their precious bundle of joy!

Best Regards,

Sham Majid

Assistant Editor, HRM Asia CONTACT US:

MIC (P) 065/07/2015 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 15.8 HRMASIA.COM

1

CONTENTS 15.8 COVER STORY 18 Citi: Championing

employees at all levels Despite being a global banking conglomerate, Citi works hard to ensure all its HR policies are deeply employee-centric, both on personal and professional levels.

18 FEATURES

12

12 Exploring new frontiers

Trend Micro has more than 5,000 employees globally with over a billion dollars in revenue but its Managing Director of Asia Pacific, Dhanya Thakkar, views the company as a start-up when it comes to its employees’ career growth.

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the eye

A mix of gender and racial talents at work has proven to help firms in their climb up the corporate ladder. HRM finds out how workforces establish diversity and the measures taken to retain the minorities.

22 Plotting the

33 Would you hire a job

Strategic HR is increasingly becoming a priority for both the public and private sectors in the Philippines. But while the Southeast Asian nation is restructuring its HR blueprint, it is still faced by some daunting challenges. HRM investigates.

Job-hopping has become one of HR’s biggest nightmares, with organisations desperately trying to keep their talent away from competitors. But do job-hoppers themselves benefit when they are constantly on the move?

HRM investigates.

Philippines’ HR map

2

28 More than meets

hopper?

54

22 39 Playground tactics in the office

How can HR practitioners recognise office bullying when it happens at work? HRM finds out

44 Making sense of big data

Talent analytics is an essential tool for HR to make sense of big data. HRM looks at the advantages of using talent analytics to meet an organisation’s business needs.

50 Minding women’s health As more women enter the workforce, organisations are increasingly building their awareness of women’s health in the workplace. HRM looks at services that can help women build their careers.

54 HR Young Gun

For the first time, HRM speaks to a young HR professional who recently graduated from

university and who is now honing his craft in the industry.

56 SME Spotlight

Equipping employees with the right skills is one of the ways Asiawide Print stays relevant in an industry that is often perceived to be fading.

68

60 Going the extra mile

International incentive trips have become a popular retention strategy among Singapore employers.

HRM looks at the unique accommodations on offer for such trips and how they can impact work relationships.

REGULARS 4 News 16 Leaders on Leadership 43 HR Clinic

68 NTUC FairPrice:

59 Talent Ladder

Who says NTUC FairPrice is only for middle-aged and older workers? Certainly not these two employees, who are taking advantage of the supermarket giant’s graduate recruitment drive.

71

Gunning for graduate talent

70 Viewpoint In Person

71 Resources 72 An HRD Speaks 72 Twenty-four Seven ISSUE 15.8

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NEWS

ASIA

INDIA

UAE

EMPLOYEES LOOKING FOR EXIT

ONE IN 10 HIRING DECISIONS “POOR”

Workers in India are eagerly eyeing new job prospects.

According to the 2015 Michael Page India’s Employee Intentions report, a staggering 82% of the survey’s respondents were likely to switch jobs in the next 12 months.

The survey also found that: • 76% would contemplate overseas opportunities in the next 12 months • 73% attended an interview in the past 12 months • 70% intended to ask for a promotion within the next 12 months • 34% indicated that they worked 51 or more hours each week More than one third expected a salary increase of 26% or more when changing roles For close to two-thirds of the respondents (65%), the prospect of career progression was the chief factor for moving to another company. This was closely followed by the new firm’s company’s brand and reputation (45%).

One interesting trend uncovered was the fact that 52% of female respondents valued company brand and reputation ahead of salary, while the opposite was true for male respondents, with 57% preferring a

HONG KONG

PASSIVE TALENT RULES IN HK Hong Kong professionals are less likely to actively source for new positions, at least compared with their peers elsewhere. They would, however, be more than pleased to get approached from a potential new employer.

This is according to LinkedIn’s second Talent Trends survey, which found that 74% of Hong Kong-based professionals constitute as “passive talent”.

This figure is below the global average of 70%.

The survey also found that 76% of passive candidates in the special administrative region of China were contented with their employment.

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Seventy-seven percent of HR directors in the United Arab Emirates salary hike.

(UAE) have confessed to recruiting “India’s talent pool has very high someone who did not match up to potential indeed,” said Sebastien expectations, the latest research Hampartzoumian, Senior Managing from Robert Half UAE has highlighted.

Director, Michael Page India.

Over half (55%) of the respondents “The market is currently in its claimed that loss of productivity was prime and businesses would do well the biggest consequence of making to have their ears to the ground while an erroneous hire. formulating their retention strategies More than a third (35%) said that in order to avoid losing their star a lousy recruit reduced staff morale, performers.” while one in 10 (11%) HR directors “We foresee a trend wherein added that it led to considerable employers will push the envelope financial costs. while doling out pay packages and These costs included the other benefits.” employee’s salary and lost In terms of retention strategies, performance; education and training 70% of employees intended to ask expenses to boost performance for a promotion within the next 12 levels. A poor hire also impacts the months, while only 46% productivity of the of employees anticipated employee, colleagues receiving one. and management; and The 2015 Michael Page has the potential to India Employee Intentions reduce revene. report was based on the UAE hiring of the HK board members are online survey responses of managers were asked, women, even though women more than 300 employees “Which one of the account for almost half of the in India. following, in your total workforce. opinion, is the single Source: Fourth edition of the greatest impact of a Women in the Boardroom: A Global Perspective, report by bad hiring decision?”

Deloitte Touche Tohmatsu Their responses were: Limited (Deloitte Global) • Lost productivity: 55% However, 83% of all those polled in • Lower staff morale: 35% Hong Kong said they would be keen to • Monetary costs: 11% listen to a recruiter or headhunter.

The survey also revealed that “Active talent” entails respondents 80% of HR directors found it who were vigorously sourcing out for tough to seek out and hire skilled new positions as well as those casually professionals. eyeing job websites a few times weekly.

The ongoing war for talent is Tellingly, at 58%, compensation was expected to expand significantly over deemed to be the most crucial aspect the next 12 months due to an ongoing for local candidates when making a skills shortage in the UAE market. job decision. The second big factor When spelling out the obstacles was professional development, at faced in sourcing and recruiting 29%, followed by an improved working talent, half (48%) of HR directors culture, at 28%. listed a shortage of niche or The social network quizzed 20,000 technical experts, followed by professionals worldwide between general demand outweighing supply February and March, including about (30%) and a lack of commercial 300 in Hong Kong. business skills (15%).

Only about 10%

ASIA

NEWS

You may have a coach but are you really coachable?

JAPAN

REVEALED: KEY SKILLS FOR MANAGERS Multinational corporations (MNCs) have identified three skills they want their Japanese managers to possess.

According to a survey titled Challenges in hiring and retaining talent in multinational companies in Japan, which was released by an international recruiting agency, En World, the most important skill to possess is the ability to adapt to changes (63%).

Creativity was the second most sought after skill with 57% of employers selecting, and the third was a candidate’s preparedness to assume responsibility (33%.)

In terms of the skills of newly hired managers (joining within the last year), communications and problem-solving were top of the list of Japanese MNC requirements.

Kaushik Gopal

Coaching Talent Manager, Center for Creative Leadership

D

ylan was once recommended by his boss to work with HR and to find a suitable coach for himself. However, after deciding on one, it didn’t take long for the coach to find out that Dylan was hardly motivated to articulate the areas he needed to improve upon and to apply himself to the developmental process.

Many HR professionals and leaders fail to realise that not all leaders are coachable.

There are two key aspects that determine coachability: the first is the organisation’s support in terms of respecting the reflective space between the coach and the leader, partnering in the process of objective assessment and trusting the leader to work responsibly with the coach. The second is the leader’s willingness learn and grow and his/her curiosity about feedback and seeking perceptions from others, while being committed to learning in a real sense.

Hundreds and thousands of dollars are spent on executive coaching, and therefore, a process to assess coachability needs to be considered. It should be one that allows for a dispassionate perspective from the organisation about its readiness to support (without micro-managing the coaching conversation), and one that considers the coachee’s willingness to immerse in a learning process.

INDIA

THE 120 MINUTES OF POWER A JobBuzz.in survey has revealed the most and least productive periods for employees in India.

According to the poll, the first two hours of office time are the most productive time for the majority of employees, while the least productive time was the two-hour period after lunch.

More than 65% of all respondents told JobBuzz.in they were most productive during the first two hours after reaching the office.

When quizzed, 63% of the respondents claimed they worked between eight and 10 hours a day while the rest reportedly worked between six and eight hours a day.

Close to 70% of those in the first category and 64% in the second revealed the first two hours at work were their most productive, the survey showed.

When it comes to experience, 80% of senior and experienced professionals concurred that they felt most productive in the first two hours of work.

Meanwhile, entry and mid-level employees also felt most productive during the last two hours, the survey revealed.

AUSTRALIA & NEW ZEALAND

DIVERSITY POLICY? NAH..

A sizeable 43% of employers have confessed they do not have a diversity policy in place for recruiting new staff, according to findings in the recently released 2015 Hays Salary Guide.

Of the 57% that have a diversity policy in its framework, 13% revealed it is not adhered to. The remaining 87% claimed it is “generally” adhered to.

“There are many barriers preventing real diversity in Australian workplaces, but the failure to put a diversity policy in place is right up there at the top,” said Nick Deligiannis, Managing Director of Hays in Australia & New Zealand.

“Even if organisations have a policy in place, if hiring managers ignore it

LEADERSHIP INSIGHTS

then it is mere lip service.”

According to Deligiannis, it still surprises him “that more organisations don’t recognise the benefits of a diverse workforce.”

“Various studies have proven the business benefits, which include an increased candidate pool, an alleviation of skill shortages, and the creation of a workforce that reflects your customer base,” he explained.

“However diversity goes beyond attracting, recruiting and retaining certain target groups. Real and genuine diversity also involves recognising and valuing the varied skills, knowledge, backgrounds and perspectives that people bring to their work.”

A total of 2,610 organisations were surveyed, representing almost 2.9 million (2,891,747) employees.

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How can you support someone like Dylan better?

Please email Kaushik Gopal at ccl.apac@ccl.org 5

NEWS

INTERNATIONAL

US

UK

OBAMA: INCREASE OVERTIME PAY

UK TO SEEK LABOUR LAW EXEMPTION

US President Barack Obama has proposed British Prime Minister David Cameron wants the an amendment to labour laws that would UK to be able to opt out of some European Union extend overtime protections to millions of (EU) employment legislation.

Americans.

As part of the country’s renegotiation with the EU, By proposing to expand the scope of overtime rules under the Fair Cameron is calling for the right to control Britain’s Labor Standards Act (FLSA), nearly five million more Americans will employment laws, including rules on working time receive higher pay by as early as 2016. limits and equal rights for temporary workers.

Currently, overtime protections – which kick in after an employee The working time directive is meant to protect EU works more than 40 hours in any given week – are only available to employees’ health and safety. It requires EU countries workers on salaries of US$23,660 a year and below. to guarantee several rights for all workers, including The proposed rule would more than double the threshold salary level, imposing a 48-hour limit on the working week, and giving overtime protections to those earning up to US$50,440 a year. restricting excessive night work. Workers must also One reason cited for the proposed change is an existing loophole in receive paid annual leave of at least four weeks per year. the present legislation.

Although it has not featured prominently in his Under the current overtime rules, employers can categorise recent speeches, Cameron has talked about revising their employees as “managerial” and exempt them from overtime or getting rid of the working time directive and compensation of 1.5 times their usual hourly rate. temporary workers laws for some time.

In an opinion piece published on the Huffington Post, Obama wrote, Britain had previously gained “In this country, a hard day’s work deserves a fair day’s pay.” the right to opt out of some The Obama administration predicts the new proposal will create legislation covering social and more jobs and give $1.3 billion back to American workers. employment rules, but this This is the second time since 1975 the US Department of Labor will was relinquished by former have addressed the MICE overtime threshold. (KK) R2 PA.pdf 1 20/7/15 11:09 Prime Minister Tony Blair.

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INTERNATIONAL

NEWS

Is that degree bogus?

GLOBAL

Diploma Mills Pose Challenge for Academic Credential Screening

WORLD’S BIGGEST ONLINE JOB BOARDS REVEALED Research by contingent worker agency Staffing Industry Analysts has identified the world’s largest online job boards.

Japanese company Recruit topped the list with US$2,253 million in annual revenue, beating US companies LinkedIn with US$1,328 million and Monster with US$770 million a year.

TOP 10 GLOBAL JOB BOARDS Recruit operates a number of job boards in Japan and in Ranking Company 2014 Annual Country other countries, including Revenue Headquarters Indeed, which the company (USD millions) purchased in 2012.

1 Recruit 2,253 Japan While the largest job 2 LinkedIn 1,328 U.S. boards have an international presence and enjoy market3 Monster 770 U.S. leading positions in several 4 Gannet Media 713 U.S. countries, there are still strong single market players 5 Seek 688 Australia such as Headhunter in 6 Axel Springer 304 Germany Russia and 104 Corporation 7 Craigslist 265 U.S. in Taiwan.

Five of the top 10 firms 8 Dice 263 U.S. are located in the US, with 9 51Job 203 China the remaining five each 10 Mail.ru 197 Russia headquartered in a different country.

Source: Staffing Industry Analysts

Matthew Glasner Managing Director, South Asia Pacific, First Advantage

O

GLOBAL

TIME-TO-HIRE INCREASING The time needed for recruitment processes has increased considerably in recent years, across several developed economies.

According a research paper, Why Is Hiring Taking Longer? by Glassdoor Economic Research, there are significant differences in time required for typical interview processes across the globe.

For example, the average overall job interview process takes 22.9 days in the US, while jobs in France, Germany and the UK take up to nine days longer to recruit for.

In fact, the average interview process has grown by close to 3.7 days since 2009; a trend that stays visible even after factoring differences in job titles, companies, and industries.

Employers’ hiring policies can have a big effect on the length of the interview process. The report notes employee background checks, skills tests and drug tests are becoming more common among employers, and each adds time to the overall recruitment effort.

The increased occurrence of candidate screening strategies is also likely to contribute to longer hiring processes. For example, requiring a group panel interview adds about a week to the total time-to-hire.

The report suggests longer hiring delays are a reflection of the global economy’s shift toward high-skilled jobs in technology, healthcare and professional services. Employers are searching for ideal matches in those sectors, especially for complex jobs that call for skills like creativity and judgment.

However, some hiring delays may be wasteful and not contributing to finding the perfect match.

Unnecessary bureaucracy, especially for government bodies, is one of the most obvious examples.

The study was based on a sample of more than 340,000 job interview reviews, posted anonymously on Glassdoor across six countries.

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LEADERSHIP INSIGHTS

7

nline education has emerged as a rapidly growing industry and a viable alternative to traditional ‘bricks and mortar’ institutions. The Internet has also spawned a worldwide problem – the so-called ‘diploma mills’ issuing fake or worthless degrees.

The Today Show in the US reported in June about candidates buying fake diplomas and even transcripts on the Internet from ‘prestigious institutions’ to pad their resumes. Those scams can usually be detected through academic credential screening.

The problem has become widespread in APAC. For example, China has more than 100 ‘phony’ universities issuing fake degrees or diplomas. Many of them have websites with names similar to those of real colleges. In Singapore, the Ministry of Manpower charged 25 foreign employees with submitting forged academic credentials to obtain work passes. Similar problems have been reported in Indonesia.

First Advantage recently developed a trends report for 2015, which revealed that one in 22 job applicants in APAC have unconfirmed degrees. The report also revealed that one in 51 applicants claimed to have degrees from specific universities. When screened, no records of these candidates were found.

Our advice to clients is: do your homework!

If you don’t recognise the name of an institution or suspect that it might be bogus, investigate further. Some countries publish official warnings or lists of unrecognised or bogus providers operating in their territory.

The first step is to screen the candidate to verify his or her academic credentials.

If questions or concerns exist, dig deeper, ask questions and do some research.

Protect your organisation from the potential exposure that may occur from hiring employees who lack the required educational, licensing and professional credentials for the job.

INF GRAPHIC

Are you keeping your employees engaged?

Employees’ overall work experience across the world is dwindling even though employee engagement levels increased slightly in 2014. HRM shares some insights from Aon Hewitt’s Trends in Global Employee Engagement study.

Volatility

Work experience indicators

A complex and dynamic global environment requires more of employees and leaders.

-2 to +8%

Range of economic growth in the world’s largest markets

6% Enablement, autonomy and sense of accomplishment

38-73%

62%

Range in the change in engagement levels across markets

45%

Change in employees that engage or disengage year over year

5%

People focus

1pt

Customer focus

DID YOU KNOW Singapore engagement level down

59% (-3% from 2013)

What keeps employees motivated?

Range in engagement levels across markets

-6 to +15

6%

Global employee engagement level

+5%

Point at which GDP growth moves from tailwind to potential engagement barrier

28%

Net change in employee work experience

Employee growth opportunities

3pts

Reputation

No change

Pay

No change

Perceptions of a strong EVP

3pts

Innovation

1pt

8 of 10

favourable on leadership, reputation, performance and engagement

higher operating income for companies that invest in engaging leaders

Sources: • Aon Hewitt’s 2015 Trends in Global Employee Engagement Report • Some icon graphics are by Freepik.com and VectorOpen-Stock.com 8

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29%

LEADERSHIP INSIGHTS

The difference between good and great leaders Kelvin Lim

Asia’s Pioneer Master Coach Founder and Principal Coach, Executive Coach International

I

f I mention Bill Campbell, the name might not ring a bell.

However, if I bring up Larry Page, Steve Jobs or Jeff Bezos to you, you are likely to know who those great leaders are. They all have something in common: all of them became great leaders while being coached by Bill Campbell.

What sets Bill Campbell apart to be able to work with and be respected by such famous CEOs? His most important asset is his mastery of emotional intelligence, or EQ. According to research carried out

by Daniel Goleman from Rutgers University, the difference between an average leader and a great one is a high EQ -- neither IQ nor technical skills.Why are more and more leaders asked to coach their promising stars?

Beyond grooming their successors, coaching allows leaders to fine-tune their listening skills, understand other people’s motivations better and develop their own mastery of EQ. Thus, leaders do not only help others by coaching them but also benefit themselves from the experience. Their decisions, vision and leadership get better as they improve at coaching. Everyone can hone their coaching skills by joining a coach training programme, but you need to choose one carefully, for maximum results.

When choosing an effective coach training programme, I usually look out for three things: • An internationally accredited programme • Face to face interaction • Diversity of the background of the programme participants Follow me on LinkedIn for more on leadership, coaching or emotional intelligence.

NEWS

HR MARKET ROUNDUP

RISE IN ASIA PACIFIC SALARY LEVELS Asia-Pacific wage ranges have increased, but still remain 10% lower than where they were before the financial crisis.

This is according to Mercer’s annual Total Remuneration Survey.

This growth figure compares positively to the same in the US and Europe, where wages remain 20% to 30% below their pre-financial crisis levels.

While wage increases in some emerging markets across the region are enjoying double digit or high single digit nominal growth (Vietnam, India, and Indonesia), real wage growth (which is measured as salary increases minus inflation rate) still remains low.

For instance, the salary increase forecast for Indonesia for 2015 is 9.4%, however the real wage growth is only 2.2% after accounting for forecasted inflation of 7.2% in 2015.

The minimum wages in nations like China, Indonesia, Thailand and Vietnam have continued to rise at a compounded rate of 12% to 13% over the last three to four years.

Salary raises for 2015 are anticipated to be steeper than inflation across Asia-Pacific, resulting in positive real

wage growth for the region.

“It is important to keep growth rates in perspective,” said Puneet Swani, Partner, Information Solutions & Rewards Practice Leader - Asia, Middle East and Africa at Mercer.

“While real wage growth is good news for emerging markets, on a percentage basis, absolute salary levels are still low in these countries, compared to more developed markets.”

“After a gap of three years, we are seeing changes in hiring intentions in Asia-Pacific.”

“The consistent hiring which had continued unabated over the past three years has begun to slow down.

Although four or five companies out of ten are still looking to increase headcount, especially in emerging economies, this number has decreased from six to seven in the past few years.”

The technology industry was found to have the lowest salary increase forecast for 2015 in eight out of 14 countries in the region, as opposed to the life sciences sector which forecast the highest salary increases in seven out of 14 countries.

KPMG TO ACQUIRE TOWERS WATSON’S HR PRACTICE Professional services firm KPMG has announced it has entered into an agreement with Towers Watson to acquire the company’s HR Service Delivery (HRSD) practice.

“We are excited to have this experienced group of industryleading HR consultants join the KPMG team,” said Stephen N Chase, US Management Consulting leader of KPMG’s advisory practice.

“With talent and culture change topping company board agendas, business leaders are looking for providers who understand the linkage between HR management and broader business goals.”

Through this transaction, KPMG, together with other member firms of KPMG International, will be acquiring Towers Watson’s HRSD practice resources

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in the US, UK, China, Hong Kong, Canada, Singapore, and the Philippines.

“Globally, we are making tremendous progress in HR transformation and this is being recognised by clients and analysts alike,” said Mark Spears, KPMG’s global head of People and Change and leader of its Global HR Centre of Excellence.

“This acquisition significantly increases our capacity and ability to serve our global clients in all geographies.”

The acquisition marks KPMG’s sixth transaction in the HR transformation space in the past four years.

“Our practice helps clients create the optimal HR function by aligning their people, processes and technology. We’re a team that’s passionate about our clients’ success,” said Mike DiClaudio, global leader of Towers Watson’s HRSD practice.

LEADERS TALK HR

EXPLORING NEW FRONTIERS Trend Micro has more than 5,000 employees globally, with over a billion dollars in annual revenue. However, its Managing Director of Asia-Pacific Dhanya Thakkar still views the company as a start-up when it comes to its employees’ career growth

Q

Tell us a bit about yourself and your leadership style

Q

What are some adjustments that came with the acquisition?

product company, which means you are focused on your market and your I lived in Canada for 17 years customers, and you have a smaller and moved to Singapore about two team. After acquisition, the product years ago. I’ve had the chance to work that just got acquired is a smaller piece with different companies of different of the overall puzzle. So the priorities sizes and in different leadership change and you have to adapt yourself positions. to what the company needs, and to I was handling business where the markets are moving.

Muneerah Bee development for a start-up called When you become part of the muneerah.b@hrmasia.com.sg Third Brigade and had the chance to larger thing, there are also multiple work very closely with Trend Micro stakeholders. You have to make sure before it was eventually acquired. After a while in Trend that you understand where they are coming from. It’s really Micro, I wanted to start my own start-up. I left and started important to put yourself in the acquiring company’s shoes a company called IndusGuard, which allowed me to develop and try to figure out where it is headed, what its priorities are, myself in a totally different way for three years. Trend and what the strategies are so that you can align yourself more Micro then acquired IndusGuard as there was a need for the towards them. technology that we had developed.

You definitely have to go through a little bit of an adjustment One of the things that remains common with me even as I phase, for yourself as well as for your staff. evolve is that I’m a very passionate leader. Early in the days, From an HR perspective, I don’t think that there were many I learned my leadership style was to work closely with the challenges after the acquisition. When you have a company as team, and in the position that I’m in now, I certainly get a culturally and geographically as diverse as Trend Micro, our HR chance to mentor the team. policies are also made to accommodate all different types of people over the years.

As a start-up, you could decide very quickly, and you could move with what you felt was the right thing.

When you are in a start-up, you are typically a single

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Q

How would your employees describe you?

I’m a very passionate guy. I believe there has to be passion in anything that you do. Otherwise it’s not worth doing.

LEADERS TALK HR

BIO BRIEF Dhanya Thakkar spearheads the Australia, New Zealand, India and Southeast Asia operations for Trend Micro. With global experience at numerous start-ups as well as large global public companies, he has been associated with innovation and has led business transformations for over 18 years.

Thakkar joined Trend Micro as a result of the acquisition of IndusGuard, which he co-founded and served as President. He also worked with Third Brigade, a provider of server and cloud security software where he led business development and the security centre as Vice President. He was involved in all aspects of Third Brigade’s strategy and operations, and was instrumental in engineering its acquisition

by Trend Micro.

He is also the co-inventor of two patented technologies and has published Internet briefs on software technology. Thakkar is also a frequent speaker at conferences and forums around the world.

With his track record of building security solutions, developing strategic alliances, and strategic selling at an executive level, Thakkar successfully blends technology acumen and business skills to lead Trend Micro.

Thakkar holds a Bachelor’s degree in Computer Science from Maharaja Sayajirao University in India. In addition, he has completed the Queen’s Graduate School of Business Executive programme.

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LEADERS TALK HR I think most employees might also say that I’m fast-paced; too fast at times. Sometimes I do have to adjust to different working paces but, generally, I like to move very fast.

Q

What is your company culture like?

I would say we are a laid back company and we encourage employees to be who they are. We are comfortable in our own skin.

At the same time, we take ourselves seriously when it comes to the work we do because the types of people we are dealing with are extremely harmful.

Our vision and mission are to always be in front of cyber-criminals and help organisations defend themselves against them.

Q

every employee should be empowered so that they can learn as many things as possible.

While they still have their core job, each employee needs to have the freedom to explore and the doors are open for them. So it becomes a much bigger playground for employees to claim and we feel that helps them shape their careers in whichever direction they want to go.

As a leader, my job is to create enough opportunities for them so they can find an area that appeals to them.

For example, our head of marketing in Singapore works closely with the team to position Trend Micro in the market. In her marketing function, she works with

What kind of career progression programme do you have in place?

When it comes to our employees, we still look at ourselves as a giant startup. We try to be very nimble and we like our employees to learn a lot of different things. We come from the view that

Me Myself I I love: to work hard and play hard. That’s been my motto for the longest time.

I dislike: losing. I’m a highly competitive guy and sometimes it drives me nuts but I’m just wired that way.

My inspiration is: my kids. Another person I look up to is Terry Fox. He is a strong story of perseverance and fighting against the odds, which are important when you are doing a start-up.

My biggest weakness is: being too passionate In five years’ time I’d like to be: To think that far ahead is limiting yourself because you don’t know what the possibilities will be.

Favourite quote: Don’t count the moments in your life, think of how much life you put in every moment (translated from Hindi).

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different channels, produces brochures and events, and so on. I suggested she should be able to present our solutions in a technical way in front of an audience because it would open up an opportunity for her to do something different. I said, “It’s entirely up to you. If you don’t want to do it, that’s totally fine but it’s important even for a marketing professional to understand the technical part, the sales part, and understand other pieces of the organisation.”

Q

What are some of the manpower challenges in the technology industry?

The biggest challenge is getting the right people in the right jobs. Our tech

LEADERS TALK HR industry, especially in security, has transformed rapidly.

We used to have hackers or cyber criminals who were focused on doing things for fun, or maybe for some financial benefits – but there was a lot of hacking without any commercial benefits.

Then we moved to an era where stealing credit cards’ information and personal data became prominent and that required a much more advanced skillset for vendors like us.

But in the last few years, we’ve entered a different era where attacks are becoming increasingly targeted and they are definitely not done for fun. The losses involved are massive.

If you look at the average cost of breaching, it costs companies about $3.5 million per breach.

With the hackers becoming so advanced, resourceful and agile, you need your employees to have the latest skillsets. They have to understand how technology works, and how cyber criminals work, and to try and find those kinds of people is extremely hard.

To defend companies against cyber criminals, the role of the Chief Information Security Officer (CISO) plays an important part. The role is needed to ensure that the organisation’s security policies as well

as technologies are always kept upto-date to protect the networks and organisation against these attacks.

The role requires both technology skills and business acumen, as a CISO needs to understand where the business is going, and they also have to stay on top of all the latest advancements that are happening.

The challenge is finding the right person and making sure they are plugged into the right business processes and are given enough freedom to implement what they need to protect the organisation’s cyber security.

Across the board, there is definitely a skill shortage in the industry, so it’s about finding the right people for the job. At Trend Micro, interviews are not just a one-way street. It is not about asking a candidate what their skills are, what their experience is, and what they can do for us. It’s about finding the right fit, so we definitely encourage more of a two-way communication in any sort of interview for new hires.

I expect candidates to ask about what they can expect when they work at Trend Micro and what they can look forward to here. I believe it’s a way that you can have a long-term relationship in both directions, where the employees feel like they are contributing to Trend Micro’s success and at the same time,

we feel that we are contributing to someone’s career progression in terms of where they want to go.

Q

How do you equip your employees with the best technology?

I believe in providing the right resources for employees to do the job so it’s not always about the fancy gadgets. When it comes to the tech stuff, our policy is very simple; it’s entirely up to the employees to figure out what works for them.

For example, employees have the option to work on their preferred type of laptop with the necessary configurations and specifications. I think the best way to go about things is to give them the flexibility.

A continuous learning journey There’s a saying that goes, “If you are the smartest person in the room, then you are in the wrong room.”

Dhanya Thakkar, managing director of Trend Micro In Asia-Pacific, believes in something similar: “As a leader if you feel, you are the smartest person in the room, you are the wrong leader.”

He believes a leader should not stop learning, and there are always learning opportunities for his team and employees. “I strongly believe that one of the most important things about a leader’s job is to surround themselves with people who are smarter than them.

So I always look at people who can complement me and I’m constantly learning from the people we have. Sometimes people come with a lot of experience and they have skills which they gained through many years of experience in a certain area. Young leaders also surprise you with their innovation, and their out-of-the-box thinking. Regardless of which shape or form people come from, you can always leaning from them.”

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LEADERS ON LEADERSHIP

What’s the worst fault a leader can have?

B

y definition, a leader has followers – which means if you find yourself in a leadership position and if you are not listening to and working on behalf of your followers, you can’t possibly call yourself a leader. In my 19 years of developing and managing businesses in Asia-Pacific markets, I have come to understand that simply holding a leadership title doesn’t make you a leader, and one of the worst faults a leader can have is too much ego and pride.

An egocentric leader will never win the trust and loyalty of those around him. People in leadership positions must accept that it is not all about them and remember that, while they may set the overall tone and direction, they are not necessarily the most important person in the organisation.

A true leader is most concerned with the well-being of their people, investing time in truly understanding

their needs and opinions. An inability to maintain positive relationships is one of the worst failings of a leader, one that is often rooted in excessive focus on the ‘self’ instead of others.

On the other hand, have you ever wondered what people actually mean when they say he or she “is a born leader”? I have, and what I found is that there is no such thing as a “natural born leader”. It takes hard work, deep commitment and, most importantly, the building and maintaining of meaningful relationships. In my role at Groupon, that means understanding employee, merchant and customer needs – and how to best engage with each group.

I believe that extraordinary leaders are not born, but made. If you take on a leadership role, you must invest time and thought in how to get the most out of everyone around you – not in the title on your business card.

F

HIANG CHOONG Division President, Hong Kong, Macau and Taiwan, MasterCard

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or me, one of the worst faults a manager can have is not providing strategic direction and guidance, while another is micro-managing.

We tend to do what comes most naturally to us. We tend to focus on what we’re good at, and what has proven to work - what are commonly described as our ‘success drivers’.

However, when transitioning from a contributor to a manager, one of the biggest mistakes is to keep doing what we have done in the past. A key realisation is that we need to let go of the desire to be an effective “doer,” and move on to managing the bigger picture. Failing which, one will not be a successful manager and instead run a high risk of being a micro-manager.

Micro-managers can be productive and produce quality work, but they alienate their teams before too long. They also often run a higher risk of burn-out.

In addition, micro-managing at a leadership level is often a symptom

KELVIN TEO

Managing Director of Asia-Pacific, Groupon

of a much bigger problem. It signifies that a leader doesn’t have their eye on the bigger picture and has failed to provide appropriate strategic direction and guidance to their team. An effective team should act like a school of fish, individuals that move in the same direction while giving each other the space needed to do their jobs.

We often manage people based on past experiences of how we ourselves have been managed. We may pick up bad as well as good habits. Leaders should be cognisant of that strong possibility, and consciously break any bad habits.

A good leader must consider how those around them work best and learn most effectively. This requires careful observation and adjustments in their own management style. This should, in turn, help create easy lines of communication, build trust and therefore, a more productive work environment.

To be a great leader, one must be vigilant and flexible.

Celebrating 60 Years of TRUSTED GUIDANCE CARTUS

YEARS Helping transferring employees and their families find their way to new homes, new communities, and new experiences.

ÂŽ

Š 2015 Cartus Corporation. All rights reserved.

Cartus and the Cartus logo are registered trademarks of Cartus Corporation.

www.cartus.com

HR INSIDER

Citi:

Championing employees at all levels

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HR INSIDER Despite being a global banking conglomerate, Citi works hard to ensure all its HR policies are deeply employee-centric, both on personal and professional levels

E

vangeline Chua, Head of HR for Citi Singapore, is unflinching in her organisation’s belief in employee development, saying it is a crucial component of any HR framework.

“We do not chart out a specific roadmap for every single employee because we want to give them that flexibility. Along the way, their career aspirations may evolve and they may want to develop their career in different manners,” she stresses.

“We encourage our employees to move across disciplines.”

According to Chua, Citi staff always reaches out to their HR department “to be their sounding board and to seek advice”.

“There is a lot of sharing and counselling from that perspective.

Hence, we do not restrict our employees to just one roadmap,” she says.

“There is a world of opportunities in Citi.”

Indeed, from offering development programmes to female employees, to promoting a culture of innovation through its two innovation labs at the Changi business hub, to engaging through its various diversity initiatives, bountiful platforms are available to all employees at Citi.

AT A GLANCE Total number of employees at Citi (Singapore): close to 10,000

Size of the HR Team (Singapore): about 50 Key HR Focus Areas: - Employee engagement and employer branding - Talent development and pipeline building - Promoting a culture of diversity

Sham Majid sham@hrmasia.com.sg

Grappling with key HR issues

Citi’s two slogans

Despite Citi jostling with other big players in the banking industry, Chua zooms in on several critical issues afflicting all organisations.

“If we look at the banking sector and in fact, across all of the various industries, succession planning is one of the key priorities for any organisation because primarily, it addresses the future leaders’ pipeline and how we develop our talent on the whole,” she explains.

The second point, she highlights, is the greying population in Singapore, as well as the need for millennials to take up leadership roles.

Chua says an appreciation of generational trends as well as differences is critical.

“People leave organisations because of leaders, and it’s important for organisations to develop their leaders right from the get-go, when they are being appointed as junior managers and so forth, to ensure there’s sustainability,” she elaborates.

“Another principle issue is the notion of driving diversity,” says Chua.

“Primarily, when we talk about driving diversity, we talk about different forms such as gender or generational.”

“This is to ensure we have a diverse workforce that represents the diversity of our clients.”

Last but not least, Chua reveals that the much-publicised SkillsFuture initiative in recent months is something that resonates firmly with Citi.

“Over at our end, what we are doing is developing local talent in every market that we operate in,” she says.

“While we need to import talent to ensure that we have the necessary knowledge in the workplace, we also need to ensure that the local talent are being trained and developed as well.”

Chua says Citi has two slogans that guide all of its HR strategies.

“One is ‘Career of a lifetime’ and the other is ‘Building bankers of the future’,” she says.

“When we talk about building bankers of the future, we do not only look at Citi within the organisation.

We look at how we partner with universities to develop students so that it feeds the industry.”

Hence, she explains there are specific programmes that Citi has in place, such as the Citi Student Mentoring programme and the Citi Banking 101 Foundational programme, to develop transferrable banking skills.

These two programmes were launched

by Citi in 2013 to address the needs of the under-served first and second year students from local universities.

In addition, Citi’s Legal Internship programme was also launched recently (see: boxout).

“Besides that, we also partner with universities like the NUS Business School to develop a transaction banking course,” Chua explains. So, where we see a gap, we will intervene and we will work with campuses to help the industry at large.”

As for the notion of ‘a career of a lifetime’, Chua says Citi wants to ensure that all of its employees grow personally and professionally within the organisation.

“So, we do have these talent development programmes such as the Leadership Enhancement and Accelerated Development (LEAD) programme and the INSPIRE programme for emerging successors,” she explains.

“On top of that, we provide staff with lifelong learning and career development opportunities.”

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HR INSIDER Chua says during Citi’s yearly performance review, the organisation takes each employee through an Individual Development Plan.

“We strongly encourage all our employees to articulate the kind of development plans they want to put in place for themselves,” she explains.

“This process helps to ensure that our employees actively manage their growth in the organisation.”

An inclusive culture Citi’s open and relaxed corporate culture is perhaps best epitomised by the organisation’s mantra that allows everyone, including the Citi Country Officer (CCO) of Singapore, to be addressed by their first name.

“Anyone who has worked in Citi would be able to attest to that,” says Chua.

“People are promoted on merits and there is basically no hierarchy in the organisation, so we break down all these barriers and protocols.”

Furthermore, Chua says Citi is committed to being a company where the best people work and where opportunities to develop are openly available.

“Whenever there is any job opportunity within Singapore, we will blast it on a weekly basis to all our employees to make sure that this position is opened internally,” she explains.

Nevertheless, while explaining that Citi as a global organisation cannot restrict

Citi’s Management Associate Programmes • Citi Cross-Franchise Management Associate programme • Citi Consumer Banking Graduate Associate programme • Citi Investment Banking Analyst/Associate programme • Citi Markets Analyst/Associate programme • Citi Technology Academy programme • Citi Treasury and Trade Solutions Analyst/ Associate programme itself solely to local talent, during talent reviews, managers will be challenged to see if there’s anything the company could do for locals and whether there are any roles Citi can push their locals for.

“Our CCO gives a very strong mandate in this space because we strongly believe that we have to develop local talent in every market that we operate in,” says Chua.

Besides being renowned for its innovative and entrepreneurial spirit, Chua also says Citi creates a work environment where diversity is embraced.

She points to generational diversity as an example of this concept.

“The new generation workforce has

different demands, because we are talking about four generations of workforce in any organisation,” she explains.

“It calls for a holistic approach to address the different generational workforce needs.”

Citi has three key diversity councils: Citi Singapore Women’s Council, Generational Diversity Council and the Pride Council.

“For example, right now, we are doing a benefits review,” reveals Chua.

“We engage with our various diversity champions, be it, gender, pride or generational, to ensure their respective needs are addressed.”

Filling the talent ranks Perhaps one of the worst-kept secrets in HR is the fact that competition for talent is at its fiercest in the banking sector.

Chua readily acknowledges this fact, but she says that for example, with heightened regulatory controls, there is a particular scarcity of talent in the risk and control space.

“Everybody is hiring in numbers in terms of these functions, ranging from roles such as compliance and internal auditing,” she says.

“So, we are all vying for the same talent and when we talk about the local talent in the market, I don’t think it’s sufficient to feed the increase in demand.”

In fact, Chua says Citi has actually engaged with universities to suggest they

WHO’S WHO IN HR

EVANGELINE CHUA Head of HR for Citi Singapore

20 ISSUE 15.8

ROSALIND MARK

Head of Compensation and Benefits, Singapore

HRMASIA.COM

CINDY DERMAWAN

Head, Talent and Learning Management, Diversity and Inclusion, Singapore

ALVIN NG

Head of Recruitment, Singapore

MARCELA MIHANOVICH

Senior HR Generalist, Consumer Bank, Singapore

NADIA MOHAMAD Senior HR Generalist, Institutional Clients Group, Singapore

HR INSIDER develop compliance-specific curriculum.

In order to entice the best graduate talents, the company developed six Citi Management Associate (MA) Programmes that cater to different needs. (see: boxout) Internally, Chua says Citi strongly encourages cross-mobility across functions.

She adds that Citi prefers its employees to be versatile. The organisation promotes internal mobility across functions and across the business.

“Even when we do a talent review, we not only look at it in silos. We always question if there is anybody in the other business that could fill this role,” she says.

“So, we make sure that we encourage cross-fertilisation.”

Training nuts and bolts Chua says Citi has robust leadership training, ranging from individual leadership courses all the way to the highest levels of bank management.

Interestingly, the organisation also oversees specific training for women in banking.

“We call it the Citi Women’s Leadership Development Programme (CWLDP) and primarily, it’s good for women to network within the organisation,” says Chua.

“We also train women to have a voice of their own, hence, empowering them to put their hand up when a role is made available.”

Two other programmes for female employees include the Women Leading Citi programme and The Women in Risk programme.

Chua also explains the organisation makes risk training an instrumental part of its training initiatives.

“Risk training is very key to banks,” she says. “So, we have a full suite of risk training for our employees as well.”

Citi’s operations also include two innovation labs in its Changi headquarters.

“One is for consumer banking, while the other one is for transaction banking,” says Chua.

“They are research and development

Citi’s budding lawyers Citi unveiled a first-of-its-kind legal internship programme in Singapore this year.

This programme is an inaugural partnership between Citi, the National University of Singapore’s law faculty, and law firm Rajah & Tann.

It attracted 80 applications from NUS Law, with nine students being selected this year. Students who are accepted into the programme are attached to a senior counsel and gain exposure to the role of the in-house legal function at Citi.

This internship requires students to make a three-month commitment, during which they are exposed to global financial regulatory trends, product developments, and even contract negotiations.

In addition, all interns are granted a guaranteed interview opportunity with Rajah & Tann. The best performing intern of the year, as determined by Citi and Rajah & Tann, will be awarded a training contract with the law firm.

Up to 10 law students will be accepted into Citi’s legal internship programme each year. facilities. We have to constantly innovate; otherwise we will definitely fall behind the competition. So, it’s basically Citi’s way of supporting a culture of innovation.”

In fact, Chua states that employees in the innovation lab rotate between different businesses as well as across the innovation labs.

Citi Engaged While a majority of organisations possess employee engagement initiatives, Citi has structured its own unique “Citi Engage” model, which aims to “engage minds, empower lives and connect Citibankers.”

Citi Engage, comprising of 12 employee engagement groups with over 80 members, was set up in Singapore last year to run activities to promote cultural harmony among employees.

“There are eight pillars in this whole employee engagement,” says Chua.

The eight pillars comprise of FlexiWork Strategies, Diversity, Wellness, Career Management and Development, Appreciation and Recognition, Corporate Social Responsibility, Family and Celebrations and “Fun @ Work”.

“This is how we shape our employee engagement,” adds Chua.

Offering a total rewards package Although Chua says Citi was one of the first

employers to implement flexible benefits, over time, employees’ expectation of the organisation has shifted.

“We question ourselves on whether we have done enough in terms of the benefits space,” explains Chua.

“We reward people, pay for performance, so that’s pretty much it in terms of how we compensate our employees from a monetary perspective.”

Acccording to her, “money is always the hygiene factor and we need to ensure that our employees are equitably paid.”

“If they feel they are underpaid, they would be extremely unhappy,” says Chua.

“That is why we offer Citi Engage – it is almost like a total rewards package.”

Of course, rewards are not only about money.

“I think they are looking for recognition; for career development within the organisation and how the organisation nurtures them and develops them,” she says.

Chua says there is always a competitor who is willing to pay the employees what they want.

“Let’s not kid ourselves about that,” she says.

“However, in Citi, what really retains the people is the culture. I think that’s really important, and how we engage them is the other important aspect.”

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HR COUNTRY REPORT

PHILIPPINES

PLOTTING

the Philippines’ HR map 22 ISSUE 15.8

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PHILIPPINES

HR COUNTRY REPORT

Strategic HR is increasingly becoming a priority for both the public and private sectors in the Philippines.

But while the Southeast Asian nation is restructuring its HR blueprint, it is still faced by some daunting challenges. HRM investigates Sham Majid sham@hrmasia.com.sg

C

ommissioner Nieves L Osorio, of the Philippine Civil Service Commission, made a case for Strategic HR in a speech titled Strategic HR: The Philippine Government Perspective during the 2014 HR Symposium in the Philippines last year.

“Simply put, Strategic HR is when HR processes are integrated and form part of the agency strategy,” she said.

“It is strategic when individual performance is linked to the achievement of organisational goals.

Most importantly, it is strategic when there is a results-based performance monitoring system.”

She cited that the Philippines has this “in the form of the Performance-Based Incentive Scheme or the PerformanceBased Bonus”.

According to The Official Gazette, the official journal of the Republic of the Philippines, the Performance-Based Bonus (PBB) system is a merit-based incentive programme that recognises and rewards exemplary performance in government.

Unveiled by the Benigno Aquino administration in 2012, the PBB ultimately aims to enhance “the delivery of goods and services to all Filipinos, as well as institute a culture of excellence in public service across the bureaucracy.”

It also appears that performancebased schemes are being extended to the wider Filipino workforce.

“Incentives and performancebased pay seem to be the new normal today, although merit increases and profit sharing remain in traditional

companies,” says Amelita Aguila, Senior HR consultant and trainer of HR Club Philippines.

With the Filipino Government paying close attention to the advancement of the HR sector in the country, further developments, especially in strategic HR, are expected to occur in the coming years.

Understanding the “Phillennials” The recent 2015 Deloitte Millennial survey by Deloitte shed light on some interesting findings from a Filipino perspective.

According to Greg Navarro, Managing Partner and CEO, Navarro Amper & Co, the Philippine practice of Deloitte Touche Tohmatsu, results specific to the Philippines show that in general, Filipino Millennials, or “Phillennials” as a local advertising agency has come to call them, hold businesses in high regard.

“An overwhelming majority of them – 91% – think businesses have a positive impact on the wider society, compared to 73% globally,” says Navarro.

“Also, 83% of ‘Phillennials’ believe that businesses behave in an ethical manner and that business leaders are committed to helping improve society.”

Further research found that 90% of Filipino respondents said they worked for a company that had a strong sense of purpose, while 88% said that purpose went beyond just financial success.

“With these results in mind, we can say that local businesses are working at an advantage since they have a very good reputation as far as millennials are concerned,” says Navarro.

“Already, this makes them attractive employers.”

According to Navarro, it’s not surprising then that millennials in emerging markets such as the Philippines seem to be more ambitious than their counterparts in developed countries.

Eighty-one per cent of ‘Phillennials’ aspire to reach the top post in their organisations, compared to just 53 percent globally.

“It makes sense that they want to lead businesses that they have high regard for,” he explains.

“That’s a good sign because you want that kind of appetite in the youth, and it also suggests that these millennials are invested in the continued good standing of their organisations.”

Navarro also says millennials aren’t just looking for businesses that give back to society; they are eager to be a part of that giving-back process themselves.

“That’s something to consider for businesses looking to attract the best and the brightest,” he adds.

Aguila says Filipino millennials are enterprising, self-motivated and aggressive.

“I believe it’s the culture of empowerment that our millennials regard highly, and the economic situation in the country that makes them aspire for leadership or senior executive positions within their current organisations,” she elaborates.

However, Aguila acknowledges that one negative trait millennials are known for, which can also be advantageous, is impatience.

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PHILIPPINES

“Thus, millennials will likely divert from traditional ways of moving up in their respective careers,” she explains.

“Flatter organisations will definitely be more appealing to them. Moreover, they normally associate the leader’s role with high pay and incentives, and so it serves as a motivating factor.”

Aguila states that Filipino millennials will typically seek jobs in the technology, media and telecommunications sectors as these can provide them with avenues for utilising and demonstrating their skills, experiences and work styles.

“They are the most connected people and working in these areas will further enhance their connections worldwide.

Besides, these companies offer attractive compensation packages,” she adds.

The merits of internships According to a recent JobStreet.com survey, a whopping 80% of respondent companies cited internships as the top factor they wanted fresh graduates to highlight in job interviews.

Grades (52%) were listed as the second most important aspect, followed by part-time jobs undertaken.

Interestingly, only one year earlier, the three most important factors organisations wanted fresh graduates to emphasise on their résumés and in interviews were internships, grades, and extracurricular activities.

Navarro says at Deloitte, student internships (as defined in the Philippines) have been particularly helpful in giving undergraduates a realistic first-hand preview of their intended careers and, as a result, screening out those who would rather do something else after graduation.

“If you receive a job application from a recent graduate who has had internship experience at a similar organisation as yours, then you are reasonably assured that the person knows what kind of work he or she is getting into,” he explains.

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curriculum) can also highlight a student’s commitment to learn in a particular field or industry. So it’s not surprising that a great majority of companies value internship experience.”

As for grades, Navarro says that while academic performance is not the only useful indicator of a job applicant’s future performance at work, it remains a generally reliable one. This is because it gives employers a picture of an applicant’s capacity for focus and hard work over four or five years.

“That being said, grades aren’t necessarily indicative of an applicant’s

TOP 5

skills required for Filipino graduates • Communication skills • Trainability • Competence • Problem solving and analytical skills • Technology know-how Source: JobStreet.com survey

business acumen or how well he or she will assimilate into a company,” he adds.

Aguila elaborates that internships and apprenticeship programmes are designed to prepare recent graduates for the “real world of work”.

“Most companies prefer hiring applicants who have undergone apprenticeships either in-house or in other companies, and who have had part-time work experience to ensure smooth job performance and lesser time to supervise,” she says.

“They will definitely want their new hires to be productive in their first few days in the company. Business owners also invite graduating students to take on practicum courses in their companies as part of a recruitment

strategy. These students become part of the talent pool.”

When it comes to job interviews, Aguila says HR practitioners validate their interview assessments with other tools such as testing, work samples and reference checking.

“Applicants who do well in selection interviews normally have a bigger chance to gain employment,” she says.

Commanding lucrative salaries When it comes to the issue of wages, the JobStreet.com Philippines Salary Report for 2015 has found that those specialising in information technology (IT) are the ones most often raking in the big Filipino salaries.

The report highlighted that IT employees, particularly those specialising in software, networks, and database administration, have consistently occupied the top two spots across all position level categories (those with one to four years’ experience; those with more than five years’ experience, and managers and assistants managers).

“Based on my interaction with HR training participants, I have learnt that jobs in IT, engineering, communications, legal services, electronics, telemarketing, quality assurance, and customer service command higher pay and benefits than those in other industries,” says Aguila.

She also adds that more investments in training and career development in view of rapid technological changes and improvements in various industries are fast becoming a trend.

Navarro says the ASEAN Economic Community (AEC) is expected to ensure the free flow of labour within the region later this year, making the market even more competitive than it is now.

“There could be a push for local businesses to start designing compensation policies that will make them employers of choice, even for international talent,” he elaborates.

“Some of our Deloitte counterparts in Southeast Asia enjoy flexible,

PHILIPPINES customisable benefits, and Philippine companies need to start evaluating the viability of such programmes locally in order to address the expected increased diversity in the workforce.”

Assessing satisfaction On the aspect of employee contentment, the JobStreet.com Philippines 2014 Job Satisfaction Report highlighted that while a massive 85% of respondents felt that employee job satisfaction was “very important” to their companies, only 69% were making the effort to measure it.

Out of the firms that evaluate the job satisfaction of their employees, 74% confessed to using exit interviews upon resignation as their main measurement.

In addition, 63% cited that they hold team meetings, while 58% conduct employee surveys.

Another sign that companies may be espousing one thing and doing another is the frequency of their job satisfaction checks.

Only 42% of respondents claimed to evaluate their workers’ job satisfaction “as often as possible”, while 26% complete job satisfaction checks once a year. Sixteen per cent check quarterly, and 13% conduct them semi-annually.

From an employer’s perspective, 73% believe that salary is the chief factor for high levels of job satisfaction.

Benefits ranked second, while the quality of leadership ranked third.

According to Aguila, conducting employee job satisfaction surveys provides concrete proof of how much a company values its employees.

“The frequency of doing this may not be that significant for as long as the company offers other intrinsic rewards, such as work-life balance, a

HR COUNTRY REPORT

safe and happy workplace, and good leadership,” she says.

“The job itself is a source of satisfaction if it allows the employee to fully utilise their abilities and talents, gives them the freedom to explore new things, and provides them with constructive feedback.”

“Job satisfaction surveys are a must for companies who want to retain their talent.”

Overcoming the engagement hurdle Navarro stresses that meaningful Corporate Social Responsibility (CSR) programmes are a good way of engaging employees, because these projects add to their sense of purpose.

“Activities that make employees feel well-taken care of are also good.

In our firm, for example, we celebrate important dates such as Women’s Day,” he says.

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“We also hold sports festivals and parties to mark milestones.”

“The employees appreciate these efforts because they are given a break from their work routine and they are given the opportunity to bond, have fun, and to get to know their co-workers.”

Aguila says HR departments should tackle the issue of employee engagement and performance management through various means.

These include hiring the right people with the right motivation to work, which is made possible by using the most reliable tools to determine whether an applicant possesses the required and desired characteristics of line managers.

their roles and goals, give them feedback on their performance, coach them so they can improve, provide them with the necessary resources and reward them for their successful performance, thus giving them a sense of fulfilment.

“There must be an equitable and competitive compensation scheme, plus rewards that will suit the needs and preferences of employees so they are not tempted to explore outside,” adds Aguila.

look forward to tackling in the later part of this year and into 2016?

From a recruitment angle, Navarro says the business process outsourcing

does what it’s intended to do and spurs hiring among car companies,” says Navarro.

He adds that in the second half of 2015, HR professionals should focus on labour issues that will result from the AEC and the government’s K-12 programme.

“The AEC will drive greater mobility, especially among millennials, so HR leaders should provide programmes to develop these millennials’ global competencies, most important of which are global business acumen and crosscultural agility,” explains Navarro.

The K-12 program, which was implemented by the current national administration in 2013, added two years to the country’s basic education curriculum.

“As a result, in a few years, there will be a two-year absence of fresh graduates, so businesses should firm up their game plans and come up with creative ways to address this temporary shortage of labour,” says Navarro.

“They need to prepare for a big war for talent.”

By contrast, Aguila foresees an oversupply of labour, even for indemand positions. This will be because of insufficient job opportunities in the local market.

(BPO) sector has not slowed down.

“Employment in that sector now stands at a little over a million, with the target for 2016 being 1.4 million people. In fact, the need for skilled workers in that sector is so strong that businesses are now having a hard time filling vacant posts,” he explains.

He says the government is also pushing for the resurgence of the local manufacturing sector and hopes to see a 15% increase in employment there by 2025.

“Recently, it launched a programme designed to jumpstart automotive manufacturing in the country, which is being supported by local vehicle groups. So we’ll see if that programme

“Both skilled and professional workers also prefer to work abroad for higher pay,” she says.

She believes that HR professionals and executives in the Philippines need to focus on issues such as ASEAN integration, scarcity and poaching of talents, employee retention, reskilling of HR professionals, career pathing, and the development of millennials.

“To overcome these, HR professionals and executives are working hand in hand, and are collaborating with various government agencies pertaining to local and foreign employment, skills development, professional education, and other work conditions,” she explains.

Tackling impending issues So, just what are some key HR challenges and issues HR professionals in the Philippines can

Slide in online hiring According to the Monster Employment Index Philippines: • Online hiring activity dropped by 43% between May 2014 and May 2015 • The Production, Manufacturing, Automotive and Ancillary industries continue to see steep declines, down 62% for the year.

“We need to train our managers and recruitment officers to screen applicants properly,” she elaborates.

Furthermore, she says Filipino companies should establish a solid onboarding process that begins when the new employee accepts the job offer.

It should only finish when they are fully assimilated into the new role.

“There must be training and leadership development to enable employees to build their careers and to get promoted with an accompanying increase in pay and prestige,” says Aguila.

She also says an employer-employee relations programme should be crafted to foster teamwork and a positive work atmosphere.

Filipino firms must formulate performance management strategies that will make employees understand 26 ISSUE 15.8

HRMASIA.COM

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WORKPLACE DIVERSITY

More than

MEETS THE EYE A mix of gender and racial talents at work has proven to help firms in their climb up the corporate ladder. HRM finds out how workforces establish diversity and the measures taken to retain the minorities

Naadiah Badib

naadiah.b@hrmasia.com.sg

28 ISSUE 15.8

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E

mploying workers from different races and genders is no longer seen as an option for successful companies.

Rather, it is viewed as an essential measure to improve growth and the work experience of staff.

With the fast-changing environment that businesses face today, workplace diversity is proving to be the secret ingredient for organisational success.

In fact, a study by the National University of Singapore and BoardAgender has revealed that listed companies whose boards have greater

gender, age and ethnic diversity, outperform their more homogeneous peers by nearly five times.

However, there is still room for organisations to put in conscious efforts to promote greater diversity at all levels.

This was one of the key discussion topics that Senior Minister of State for Manpower and Health, Dr Amy Khor, stressed during her speech at the AsiaPacific Regional Conference on Fostering Female Talent in the Workforce.

Dr Khor advised companies to look beyond their “social bubbles� and review

WORKPLACE DIVERSITY

leadership and talent development pipelines to be gender-neutral, and to prioritise diversity.

“Having more women leaders can help focus management’s attention on HR and talent policies that can attract and groom female talent, adding to the breadth of talent in the workforce,” she said.

like us and who may have experiences vastly different from ours,” says Rumki Fernandes, Regional Director of HR and Talent at Grey Group.

Adding to this, is the fact of globalisation in the world today.

Fernandes believes that diversity plays an important part for companies to advance globally.

“Where companies have operations across multiple geographies, cultural diversity becomes even more relevant in forming partnerships,” she says.

“Multicultural teams have higher creativity as people coming from different backgrounds and values contribute to a wide range of perspectives and ideas, which in turn, facilitates team effectiveness and productivity.”

Moreover, a workforce with such an environment helps to enhance employees in their own specific roles.

“The combination of gender, nationality and background can make winning teams and enhance diverse leadership styles,” says Bernard Coulaty, Vice President of HR at Pernod Ricard Asia.

Key to move forward

Best practices

According to the 2015 CEO survey conducted by PricewaterhouseCoopers (PwC), 83% of corporate executives believe that efforts to diversify their workplace help to strengthen their brand.

Jeannie Phun, Senior Manager, AsiaPacific at Physio-Control Singapore agrees to just that.

“A mix of gender and race at work breaks away from stagnancy and stereotyping, thus promoting idea generation and growth,” Phun says.

Among the firms that practice diversity at large is Grey Group, whose Singapore office comprises of 24 different nationalities and a healthy male to female ratio of 55:45.

Having a range of employees from various backgrounds has proven to help Grey Group’s employees gain knowledge and learn new skills.

“This gives the opportunity to learn and interact with people who may not be

Even though government initiatives and efforts from the private sector have been apparent, local companies still lack significant female representation in top positions.

According to a report by Deloitte Global, Singapore is behind the global average of 12% of female representation on local board seats – as only nine percent of seats here are held by women.

To overcome this problem internally, Physio-Control uses a range of different channels to hire talents.

“We deploy LinkedIn and our Physio job site to recruit,” Phun says.

“Social media is widely-used in all regions and this platform reaches out to the masses, thus, it is all-inclusive.”

At Grey Group, employers make it a point to hire managers who are able to bring more minorities to its workforce.

It means potential candidates can look forward to a non-biased hiring process.

Stepping up diversity efforts Here are some companies that have initiated steps to improve diversity: • Intel: Has invested US$125 million in businesses led by females and underrepresented minorities over the next five years.

• Apple: Has donated over US$50 million to a pair of organisations working to get more women and minorities in technology industries • Google: Has set aside US$150 million for spending on diversity efforts at Google and technology industries in 2015.

ISSUE 15.8

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WORKPLACE DIVERSITY “Our hiring policies are based on merit and qualifications – we hire managers who are sensitive to workplace diversity and show staff that gender, age and ethnic backgrounds have nothing to do with success in the company,” Fernandes explains.

“Managers are taught to be more flexible with the needs of different employees, whether it is to do with religious beliefs, ethnic differences, or anything else.”

At present, Pernod Ricard has several programmes to further support the development of diverse talents.

Among these is the Senior Mentoring Programme which targets middle to top management. They are trained and mentored by top executives within the group.

“The objective is to accelerate the mentees’ development and visibility, and prepare them for top jobs while also raising mentors’ awareness, shifting their mindsets and making them convinced ambassadors,” he says.

Coulaty adds that adopting such an approach impacts his company in terms of multi-cultural differences and gender diversity.

“This diversity leads us to have clear monitoring of how international teams are being constituted to make sure local and corporate cultures create alignment and engagement,” he says.

“The more diversified the workplace is, the more the collective engagement allows business performance.”

“The more diversified the workplace is, the more the collective engagement allows business performance” Bernard Coulaty, Vice President of HR, Pernod Ricard Asia

In her shoes Since holding a leadership role as a woman herself, Phun says her experience has been a pleasant one where she is treated equally and with respect.

“I have always felt as comfortable as my (male) peers since credibility outweighs gender,” says Phun.

“When you are credible in your job, you command the respect.”

Similarly, Fernandes shares that her position opens doors to better employee engagement in both work and personal matters.

“I am able to mentor staff through issues like work-life balance, conflict resolution or sexism if they exist, and they trust me because they can relate to the things I say. That builds a deeper connection,” she says.

“I am also able to peep into their goals, aspirations and challenges, and I can work with the leadership team to help

Facebook diversity plateaus It’s clear that Facebook’s diversity data does not yet match up to its mission of building a diverse workplace.

The social network released its workplace diversity numbers in June but the situation shows no improvement from last year.

Facebook reported its workforce is made up of 68% men and 32% women, only a one percentage point increase from 2014.

The disparity when it comes to techmology is even more pronounced, with 84% of these held by men.

In addition, men represent 77% of senior leadership at the firm, with 23% of women making up the same section.

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them overcome some of those.”

Fernandes also highlights that the key to a successfully diversified workplace is about being more sensitive and flexible.

She says policies like providing workfrom-home options and mentorship can help to attract talents of different genders and races.

“These efforts will not only aid in talent acquisition, they will also encourage employee to work harder due to the support given by the company,” Fernandes shares.

“A fair organisation that only promotes meritocracy and does not discriminate on the basis of gender can help women break the glass ceiling.”

Phun says Physio-Control produces more innovative ideas when a team with a range of backgrounds is at work.

“Right now, our offices from various countries in the US and Asia-Pacific are working together with headquarters to come up with a corporate video,” says Phun.

“You can expect a unique and different production from Tokyo versus one from the US but eventually, they will amalgamate into one company production – that’s employee engagement from a diversified workplace.”

Ultimately, diversity is at the crossroads of both individual and collective engagement, Coulaty suggests.

“The key paradox between diversity and ‘unicity’ must be addressed to avoid the dispersion of diversity,” he says.

“It helps to keep a healthy diversity workplace aligned with objectives and culture.”

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RECRUITMENT

Would you hire a

JOB HOPPER?

Job-hopping has become one of HR’s biggest nightmares, with organisations desperately trying to keep their talent away from competitors. But do jobhoppers themselves benefit when they are constantly on the move? HRM investigates Sham Majid sham@hrmasia.com.sg

V

ictor Mills, CEO of the Singapore International Chamber of Commerce (SICC), has seen one extreme example of job-hopping in the organisation tself.

During an interview with The Straits Times earlier this year, Mills, a Northern Ireland-born Singapore citizen, recalls the SICC employing an assistant finance manager “who had a lovely personality with all the right experience and skills”.

“We thought we hit gold. But she turned up for work for just one day and then disappeared,” he told the paper.

“When we tracked her down a few days later – she was not

ISSUE 15.8

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RECRUITMENT

answering her phone – she said: ‘It just wasn’t for me’.”

Mills said his response to that statement was: “How could you possibly know after just one day?

You are not giving yourself or the organisation a chance”.

According to him, “job-hopping is stressful, and it doesn’t produce a lot of happiness.”

“Yes, it (the new job) may give $50 to $100 more in the pay packet but it doesn’t produce satisfaction,” he was quoted as saying.

Mills said excessive job-hopping “has become a challenge for many businesses”.

In fact, in another interview, he noted that “30-and 40-year-olds too”, and not just their younger counterparts, have forged a reputation for being fussy about jobs.

Linda Teo, Country Manager, ManpowerGroup Singapore, can also resonate with the issue of job hopping.

“There was a case of a service consultant, whose résumé surfaced yearly after he left a company for what he said were ‘personal reasons’,” she says.

“But his annual changing of jobs signals he is not sure of what he wants.”

Are you a job hopper?

While job-hopping has become a key HR buzzword, just how many workers can be defined as such – and are HR professionals among them?

For Jolene Huang, Assistant Director of HR Management, Singapore Tourism Board (STB), the term means staying in a job for a relatively short period of time before moving on to a new position.

“This will be a challenge to quantify as there may be differing circumstances as to why people leave their jobs. It is definitely very subjective,” says Huang.

Her counterpart, Jayesh Menon, Regional HR Leader and Director, Asia-Pacific, Itron, also concurs, saying it is very difficult to state

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how many “hops” it takes to become a serial job hopper.

“However, I believe that people should stay for at least two to three years in an organisation,” he reveals.

Teo meanwhile, cites that to qualify as a job-hopper, “employees would be those in permanent positions who switch jobs within one to two years.”

Why job-hop?

According to the 2015 Talent Trends Briefing based on results of MRIC Group’s fifth annual Talent Survey, 14% of Singapore professionals declared they changed jobs in the past 12 months, down five percentage points compared to the previous year (see: boxout).

Huang says employees depart from their jobs for various reasons.

“It may be dependent upon which stages of life they are at and

Singaporean jobhopping intentions According to the 2015 Talent Trends Briefing based on results of MRIC Group’s fifth annual Talent Survey (commissioned by Ipsos), when asked “Are you seeking to make a job change in the next 12 months?” Singaporean mid-level to senior managers’ responses were:

33% 54% Yes, definitely

Maybe

13% No

“The job hopping trend in Singapore contrasts with Hong Kong and China, where more professionals intend to stay with their employer this year, compared to 2014.

Interestingly, intentions to relocate are stable, which implies a challenging local job market in the coming months” said JB Aloy, Senior Vice President with Ipsos.

whether the prospective employers are able to match their needs and wants. People may move because of the chance to fulfiil a personal aspiration,” she explains.

“It may also be that another employer is able to offer them a more competitive pay package or that their next move will be a career progression. And sometimes, it can also be as simple as a desire to try out new experiences.”

Menon says job-hopping can also occur after wrong career moves, short term gains, or a lack of adaptability as organisations change.

“But normally, the two main factors would be cultural fit and mismatch of competency and expectations,” he reveals.

Teo believes job-hopping applies more to those in their early to mid20s.

“They have just entered the job market and feel that the world is their oyster,” she says.

“They are eager to explore the world of work, and are confident in the skills which they have learnt in the polytechnics or universities, which also give career counselling or personal presentation skills before students graduate.

“Many of today’s young are also more travelled and are exposed to many opportunities.”

Exploring the HR element Huang says it’s an on-going effort for the STB to refine and improve its talent attraction and retention tools.

“If we hire the right kinds of people and manage their expectations well, we can reduce the probability of employees looking to move prematurely,” she says.

“Talent retention strategies must also be catered toward different profiles of staff; this will ensure a more satisfying working environment for them, therefore reducing the probability of them moving on.”

Huang argues HR practices such as employee engagement and

RECRUITMENT

well researched compensation and benefits play crucial roles in preventing job-hopping.

“They are all part of the HR ecosystem that helps organisations better manage their people,” she states.

“But they can’t exist in silos and need to work together with other HR tools and systems to help employees fulfil both the hygiene and motivational factors.”

According to Teo, candidates should be careful of switching jobs for an increase in pay only. They should look deeper at the bigger picture of both the career path and the job scope potential, she says.

“The long-term benefits of job rotations and other opportunities for training and learning may outweigh immediate small salary adjustments,” she says.

“Individuals have to be very

HRM_GWSAad14.05_186mm(W)x119.5mm(H)_FA.indd 1

“The long-term benefits of job rotations and other opportunities for training and learning may outweigh immediate small salary adjustments”

Linda Teo, Country Manager, ManpowerGroup Singapore

clear of their own career goals, and understand where and what they ultimately want to do or be.”

While Teo accepts that job hopping is a trend, she says in a tight labour market, it is a trend that is more pronounced.

“Overall, employees may feel that

employers are not doing enough to retain their loyalty within the organisation, and that employers feel their staff have not performed to their expectations in order to retain their service,” she explains.

“Also, Singapore has an intelligent workforce, with professionals,

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US: Job-hopping helps young careers For younger US employees, job-hopping may not be such a bad thing after all.

According to an Accountemps survey titled Is Job Hopping Losing Its Stigma?, 57% of employees between the ages of 18 and 34 found that switching jobs every few years can actually help their career, as opposed to 38% of professionals between the ages of 35 and 54 and 22% of those aged 55 or older.

There were also disparities by gender, with 47% of men and 37% of women citing that job hopping was beneficial.

Workers were asked, “Do you think job hopping (leaving your current employer for a new job every few years) can benefit your career?”

Their responses were: Yes

No

Total, all U.S. workers

42%

58%

18-34 years

57%

43%

35-54 years

38%

62%

55+ years

22%

78%

Men

47%

53%

Women

37%

63%

Survey respondents also cited the following five benefits of job hopping.

• Earning higher compensation • Gaining new skills • Moving up the career ladder faster • Experiencing a new corporate culture • Looks better on a resume to have multiple employers The survey included responses from 324 adult employees who work in an office environment.

36 ISSUE 15.8

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managers and executives forming even before they crop up. the bulk of the talent pool. This Finally, he says organisations workforce set has transferrable should identify trends on job skills which they can take across to hopping and see if they show other jobs and companies.” any particular signs relating to While Teo accepts that crafting a specific department, manager, good HR policies can curb jobor skill group, and then work on hopping, she says it also depends corrective measures. on the candidate profile and the Menon adds that HR plays an type of job involved. important role as it is part of the “There are, perhaps, among the organisational culture. younger set, those who want to “Normally people job hop only move on, even if they are happy if there are multiple reasons and in a job and if conditions such as not just one,” he says. “If someone compensation and benefits are does it often, I would suggest they good,” she elaborates. go to a career counsellor.”

Tellingly, Right Management’s Global Career Aspiration survey cited Interviewing a job-hopper that when it comes to success, For those who frequently engage enjoyment and happiness at work in job-hopping, the burning trumps performance and salary. question is if they are negatively Twenty-six per cent of employees impacted during job interviews define success in the and assessments. Teo workplace as enjoyment says that is a definite and happiness, followed possibility. by salary (19%), doing “Candidates may their best work (18%), feel they get a shot in of employees define success in respect and recognition the arm from a jump the workplace as enjoyment and (15%), and high in salary each time happiness, followed by salary, performance (10%). they move, so they are doing their best work, respect and “Also, there’s an immediately gratified,” recognition, and high performance ongoing disconnect says Teo. Right Management’s Global between employers “However, they might Career Aspiration survey who are struggling be doing themselves a to find skilled and disservice in the long motivated individuals, run as employers find and employees whose aspirations, people who switch jobs at short go beyond the traditional benefits intervals unstable.” package,” says Teo. Teo explains that although the The survey also highlighted market perception is that each job that employees will leave jobs for change should be matched by a 15 improved work/life balance and to 20% pay increase, employers are higher pay: the top motivations for in reality more willing to fork out changing jobs. only a five to 10% increase amid Menon identifies three initiatives the current uncertain economic HR departments can embark on to climate. stop job-hopping.

Menon also concurs that jobHe says organisations should hopping can affect a candidate’s spend more time, money and other chances at an interview, “especially resources on hiring to make sure during the screening stage.” the firm is hiring the right fit, Huang, on the other hand, says culturally as well as for the skills. this matter is very subjective.

Secondly, Menon stresses that “It depends on the reasons companies should do regular focus provided by candidates (for their group and engagement surveys job exits) during interviews and among staff to diagnose problems how valid they are,” she adds.

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RECRUITMENT

Playground tactics in the office How can HR practitioners recognise office bullying when it happens at work? HRM finds out

Muneerah Bee muneerah.b@hrmasia.com.sg

E

arlier this year, there were reports of a 45-year-old senior accounts executive in Singapore who was bullied to the point of depression. He endured mental and emotional bullying, and was even hit in the face with a plastic folder, according to media reports.

In 2013, a video of a supervisor reportedly scolding and slapping an intern in a local office also went viral.

In the US, television journalist Ann Curry allegedly received regular taunting from her co-workers. American football player Jonathan Martin faced harassment from his teammates, which led him to leave the team. It also drove him to have suicidal thoughts.

Our childhood and school days may be long gone, but the concept of bullying and harassment flows well into adulthood and the working environment, in any occupation.

According to a global survey conducted by Monster.com a few years ago, the issue is highly prevalent in Asia. Some 55% of the respondents in Asia reported that they had been physically or emotionally bullied.

Closer to home, about 24% Singaporean workers admitted they felt bullied in the office, according to a JobsCentral survey in 2012.

ISSUE 15.8

HRMASIA.COM 39

RECRUITMENT Bullying at the workplace can take the form of incivility, including discourteous verbal and non-verbal behaviour.

The problem is often overlooked, so much so that even bullied employees may not be aware that it is happening to them, as they are often unsure of what is inappropriate at work.

Rosemary Haefner, Vice President of HR at CareerBuilder says, “The definition of bullying at work will vary considerably depending on whom you talk to. It is often a grey area, but when someone feels bullied, it typically involves a pattern of behaviour where there is a gross lack of professionalism, consideration and respect, and that can come in various shapes and sizes.”

She adds that bullying impacts workers of all backgrounds regardless of race, education, income and level of authority within an organisation.

While an abuse of power, verbal abuse or unfair workload allocation can easily be identified, less obvious bullying behaviours include psychological harassment and emotional abuse.

Examples of such day-to-day cases that largely go unreported include repeatedly reminding employees of mistakes, spreading gossip and fallacies, and ignoring or ostracising fellow colleagues.

Personal attacks, such as insulting a person’s habits or private life, and sarcastic remarks, are also a common form of bullying.

Meanwhile, social bullying at the office can come in the form of interpersonal conflict such as angry exchanges, hostile behaviour, and verbal aggression among co-workers.

Sometimes, the company culture is built as such that workplace bullying becomes acceptable or a tolerable aspect of an employee’s daily life.

In such organisations, encounters of bullying are not taken seriously or brushed aside by placing blame instead of solving the problems at hand.

It has been suggested that employees who suffer from workplace bullying face more trauma than those who face sexual harassment.

Besides bosses and colleagues, office bullying can also come from clients. An employee may be made to redo a task without a proper and valid reason.

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WHO GETS BULLIED? Profile of victims of workplace bullying across the different occupations: • 31% of Administrative Staffs • 23% of Professionals/ Executives • 22% of Managers/ Directors, and • 22% of Associate Professionals / Technicians Source: JobsCentral online survey

to invest more in recruitment and training over a long period of time.

There is also the possibility that the disgruntled employees will move to work for a competitor.

Besides facing problems in employee retention, bullying can also leave an impact on employer branding.

The organisation’s reputation as an employer may be on the line as employees can now leverage social media tools such as Glassdoor and LinkedIn, to share their experiences and grievances after leaving an employer.

Is it legal?

“Whether it’s through intimidation, personal insults or behaviour that is more passive-aggressive, bullying can be harmful to the individual and the organisation overall,” Haefner says.

Why is it unhealthy?

Such workplace aggression can be harmful for companies as it creates an unhealthy atmosphere at work and may lead to higher turnover as the bullying will often only stop when the victims leave their job. It is a problem that can affect new and young employees who have just entered the workforce, as well as mid-level employees who have been at the job for longer.

Research shows employees who are bullied are usually more angry, anxious, and stressed. The stress and anguish may also turn up as physical illnesses, causing more sick days than usual.

Needless to say, it will leave an impact on an employee’s work performance, productivity and innovative ability.

They will gradually be less committed to their jobs and are more likely to quit and find different employment.

If this affects a lot of the employees in the office, it may lead to an exodus at the workplace, causing the organisation

Sometimes it is difficult for employees to deal with bullying because they feel like they have nowhere to turn, or that there is no workplace legislation in place to protect them. They may let such cases go unaddressed and unreported.

A majority of bullied employees also fear their bosses will make things worse and increase the bullying if they report the case to HR or management.

“Many of the workers who have experienced this don’t confront the bully or elect not to report the incidents, which can prolong a negative work experience that leads some to leave their jobs,” Haefner says.

In Singapore, the government introduced the Protection from Harassment Act (POHA) in November 2014 to strengthen the laws against harassment, including sexual harassment within and outside the workplace.

Speaking to HRM, a spokesperson from the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) says the alliance welcomed the passing of the POHA as it strengthens existing laws against harassment and provides self-help measures and civil remedies in addition to criminal sanctions for inappropriate workplace behaviours.

POHA has also made it clearer to employers and employees as to what constitutes as harassment, the spokesperson says.

“With increasing diversity in Singapore’s workforce, there is a greater potential for misunderstanding and conflict if differences are not properly managed. Therefore, it is essential that employers implement a

RECRUITMENT proper grievance handling procedure to manage any complaint that may arise,” the spokesperson explains.

An effective grievance handling procedure helps to maintain industrial harmony between the employer and employee as well as good relations among co-workers. It also contributes towards creating a positive working environment.

HR practitioners can get advice and assistance from TAFEP on putting in place grievance handling policies and procedures to manage workplace disputes.

TAFEP strongly encourages employers and employees to comply with their organisations’ procedures to resolve differences. “(But) in cases where physical harm is imminent or has occurred, individuals should report the matter to the police,” the spokesperson says.

The National Trades Union Congress (NTUC) says employers can work with the labour movement to develop a policy relating to workplace harassment prevention.

“Such a policy can help to provide recourse in the event of harassment at the workplace and empower affected persons to resolve potential misunderstandings. A transparent policy will send a clear signal to all individuals in the workplace,” Patrick Tay, NTUC Assistant Secretary-General, says.

The Tripartite Workgroup for Prevention of Harassment at Workplace is currently in discussions with a tripartite advisory to give better guidance on what such policies should entail.

For example, companies should make it clear in the policy that harassment will not be tolerated and will be dealt with seriously. There should be preventive measures in place, and the focus on early detection and/or reporting of workplace harassment to manage the issues before they escalate.

To ensure fair treatment of workplace harassment issues and actions taken against individuals who are found guilty of harassment, there should also be clear investigation procedures, Tay adds.

Experts believe hostile behaviour takes place because of the demands of the office, especially when there is a high emphasis on producing good work. In some instances, budgets and resources are tight, and such scarcity creates competition. The competitive

“Whether it’s through intimidation, personal insults or behaviour that is more passiveaggressive, bullying can be harmful to the individual and the organisation overall” Rosemary Haefner, Vice President of HR at CareerBuilder nature of an office may lead some over-ambitious employees to display hostile tactics to their co-workers or subordinates and resort to manipulation and bullying as a mean of survival.

It is also worthwhile to note that workplace bullies are often strong performers or key appointment holders. They may deny, discount, defend or rationalise their abusive conduct at work. Such defensive

WHO ARE THE BULLIES?

The prime perpetrators of office bullying are bosses.

• 62% of bullies are men • 58% of targets are women • Female bullies target other women in 80% of cases • Male bullies target men in 55% of cases Source: Workplace Bullying Institute, Zogby International

employees may see their bullying tactics as justifiable, especially when they are able to achieve the desired results and targets set by the company. They may even feel as if their distasteful behaviour is affirmed and encouraged when they are promoted or receive recognition for their work.

Interestingly, there may also be a cultural belief that it is acceptable for employers in high-ranking positions to display their power, which is often thinly veiled bullying and aggression.

What can be done?

Besides implementing effective company policies against the damaging practice, HR practitioners can train employees to recognise the traits and signs of bullying, and encourage them to put their foot down against any form of bullying.

In resolving a conflict, HR practitioners should rely on employee statements and avoid taking sides.

Bullyingstatistics.org also states, “Companies with good anti-bullying policies usually hold meetings from time to time to remind employees what workplace bullying is, how to report it, and the consequences for bullying.”

According to the Workplace Bullying Institute, bullying can only be sustained or eliminated by employers, as they define all work conditions. “Stopping bullying requires nothing less than turning the workplace culture upside down,” it says. “Bullies must experience negative consequences for harming others.”

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HRCLINIC Assessing the candidate’s cultural fit

T

he act of hiring based on cultural fit makes sense and is probably being perceived as a straight forward task. If a hiring manager describes fit as having a similar outlook when it comes to a professional attitude, problem solving approaches, individual and teamwork styles, then there’s a better chance a candidate who fits well will succeed in the company.

Quite often, “cultural fit” may mean differently to people. Some examples include acceptable looks, similar non-work preferences or interests, or even same gender, racial or socioeconomic backgrounds. The relativity of such perceptions may constitute as discrimination.

I place a strong focus on fit to drive triple-win outcomes for my clients (better retention, engagement and productivity), candidates (better assimilation and performance) and for my firm (efficiency in deployment, transition and replacement).

Many hiring managers default into choosing candidates who have high competence but low

cultural fit, underestimating potential risks and challenges. This is common though in some cases if the hiring managers are in leadership positions, as they will hire other people who have a cultural fit with them, rather than with the organisation.

Besides administering a cultural fit questionnaire, hiring managers can review the candidate’s personality, the types of companies and industries that can be a close match of organisational needs.

Besides tracking probation success, our firm also monitors the confirmed hire’s smooth assmiliation and timely performance delivery to the organisation as our success measures for strategic talent deployment.

Mike Tang

Assistant Director, Executive Search & HR, Consulting, Recruit Inc

Ask our HR experts. Email your questions to sham@hrmasia.com.sg

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HR TECHNOLOGY

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HR TECHNOLOGY

Making sense of

BIG DATA Talent analytics are an essential tool for HR to make sense of big data. HRM looks at the advantages of using these programmes to meet business needs

By Priya de Langen

I

n the race for good talent, organisations need to use all the information that they have to analyse and maintain a productive workforce. Today, the use of talent analytics has become a near-mantra for HR professionals, helping them understand all elements of their workforces so their companies can maintain a competitive advantage.

Data obtained through talent analytics can give an insight into different

Tapping on data The Global Human Capital Trends 2015 report asked 3,300 business and HR leaders to self-assess their capabilities for talent analytics.

• On utilising HR and talent operational reporting and scorecards, nine percent said their organisations were “excellent”; 36% chose “adequate”; and 53% considered their organisations “weak” • On correlating HR data to business performance, five percent said their organisations were “excellent”; 33% chose “adequate”; and 61% considered their organisations “weak” • On using HR data to predict workforce performance and improvement: four percent said their organisations were “excellent”; 25% chose “adequate”; and 69% considered their organisations “weak” • On conducting multi-year workforce planning: five percent said their organisations were “excellent”; 33% chose “adequate”; and 50% considered their organisations “weak” Source: Global Human Capital Trends 2015

areas of a workforce, including talent management, succession planning, and learning and development for employees.

However, research also shows that though organisations realise the importance of utilising talent analytics, few companies are actively implementing analytics programmes to address business and talent issues.

In the study, Global Human Capital Trends 2015, three out of four surveyed companies across the globe stated that using talent analytics was important but just eight percent believed their organisation was “strong” in this area.

Aligning business goals Industry experts say that merely collating data is not useful if HR does not know how to use it to anticipate and align the information to the organisation’s business goals. For example, the Global Human Capital Trends study highlighted that Google was able to use data to discover that every candidate interview after the fourth was a waste of time. The search giant says this has since helped it to

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HR TECHNOLOGY streamline its recruitment process.

Lim Say Ping, Director and CoFounder of iqDynamics, says HR must realise that the sophisticated talent and HR analytics tools of today are no longer the inflexible tools of yesterday, good only for number-crunching.

“Today’s tools draw intelligent and valuable insights from big data, and it is this intelligence that HR can put to good use. From matching the right talents with the right jobs, to linking employee performance appraisals to business objectives and determining the best training and career paths for high-performing employees, this in turn ensures a highly productive and engaged talent pool with a lower attrition rate,” he explains.

Lim adds that with a highperformance talent analytics tool, HR can take full advantage of the insights to strategise the success and continuity of their organisation, and shift their department’s contribution focus to a more strategic line.

In a study entitled People are the Real Numbers, Robert Bolton, a KPMG Advisory partner and HR Transformation expert, says talent analytics should be used for strategic purposes. “Applied properly, HR analytics can show connections, correlations and even causality between HR metrics and other business measures – all of which can be used to drive HR strategy and actions,” he says.

Industry experts also emphasise that HR should have a game plan when it comes to utilising big data. It should aim to integrate data from various stakeholders and departments, build a team that can analyse the data, and reskill itself to use the data effectively.

Josh Bersin, founder of Bersin by Deloitte, confirms much of this in a blog, Making Sense of Big Data in HR. “You must build a team and level of expertise which lets you capture and analyse data, create models, and directly interact with your business leaders to answer the right questions with a deep level of rigour,” he says.

An insight with the right tools Organisations have their pick of various talent management tools from service providers – from recruitment solutions

“Today’s tools draw intelligent and valuable insights from big data, and it is this intelligence that HR can put to good use” Lim Say Ping, Director and Co-Founder, iqDynamics

to HR administration tools covering things like payroll. iqDynamics provides the HriQ Human Capital Management Solution, a software tool offering an executive dashboard that is geared towards providing HR and management with clear visualisation of HR data. It covers data such as appraisal scores, training and development needs, competency scores, and other crucial talent management KPIs. “It can drill down into reported variables and tables for HR to conduct

further detailed analysis whenever the situation dictates,” says Lim. “Behind our dashboard is a state-of-the-art report builder that is constructed on the latest Microsoft application. Our powerful tool builds reports the way you want them with drag-and-drop functionality and reporting workflows.”

Workday, another solutions provider, offers a myriad of products to help HR departments capture data and align it with business needs. The Workforce Planning and Analytics solution provides insights into cost, capacity, ISSUE 15.8

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HR TECHNOLOGY capability and quality of a global workforce – HR can anticipate talent supply and demand and use metrics to check how well the organisation is performing.

Also, the Workday Human Capital Management solution combines HR and talent management into a single system-of-record. Organisations can use these for key areas such as organisation management, and compensation management.

Choose the right solution With so many choices for talent analytics to mine data available, organisations need to choose the right solutions that fit their business needs.

“Companies who already have a solution in place should source for talent analytics tools that can interface well with their current solutions.

Choosing a talent analytics tool need not mean a major reimplementation project, massive data transfer

Developing a “game plan” with big data Organisations need to develop a plan to use data effectively so that it can be strategically aligned with business goals. What are some steps that HR can take in order to utilise big data?

• Integrate data: Integrating fragmented data can be time consuming and expensive and can take months, especially in an MNC. However, cloud-based HR management systems can make it easier to maintain all HR data on one format • Build a multi-disciplinary team: Analysing data is essential, so HR needs to put together a team of analysts that have business knowledge and technical skills to extrapolate useful data • Address immediate business needs: Use analytics to address an immediate business need such as turnover or talent retention in the organisation. This can help build a strong case for the company to invest in talent analytics • Reskill HR: HR needs to learn how to use talent analytics and combine it with business acumen to address business goals

headaches, or the pain of dealing with separate solutions and vendors,” explains Lim of iQDynamics.

Data security is also an important issue for companies when it comes to choosing

the right talent analytics. Lim says that with HR solutions or analytics tools, data security and integrity are doubly important to prevent any sort of loss, compromise or unauthorised access.

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As this is a hands-on workshop, participants will be encouraged to be aware of business information about their companies, such as annual reports, financial reports and industry analyst reports in order to identify and resolve real-life business issues.

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CORPORATE HEALTH

Minding women’s health

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CORPORATE HEALTH

As more women enter the workforce, organisations are increasingly building their awareness of women’s health in the workplace. HRM looks at services that can help women build their careers

By Priya de Langen

A

n employee is supposed to work an average of eight hours per day, but with evolving work cultures and technology that allow workers to be reachable at all hours, the typical number of work hours has definitely increased.

In order for productivity levels to remain high, helping employees stay healthy has become an important priority for organisations. With more women entering the workforce across the globe, companies are beginning to pay particular attention to women’s health issues at the workplace.

Aon Hewitt’s 2014 Health Care Survey showed that 73% of female employees in the US felt managing their emotional health and stress levels were important to their overall health, compared to 54% of male employees. The study also showed that while female employees were more aware of the activities that were important to their health and wellness, they were also more likely than their male counterparts to feel there were barriers to getting and staying healthy in the workforce.

Closer to home, Senior Minister of State for Health Dr Amy Khor says that

What is the WHP Grant (Women’s Health)?

The Health Promotion Board (HPB) added a new component to its Work Health Promotion Grant on July 31, 2013. This new component is to help support women’s health specifically.

Organisations can use the WHP Grant (Women’s Health) to cover a range of programmes, activities and services that are focused on women’s healthrelated issues such as breast and cervical cancer, sexual and reproductive health, work-life balance, and parenting tips for the family.

The maximum grant funded by the HPB is $5,000. Companies need to co-fund 50% of the approved grant quantum for the women’s health project, and small and medium enterprises (SMEs) need to co-fund 20% of the grant.

women in Singapore usually put family before themselves. Citing a survey by the Health Promotion Board (HPB), she told the ‘Healthier Women, Healthier Workforce’ event two years ago that family commitments often got in the way of healthier living.

“Those who were surveyed said that they had no time to exercise, because they felt guilty for leaving child-rearing duties to another family member while they take time to exercise,” she said.

In order to help employers create workplace health promotion programmes for their staff, the HPB introduced the Workplace Health Promotion Grant in 2001. In July 2013, it extended the grant to include coverage for women’s health specifically. The grant can now support initiatives such as screenings and education on women’s health (see: sidebox).

Prioritising women’s health Healthy and happy employees usually mean a more productive workforce.

Mercer’s When Women Thrive, Businesses Thrive study stated that non-traditional solutions can improve women’s workforce progression and productivity.

The majority of surveyed organisations across the globe stated that flexible work arrangements and maternity leave were critical for retaining female talent – only 12% of employers considered gender-specific health campaigns as being important.

Industry professionals affirm that promoting women’s health at work is critical for a company. “Women make up an increasing proportion of our workforce and women have specific health needs. Hence, companies should consider specific approaches to promote women’s health in the workplace,” says Dr Wong Kae Thong, Medical Director, Wellness Assessment Centre, Asiamedic.

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CORPORATE HEALTH

Wong says that companies can provide women-specific vaccinations and screenings to improve disease prevention and early detection.

“Supportive employers who understand women’s needs for eldercare, childcare, lactation, menopause, and the like would be dream employers. These would significantly reduce the stress of career women, who have many other responsibilities out of the work place.”

Though there are general health concerns for both men and women, companies are increasingly requesting service providers and medical professionals for specific health programmes that address women health concerns.

“Employers are generally more concerned about early cancer detection.

They will usually request for Pap smear, mammogram, and ultrasound breast examinations be made available for female employees during routine health screenings,” explains Dr Wong.

The right health service Cervical and breast cancers are among the top common cancers among Singaporean women. The National Health Survey 2010 stated that although nine in 10 Singaporean women were aware of mammography examinations, only 39.6% reported they had undergone

“Supportive employers who understand women’s needs for eldercare, childcare, lactation, menopause, and the like would be dream employers” Dr Wong Kae Thong, Wellness Assessment Centre, Asiamedic

such a test. Also, close to nine in 10 women were aware of the value of pap smear tests, but only 47.9% stated that they had taken one.

Service providers offer varying health services including health screenings, health education seminars and corporate health packages to suit the needs of their clients.

AsiaMedic Wellness Assessment Centre (WAC) is one service provider that offers a myriad of services for women, including evidence-based

Taking care of mental health Good mental health is essential for the overall wellbeing of a person; this issue is also becoming increasingly important at workplaces. With an employee spending many hours of their day at work, maintaining a healthy work-life balance and managing stress is essential to staying productive and healthy.

Over the years, the Singapore Health Promotion Board has been promoting the positive mental health initiative for employees at work. This encompasses: the Workplace Health Promotion Grant for organisations to start and sustain workplace health programmes including support for mental health initiatives; the Employee Assistance Champions Programme that aims to grow internal “promoters” of employee support and mental health; the Healthy Mind Hub Online Resource, which offers a range of online self-assessment and self-help resources on positive mental wellbeing; and the Working Minds Workplace Mental Health Curriculum that highlights workplace mental health education through talks and workshops.

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screening tests. “Females usually prefer screening to be done by female doctors.

In WAC, we have two experienced female physicians dedicated to screenings,” says Dr Wong.

She adds that besides the conventional Pap smear test, women can also opt for liquid-based Pap smear and Human Pappilloma Virus (HPV) tests for cervical cancer screening.

Besides routine mammography, WAC also offers ultrasound scans of the breasts for further evaluation. In addition, transabdominal ultrasound scan of the pelvis (uterus and ovaries) is available.

Other providers like Sincere Healthcare Group and Raffles Medical Group also offer a range of health services for women. Sincere Healthcare Group, especially within the Sincere Medical Specialist Centre for Women, provides various programmes including breast cancer treatment and prevention, health screening and general obstetrics.

Raffles Medical Group also offers customised corporate solutions to companies with medical services and group insurances that include health talks and health screenings for clients.

ENGAGE IN “LIVE” DISCUSSIONS NOW!

MyHRM Communities HR Expert Panelists For The Month Of August

A. Mateen

Senior VP HR, DHL Express Asia Pacific, Deutsche Post DHL

Preeti Subramanian Regional Manager Total Rewards, ZALORA Group

HR Expert Panelists For The Upcoming Months

Cara Reil

VP Talent Management & Development HR, SingTel

Dheeraj Shastri

Global Analytics, Abbott Laboratories

Gaurav Sharma

HR Director, Coca-Cola Singapore

Vineet Gambhir

Vice President & Head of Talent APAC, Yahoo, Inc.

William Chin

Staffing Director, Qualcomm Asia-Pacific

Aditi Singh

HR Manager Talent Management, ZALORA Group

Mark Leong

Talent Partner APAC, UBS

Pauline Chua

General Manager Human Capital & CSR, Fuji Xerox Singapore

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HR YOUNG GUNS

HR FROM THE CLASSROOM For the first time, HRM speaks to a young HR professional who recently graduated from university and who is now honing his craft in the industry

What attracted you to HR? Why did you study it?

I have always enjoyed interacting with others, as the diverse nature of every individual intrigues me. The things people say and the behaviours they display – all of these led me to major in psychology at Singapore Management University’s (SMU’s) School of Social Sciences. During my second year in college, I took up a module in Industrial and Organisational Psychology, which is the scientific study of human behaviour in the workplace.

HR allows me to interact with staff from various levels and departments of the organisation, hence understanding their concerns and hopefully addressing them. In addition, the opportunity to apply my psychology knowledge to HR to understand how to make the organisation tick from the individual level is also something that excites me.

What aspect of HR were you hoping to specialise in upon graduation? Are you doing it now?

During college, I was particularly fascinated with two facets of HR: Talent Management, and Learning and Development.

I was fortunate enough to chance upon my current role in the National Environment Agency (NEA) after graduation last year, where I am working in Talent Management in the HR Division. Specifically, I am handling the Scholarship and Sponsorship portfolio in the team, where I identify high-performing staff and recommend them to be sponsored for higher education so that they are better equipped to contribute to the organisation. I am currently

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also training for a second portfolio in change management, which is the application of a structured process to handle the people side of change.

The top three things you want from your HR career?

• Exposure to other aspects of HR, more specifically in the area of Learning and Development • Leadership opportunities, where I will be able to implement HR strategies from a macro perspective • HR experience in both the public and private sectors

What challenges do you anticipate?

Firstly, the dynamic nature of the current workforce requires HR practitioners to stay relevant through constantly upgrading ourselves in terms of our HR skills and knowledge. There is also a need to be consistently benchmarking the organisation’s policies with best practices in the market to guard against becoming obsolete.

Secondly, many organisations are still warming up to the idea of HR being a strategic business partner.

The old paradigm of HR being a “functional support role” still exists, so HR practitioners have to be bold to step out of that shadows and be prepared to provide advice on key policies and decisions.

Your HR career five years from now?

In the next year or so, I hope to perform my role well to prove myself.

This will also lay the foundation for my next portfolio within NEA. Following that, a stint in the Learning and Development function will give me some food for thought as to how I will shape my career. Hopefully by the end

Jonathan Ng Talent Management Executive, HR Strategy and Policy, National Environment Agency, Bachelor of Social Science, Double Major in Psychology and Organisational Behavior and HR, SMU School of Social Sciences, Class of 2014

of that, I will be able to lead a team of like-minded HR professionals, be it in the area of Talent Management or in Learning and Development.

Hobbies, or Inspirations?

As someone consumed by wanderlust, I make it a point to travel at least once every six months. I enjoy visiting less-developed and non-metropolitan areas, as I believe these places are still relatively untouched by globalisation.

In my free time, I like to go for long leisure runs or do some light reading to unwind and take my mind off work.

Organisational Citizenship Behaviour – Going the Extra Mile

By Jonathan Ng

I

f an organisation is a nation state, its employees would be the citizens.

The degree of affection the citizens feel towards the country will determine how far they are willing to go to promote her well-being and defend her sovereignty.

This is a similar concept of organisational citizenship behaviour (OCB).

Introduced by Dennis Organ in the mid-1980s, OCB is defined as “individual behaviour that is discretionary, not directly or explicitly recognised by the formal reward system, and that in the aggregate promotes the effective functioning of the organisation”. Simply put, OCB describes actions in which employees are willing to undertake, above and beyond their formal role requirements.

Types of OCB and Organisational Effectiveness There are five common types of OCB in the organisational context: (1) altruism – the desire to assist one’s colleagues without expecting any reward or compensation, (2) courtesy – polite and considerate behaviour toward others, (3) sportsmanship – absence of negative behaviour when things do not go as planned, (4) conscientiousness – behaviour that reflects self-control and discipline, which exceeds the minimum requirements expected in any particular circumstance; and (5) civic virtue – behaviour that displays how positive one represents their organisation.

OCB is positively correlated with organisational effectiveness. For example, an altruistic individual

can utilise his free time to help his coworker on a more urgent task and this action begets reciprocity. This mutual exchange of favours encourages teamwork and collaboration, which can only lead to increased effectiveness.

OCB in the National Environment Agency’s Context Flashback to the week of mourning for the late Lee Kuan Yew in March 2015. There was an urgent need for the Padang to be cleaned up for the funeral procession after an unexpectedly large number of Singaporeans turned up to pay their last respects. The National Environment Agency (NEA) answered the call of duty, rightfully so since this was its mandate. What was impressive was not the fact that the Padang was cleaned up in a short span of time. Rather, it was the large contingent of volunteers from the NEA that showed up. These volunteers came from different functions within the agency, and their job scopes had nothing to do with public cleanliness operations.

However, altruism and care for their colleagues made them brave the elements in their office attire. This episode also reflected civic virtue among NEA’s workforce. The ethos of the organisation was so deeply embedded in its people that they wished to display a unified front of what NEA embodies: keeping Singapore clean and green.

How to enhance OCB? Research has been conducted to explore the antecedents of OCB, and job satisfaction was found to be a

strong predictor. When employees are satisfied with their jobs, workplaces and colleagues, they will naturally strive to perform and go the extra mile because of the strong sense of commitment to the organisation.

On a more micro level, personality differences can affect the degree of prosocial tendencies. Individuals who score high on the agreeableness and conscientiousness scales of the Big Five personality traits are more likely to display OCB. Agreeable individuals are more likely to engage in OCB because they tend to be altruistic and cooperative, and desire to seek out interpersonally supportive environment.

From HR’s perspective, practical steps can be taken to increase OCB. Engagement of staff is beneficial to understand what motivates them, and this can be used to develop an organisation’s Employee Value Proposition. This contributes to job satisfaction, which in turn enhances OCB. Personality tests can be incorporated into recruitment practices to identify certain traits in job applicants that may reflect person-organisation fit.

Conclusion In short, successful organisations require employees who are willing to fulfill tasks beyond their normal job scopes.

However, OCB is a choice, and cannot be imposed on the workforce. In order to reach this goal, HR has an important role to play in getting the right people in, and encouraging the “OCB virus” to grow and spread throughout the organisation.

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SME SPOTLIGHT

Printing a picture of progress

Equipping employees with the right skills is one of the ways Asiawide Print stays relevant in an industry that is often perceived to be fading Muneerah Bee muneerah.b@hrmasia.com.sg

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SME SPOTLIGHT

A

bout a decade ago, a pair of siblings decided to take over the reins of their father’s printing company.

For Stephanie Fang, Chief People Officer (CPO) of Asiawide Print Holdings, the decision to take over the company was motivated by one main thought: “What would happen to the workers if my father shuts the company down?”

Being around the company and its employees since a young age, she sees them as family and she continues to look into their interests as the company’s CPO. A family business spanning three generations, Asiawide Print offers professional printing services with products such as corporate folders and calendars to marketing collaterals, packaging boxes, and direct mail brochures.

Since taking over the company, Terrence Hong, Chief Business Officer (CBO) says Asiawide Print has grown about four times bigger, and it also has established a new business strategy. In fact, the company started its first HR department last year to better meet the needs of its 60 employees and look into areas of staff welfare and benefits.

Helmed by a HR personnel with the title of “Listening Officer”, the new department allows employees to “go to the person in-charge to share about their problems or anything that they hope the company can help them with,” says Fang.

It has proven to be beneficial, as more people are now willing to come forward.

She notices the employees are more positive now that they have an outlet to share any grievances and know that they will be listened to.

Asiawide Print’s Chief Operations Officer (COO) Ma Bin says setting up the HR department has also given employees an avenue to address their concerns about their personal skill sets.

Room to grow Being a printing company, it is essential that the firm’s employees have the skills needed for the job. However, even after a few years on the job, some employees will still need the latest information to truly thrive in their roles.

Ma says the company conducts theory-based lessons and continuous on-the-job training to improve skills across all departments. Additionally,

A family affair Asiawide Print’s efforts to be connected to its employees include organising activities such as team building, which happens about twice yearly, and food tasting. The company is also hoping to organise a Family Day where employees can visit places of interest, such as the zoo, together with their family members.

“Terrence and I always believe that we are not taking care of just 60 people. We are actually taking care of a bigger picture because they also have children and families,” Stephanie Fang, Chief People Officer of Asiawide Print Holdings says.

Fang says there is room for employees be groomed and grow in any direction. While there isn’t a formal career progression programme in place at Asiawide Print, the culture of open communication allows employees and the management to explore any growth opportunities.

“Our staff always have the chance to improve themselves. For example, if we notice a machine operator has the talent to do planning, we can upgrade his skills and transfer him to a different department,” Ma explains.

With his background as a trainer for printing machines, Ma is able to directly provide in-house training, which employees attend about twice a month. The company has also expanded its physical space and it now has the facilities and rooms to accommodate training needs.

Productivity woes Another good reason for upskilling at Asiawide Print is to improve productivity.

“One of my biggest challenges as a CPO is how can I help my staff to draw higher salaries? I have to think of ways ,such as upskilling them, and explore areas on how can I help them,” Fang shares.

To reach its productivity goals, Asiawide Print utilises government funding to automate some of its processes. For example, the company is able to handle a larger volume of folding printed materials after investing in a high-speed folding machine. “We have to tap on technologies to help our people to work better because we can’t be stagnant. We have to grow and improve our productivity, and the grants help us a lot. The employees are

also happier to work today,” Fang says.

Attracting fresh blood Asiawide Print is also trying to positively brand the company to attract talent. Fang says some young employees may avoid joining the manufacturing industry. “So we have to rebrand ourselves as a new type of printing company, and we hope to create a company where youngsters will be attracted to join,” she says.

To retain workers, Ma says the busines tries to engage with its employees to understand them better. And it seems to be working, as the company has had a turnover of less than five percent over the last two years.

The sun still shines While the traditional printing industry is known as a “sunset industry”, Asiawide Print sees a lot of growth on the horizon.

Moving forward, the company hopes to grow into a cross-media environment.

With Hong setting the pace for business development plans, it hopes to move into digital media while still taking care of physical printing needs. Further down the road, the company hopes to develop and create its own products.

“Our company has the mindset to try to change its business direction into new areas,” Ma says.

When asked what she looks for in new hires in line with the company’s planned progress for business growth, Fang says, “Attitude and passion plays a bigger part than having just skills, because I believe any skills can be retrained with the right attitude.”

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ADVERTORIAL

Bringing teams together in a unique setting …the essence of the Lime House Experience

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et in a three-storey heritage shop house in Chinatown’s Keong Saik belt, Lime House opened its doors in 2013. With a ‘welcome home’ philosophy at the core of the Lime House Experience, it is a mecca of gatherings, making connections and collaboration.

It is this passionate embodiment of the Caribbean spirit that is brought to life by definitive experiences, encapsulated by the term, “liming”, which is socially used to mean simply “hanging out with friends”.

“In my 15 years as a change consultant and having experience in driving organisational change, finding a conducive ‘out of the office’ environment was always a key element. Lime House offers a great opportunity to bring teams together in a relaxed and unique setting,” says Lime House’s owner and founder Chris Morris.

“A key challenge always is how to engage teams when it comes to collaboration and training. I believe that the overall environment has a key role to play. Far too often, venues mirror office or work environments, which may cause a challenge when asking employees to innovate or to absorb new 58 ISSUE 15.8

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and different ideas and concepts. The social aspect of learning is also enhanced by a more casual ‘at home’ setting, where our guests are more inclined to engage with one another in a less-structured and constrained way.

The idea behind Lime House as an offsite corporate space comes from elements of the Caribbean lifestyle, where even the most serious business is effectively conducted in an inviting sitting room or breezy veranda. In the hustle and bustle of the Event Space – Lime House Singapore business world, our clients relish We offer restaurant dining the opportunity to increase rooms serving up the best employee effectiveness in authentic Caribbean and productivity and to cuisine, and an outdoor simultaneously delight them”. lounge space as additional Lime House comprises of settings that can be used three floors as well as the to break up the monotony “Lime Yard”, an intimate of the typical workshop outdoor space with a chilled session. The modular nature out tropical garden-themed of the space, whereby the lounge. The restaurant floor, room configuration and second floor, third floor and format can be quickly and “Lime Yard” can be booked easily converted allows individually or in varying for flexibility needed by combinations to tailor to our facilitators to keep their clients’ specific hosting needs. groups engaged.

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With each floor sized approximately 1,500 square feet, an open layout concept on floors two and three, a full service restaurant and bar and cosy outdoor lounge space, Lime House offers unmatched space, versatility and functionality. As such, it has become the go-to venue for corporate workshops, training sessions, business meetings, private dinners and networking gatherings.

Lime House Asia 2 Jiak Chuan Road, Singapore 089260 Tel: +65 6222 3130 Email: hello@limehouse.asia Web: www.limehouse.asia

TALENT

LADDER

Lorraine Parker-Clegg

Silva Robertson

Vanessa Ng Lee Shen

Lorraine Parker-Clegg is the Vice President of HR, Asia-Pacific at Medtronic.

Earlier this year, Medtronic completed its acquisition of Covidien, bringing Parker-Clegg into the role of HR business partner to the President of the newlycombined Asia-Pacific organisation.

In her prior role of four years, she was responsible for HR in Emerging Markets, which encompassed Latin America, Asia, Emerging Europe, the Middle East and Africa.

Originally from the north of England, Parker-Clegg completed her degree at Sheffield Hallam University. She began her career as a sales representative, and then held roles within key account management and trade marketing.

A change in direction led her into the HR function, where she undertook an accredited HR Programme at Oxford Brookes University while commencing her first HR generalist role.

Parker-Clegg spent 16 years of her career at Bristol Myers Squibb, spanning the Consumer, Medical Device, and Pharmaceutical businesses.

“My team and I are working on driving the necessary change to support the accelerated development of talent, build succession depth, and ensure our employees see Medtronic as ‘the place to be’,” Parker-Clegg said.

“I am really excited to be in the region and to have the chance to live and work here in Asia-Pacific is truly energising.”

SapientNitro, part of Publicis Sapient, has announced the recent appointment of Silva Robertson as Hiring Lead for Asia-Pacific.

In her new role, Robertson will report directly to the Global Director of Hiring, Kristina Shedd.

She will be responsible for building a valued hiring team, and for attracting talents, both young and experienced, across the regional offices in Australia, China, Hong Kong and Singapore.

Speaking on her appointment, Christian Oversohl, CEO of SapientNitro in AsiaPacific, said, “We are excited to have Silva Robertson join our SapientNitro Global Leadership Talent Acquisition team.”

“Her knowledge of the Asia-Pacific market, combined with her deep expertise in recruiting and sourcing talent, will strengthen our position to attract and hire the best talent.”

Robertson has a decade’s experience in recruitment, specialising in the creative, media and advertising technology industries.

Prior to joining SapientNitro, she was the Managing Director of Nakama Singapore, where she ran and built up a business and team over two and a half years.

On her new role, Robertson said, “SapientNitro is one of the few organisations that heavily invests in bringing together a dynamic pool of people and empowering them to make an impact within the global organisation.”

“I’m excited to be joining the AsiaPacific people team to help facilitate and drive this unique and diverse culture.”

Vanessa Ng Lee Shen has been recently appointed as Regional Learning and Development HR Assistant Manager at Samsung Asia.

Her new position will see her manage the full spectrum of learning and development programmes for employees in the Southeast Asian Region. Her key roles also include cultivating and building a great workplace through various employee engagement initiatives.

Ng joins the company from System on Silicon Manufacturing, where she worked as a Process Development Engineer for three and a half years after graduating from Nanyang Technological University.

She was then chosen to take on the role of Senior Executive of HR Development at the same company, a position which she held for another three years.

On her career switch, Ng said, “My former company encouraged employees to develop careers through internal job opportunities.”

“I was fortunate to have been given the opportunity to make a career switch from engineering to HR Development.”

Looking forward to her new position, Ng added, “I like to help our people by identifying their values and bringing out their best potential.”

“With that, I am not just doing a job but rather, living a meaningful life with a purposeful job.”

Vice President HR, Asia-Pacific, Medtronic

Hiring Lead, Asia-Pacific, SapientNitro

Regional Learning and Development HR Assistant Manager, Samsung Asia

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MICE

Going the

EXTRA MILE 60 ISSUE 15.8

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Elephant safari ride – Bali adventure tours

MICE

International incentive trips have become a popular retention strategy among Singapore employers. HRM looks at the unique accommodations on offer for such trips and how they can impact work relationships Naadiah Badib

naadiah.b@hrmasia.com.sg

W

hether it is a local incentive trip Marketing, Bali Adventure Tours can or an international excursion, attest to. an increasing number of employers are “Bali is becoming a popular destination going out of their way to make their staff for Singaporean companies who are feel valued. looking for incentive trips,” he says.

Such trips are one of the many ways “(This is because) the distance is not employers can motivate and reward their very far, and there are many activities employees for meeting specific goals and that can be explored in the sea, on land objectives. and also in the sky.”

Based on the Globoforce Workforce Mood For companies that favour time spent Tracker report, an overwhelming 98% of on outdoor activities, Bali Adventure US employees admitted that milestones Tours provides a wide range of adventure are a positive experience for them. activities, from the sea to the jungle.

Seventy percent of the same survey’s Team building activities can also be respondents said they felt more valued expected, as the tour company offers when peers were included during the white water rafting trips for groups of up celebration of their milestones. to 400 people a day.

This is why more “Team building organisations are viewing programmes can be added into incentive trips as an integral this rafting trip, by adding part of their employee three to five games along the of US employees propositions. admitted that milestones river,” says Wijata.

Star Cruises has been one of are a positive experience for them. the beneficiaries. It has seen

98%

Additionally, the tour allows guests to experience an elephant ride firsthand.

“We have a few companies bringing small incentive groups to stay at the Elephant Safari Park and Lodge,” Wijata shares.

“Of our 25 rooms, 23 of them have elephant platform access to let the guests get a pickup from their room, with an elephant then taking them to dinner or on a ride through the jungle.”

Cruises have also emerged as a new travel trend for many corporations. They are being seen as a new alternative for companies looking to base incentive trips at unconventional venues.

While Star Cruises is able to accommodate up to 1,000 staff for such trips, one of the distinct services it provides is a variety of accommodation options, including staterooms, balcony cabins and plush suites.

Source: Globoforce an increase in demand for such Workforce Mood trips aboard its ships.

Tracker report “Annually, we are seeing 30% to 40% growth in MICE corporate groups,” says Michael Goh, Senior Vice President of Sales at Star Cruises.

Unique quality While many employers are comfortable staying at home, others are determined to make their trips memorable by getting out of the country.

Despite being just a small island in Indonesia, Bali is popularly known as a tropical paradise. There is no doubt that the island is becoming an ideal place to hold corporate incentive trips, as Arifin Tirta Wijata, Director of Sales and

Taro Suite Living Room – Bali adventure tours

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Nominations Now Open!

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MICE

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BBQ buffet party at sea by Star Cruises

“We offer a wide range of elegantly appointed sanctuary at sea across our fleet,” says Goh. “Our suite guests will be wellpampered by the personalised butler service provided throughout their cruise.”

Furthermore, facilities and services are well-equipped to meet business objectives.

“We can exercise flexibility and customise our integrated cruise offerings to suit every budget and MICE event requirements, in terms of culinary pleasures, optional shore excursions and entertainment offerings,” he adds.

“The cruise is the perfect option for corporate companies that yearn for a distraction-free environment that balances the seriousness of business with leisurely pleasures.”

In contrast, other venues offer peace and serenity in an effort to provide that bond between employer and staff.

Montigo Resorts in Bali and Batam, for instance, prides itself on having plenty of space and room for its guests.

“Our villas come equipped with large shared spaces that ensure that company employees will always have the space and time (at their choosing) to speak and embark on activities together,” Dalip Singh, Managing Director of KOP Properties, says.

“Each villa also has its own pool and a sky terrace perfect for gatherings, a private party or a barbeque.”

Moreover, the resort offers a range of nature activities that allow employees to have bonding sessions in casual surroundings.

“Some of our more popular activity options include watching the sunset by the waterfront, and getting employees to build a campfire together,” says Singh.

“Team building activities may be organised in or outside of the resort.”

“Whether its mangrove or fishing tours, cooking competitions or group spa treatments, we can tailor activities specific to requests.”

Companies are seeing a massive gap between the money they spend on employee benefits, and the value they get from them.

This was a key finding from Towers Watson’s 2015 Asia Pacific Benefit Trends survey.

The study revealed that more than four in 10 employers reported spending more than 20% of payroll on benefits, but only 16% of them felt those investments were highly valued by employees.

This survey reflected responses from 1,145 employers across 20 countries.

Customisation opportunities While travelling from place to place on an elephant may seem bizarre already, Wijata says there have been other, even more unique requests from companies during their stays at the Elephant Safari Park.

“Sometimes, we receive requests from clients that are looking for something different, beyond regular tours,” he says.

“For example, one company wanted its participants to wash the elephants, and also clean up their dung!”

More regular services that the Elephant Park offers include healthy breakfasts by the river and tree-planting during trekking trips.

Pool Villas – Montigo Resorts, Nongsa

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MICE

“Promoting loyalty also helps to increase employee retention, and reduce the costs involved in hiring and training new employees” – Dalip Singh, Managing Director of KOP Properties

Baclony Cabin – Star Cruise As fostering better relationships is often a key mission of incentive trips, Star Cruises has accommodated to a range of requests on planning teambuilding activities.

“Some event organisers may opt for teambuilding activities with fun icebreaking group games,” says Goh. “Others may have a more elaborate MICE requirement, such as special menu upgrades for gala dinner celebrations, staging exclusive entertainment shows, and customising adventure tours at exotic destinations.”

Additionally, there are quite a number of requests unique to Montigo Resorts.

These examples include fireworks displays and the company’s own version of an Amazing Race competition.

“Our incentive guests like to have the flavours of the destination, so tea

Tadd’s Pool – Montigo Resorts, Nongsa 64 ISSUE 15.8

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and lunch breaks are often prepared Indonesian-style with local authentic favourites,” Singh explains.

“We also have three large common area pools. One of them has been a venue for water polo matches, organised as part of the incentive trips.”

Fostering ties Singh suggests incentive trips can help the employee-employer relationship in two main ways: productivity and loyalty.

“Good relationships promote a pleasant working environment. This will in turn lead to an increase in motivation, which will improve productivity,” he explains.

“Promoting loyalty also helps to increase employee retention, and reduce the costs involved in hiring and training new employees.”

An added advantage is that attending incentive trips can eliminate the formal backdrop of the office and allow employees to let loose.

“They are able to discuss and share their ideas and experience in a casual situation without borders,” Wijata says.

“In the end, it will improve company performance in the upcoming years.”

Goh also says incentive trips provide an excellent platform for attendees to congregate together.

“As a result, dynamic teams with strong synergies are formed. They will experience tremendous breakthrough and elevate the organisation to new heights together,” he adds.

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SUMMIT

Te c h n o l o g y, D e s i g n & S t r a t e g y 21 – 22 October 2015 | Singapore

Just a year ago, for the first time in human history, the world’s population is outnumbered by mobile devices, according to GSMA Intelligence and the US Census Bureau. The number of active mobile devices stands at 7.22 billion, whilst there are fewer than 7.2 billion people in the world. The world has moved away from a time when there is a computer on every desk, to a computer in every pocket.

Evolving at a breakneck speed, the internet and the digital realm is already our part of our everyday lives, disrupting human relations and is set redefine the human resources function in the future workplace within the next decade. Disruptive technologies have already begun to affect the way we work together, what employees increasingly value, and when and where work is done. These changes will pressure businesses to adapt to the future workforce style and behaviors, navigate complexity and disruption, and rethinking how to best motivate and inspire knowledge workers to build an organization that is “disruption-savvy.”

For the first time ever, HRM Asia is excited to launch our inaugural Future Workforce Summit 2015. The event will explore the ever-changing landscape of our current and future workplace. It will convene HR leaders from across industries to strategize on capitalizing disruptive technologies, emerging trends and capabilities to drive value and innovation.

Featuring Industry Experts

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• • • • •

Tan Kok Yam, Head, Smart Nation Programme, PRIME MINISTER’S OFFICE SINGAPORE Yin Cheng Lau, Chief of HR & Organisational Development, INFOCOMM DEVELOPMENT AUTHORITY (IDA) Rebecca Port, Managing Director and Global Head of HR, Risk, STANDARD CHARTERED BANK Peter Andrew, Director, Workplace Strategies Asia Pacific, Global Corporate Services, CBRE Samarth Kasturia, Associate, Workplace Strategy, Jones Lang LaSalle & Regional Workplace Strategy Consultant - Asia Pacific, SHELL

• • • • • • •

HEAR Top 3 trends that will shape the future of work is currently shaping the future of work RACE against or with the machines – setting the course for future generations to follow REDEFINE the full spectrum of current and future work through a framework of - Deconstruct, automate and reconstruct DECONSTRUCT jobs and organizational structures to optimize your talent NURTURE a creative culture and minimising the risk of data and information loss UPDATE your legal and compliance framework in the ubiquitous world REDESIGN HR touch points and enhancing the human experience in the connected world GAIN insights into the evolution of organizational design in the workplace city of the future

Contact Me to Register: Nur Fadilla | Tel: (65) 6423 4631 | Email: nur@hrmasia.com.sg

EMPLOYMENT LAW

HRM CONGRESS HIGHLIGHT

EMPLOYMENT LAW CONGRESS

H

RM Asia’s Ninth Annual Employment Law and Compliance Asia Congress was held in Singapore last month, with over 80 attendees participating!

Shining the spotlight on 15 jurisdictions across top emerging markets in Asia, this flagship event was the practical guide for in-house legal counsels and HR leaders to effectively navigate the regulatory and cultural complexities of multi-jurisdictional transactions across the region.

This was the only Asia-Pacific focused conference with a line-up of top-tier employment lawyers speakers from each of the jurisdictions being discussed.

Presenting in the 2015 event were representatives of: Herbert Smith Freehills (Singapore), Quisumbing Torres (The Philippines) Duane Morris (Vietnam) Rajah & Tann Asia (Myanmar), Lee Hishammuddin Allen & Gledhill (Malaysia), Hadiputranto, Hadinoto & Partners (Indonesia), Winston & Strawn (China), AZB & Partners (India), Siam City Law (Thailand), Eiger Law (Taiwan), Chuo Sogo Law Office (Japan), Yulchon LLC (South Korea), and People + Culture Strategies (Australia and New Zealand).

The 2015 event also introduced novel, interactive sessions, along with a higher level of audience involvement, including a two-hour country-specific legal clinic.

Participants were able to have oneon-one consultations with specialist employment lawyers to discuss their specific employment challenges.

Complemented with practical case studies, this allowed them to keep abreast of topical up-to-date employment risks, as well as the latest developments and legal updates.

Another highlight was a timely, panel discussion featuring premier legal experts from across five top emerging markets in Asia: India, the Philippines, China, Vietnam, and Indonesia. These pre-eminent legal minds exchanged views on the best practices required to break through the legal barriers to talent mobility in each respective country.

Over 80 high-level delegates attended the event, primarily from Singapore (90%) but also from Malaysia, China, Hong Kong and the US. They heard expert advice on crucial employment-related issues, such as:

• Recruiting, selecting, hiring and induction • The employment contract • Benefits, retirement and related tax issues • Dismissal, termination and redundancy • Expatriates and foreign workers The Employment Law and Compliance Asia Congress 2015 also welcomed Wolters Kluwer as a dedicated exhibitor for the event.

A very special ‘thank you’ to our speakers who took time out of their busy schedules to share their experiences and thoughts. It is through the support of this amazing line-up of speakers that HRM Asia is able to continually strengthen its programme. Once again, we thank you all for your support.

We also ask that you keep in touch with the contacts you made and continue to participate in our upcoming HR congresses.

Mark your calendars with these events now!

• Smart Total Rewards Asia 2015, 18-19 August 2015, Singapore • Conducting HR Compliance Audits, 26-27 August 2015, Singapore • Smart HR Congress, 28 August 2015, Singapore • The Business Savvy HR Leader Workshop, 22-23 September 2015, Singapore • HR Service Delivery Congress, 28-29 September 2015, Singapore

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HIGH

IMPACT HR

NTUC FAIRPRICE:

Gunning for graduate talent Who says NTUC FairPrice is only for middle-aged and older workers?

Certainly not these two employees, who are taking advantage of the supermarket giant’s graduate recruitment drive Sham Majid sham@hrmasia.com.sg

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A

rmed with a degree in Business Management from Singapore Management University (SMU), one might have expected Tan Yanbin to seek a job in a big corporation.

Instead, the twenty-nine year old has been with NTUC FairPrice for more than two years, having first joined as a management trainee.

His career mirrors that of Koo Wan Qi, 23, who graduated from the University of Nevada, with a degree in Hospitality Management. She has been

working with FairPrice as a full-time employee for nine months.

Contrary to popular belief, FairPrice does not only offer the highly visible store-front service positions such as cashiers and logistics.

Tan Ping Ling, Deputy Director (HR), NTUC FairPrice, says that due to the large scale of operations at FairPrice, there are many different job functions in various departments.

These include roles in purchasing and merchandising, food safety and quality management, store design, warehouse management, corporate communications, store operations, HR, finance, auditing, marketing and information technology.

Bringing graduates in Tan says depending on a graduate’s area of study and interests, FairPrice offers a chance to hone skills in a fast-paced and supportive environment.

“We believe in building the ‘Best Place to Work’ brand by valuing and investing in our employees,” she explains.

“The aim is to not only ensure our staff have competitive remuneration, but to also have a safe and caring environment,

a culture of continuous learning, and a roadmap for career development. This way, every employee has the opportunity to develop to their fullest potential.”

Tan elaborates that graduates can choose to apply for the management trainee programme which will expose them to the various functions in operations; something Yanbin can certainly resonate with.

He now holds two portfolios, where he is in charge of the confectionary warehouse, as well as the transportation and distribution of products to NTUC FairPrice outlets.

Part of his portfolio involves troubleshooting and handling issues with goods being distributed to stores.

His job scope also entails proper resource planning for warehouse space, manpower, and truck movements in anticipation of the high throughput volumes during peak seasons such as Christmas and Chinese New Year.

Koo, on the other hand, first worked with NTUC FairPrice as a part-time cashier when she was 16 years old.

She then came back to FairPrice for her student internship programme, where she was given the opportunity to work with NTUC Plus! Cards under the Special Projects department.

Joining the FairPrice ranks Yanbin cites a number of reasons for joining FairPrice.

One reason is that the organisation has a strong branding presence in Singapore and is one of the country’s largest employers.

“I grew up shopping with my parents at FairPrice since I was young,” he says.

“Another reason is the employee benefits that FairPrice offers, such as company bonding activities and a focus on work-life balance and pro-family values, which I heard through word-of-mouth.”

Tan says that apart from providing a fulfilling career in a fast paced industry, FairPrice also recognises the importance of work-life balance and holistic enrichment for staff.

“For example, sports, social, and health and welfare activities are organised regularly to promote active living and camaraderie among staff,” she says.

“We also have a robust volunteer programme for staff to participate in,

as we recognise the value of having employees being directly involved in community activities, which include packing and distributing food to those in need, visiting beneficiaries’ homes, or participating in excursions with them.”

In order to commemorate Singapore’s 50th anniversary this year, FairPrice is targeting to clock 5,000 volunteer hours across the organisation.

Meanwhile, Koo continued working at FairPrice for four months upon the completion of her internship, and eventually returned to FairPrice for a fulltime position as a management trainee.

“I decided to continue working with FairPrice because I wanted to be a part of its growing retail line,” she says.

“FairPrice’s strong branding presence as a household name in Singapore also enticed me to stay on as a full-time employee. Furthermore, my goals are aligned with those of FairPrice, as I believe that giving back to the community is important.”

Rising up the corporate ladder Upon commencing her role, Koo says FairPrice gave her the opportunity to attend training courses approved by the Workforce Development Agency (WDA). These enabled her to gain the relevant knowledge and skillsets required for her role.

“I started out by rotating through

different departments within a FairPrice supermarket, and learnt how to merchandise products and perform specialised skills such as fish cutting,” she says.

“I later moved on to learn about how to manage my customers, and how I should always strive to contribute to FairPrice’s social mission of being ‘a retailer with a heart’.”

Koo admits that as a fresh graduate, one big challenge for her was to grasp the concept of time management.

“As a student, I enjoyed the freedom with my time,” she explains.

“The transition of going into fixed working hours when I started my fulltime position at FairPrice was slightly difficult. However, I learnt and adapted towards gradually improving and performing in my job.”

Yanbin’s stint as a management trainee allowed him to both understand the core business through his attachment in-store, and also learn about warehouse operations through his stint at the Fresh Food Distribution Centre.

“This has given me a clearer idea of the various aspects of the supermarket business, and has helped me to hone my knowledge and expertise,” he says.

“It has, in turn, helped me to tackle day-to-day operational issues in my current position, and to grow and learn in FairPrice.”

The value of internships for grads Tan Yanbin and Koo Wan Qi, both graduates who are currently working at NTUC FairPrice, agree that internships are crucial platforms to enable their graduate counterparts to sample life in the working world.

Tan: Internships are an important part of the learning experience. It would be good to go for internships in industries you’re interested in, so as to get a feel Koo Wan Qi Tan Yanbin of what it’s really like working there. Sometimes, there might be a mismatch and other times, it might reaffirm your convictions. Whatever the case, the experiences will help you make better choices when you finally embark on your job-hunting journey.

Koo: Before graduation, take up an internship programme with a company that you wish to work for. This gives you the opportunity to understand yourself better and perhaps see if you are suitable for the job.

This, in turn, assists you to narrow down and be better able to choose your first job upon graduation. And of course, follow your passion – don’t be afraid to try things out to see which path best fits you.

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VIEW POINT

Workplace Diversity holds key to innovation

In an era of economic globalisation, Singapore’s diverse workforce has been instrumental in building and sustaining its vibrant economy and maintaining its status as a global business hub. As a nation known for its multi-racial and cosmopolitan culture, Singapore has established itself as a prime destination for foreign investments

T

oday, about 30% of Singapore’s workforce is made up of non-locals from more than 50 different nationalities. This means that in any single organisation, locals and non-locals have to work hand in hand, leveraging on their different capabilities and skillsets, to deliver superior results.

Businesses that are quick to nurture a culture of inclusion and harmony will harness the benefits of a diverse workforce – innovation and creativity as well as a natural connection with similarly diverse marketplaces.

Championing Diversity and Inclusion at the workplace Since 2013, the Singapore National Employers Federation (SNEF), has been spearheading the ‘Diversity Champions (DC) Programme’, aimed at mobilising and engaging senior management 70 ISSUE 15.8

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representatives from different companies to discuss the challenges faced in managing a culturally diverse workforce. DCs from organisations which are more advanced in their journey of Diversity and Inclusion (D&I) share their best practices and provide support to the newer DCs,” says Tracey Ho, Founder of Atticus Consulting and a member of the National Integration Working Group for Workplaces. As a participant of the first DC programme as the Asia Pacific Head for Diversity and Inclusion for IBM, and now facilitator for the second series, Ho has witnessed the win-win benefits of the series for all participants first hand.

She added, “Not only do the more advanced DCs provide immense value to the programme by sharing their good practices, they were also able to gain new insights into workplace

integration and cultural intelligence. This enables them to update their policies and programmes and ensure that they remain relevant.”

Nurturing strong crosscultural teams for greater productivity Common issues that were discussed during the sessions included the lack of workforce cohesion, particularly around communication breakdowns as a result of poor language skills or cultural misunderstanding, especially in the service sector. “These shortcomings impact companies, specifically in productivity and customer service,” says Ho. The sessions were also attended by business owners and C-level HR directors who were able to lead change from the top. Eugene Yong, Director of Woh Hup Pte Ltd, one of Singapore’s leading privately owned construction and civil engineering companies, agrees. “I was able to connect with likeminded representatives from different industries, and discuss and innovate solutions to address unique integration problems through the DC programme,” he shares. “This better

positioned me to drive Woh Hup’s D&I journey.”

But the impact of the DC journey is not just limited to the sharing sessions themselves. Information exchanges between industry players as well as the coaching provided by SNEF through the dialogue sessions have created a multiplier effect by empowering Diversity Champions to spread the word beyond their companies. Jessica Leong, Group HR Director of STMicroelectronics, is one such champion of this cause.

“The passion and drive of the DC team in promoting inclusion in the workforce inspired me to champion workplace diversity within the industry,” she explains, describing her motivation for her on-going efforts in growing a network of likeminded Diversity Champions.

Be the change you want to see We invite companies to take the next step to improving and sharing their HR strategies in D & I – be part of the HR movement that is leading inclusion in a diverse workforce.

Enquire about enrolling in the next series of the DC Programme at win@snef.org.sg.

Tracey Ho Facilitator, SNEF Diversity Champions Programme Singapore National Employers Federation 60 Paya Lebar Road, #13-45 Paya Lebar Square, Lobby 2, Singapore 409051 Tel: +65 6290 7694 Web: www.snef.org.sg

IN PERSON CHE YANEZA

Vice President of HR, Primer Group of Companies

How many years of HR experience?

I have over 15 years of solid HR experience.

Why HR?

I graduated as an engineer and worked as a customer service planner at a multinational semiconductor company initially, before becoming a product specialist with pre-sales and marketing.

From there, I practiced a good number of years as a process analyst and manager before finally landing in the HR space.

I discovered that I like developing, nurturing, coaching, and mentoring individuals. HR gives me the opportunity to further this and I have found enjoyment and fulfilment in bringing out the best in people.

Why the Primer Group of Companies?

Aside from being a fun company, the core values of the board of directors are quite aligned with my personal and professional work values. This company also paves the way to many opportunities to harness potential talents. Of course, the fun and fulfilment also come with hard work and passion.

Biggest achievement?

Personally, my biggest fulfilment is having nurtured two relatively grown up kids: ages 20 and 18.

Professionally, I consider having mentored a couple of individuals to rise from a very ordinary state to good leaders in their fields as another achievement.

They eventually discovered their “true selves” and their life’s passion.

After hours?

I play tennis a lot. It gives me a different high when I’m on the tennis court.

Family?

I have been married for nearly 21 years, but my husband joined his creator last May. I have two kids and for a family of three, we’re set to conquer our worlds. Our last year was not easy, but the trials made us stronger and closer. As we always say, the setback is just a setup for our comeback.

BOOK REVIEW

Thriving under pressure D

o you find yourself stumbling under pressure to execute multiple tasks?

Are you tired of letting that pressure determine your fate?

If you are, then How To Perform Under Pressure: The Science of Doing Your Best When It Matters Most, is a suitable guide to help you regain confidence and diminish the effects of pressure.

An informative read, the book draws on research from over 12,000 people and features the latest advances in neuroscience. Not only that, it also provides a range of case study experiences from people with real experience of pressure: frontline employees to elite athletes.

The first section of the book offers an understanding of the nature and science of pressure. This helps to delineate stress and pressure, giving readers a solid foundation on its causes.

The book not only explains the facts behind the relevant research; it also proposes 22 solutions to overcome the flow of pressure and outlines a four-fold strategy to coping with pressure over the long-term.

The frequent use of real world examples – from the worlds of sports, academia, and more –may pull familiar strings with readers, and allow them to learn from the experienced.

In addition, specific research on the myths of pressure, including the supposed correlation of high performers on a team and their performance capability, is shared by authors Hendrie Weisinger and J.P. Pawliw-Fry. Through the various excerpts from other professionals, these explanations of the causes of pressure and the strategies to overcome it, are written clearly enough to comprehend for most ages.

The book will also help readers to reflect on the measures to take when faced with unavoidable pressure, and also allow them to make small changes that can moderate the stress and deliver when it matters most.

Title: How To Perform Under Pressure: The Science of Doing Your Best When It Matters Most Authors: Hendri Weisinger and J. P. Pawliw-Fry Publisher: John Murray Learning Price: S$37.34 (Before GST)

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AHRDSPEAKS AHRDSPEAKS

The HR leadership diet

– Trimming the fats while building up the muscles for a sustainable future ready workforce

F

our key ingredients which are essential for HR professionals to stay relevant and to be highly valued in the business world are:

Strategic Workforce Plan – The diet plan A Strategic Workforce Plan (SWP) ensures alignment between long term strategic objectives and workforce strategies. HR cannot work alone – so collaborate with the Strategic Planning and Organisational Development functions and the line to enable an effective SWP to take place.

SEVEN

Staying relevant to the business and customers – Building the muscles Critical HR skills required today are: networking, building communities, building organisational resilience, and tapping on the wisdom of the crowd instead of being the “know all” in HR.

Keeping It (HR) Simple, Sweet, Enjoyable and Sustainable – Trimming the fat HR is most valued when we make lives easier for our customers. We have to keep HR simple, easy to

Group Director HR International, Citrix Systems

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The courage and will to make changes – Regular exercise It takes courage and perseverance to cull the things that are no longer relevant, and develop new skills and capabilities to meet changing needs. If we can have a simple and effective system that cuts down work and headcount by half, are we prepared to make that change?

Low Peck Kem Chief HR Officer and Senior Director (Business Partnerships), Public Service Division, Prime Minister’s Office

7.00AM

11.00AM

5.00PM

First glance at emails from the night before. As a multinational company, there is always early morning work and early morning calls to catch up on.

Emails, emails, emails – my two hours to clear out my inbox.

The day continues with more calls and emails before dinner.

1.00PM

6.00PM

Lunch is mostly a quick affair, followed by some more phone calls on a variety of topics facing different countries.

Dinner and time with the family.

8.00AM

Michael Stickler

understand and implement, and we have to allow managers to exercise autonomy and their good sense of judgement to win the hearts and minds of their employees.

Just the right time to bring my kids to school. At 9am is when I usually start getting the first calls with my team members and business leaders.

9.00AM I would normally receive video calls from our regional leaders’ employees in the region. Then, some office work (not always too exciting: approvals, reviews of documents and preparation of projects for the following week).

2PM I will receive some more video calls, but it comes in handy that Citrix has its own software solution here.

3.00PM Time off again, and I pick up my children from school.

Keeping in touch with my kids is one of the hours in the day that I truly enjoy. It is usually a great opportunity as we are stuck in traffic almost daily.

9.00PM This is the period when the calls start again as my peers in the US come online. The day usually wraps up at around 11pm. And while this might sound like a pretty heavy schedule – I enjoy it thoroughly. It provides me with a lot of opportunities to manage my work and private life in a seamless way. And of course, there is still time to spend with friends and family – not every evening is filled with calls.

Regional HR Manager, Eastern Hemisphere

Training & Development Director (F&B)

Human Resources Manager

› Global player in the Oil & Gas industry › Hands-on and strategic-focused role

› Stand-up training delivery required › Experience in conducting training for franchisees

› Be a part of a growing F&B chain › Dynamic and fast-paced working environment

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, recruitment, employee engagement and retention, labour relations and compensation & benefits.

Degree qualified, you have minimum of 8 years of relevant experience ideally in oil & gas industry. You have regional 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 are highly hands-on and self-motivated, and have demonstrated HR partnering successes with cross-cultural business leaders and team management experience.

Reference number: MH/JD51476 Contact person: Maureen Ho (Reg. No. R1105976)

As part of their regional expansion plan, our client is seeking a Training & Development Director to head the Training and Development function for the company and its franchisees.

You will be responsible for developing and implementing the training concept and programs, in consultation with the line managers. Conduct learning needs analysis to identify the training needs of all employees including franchisees. You will also lead the performance management and employee development processes by formulating initiatives to build and sustain a performance-driven culture, and participate in rolling out employee engagement activities.

Degree qualified with professional certifications in training, you have minimum 5 years of relevant work experience including 2 years dealing with franchisees. Hands-on, energetic with excellent communication and presentation skills, you will be able to work independently in a vibrant and lean environment.

Reference number: AJ/JD51471 Contact person: Amruta Joshi (Registration Number R1328823)

As a HR Manager of a growing F&B chain, you will be responsible for the full spectrum of all Human Resource issues including staff motivation, recruitment, compensation & benefits, retention, assessing training needs and payroll.

You will serve as a link between management and employees by interpreting and administering contracts and helping resolve work-related issues. You will provide performance management and compensation & benefits guidance to line managers. Taking a long-term view, you will be responsible for identifying and planning the company’s recruitment needs in advance. Acting as an advisor to the management team, you will be updated on the government and legal HR guidelines as well as industry trends and developments to communicate to the management team.

Degree qualified with at least 5 years experiences in human resources generalist role with minimum 2 years in a managerial role. You are very hands –on and enjoy working in a dynamic, fast-paced environment. Having experience in the F&B or hospitality sector would be an added advantage.

Reference number: AJ/JD51352 Contact person: Amruta Joshi (Registration Number R1328823)

1143/05_15

With strong footprint in the region, our client seeks a dynamic and seasoned HR professional to join them in a leadership role immediately.

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 the relevant consultant for the specific position in our Singapore Office on +65 6511 8555.  linkedin.com/company/talent2

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

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Your career in HR starts here.

Associate Director, Human Resources Director in leadership and talent development initiatives

You will oversee all HR matters and provide leadership for full HR spectrum functions, including but not limited to manpower planning, career development and succession planning, leadership development.

You will lead L&D projects, drive training initiatives and oversee the talent management cycle including succession planning. The ideal candidate is an accomplished HR Business Partner with 10 years or more of HR/OD focus, experienced in and passionate about management and leadership development and is recognised as a trusted adviser and facilitator to line managers. We will be looking at track records of aligning learning strategies and programmes to organisational strategy, and realising measurable organisational impact. Hence practical experience in managing intensive talent and leadership review processes as well as experience with large, organisation-wide programme and process implementation will be essential for this role.

Contact us at +65 6603 8037 / hrmg@capitagrp.com for a confidential discussion. (JOB CODE: CEY)

Learning & Development Manager Leader in training retail and service staff

You shall identify, develop and deliver customised programs or learning interventions in line with the business focus, placing emphasis on customer service and selling functions. You will effectively strengthen and grow the development culture and internal talent pool and plan development roadmap program series for different levels of staff. You will also manage external vendors in developing and delivering training programs that are aligned with corporate requirements. Armed with a degree in human resource management with at least 10 years of working experience in Learning and Development, you are ideally an ACTA certified personnel and are able to conduct stand up training on a regular basis. Candidates from a fast-paced background, preferably from Retail, Service, F&B industries will have an advantage.

Contact us at +65 6603 8021 / hrmg@capitagrp.com for a confidential discussion. (JOB CODE: ERQ)

HR Business Partner

Dual role – generalist operations and specialist lead Reporting to the Director of HR, you will have full accountability for assigned business units. You will manage the full spectrum of daily HR operations including recruitment, salary recommendations, employee relations, grievance handling, staff engagement, and advisory services on HR policies and procedures. You will also take on a HR specialist role and lead special HR projects and programmes in areas such as compensation & benefits, performance management, organisation development, talent management & succession planning, learning & development, amongst others. You should have a degree with a minimum of 8 years HR experience ideally in local large organizations / government-linked companies. Good working knowledge of labour laws and HR practices along with excellent written communication and interpersonal skills is essential for this role.

Contact us at +65 6632 0054 / hrmg@capitagrp.com for a confidential discussion. (JOB CODE: JYT)

B U S I N E S S S U P P O R T | O U T S O U R C I N G | T E C H N O L O G Y | E N G I N E E R I N G | B A N K I N G | H E A LT H C A R E

Professional. Personalised. Passionate.

HR VENDOR

THE HALLMARK OF OUR TALENT SOLUTIONS

5-year winner

OF THE YEAR

2010 - 2014

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CAPITA PTE LTD

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

MICHAEL PAGE Head of HR

Regional Talent Acquisition Director, APAC

Senior HR Manager

› Visibility to senior management › Attractive remuneration

› Excellent career prospects › Strategic and decision-making role

› Worldwide sales leader › Establish the Singapore office

Our client is a prestigious organisation with a strong presence in the Asia Pacific. Due to increasing business needs, they are looking for a high-calibre Head of Human Resources to lead the human resources team in the full spectrum of human capital needs for the organisation.

In this role, you will be involved with designing longterm human resources strategies and providing practical medium term solutions to meet business needs. You should have demonstrated a track record of being a strong leader with excellent business acumen.

Experience gained in a multinational with a focus on change management would be highly valuable.

Our client is a world-class pharmaceutical organisation with an established track record of success worldwide. Reporting to the Global Talent Acquisition Director in London, you will work very closely with the business leaders and will play a critical role in developing and implementing the talent strategy for the organisation at a regional level. You will also provide leadership in directing all of the people functions for the Asia-Pacific businesses. Ideally, you are a seasoned and mature leader with at least 12 years of talent acquisition and recruiting experience in both an agency and a multinational environment. Key to your success is your ability to engage and manage stakeholders.

Our client is a worldwide leader in the sales industry, and is looking for a Senior HR Manager to lead and grow the newly set up Singapore office. Supporting one of the most lucrative businesses, you will be responsible for human resources operations and strategic regional support, working with the business leaders to drive two major acquisitions. You are a hands-on individual, with experience in a sales or commercial organisation or in M&A integration.

You will have the opportunity to act as the main decision maker for the Singaporean market as well as other South East Asian countries.

Please contact Eugene Wong (Reg. no: R1331128) quoting ref: H2749840 or visit our website.

Please contact Sean Tong (Reg. no: R1110029) quoting ref: H2836030 or visit our website.

Please contact Domi Di Marco (Reg. no: R1439720) quoting ref: H2831440 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

#15564 | Michael Page International Pte Ltd (EA Licence No.98C5473) is part of the PageGroup.

Registered Office: One Raffles Place, #09-61 Office Tower Two, Singapore 048616

WORLDWIDE LEADERS IN SPECIALIST RECRUITMENT

www.michaelpage.com.sg

EMPOWERING YOUR CAREER HR Business Partner/VP – Logistics

Human Resource Assistant Manager/Manager

Large logistics company with a widely recognised brand Opportunity to join an HR Management team Join a successful and growing business

Leading European trading MNC Attractive package Supervisory experience

Our client, a large logistics with a widely recognised brand, is seeking an HR Business Partner/VP. Reporting to, and working closely with the Senior VP for HR, you will take a lead role in developing strategic HR plans across multiple sections of the business in Singapore and across the Asia-Pacific region.

You need to be business-savvy, an excellent communicator, able to develop strong relationships with all internal stakeholders and effectively represent HR to the Senior Management team.

To be successful, you should have at least 10 years’ experience of working in a generalist HR role, with at least 3 years at HR Business Partner or AVP/VP level in a matrix working environment. Experience of dealing with unions and industrial relations issues is an advantage but not essential.

Our client, a European listed MNC is currently in search of a Human Resource Assistant Manager/Manager due to business needs. You will report directly to the Vice President, HR Operational Excellence and Group Head Compensation & Benefits.

In this role, you will be responsible for global HR projects and be the subject matter expert in tools related to SAP HR, Talent Portal, global HR dashboard, global HR handbook and e-Recruitment. You will act as the data quality controller for HR master data in all systems and collaborate with process/ manual owners to ensure process documentation, training documentation and user manuals are up-to-date and of high quality.

Candidates should also be able to work in Singapore without visa sponsorship.

A competitive compensation package is available to the successful candidate.

To be successful, you should possess at least 6 to 9 years of HR project management experience with strong understanding of HR processes and solutions. You should have strong knowledge of IT integration and SAP HR.

If you meet the above criteria, please email your detailed CV in WORD format to jon_williams@kellyservices.com.sg. We regret that only shortlisted candidates will be notified.

If you meet the above criteria, please email your detailed CV in WORD format to maggie_ong@kellyservices.com.sg. We regret that only shortlisted candidates will be notified.

Robert Jonothan Williams EA Personnel Registration No. R1439599

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 21,000 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 Singapore’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

HRBP – Global Engineering Organisation

Group HR Director – FMCG Industry

Regional Manager – Talent Development

Global Prominent Engineering Organisation Local Scope Attractive Remuneration

Prominent FMCG Organisation Senior HR Leadership Role Regional Exposure

This prominent organisation has recorded impressive business growth in the region.

In this role, you will provide HR advice and services to the Oil and Gas engineering segment of Singapore. You will work closely with the regional HR team and HR product specialists to engage the business leaders and functional managers in delivering a HR agenda. You will also provide support on diverse matters, including performance management as well as reward and talent management, in order to achieve people objectives and business strategies. In addition, you will participate in strategic HR projects.

This leading player in the FMCG sector has a strategic focus on Asia Pacific that is becoming increasingly important for the organisation, as further growth is planned for this global hub. Reporting directly to the Global VP HR, you will manage a small team and be responsible for all aspects of human resources business partnering of a high-performance commercial organisation with complex operations, where some markets are undergoing double-digit growth rates. In this role, you will gain wide exposure throughout the HQ and a clear path for advancement into a global role as you focus on areas such as learning and development, talent roadmapping, and performance evaluation best practices.

High-Profile, US-Headquartered Apparels Company Regional Role with APAC Responsibilities Dynamic Environment with a Strong Learning Focus

To apply, please submit your resume to Finian at ft@kerryconsulting.com, quoting the job title. We regret that only shortlisted candidates will be contacted.

This high-profile apparels company has strategic plans to attract, groom, and retain talent. In your role as a Talent Development Manager, you will work with global teams, business partners, and business units to plan, strategise, budget for, and establish best practices in talent development and management across APAC. In addition, you will work closely with internal stakeholders and external vendors to drive the alignment of HR strategy and processes as well as create sustainable talent solutions that are specific to the region.

To apply, please submit your resume to Finian at ft@kerryconsulting.com, quoting the job title. We regret that only shortlisted candidates will be contacted.

To apply, please submit your resume to Finian at ft@kerryconsulting.com, quoting the job title. We regret that only shortlisted candidates will be contacted.

Reg No: R1104310

Reg No: R1104310

HR Manager – Prominent Luxury Retail Organisation

HR Analyst – Commodity Trading Organisation

HR Executive – Manufacturing (Contract)

Prominent Luxury Retail Organisation Newly Created Role Excellent Career Platform

Newly Created Role Growing Organisation Excellent Career Opportunity

Global Manufacturing Leader Dynamic Environment Contract Completion Bonus

This prominent luxury retail organisation, which serves as a hub for the regional business in Asia Pacific, is now seeking a dynamic and seasoned HR Generalist (Manager Level) to support its growing business in the region. Reporting to the Regional Head of HR, you will work closely with senior business leaders to align business and people strategies through appropriate advice and intervention. You will influence and coordinate the development of a performance culture through the effective implementation of integrated people management strategies and plans that cover aspects of performance management, talent acquisition, rewards, and talent management.

This prominent organisation has recorded impressive business growth in the region.

In this role, you will provide HR advice and services for the commodity trading segment of Singapore and the Asia Pacific region.

You will assist in diverse matters, including recruitment, payroll, performance, and management, in order to achieve people objectives and business strategies.

You will also participate in strategic HR projects.

This global leader in the manufacturing industry has a strong presence in Singapore.

Due to evolving business needs, it is now seeking a HR Executive to perform a generalist function on a 1-year contract.

Reporting to the HR Manager, you will be involved in areas of work that include training programmes, internal communication, and recruitment activities.

Reg No: R1104310

To apply, please submit your resume to Junchen at junchen@kerryconsulting.com, quoting the job title. We regret that only shortlisted candidates will be contacted.

To apply, please submit your resume to Junchen at junchen@kerryconsulting.com, quoting the job title. We regret that only shortlisted candidates will be contacted.

To apply, please submit your resume to Junchen at junchen@kerryconsulting.com, quoting the job title. We regret that only shortlisted candidates will be contacted.

Reg No: R1328933

Reg No: R1328933

Reg No: R1328933

Licence No: 03C4828

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HUMAN RESOURCES EXPERTS TRANSFORM YOUR CAREER Regional HR Business Partner, VP (Global Markets) Be strategic partner to the front office team

Regional Payroll Manager (Finance MNC) Support and deliver strong standards across APAC

A leading financial services organisation has an exciting opportunity within its global markets division for a senior HR professional to partner with the business, translating their strategic objectives into specific HR initiatives. Reporting to the Regional Head of HR, you will work closely with business leaders to ensure all people management and HR programs are delivered in the most effective way. It requires the ability to deal with demanding stakeholders with high expectations. You will have at least 10 years of relevant experience, ideally within financial services, and have worked within a complex matrix environment.

Contact Ash Russell (Reg ID: R1109296) on the details below.

This reputable multinational organisation within the corporate and investment banking industry is looking for a Regional Payroll Manager to join their dynamic team. Being one of the largest financial institutions, they are constantly seeking enterprising individuals to be part of their business. Reporting into the Asia Pacific HR Shared Services Payroll Lead and working in a team, this role is the point of contact for payroll within the region. You will be partnering and supporting various stakeholders to deliver exceptional standards across all business units.

Contact Edwin Lee (Reg ID: R1546591) on the details below.

Senior HR Business Partner Help grow this consumer manufacturing business

VP - Talent Acquisition APAC (Banking) Drive technology attraction strategy for the region

A global brand at the forefront of the consumer manufacturing sector has an exciting opening for a Senior HR Business Partner. This is a newly created role with an organisation that is expanding rapidly in the region.

As a key member of the senior HR team in Singapore, you’ll be working closely with the business, translating strategic objectives into specific HR programs. You’ll have business partnering responsibility for the entire manufacturing operations in Singapore.

Contact Divyaanshi Malhotra (Reg ID: R1324897) on the details below.

A newly created and highly sought after position has arisen within a global financial services institution for a seasoned recruiter to join this growing regional talent acquisition team. You’ll support a business unit focusing on high volume contract recruiting into the technology space. With over 10 years of experience, ideally within the financial services industry, you will have worked in a similar capacity as an internal or in-house recruiter, within the technology space. Vendor management or RPO exposure will be an advantage.

Contact Ash Russell (Reg ID: R1109296) on the details below.

Please contact our team of recruiting experts at hr.singapore@hays.com.sg or on +65 6303 0721.

hays.com.sg

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速

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SMEs YOUR BUSINESS IS ABOUT CUSTOMERS, NOT PAYROLL

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