Learning to lead the way in 2016 Rejigging the C&B puzzle ISSUE 15.12
HR GUIDE OF THE YEAR 2016
HR GUIDE OF THE YEAR 2016
CONTENTS
15.12
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FEATURES 8 The path ahead As we knock on the door of a new year, what HR trends can employers expect in 2016? HRM finds out.
14 Learning to lead the way in 2016 A well-developed workforce will always help to lead and push the business ahead. HRM explores the important learning and development trends that HR needs to be aware of in 2016.
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20 2016 mobility trends revealed As more businesses prepare to expand their footprints globally, there is no doubting that the accommodation and relocation sectors will have to grapple with a plethora of complex challenges. HRM looks at what lies in store for next year
26 Rejigging the C&B puzzle As always, compensation and benefits will dominate the thoughts of HR professionals as they move into 2016. HRM highlights some of these trends for next year.
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30 Changing faces of HR Technology The demand for HR-focused technology has increased over the past year, with a rising number of companies already setting a spending amount for these services in 2016. HRM explores what they can look forward to in the new year
36 Setting higher standards The MICE sector is set to provide companies with even better services in 2016. HRM finds out what impact this will make, and what potential clients are looking forward to.
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PUBLISHED BY
HRM Asia Pte Ltd 60 Albert Street, #16-08 OG Albert Complex Singapore 189969 Tel: +65 6423 4631 Fax: +65 6423-4632 Email: info@hrmasia.com.sg
MICA (P) 065/07/2015 ISSN 0219-6883
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PROFILE
ASIAMEDIC
Frequently Asked Questions? Q
Why is it important to provide health screening and vaccinations for my employees? A healthy workforce helps to boost productivity and efficiency for your business. Rather than having multiple doctor’s visits, medical leave and hospitalisations, which can translate quickly into higher employee absenteeism and decreased workplace productivity, it is undoubtedly more efficient to have early detection and prevention of illnesses and diseases through screening and vaccinations for your employees. And as an added form of incentive, employees are kept feeling content with their wellness being your priority.
Q
Why should I pick a one-stop health screening provider? We know that time is money for all businesses and as a one-stop provider, we are not only able to provide consultations, treadmill electrocardiograms, spirometry and other tests in-house, we also have an extensive range of imaging equipment including ultrasounds, CT Scans and PET Scans all housed on one level. This allows us to conduct health screenings conveniently and efficiently.
Asiamedic 350 Orchard Road, #08-00 Shaw House, Singapore 238868 Tel : (65) 6505 6087 Email : corporate@asiamedic.com.sg Web: www.asiamedic.com.sg
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Q
Q
We understand that corporate clients have different requirements compared to private patients. With the need for simultaneous mass screenings, corporate reports on the overall health condition of your organisation, etc, your needs as a client is our priority. With our expertise in the area, we are able to understand, evaluate and recommend the best possible packages (price, multiple-tier packages, incorporating specific tests) for you and your organization.
Your organisation has its own specific needs and requirements and thus we will customise and recommend packages
As a corporate client, am I provided with any additional services?
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Do I have to adhere to the Navigator packages as listed on AsiaMedic’s website?
according to your budget as well as your employee demographics and nature of work. This is not limited to just health screening but can also include imaging, travel clinics, vaccinations and on-site health screening and vaccinations.
PROFILE
THE ASCOTT LIMITED
Discover your second home with Ascott T
he Ascott Limited is a Singapore company that has grown to be the world’s largest international serviced residence owneroperator with more than 250 properties in over 90 cities spanning more than 25 countries across the Americas, Asia Pacific, Europe and the Gulf region. The company’s global presence means that executives need to only work with one party for their accommodation needs wherever they travel to for assignments. The company’s three award-winning brands - Ascott, Citadines and Somerset, which cater to different lifestyle needs, further ensure there is a suitable apartment for every executive. With five serviced residences in Singapore, there’s bound to be a residence suited to your needs and preference. The luxurious serviced suites of Ascott Raffles Place offers discreet and personalised service in an exclusive environment, and frequently welcomes top executives, government dignitaries and industry leaders. Citadines Mount Sophia caters to savvy,
The Ascott Limited Tel: (65) 6272 7272 Email: enquiry.singapore@the-ascott.com Web: www.the-ascott.com
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independent travellers who want high-quality accommodation that provides the flexibility to pay only for the services they require. Designed for those with families, the three Somerset residences, namely Somerset Bencoolen, Somerset Liang Court and Somerset Orchard, feature more childrenfriendly facilities such as playgrounds, playrooms and swimming pools. These fully-furnished serviced residences in Singapore are centrally located and within close proximity of the Central Business District. This is a plus for executives as it saves them much travelling time. Conveniences like F&B, entertainment centres and international schools are nearby, catering to the needs of individuals and executives with families. Beyond prime location, the residences are Wi-Fi enabled and come with
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complementary internet access offering excellent business connectivity and maximum comfort. Executives will not come back to just an accommodation. Instead, they will return to familiar faces, welcoming surroundings and the assurance that their needs will be taken care of. The serviced residence recognises the difficulties some guests may face when settling in a new environment. As such, they have a host of curated Ascott Lifestyle experiences for
their guests to participate in during their stay. These experiences ranges from local cultural tours, to gastronomical adventures and even wellness packages. All these are available via a specially created microsite (www.the-ascott.eoasia.com) that can be easily accessed and experiences are bookable even before their guests checks into their residence. These are just some of the ways Ascott goes the extra mile to make executives’ stay a memorable one. Because life is about living.
Enjoy up to 40% early bird savings when you book in advance Whether it’s business in the city, basking in the sun for a vacation or a short weekend getaway, book early to enjoy exclusive savings! Save up to 40% off Best Flexible Rates when you make your reservation 14 days in advance. Promotion is valid for stays from now till 15 March 2016. Visit www.the-ascott.com for more information.
Now Defining Global Living in Singapore Our Serviced Residences in Singapore Ascott Raffles Place • Citadines Mount Sophia Somerset Bencoolen • Somerset Liang Court • Somerset Orchard
Ascott Raffles Place Singapore
Citadines Mount Sophia Singapore
From the spacious exclusivity of Ascott, to the vibrancy of independent city living at Citadines, or the pampering touches for the family at Somerset, there is a serviced residence designed to make you feel at home. Because life is about living.
Somerset Liang Court Singapore
Enjoy Ascott’s Best Rate Guarantee | www.the-ascott.com | +65 6272 7272
With three award-winning serviced residence brands, we welcome you to enjoy our renowned hospitality in more than 250 properties in over 90 cities spanning more than 25 countries across the Americas, Asia Pacific, Europe and the Gulf region.
PROFILE
FAR EAST HOSPITALITY
About Far East Hospitality F
ar East Hospitality Holdings (Far East Hospitality), a premier hospitality assets owner and operator, is a 70-30 joint venture formed in 2013 between Far East Orchard Limited (a listed company under Far East Organization) and The Straits Trading Company Limited. In the same year of its formation, Far East Hospitality through its wholly-owned subsidiary Far East Hospitality Investments (Australia), completed a 50-50 joint venture with Australia’s Toga Group. With the joint ventures, Far East Hospitality has established itself as a regional hospitality owner and operator with a sizeable overseas network. It now has a combined portfolio of more than 13,000 rooms under management across close to 90 hotels and serviced residences in seven countries – Australia, Denmark, Germany, Hungary, Malaysia, New Zealand and Singapore –, and also owns 13 hospitality assets in Australia, Denmark and Germany. Far East Hospitality’s stable of nine unique and complementary brands – Adina Apartment Hotels, Medina Serviced Apartments, The Marque Hotels, Oasia Hotels, The Quincy Hotel, Rendezvous Hotels, Travelodge Hotels, Vibe Hotels and Village Hotels & Residences –, offers guests
Far East Hospitality For more information, visit www.stayfareast.com.
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Orchard Scotts Residences with a greater diversity of choices and locations. Far East Hospitality’s two key markets are Singapore and Australia. In Singapore, the holding company’s hospitality management arm, Far East Hospitality Management, operates the city-state’s largest hospitality portfolio comprising of 18 hotels and serviced residences. Backed by more than 50 years of real estate development and management expertise with a proven track record in hospitality asset enhancements and operations, Far East Hospitality Management carved a strong presence in Singapore specialising in the mid-tier to upscale hospitality sectors with its unique style of pragmatic hospitality that offers its guests fuss-free, authentic, local experiences.
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Taking a customerfocused approach, Far East Hospitality does not follow the traditional star-rating system. Instead, it has moved towards segmenting its brands based on travellers’ profiles. It offers a unique style of pragmatic hospitality that anticipates and addresses the needs of today’s new generation of discerning travellers by providing comfort in specific segments without the excesses that guests do not want to pay for. For instance, Quincy promises a stylish environment and upbeat atmosphere to cater
Village Residence Robertson Quay
to its profile of trendsetter guests; while each Village hotel and serviced residence takes on the character of the neighbourhood it is located in, with signature, locallythemed activities that enable foreign guests to live like a local. Far East Hospitality’s other serviced residences – Orchard Scotts Residences, Orchard Parksuites, Regency House and Far East Plaza Residences – also aim to provide convenience and comfort to the business executives with stateof-the-art infrastructure located in the heart of the Singapore city.
It’s so nice knowing even little things a r e t a ke n c a r e o f.
Widest Choice. Best Value. Great Service.
OUR COLLECTION
As Singapore’s largest serviced apartment and hotel operator, we offer the widest selection of well-appointed quality residences that are strategically located in expatriate-friendly districts. Besides our stellar locations, what makes Far East Serviced Residences the preferred brand for expatriates is our commitment to service excellence.
• Orchard Scotts Residences
Serviced residences should be more about service than just the physical space. We take pride in offering our signature 'home grown, world class' hospitality to our residents in every interaction.
• Orchard Parksuites • Regency House • Far East Plaza Residences • Sri Tiara (Kuala Lumpur) • Village Residence Clarke Quay • Village Residence Robertson Quay • Village Residence Hougang • Village Residence West Coast
Little things can add up to make a big difference. Choose Far East Residences today.
Feel the difference, call +65 6428 8600 or email reservations@fareast.com.sg HOTELS & SERVICED RESIDENCES
www.stayfareast.com
FEATURE
HR OUTLOOK 2016
THE
PATH AHEAD As we knock on the door of a new year, what HR trends can employers expect in 2016? HRM finds out Muneerah Bee muneerah.b@hrmasia.com.sg
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HR OUTLOOK 2016 FEATURE
A
s the workforce and talent landscape evolve, so do hiring and talent management trends. Employers are seeking experienced HR professionals who not only have the business acumen to understand the organisation’s direction and anticipate future growth, but to also have the ability to engage with stakeholders. This is in part due to the increased importance of the HR function in organisations today. The focus next year will continue to be on workforce planning and pipeline hiring for businesses to ensure better talent strategies and cost practices, says Jaya Dass, Country Manager, Randstad Singapore. “Reviewing the methods of talent sourcing and management, with the right partners and tools, are the primary focus for large organisations,” she explains. “Looking at outsourcing models such as recruitment process outsourcing and managed services providers in industries such as life sciences and IT are continued trends to help deal with their talent challenges.” Not only can outsourcing address efficiencies through a better structure and use of technology and systems, having the right recruitment partners on board is also an added value for HR and companies. This is especially so when they are struggling to identify a steady flow of talent into their organisations and when they require expertise to navigate their hard-tofill positions. Dass adds, “Industries that require high technical expertise and with niche qualifications continue to see strong hiring, including banking, technology, engineering, life sciences, and finance.”
Shaping the workforce As Singapore progresses over the years to come, occasional tweaks will need to be made to manpower laws in order to build and nurture a sustainable and effective workforce. How will amended or new government regulations affect the human capital landscape in Singapore? Industry experts HRM spoke to say the government’s focus will continue to be on supporting workforce challenges and best practices throughout the economy. “Looking at the minimum wage criteria, driving greater legislative
support for professionals, managers and executives, helping the older workforce generation stay employed, helping return-to-work mothers, and ensuring a fair employment practice are all areas that will continue to see improved legislation,” Dass says. In addition, the launch of the Lean Enterprise Development Scheme by the Ministry of Manpower this year will have a positive impact on the human capital landscape in Singapore, according to Jessica Ang, a director of CareerBuilder Singapore. The scheme, which aims to create a stronger Singaporean core in the
What about HR jobs? The future for HR professionals will see them playing a bigger role and multi-tasking to drive business growth. As Jaya Dass, Country Manager of Randstad Singapore puts it, “HR can no longer afford to drive policy and procedure in isolation to the organisation’s commercial demands.” More and more HR practitioners are now required to learn business partnering skills, regardless of their area of expertise. Hence, the road ahead for HR professionals will require them to play a bigger role in organisation-wide problem solving. Needless to say, HR professionals of today are increasingly wearing many hats; their typical job scope has ceased to revolve solely around recruitment and payroll. “HR professionals are no longer a solo unit, but an indispensable one collaborating with other departments on areas such as training. Coupled with the knowledge of tech HR solutions, their employment outlook remains positive,” Jessica Ang, a director of CareerBuilder Singapore, explains. Echoing similar sentiments, Bruno Marchand, Manager of Robert Walters Singapore, says companies are likely to seek HR professionals with diverse experience across industries and the ability to multi-task. “In particular, HR business partners with skills in talent management and organisational development will be in demand,” he says. “Due to cost constraints, firms will continue to hire high-potential candidates with less experience but with the aptitude to step up quickly.” “Experienced compensation and benefits professionals, along with those who specialise in rewards, will be sought after as a result of the standardisation of HR practices regionally within multinational companies,” he adds. Individuals who are able to demonstrate these skills continue to be in demand in the HR industry. “Niche expertise in change management, through mergers and acquisitions, organisational development, global compensation and benefits are all areas that continue to see a shortage of talent. Equally, talent acquisition and payroll are two functions that good talent continues to be in short supply,” Dass says.
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FEATURE
HR OUTLOOK 2016
“HR can no longer afford to drive policy and procedure in isolation to the organisation’s commercial demands” Jaya Dass, Country Manager, Randstad Singapore
workforce, will allow Small and challenges, and to develop a toolkit Medium Enterprises (SMEs) to that will position the organisation’s develop quality staff without being HR roadmap for the year ahead. too reliant on foreign sources. “This “This forces an organisation to is a welcomed initiative for SMEs address its talent plan and to as this will pave the way towards a structure and align them to its vision manpower-lean workforce; one that and goals. This exercise is one that is backed by higher productivity and puts great organisations ahead of the better innovation,” curve by driving best Ang says. practices and looking In line with at their challenges building a stronger more creatively and core of Singaporean strategically,” Dass As 2015 comes to a close, the Global workers, HR says. Language Monitor has recapped the professionals According to the top business buzzwords of the year. with the skills to JobsCentral Learning And the number one trending term for develop strategies Survey 2014, more the third year running is: “content”. in attracting graduates are Here are some of our favourites and retaining expected to be from the list which have been buzzing Singaporean talent available in the next in the HR profession: will be highly few years, as more • Future-proof • Synergy sought-after. adult learners are • Guru • Multi-task They are relatively taking up higher • Big Data • Seamless few in number studies. The survey • Out-of-the-Box • Transparency however. Bruno also highlighted the • Value-add • Sustainability Marchand, Manager, increase in younger • Robust • New paradigm Robert Walters students pursuing • Pro-active Singapore, says postgraduate hiring managers are courses. This will advised to exercise flexibility in their lead to more academically-qualified recruitment criteria to gain access to talents from as early as next year. a wider talent pool. Despite this positive tone, it is imperative for HR practitioners to be Getting prepared prepared for unexpected employmentWorkforce planning is the first step related situations, such as a lack of for HR to identify up and coming suitable candidates to fill vacancies.
Buzzing in 2015
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Three pillars for five generations The modern talent landscape with the four (and soon to be five) generations of workforce means there needs to be a continued focus on ensuring diversity, flexible work arrangements and employee engagement to ensure a holistic approach to HR strategies. “These three pillars of best practice ensure a robust operation in how HR supports an organisation in its goals and growth,” Jaya Dass, Country Manager, Randstad Singapore, says. “This is particularly true given the volatile, uncertain, complex and ambiguous environment we operate in.”
“Organisations should always have a talent pipeline in place. A talent pipeline is a database of qualified passive jobseekers – a mix of those who had applied unsuccessfully for positions within the organisations and others who have been referred by existing employees or contacts,” Ang says. This enables organisations to evaluate and match a candidate to an open vacancy based on their skillsets; thus, effectively shortening the turnaround time needed to fill a position. Aside from a pipeline of regular talent, organisations should also ensure their leadership pipeline is ready and in place. As more mature workers from the baby boomer generation leave the workforce and prepare for retirement, HR practitioners may also want to pay attention to leadership development and succession planning to prepare a new generation of millennial employees for managerial positions.
ADVERTORIAL
A partner for
BUSINESS LEADERS P
rasetiya Mulya Executive Learning Institute offers contextual solutions in terms of developing human capital and organisational capital. The solutions become unique to each organisation. This is what makes this institute a selected partner for business leaders in Indonesia. Deddi Tedjakumara, Executive Director of Prasetiya Mulya Executive Learning Institute, acknowledges that companies in Indonesia over the years have become significantly aware of the importance of building the capacity of their manpower. Business players in the country have come to realise that business gets tougher as competition grows. Top management in many companies have paid their attention to HR development in recent years as the business gets tougher in the face of growing competition. In previous times, HR development was only part of the agenda of HR departments. According to Deddi, HR development is now dominating the thoughts of C-level figures. Company leaders must have active involvement in determining where the development of HR is heading with regards to the necessary competence demanded by each job position. The
involvement of company leaders in HR development is deemed to be vital as this relates to the future of the company. As one of the institutes of business development and learning, Prasetiya Mulya Executive Learning Institute offers solutions to companies and business leaders who wish to build their HR capacity. Diverse HR development programmes are available at this institute and matched with the needs of partnering companies. “We essentially offer integrated and systematic development programmes that are based on competency, as opposed to sporadic programmes. We also offer learning, not training,� adds Deddi. Established in 1982, Prasetiya Mulya Executive Learning Institute has since served numerous government organisations and big companies in the country and overseas, including state-owned and privately-owned national and multinational companies such as Astra International, Kalbe, Triputra Group, Ciputra Group, Indofood, BCA, Mandiri, Kompas Gramedia, Prudential, Telkomsel, United Tractors, and Sinar Mas Land. The institute has also served the Ministry of Finance of the Republic of Indonesia and the Singapore Business Federation (SBF). The development programmes are tailored to existing conditions, situations, and limitations, thereby becoming the solution for the challenges that companies are facing. The materials provided in the programme use a different approach than those learning approaches seen in formal education which place emphasis on holistic ways of thinking, and integrating knowledge with its contextual implementation. The methods are considerably varied and not just in-class in nature. Through this approach, it is expected that those who have undergone the development process at this institute will Prasetiya Mulya Executive Learning Institute be able to give real Prasetiya Mulya Cilandak Campus, Building 2, #2203 contributions to their Jl. R.A Kartini (TB. Simatupang), Cilandak Barat, company, either in the Jakarta 12430 - Indonesia form of short-term Tel: +62 21 7511126 ext. 1009-1011 increase of performance Email: information.eli@pmbs.ac.id or ideas that create Web: www.pmeli.ac.id value in the future. ISSUE 15.12 SUPPLEMENT
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ENGAGE IN “LIVE” DISCUSSIONS NOW!
MyHRM Communities HR Expert Panelists For The Month Of December
Stéphane Michaud, PhD Regional Manager, Strategic Planning & HRD Consulting, Mitsubishi Corporation
Tina Sharma
Vice President & Head, Human Resource, State Bank Of India
Dheeraj Shastri
Global Analytics, Abbott Laboratories
HR Expert Panelists For The Upcoming Months
Pauline Chua
General Manager Human Capital & CSR, Fuji Xerox Singapore
Mark Leong
Talent Partner APAC, UBS
Gaurav Sharma
HR Director, Coca-Cola Singapore
A. Mateen
Senior VP HR, DHL Express Asia Pacific, Deutsche Post DHL
Preeti Subramanian Regional Manager Total Rewards, ZALORA Group
Aditi Singh
HR Manager Talent Management, ZALORA Group
William Chin
Staffing Director, Qualcomm Asia-Pacific
Vineet Gambhir
Vice President & Head of Talent APAC, Yahoo, Inc.
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RESORTS WORLD™ SENTOSA SINGAPORE PROFILE
Asia Pacific’s best integrated resort L
ocated on Sentosa island, Resorts World Sentosa Singapore is Asia’s ultimate leisure and MICE destination to meet, dine and to unwind. Host your business associates at Universal Studios Singapore with a 1950’s New York scene right out of the movies; throw a lavish banquet against a panoramic backdrop of swimming manta rays at S.E.A. Aquarium; hold an intimate networking session in a wine cellar at Palio; or have a rock and roll celebration at Hard Rock Hotel Singapore. The possibilities are endless. When it comes to expansiveness and
versatility, few venues come close to the column-free, state-of-the-art Resorts World Ballroom. Its 11-metre high ceiling and 6,000 square metres of unobstructed space has hosted numerous high profile corporate and social events, as well as concerts. With a simple segregation, it can be transformed into three ballrooms or nine mega halls with flexible seating configuration. With such an extensive collection of indoor and outdoor function space to accommodate any group size, the Resort can comfortably host 35,000 guests at any one time.
What’s more, our gastronomic experiences by award-winning chefs will also help you take your events to the next level. For events that excite, inspire and create an indelible impression, there’s no better choice than Resorts World Sentosa Singapore. Contact our
experienced event specialists and let us help you turn your next business meeting or event into a success.
Contact our MICE specialists now! Tel: +65 6577 9977 Email: mice@rwsentosa.com Web: www.rwsentosa.com
STRENGTHEN YOUR
BUSINESS TIES WITH FESTIVE GATHERINGS
It’s that time of the year to start planning for festive get-togethers with associates and colleagues, and celebrate the season over great food and wine. At Resorts World Sentosa, we have a wide variety of venues available for such an occasion, including our brand new hotel in the west, the Genting Hotel Jurong. Whether it’s a cozy party of 50 or a grand ball of 4,000, our MICE specialist will be delighted to help you plan something special.
Lunar New Year 1 to 29 Feb 16
Resorts World Sentosa Genting Hotel Jurong
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^ This promotion is applicable for confirmed tables only and waiver limited to the first 10 bottles. Other terms and conditions apply. Resorts World Sentosa reserves the right to amend the terms and conditions at any time without prior notice. UNIVERSAL STUDIOS, UNIVERSAL STUDIOS SINGAPORE, RIDE THE MOVIES, Universal Globe logo, and all Universal elements and related indicia TM & © Universal Studios. All Rights Reserved.
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FEATURE
LEARNING & DEVELOPMENT
Learning to LEAD THE WAY IN 2016 A well-developed workforce will always help to lead and push the business ahead. HRM explores the important learning and development trends that HR needs to be aware of in 2016
Muneerah Bee muneerah.b@hrmasia.com.sg
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LEARNING & DEVELOPMENT FEATURE
“H
ire for attitude, train for skills” is a philosophy many HR professionals subscribe to. In the same way, training and development have always been a critical contributor to a company’s success. The year 2015 saw several important Learning and Development (L&D) trends forming, including mobile learning, video-based learning, and modular and bite-sized learning. Some companies also switched to blended learning instead of solely classroombased learning to maximise the time dedicated to training. Regardless of the methods of delivery, learning was usually aligned to the organisation’s specific objectives and needs.
According to Deloitte’s Southeast Asia Human Capital Trends 2015: Leading in the New World of Work report, L&D is in the spotlight for the year ahead, as companies are actively exploring new approaches to address increasing skills gaps. L&D also emerged as one of the top five human capital trends in Southeast Asia in 2015, according to the report. However, only 37% of Southeast Asia-based organisations’ HR and talent programmes were rated as “good”, and none were considered “excellent” by Deloitte. Nevertheless, given the growing need of and emphasis on lifelong learning and the upgrading of skillsets, companies are increasingly willing to spend more time and money to make sure their L&D investments bring real impacts to the organisation and business operations.
There are also increasing trends in employee expectations. Staff are looking for on-demand learning opportunities such as Massive Open Online Courses (MOOCs), digital learning tools, and new cloud-based training systems. Loo Mei Yee, General Manager of Executive Coach International, says training is fast becoming a virtual affair with increased levels of live interaction.
2016 and beyond Moving forward in the new year, Loo says employees will expect opportunities to improve their skills and they will look forward to learning processes that go beyond rote learning and direct downloads. This was indicated in annual employee surveys which show high ratings for personalised training and active feedback. “Professionals also expect value-based training that gives results in the real context of work. As such, L&D should be ISSUE 15.12 SUPPLEMENT
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FEATURE
LEARNING & DEVELOPMENT
focused on developing immediate and continue their L&D strategy in the midst relevant value,” she says. of the current economic slowdown there. HR can also expect continued change To counter this, the institute focuses and investment in learning delivery on customised intervention programmes platforms that help deliver updated and to bring real impact to its clients. more engaging content. To meet the ever-changing needs Addressing challenges of businesses, it is important to have Research by the Association for customised training and coaching Talent Development shows executive services readily available. As learning development is more prevalent in the is an active and participative process – Asia-Pacific region than elsewhere. as opposed to something that merely Content focusing on building provides information to participants leadership pipelines, managerial skills, – there should be more emphasis and supervisory knowledge was also cited on supporting and facilitating the as among the most important learning growth of employees through their content areas for this region. own processing of information into While L&D programmes are generally knowledge, values and skills. focused on junior and senior-level Thus, L&D offerings should aim to employees, top-level leaders also need be more versatile and give to engage with training employees the ability to opportunities. It is important that HR teams learn at their own pace. “There is a need for top
learn extensively
Besides helping level leaders to actually companies to retain current further their personal employees and top talent, development, and to bring evolved learning systems effective changes to the and are proactive in seeking can also engage the youngest organisations they are at the development and improvement opportunities in their work generation in the workplace. helm of,” Loo says. “It is By leveraging on technology also important to include and blended learning mid-level managers in L&D to make sessions fun and engaging, efforts as they need to be able to juggle employers can increase employees’ their personal effectiveness as they job satisfaction and engagement – manage the team responsibilities on a particularly among millenials. day-to-day basis.” Talent analytics are also set to play a Seeing that top leaders often bigger part in L&D in the near future. lack viable L&D opportunities for Tom Holz, Blackboard’s Senior Director of themselves, Loo, who is also a certified Corporate and Professional Learning, says coach with the International Coach organisations are looking for consumerFederation, says they can often benefit friendly applications that are easy to use from credible and capable coaches. This immediately with little or no training. gives them the opportunity to discuss “Many companies believe that analytical their thoughts and ideas with a liketools can be extremely useful to predict minded professional. employee success and retention,” he says. Executive Coach International Through big data and analytics, develops training programmes that help companies can use data-generated coaches who work with top leaders. insights to predict retention, and identify “The courses equip them with the trending topics and relevant courses. skillsets and frameworks to skillfully When it comes to the wider Asia-Pacific raise the effectiveness of the top level region, Deddi Tedjakumara, Executive leaders,” says Loo. Director of Prasetiya Mulya Executive Learning Institute, says HR practitioners Embracing change in Indonesia have to be creative to Regardless of the size of the company 16 ISSUE 15.12 SUPPLEMENT
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or the industry it is in, training programmes must meet the objectives and needs of the company. They should work to develop the employees’ talents and at the same time, put the company in a better position over the long run. Wu Ye-Her, Head of Business Development, NTUC LearningHub, says HR practitioners should also embrace with social media tools, and invest in social collaboration tools to better engage employees and to foster a learning culture. “They can also improve on current learning functions via mobile learning. More L&D teams are moving into mobile instead of traditional learning,” she says. By incorporating essential skills into workplace processes and practices, she says HR professionals are able to tap onto their largest assets, develop the widest range of talent, and better position their organisation to avoid skills gaps and shortages. To prepare Singaporeans for career transitions, and for uncertainties in their lives, NTUC LearningHub offers a wide variety of courses under the SkillsFuture initiative. These cater to individuals who are looking to upgrade skills or to move into a new field. The training provider also caters to adults who have just joined or rejoined the workforce.
L&D for HR Besides planning and executing L&D programmes for the organisation, employers should not overlook the importance of training for the HR department itself. It is important that HR teams learn extensively and are proactive in seeking development and improvement opportunities in their work. HR professionals should also equip themselves with the latest knowledge to be able to effectively evaluate various HR solutions for their organisations. As Holz puts it, “Anyone who has the skill set to lead a team, align with good partners, and improve learning while saving money in the mid to long term has tremendous value to their organisation and will advance their career.”
PROFILE
GREAT WORLD SERVICED APARTMENTS
Truly, a home for everyone (pets too!) G
reat World Serviced Apartments has been an ideal place to stay for thousands of expatriates, travellers and Singaporeans seeking both short-term and permanent accommodation. Located in the prime River Valley residential district on the edge of the Singapore River, the Great World Serviced Apartments is an approximate fiveminute drive away from the main shopping belt of Orchard Road and the Central Business District. It is also easily accessible from major roads and expressways. The apartments straddle the riverside recreational areas of Boat Quay, Clarke Quay and Robertson Quay, giving residents plenty of entertainment options. Great World Serviced Apartments offers penthouses and apartments with balconies from the
Visit us at www.greatworld.com.sg to get a pictorial walk through of our residence. Great World Serviced Apartments 2 Kim Seng Walk, Singapore 239404 Tel: (65) 6722 7000 Sales: (65) 6722 7766 Fax: (65) 6722 7001 Email: apartments@greatworld.com.sg Web: www.greatworld.com.sg
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31st to the 34th floor. Exquisitely furnished, residents on these floors can entertain friends over a BBQ while enjoying spectacular views of Singapore. Alternatively, they could dwell in the pleasures of a Jacuzzi spa pool in the penthouse balcony. Each apartment is fitted with the essentials of a home. All you have to do is to check-in with your suitcase and your new place is ready to welcome you. Features in each unit include two colour televisions, an entertainment system and DVD player, two separate telephone lines, a hairdryer, an electronic personal safe and notably Wi-Fi. Great World Serviced Apartments is resort-
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style living at its best. Residents can enjoy an invigorating workout at the huge gymnasium, near Olympic-sized swimming pool, tennis court and basketball half-court. Other recreational facilities include steam rooms, an outdoor Jacuzzi, sauna, children’s wading pool, Kidz Lounge and Pool Lounge. Dogs, cats, rabbits and other pets are also warmly welcomed at the apartments.
Gym Room
Residents enjoy exclusive shopping discounts at the Great World City Shopping Centre located right next door. Measuring 400,000 square feet, the mall houses a supermarket, Cineplex, numerous food and beverage outlets as well as retail shops featuring popular fashion labels. It is an ideal place to unwind over a cup of coffee with your new friends made here at the Great World Serviced Apartments!
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FEATURE
SERVICED APARTMENT AND RELOCATION
2016
MOBILITY TRENDS REVEALED As more businesses prepare to expand their footprints globally, there is no doubting that the accommodation and relocation sectors will have to grapple with a plethora of complex challenges. HRM looks at what lies in store for next year
Sham Majid
sham@hrmasia.com.sg
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SERVICED APARTMENT AND RELOCATION FEATURE
I
t should come as no surprise that Kenneth Kwek, Senior Vice President and General Manager, Cartus AsiaPacific, believes controlling relocation costs is the number one challenge in managing relocation today. He says 78% of respondents to Cartus’ Biggest Challenges in Global Relocation survey this year cited keeping costs under control as their greatest challenge. “The second-biggest challenge was complying with laws and regulations, as cited by 62% of survey respondents, and up 17% on our 2014 study,” notes Kwek, adding that the research involved qualitative interviews with 148 HR managers worldwide. “In this key area of compliance, visa wait times were named by 63% as the top challenge for staying compliant with laws and regulations. The third-biggest challenge reported was compensation, allowances and payroll, which was named by 44% of respondents as a key issue.” But costs alone are not the only sticky issue for relocation specialists as the world moves into 2016. Gareth Leow, Relocation Service Manager with Santa Fe Relocation Services, says that with such a great variety of work visas and rules and regulations now tied to them, his organisation is now being called upon to navigate clients through the entire process. “Given the increased complexity in Singapore’s immigration, there have been increased queries from clients who previously used to handle this function in-house, but who are now looking to outsource, albeit still being restrained by costs,” explains Leow. “We see a trend whereby many companies with lean HR resources are not able to handle immigration advisory duties; hence, there is now a need to outsource this non-core function.” Tonya Khong, Area General Manger, Southeast Asia, Frasers Hospitality, says that despite the global economic uncertainty, the serviced apartment sector has continued to expand significantly over the past year. “This has been fuelled by several factors,
including the increase in talent mobility and a better overall understanding and awareness by companies of the advantages of serviced apartments,” states Khong. “Corporate travellers are increasingly familiar with the concept of serviced apartments and are assured of the quality and services they provide. This has also given them a new option for alternative accommodation when it comes to their personal leisure travels.”
2015 relocation fads According to Leow, retaining and employing talents across different industries and in different job bands remains a high-focus strategy for many companies. He says that in Singapore, regulatory measures to decrease foreigner inflows have meant a talent crunch across niche industries and the services industry in particular. “There is also an increased perception from HR managers we speak to who want to realign HR and mobility strategies with their business units,” says Leow. “There is increased awareness of the cost of mobility assignments and the need to categorise policies by streamlining them to differentiate benefit packages, accorded to executives and standard hires.” Khong, on the other hand, stresses that serviced residences have become an increasingly integral part of the accommodation sector for business travellers, as the alternative costeffective option to corporate housing. She says serviced apartments offer the space, comfort and conveniences of home, along with additional facilities, services and flexible lease terms. “Some companies also now offer staff flexi-benefits packages as a measure to improve cost efficiency, where business executives have the option of cashing in on their allocated accommodation budget if it is not fully utilised,” she explains. Khong says that this has led to some opting for more affordable alternatives, or even shortening their length of stay. “As part of an retention strategy, some companies have also allowed their employees the flexibility to extend an
extra day or two for leisure in addition to corporate travel,” she says. Khong says her organisation has observed that international assignments are increasingly on a shorter and more regular basis, typically of between two weeks and a month each time. Previously, the trend was for longer assignments of up to three months at a time. Her counterpart Kwek discloses that in the global arena, Cartus’ survey identified the countries where the top challenges (controlling relocation costs, complying with laws and regulations and compensation, allowances and payroll) were most acute. “In the number one area of cost control, the US, China and the UK were cited as the most challenging countries to control costs in,” he says. “These countries were also mentioned as the top three countries for compliance challenges, along with Brazil, India, Indonesia and Singapore.” “Again, the US topped the list as the most challenging country in the area of compensation, followed by China and Brazil.”
What’s in store for next year? In terms of the upcoming year, Khong says Frasers expects 2016 to carry on in a similar vein as 2015, where there will continue to be an increase in demand for serviced apartments as the preferred accommodation for business travellers. Further more, she expects the length of business trips to be shorter but taking place on a more frequent basis. “Technology will continue to impact the travel and hospitality industry as it influences communication, mobility, how bookings are made, efficiency of backend processes, customer interaction, feedback, and sharing of experiences,” she says. Khong says that as the world becomes increasingly mobile and technologydependent, travellers’ expectations are also becoming more digitally-motivated. “As such, we can anticipate that there will be even more digital innovations introduced in the coming year, which will consequentially also benefit green efforts with the reduced use of paper,” she says. ISSUE 15.12 SUPPLEMENT
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FEATURE
SERVICED APARTMENT AND RELOCATION
“Singapore will be in a good position to capture the bulk of the talent mobility in the Southeast Asia region” Gareth Leow, Relocation Service Manager with Santa Fe Relocation Services
In terms of market growth, Khong says Asia, particularly China, will continue to be a key growth contributor for the travel and hospitality industry. On the other hand, Kwek says as corporate budgets remain tight, Cartus expects next year to have the same focus on controlling relocation costs. “Similarly, we expect an ongoing focus on compliance, especially in the areas of immigration and tax, as countries seek to control these key compliance drivers,” he adds. Meanwhile, Leow also cites several additional trends HR relocation managers can expect in 2016. From a real estate perspective, he says the trend will be to offer expatriates cash allowances to handle their leases on a personal basis since there will be no more tax incentives for corporate leases. He also says Sante Fe has seen clients who have entirely skipped the service apartment flow in the assignment life cycle – even for their initial accommodation. He says incoming expatriates have been undertaking preview trips to their new countries, and locking down an apartment before they formally arrive. They are then able to move straight into the apartment with either rented or bought furniture once they are back. “This approach, however, is being employed by more mobility-savvy clients,” Leow states. “Most still stay at the level where reliance on service apartment remains high.” Santa Fe has also noted the trend of increasing compliance duties with every 22 ISSUE 15.12 SUPPLEMENT
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relocation assignment. Leow expects compliance to remain a key driver in pushing companies to outsource immigration services, since many HR models are run via shared services that lack the specialist skillsets and administration resources to handle intensive immigration work. Lastly, Leow cites that with the Association of Southeast Asian Nations Economic Community (AEC) expected to be formally launched soon, his organisation believes that a freer flow of trade and labour will be in the works. “Singapore will be in a good position to capture the bulk of the talent mobility in the Southeast Asia region since most companies will send expatriates to Singapore, and then on to other countries in Southeast Asia,” he explains. “There is expected to be a good inflow and outflow of talent in Singapore as companies work around and explore integrating the AEC values of a free market to transfer goods, investment and movement of capital across the region.”
Preparing for the challenges ahead According to Khong, plans are in place for Frasers to further boost its global inventory. It plans to have 30,000 serviced apartment units by 2019. She says Frasers is expanding its Modena by Fraser serviced residence brand in particular. These apartments cater to customers seeking modern, stylish, eco-friendly and affordable home comforts, with the added attraction of a localised residential experience.
“Through our guest loyalty programme, Fraser World, travellers who stay with us on a regular basis can also take advantage of a range of benefits, which include complimentary upgrades, preferential rates, and other memberexclusive privileges,” she says. The organisation also launched a new website specifically for the Chinese market – which is anticipated to be a key growth avenue for Frasers. “As part of our 360-degree customer engagement strategy, we recently launched a 24-hour call centre service that will provide consistent, professional and prompt responses to queries on accommodation, locations, facilities, and amenities,” Khong says, The service will be available in multiple languages, including English, Mandarin, Arabic, Japanese, Korean, German, French and Italian. “We also work closely with our corporate clients to better understand their evolving needs and to customise solutions to complement their travel and relocation policies.” Meanwhile, Leow says Santa Fe increased its headcount in 2015 and has also budgeted for headcount increases into next year. “Along with the addition of resources, we are also employing strategies to cross-train our talents in the different mobility disciplines,” he says. “We are constantly updating our market data on aspects such as schooling and housing to ensure we present the latest and relevant information to our clients. We keep abreast of industry trends by sending specialists for courses twice a year.” As for Cartus, Kwek stresses that the company’s teams regularly review relocation costs with their clients , looking for policy and programme efficiencies. “This focus is expected to continue in 2016. The drive for cost efficiency is likely to require tighter budgeting of international moves,” he says. “Also, with the additional emphasis on compliance, Cartus anticipates that tracking both international assignees and business travellers will be a key area for companies in 2016.”
FEATURE
COMPENSATION AND BENEFITS
Rejigging the C&B puzzle
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COMPENSATION AND BENEFITS FEATURE
A
ccording to ECA’s Salary Trends Survey 2015/2016, employees in Singapore will witness their salaries rising by an average of four per cent again in 2016. But with inflation rates increasing to 1.8% next year, real wages (with price rises factored in) are set to rise by only 2.2%, down from 4.0% this year. This expected real wage increase is lower than the expected average wage increase in Asia, which is 3.1%. David Litteken, Asia-Pacific Managing Director of BI WORLDWIDE, says wages in Asia are climbing steadily, especially in China. “As a result, companies in the region have lost some of their competitive edge with the rest of the world, as salaries normalise globally,” he explains. “Even with the growth in wages, employee retention has not improved significantly, thus begging the question as to why employees are always on the move.” Mark Whatley, Director of Benefits, for Towers Watson in Southeast Asia, says his organisation’s 2015 Asia Pacific Benefits Trends Survey revealed that 71% of Singapore companies planned to review their benefits plans and strategy over the coming year. In addition, 60% of companies also planned to increase communication around benefits in 2016. “Eighty two per cent of Singapore companies cited rising benefit costs as a key challenge they face,” Whatley elaborates. “Compared to the Asia-Pacific region as a whole, Singapore companies spend a larger proportion of their benefits on health benefits – more than half of Singapore companies said that more than 25% of their total benefits spend was on health.” Paternity leave provisions are also likely to be utilised in 2016. Enhancements to Singapore’s arrangements were announced during
As always, compensation and benefits will dominate the thoughts of HR professionals as they move into 2016. HRM highlights some of these trends for next year Sham Majid
sham@hrmasia.com.sg
the 2015 National Day Rally, and will see such leave increased from one to two weeks. Whatley says employers may adopt the increase on a voluntary basis, but the Towers Watson’s 2015 Pulse Survey on Paternity Leave showed that 61% of Singapore companies had or planned to adopt the new provisions into their benefits schemes.
Keeping tabs Litteken makes a telling observation of the compensation and benefits (C&B) landscape during 2015. He explains that for the last few years, the HR community has been talking a great deal about employee engagement. “We are seeing a trend towards looking at employee happiness, because in the end, employees cannot be truly productive and engaged at work if they are not happy with their position, management, and the company’s direction,” says Litteken. “It is really going back to the basics.” Meanwhile, Whatley says benefits are increasingly being used as part of an all-round employee value proposition to attract and to retain employees. He points to the Towers Watson’s 2015 Asia Pacific Benefit Trends Survey which highlighted that 62% of Singapore companies saw improving attraction and retention as the top objective of their benefits strategy.
“Simple, regular and engaging communication is key, as there is often a gap between the amount employers spend on benefits and the perceived value of those benefits with employees,” he says. Another 2015 trend Whatley cites is that health costs continued to rise through the year. In Singapore, this was exacerbated by the ageing local workforce. “Companies need to monitor their employee medical claims experience carefully and consider benefit designs that can better help manage those costs,” he elaborates. “They should continue to invest in well-being programmes because, besides helping manage longer term health costs, successful well-being schemes are usually also correlated with higher employee engagement and productivity.” Whatley stresses that when tackling flexible benefits, employers should not simply plug-and-play what the company next door is doing. “It is important that the scheme aligns with employees’ preferences and organisational objectives,” he states.
Plotting the C&B course in 2016 It is often the case that structural issues involving C&B are ongoing affairs. It should therefore come as no surprise when Litteken says many of the anticipated C&B challenges of next year will be similar to those faced in 2015. “With five generations in the workplace, companies continue to search for ways to recognise and to reward the talents of each of these multifaceted and varied generations,” he explains. “One great way is to develop a culture of recognition by using social media and technology to make work purposeful and rewarding.” Sambhav Rakyan, Data Services Practice Leader at Towers Watson AsiaPacific, says employers may be bearish in thinking there is a weak business ISSUE 15.12 SUPPLEMENT
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FEATURE
COMPENSATION AND BENEFITS
outlook at the moment. But the case is the opposite for employees. “This mismatch tells us there isn’t always a positive correlation between economic sentiment and staff expectations,” he says. “Employers will need to proactively manage employees’ longer-term expectations if they are to achieve a harmonious and contented workforce. “In light of this, and with high turnover rates and strong hiring trends across the region’s workforce, there will be an increasing need for emerging countries to recruit and to retain top talent.” More specifically in Singapore, Whatley notes that there will be increases to Central Provident Fund (CPF) contribution rates from January 1. The CPF salary ceiling will also rise from $5,000 to $6,000 per month next year, while the re-employment age will be increased from 65 to 67 from 2017. “Given the ageing workforce, forward-looking companies are considering their retirement propositions – which is largely a missing link in the typical Singapore reward package,” Whatley says. “This could encompass exploring a supplementary savings plan or could be something as simple as a communication session around planning for retirement, and to help employees understand and to make the most of CPF, for example.” In addition, Whatley surmises that companies will also need to continue to monitor their health programmes carefully. “For example, in Singapore, they may look at ways of integrating MediShield Life into their health benefit proposition,” he adds. Given that the talent shortage is projected to become even more acute, Rakyan says companies need to be more careful when evaluating their spending. “While this is good news to employees as they can see the results of economic pick-up after the financial crisis, for employers, it poses a challenge,” he 28 ISSUE 15.12 SUPPLEMENT
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says. “They now need to seek the right balance of cost control with attraction and retention programmes.” He says driving a strong linkage between pay and performance is critical if employers want to retain their best people. “Differentiating between your crucial skilled talents, high potentials and average performers has become absolutely essential to ensure the best use of salary budget. The greatest rewards go to the top performers, who are seeing salary increases of approximately 1.5 times those of average performers,” Rakyan elaborates. He stresses that in order to retain valuable talents, company managers need to keep an eye out on the market and keep up with changing pay rates. “What companies pay for a job today might be different tomorrow, and determining current pay rates for jobs in Asia-Pacific’s highly competitive talent market is akin to shooting at a moving target,” says Rakyan. “To reward employees based on their performance offers them a greater
Wages: An Asian outlook • The real wage increase in Asia is expected to be lower than in 2015, with a decrease from 3.7% in 2015, to 3.1% in 2016 • Nominal salaries will increase by 5.4% in Malaysia in 2016 • In mainland China, companies are planning to award salary increases of an average eight per cent next year. Even after inflation, employees in China will be the second-best off globally in 2016: they can expect to see increases of 6.2% in real terms • Employees in Japan will see the region’s lowest wage rises next year Source: ECA’s Salary Trends Survey 2015/2016
incentive and also reflects growing market maturity. To help employees understand their value within the business, organisations need to have a good evaluation system and a transparent communication plan about pay and the rationale behind pay decisions.” Whatley says that in Singapore specifically, employers need to be prepared for the new retirement and CPF landscape. “A Towers Watson study showed that for the average company in Singapore, the 2016 changes to CPF might cost around one percent of payroll. Companies should therefore study the cost implications given their own demographic profile and factor those costs into their budgets for the new year,” he says. “Companies here should consider the guidance around re-employment to aged 67 by giving more thought to encouraging part-time roles and therefore better enabling a more phased retirement.” Litteken says compensation is not the only answer to retaining top talent, as witnessed by the high employee turnover throughout the Asia-Pacific region. “Managers need to think in terms of total rewards and career planning so that their employees see a path to a fulfilling career,” he adds.
What’s in it for staff? Looking ahead, Rakyan says employees can expect greater segmentation and personalised delivery for compensation, with a corresponding increase in different forms of reward options, especially for high performers. His counterpart Whatley says employees should be pushing their employers for better communication around benefits – and for the chance to provide feedback on what benefits are working well and what areas might need focus and development.
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FEATURE
HR TECHNOLOGY
CHANGING FACES The demand for HR-focused technology has increased over the past year, with a rising number of companies already setting a spending amount for these services in 2016. HRM explores what they can look forward to in the new year Naadiah Badib
naadiah.b@hrmasia.com.sg
I
t is a common move for companies to replace their core HR management systems with technological solutions these days. The introduction of such technology – including mobile options – have proven to cater to the needs of workforces in becoming more smarter and efficient. According to The Starr Conspiracy Intelligence Unit’s Global Human Capital Trends 2015 Report, 57% of HR executives intended on purchasing some type of HR technology solution in 2015. Their top objectives were: performance management, employee engagement management, learning, leadership development, and HR analytics. The research also showed that the top concerns varied according to company size. For large organisations, learning, compensation, workforce planning and HR analytics were listed as the key concerns. On the other hand, middle-sized companies were more focused on wellness, leadership development and HR analytics, while for small organisations, employee engagement, onboarding and workforce planning were top of the list. 30 ISSUE 15.12 SUPPLEMENT
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The usage of HR technology systems has also seen changes over the past year. Rene Wong, Sales and Marketing Manager at Times Software, says while the systems have been primarily designed for compliance, automation and transactions, companies are now seeking other benefits as well. “HR tech systems should not solely be about transactions,” she says. “They should be about giving people the tools and technology they need to be more successful at work, while driving employee productivity and engagement.” “Increasingly, firms are addressing their HR priorities, such as creating a strong company brand, attracting the brightest talent and competitively paying employees, by investing in technology.”
Hottest trends HR technology systems are a growing part of the IT market, and a rising number of companies are now investing in them. The same Starr Conspiracy Intelligence Unit report stated that the total expenditure on these
technologies grew by four per cent in 2014, as compared to 2013. Still, six in 10 firms are planning to increase their HR spending over the next 12 to 18 months. Similarly, Lim Say Ping, Director of iqDynamics, has observed that HR departments have been inquiring about enterprise-class talent management solutions that can help companies manage human capital more strategically. There is also a growing awareness of the importance of big data and data analytics, he says. “Companies are looking into data analysis solutions, or even better HR solutions that already have builtin data analysis capabilities,” Lim shares. Apart from designing HR software to make jobs easier, Wong says many HR tech providers are shifting their application designs to accommodate end users. This enables them to learn and collaborate, share feedback and set their own goals. Software delivery has also changed dramatically with the advent of cloudbased systems.
HR TECHNOLOGY FEATURE
OF HR TECHNOLOGY
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HR TECHNOLOGY
“Today, HR leaders can find and try solutions faster and cheaper than ever before,” Wong shares. “Using cloud services eliminates the need for HR departments to procure and maintain their own physical servers, as well as to upgrade and back up applications.” For Yo-Hahn Low, Global Head of HR Operations and Technology at Noble Agri, companies are increasingly embracing cloud-based solutions and focusing on data analytics this year. “Companies are ditching the IT-led customised approaches, and are instead having HR lead the design and supporting it themselves through configuration, rather than customisation,” he explains. “They also want better data analytics from these solutions and are shaping up to create stronger HR analytics capabilities within their teams.”
Stumbling blocks According to the Aon Global Risk Management Survey 2015, cyber risk is ranked as among the top 10 key risk factors in workforces. In addition, the potential for damage to brand and reputation was cited as the top overall concern facing global organisations. The report notes that this underscores the importance of cyber risks, which have been regularly linked to brand and reputation issues in the wake of data breaches. Low says firms in most sectors face challenges in poor data quality and capturing up-to-date and consistent data. “Without this foundation, it is difficult to improve data analytics and to get reliable metrics,” he says. The second issue raised was getting HR more involved and excited in using technology in the manner it was designed. To counter this, Low suggests that working backwards. “One way of overcoming this is to start with your reporting and regulatory requirements first, and 32 ISSUE 15.12 SUPPLEMENT
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Moving forward
FIVE DISRUPTIVE TRENDS IN 2016
1
Consumerised HR technology Many applications are now being designed with the end user in mind, enabling employees to learn and to collaborate, share feedback, and to manage other people more effectively.
2
3
Mobile apps as HR platforms Breakthrough areas of mobile applications will likely include engagement and feedback systems. Enterprise resource planning Vendors are now becoming providers of comprehensive talent management technologies to support areas like recruiting and learning.
4
Built-for-the-cloud providers A new and disruptive “third wave” of talent solution providers is emerging with products that are inexpensive and built for mobile and the cloud; profound for areas such as payroll and learning technology.
5
Feedback and culture management Several providers are bringing together performance management, feedback, employee check-ins, and development planning.
Source: Bersin by Deloitte report entitled, “HR Technology 2016: 10 Big Distruptions on the Horizon”
then work backwards,” he says. “This will then influence the design of the company’s HR technology solution and allow you to present better data for management.” To get HR to use the technology successfully, Low says the key leads and influencers need to be involved in the design and requirements phase, and ideally dedicated full-time to the overall project. This would then filter down to the various HR teams and to the HR champions already on board.
In a recent Information Services Group report, it was revealed that more than half of the executives polled planned to implement new HR technologies within the next two years. According to this, participants cited a variety of areas they would like to see improvements made over the course of the two years. They included: an improvement in talent acquisition (19%), improved business processes (13 %), cost reduction targets (10%), and driving human capital management technology improvements (9%). For 2016, Wong shares that Times Software is looking to continue to invest and develop its research and development team. “Applications and cloud solutions continue to impact everyone’s work and social activities,” she says. “However we put a special emphasis on dashboard alerts that link to quick action steps and reporting business intelligence on the fly.” “We are also looking at social connectivity for team building and synergy forging among colleagues.” Low hopes there will be more consolidated HR technology solutions, where areas such as talent, recruitment and learning and development are linked and where data can be shared without having to undertake separate integrations. “Also, HR tech will get more mainstream and consumer-based where managers, employees and HR find it easier to use, with little or no training involved; similar to how a person would do online shopping for example,” he explains. Lim also stresses that in the coming year, iqDynamics hopes to help companies facing rapid growth and changes, and who are therefore encountering challenges in resource planning and allocation. “This is when we are able to step in to assist these companies by become a supporting pillar of their organisation,” he concludes.
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PROFILE
IKEDA SPA
A corporate retreat to Japan, without flying out of local grounds B
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Ikeda Spa @ Bukit Timah offers a quaint sanctuary away from the hustle and bustle of town. Zen-inspired interiors and personalised spa services transform Ikeda Spa into a home away from home for urbanites. Ikeda Spa Prestige @ Clarke Quay Central teleports you to exquisite ryokans. Immerse in an oasis of calm, and restore balance to your body, mind and soul at this luxurious five-star spa destination.
Ikeda Spa houses Singapore’s first and only Japanese bathhouses fitted with hinoki, Japan’s most prized cypress wood. Once reserved strictly for royalty, and used for building palaces, temples and shrines, this precious wood releases mineral oils with soothing scents and antibacterial properties to calm and uplift. When absorbed by the skin, these minerals melt away stress, anxiety, aches and pain. Expect rejuvenation and restful sleep after this hot, soporific bath.
Ikeda Spa @ Bukit Timah 787 Bukit Timah Road (off Sixth Avenue), Singapore 269762 Ikeda Spa Prestige @ Clarke Quay 6 Eu Tong Sen Street, #05-22 Clarke Quay Central, Singapore 059817 Tel: +65 6388 8080 Email: info@ikedaspa.com Web: ik.cm/1IIJicT
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Award Winning Ikeda Spa Prestige, our second branch in Clarke Quay Central, is a Global Winner at this year’s World Luxury Spa Awards, clinching top spot in the Best Luxury Day Spa category. This outlet’s communal bathhouse carries the latest water ionisation technology to simulate authentic Japanese onsen.
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FEATURE
MICE
SETTING
HIGHER STANDARDS The MICE sector is set to provide companies with even better services in 2016. HRM finds out what impact this will make, and what potential clients are looking forward to Naadiah Badib
naadiah.b@hrmasia.com.sg
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MICE FEATURE
T
he meetings, incentives, conferences and events (MICE) sector has proven to be one of the fastest-growing industries among businesses in Singapore today. With the growing demand for more interesting and non-traditional meeting venues and experiences outside of conventional board rooms and hotel meeting facilities, it comes as no surprise that Singapore has been able to deliver and exceed those expectations. In fact, the city has now been recognised as Asia’s top meeting and convention city, according to the Union of International Associations (UIA) and according to the International Congress and Conventional Associations (ICCA) 2014 global rankings. Singapore has managed to retain its spot as UIA’s top international meeting city for the eighth consecutive year, and is listed at the top of the Asia-Pacific, according to ICCA’s rankings for the 13th year running. In a press release, Neeta Lachmandas, assistant CEO of the Singapore Tourism Board (STB), says the accolade is a validation of the strength of the local MICE industry. “But, it is also a reminder that Singapore needs to continuously up its game in light of the increased competition,” she says.
“While we are humbled that Singapore remains the Asian destination of choice for event owners, we will continue to further enhance our vibrant MICE ecosystem for a more remarkable experience for business visitors.” The demand for corporate conferences, product launches and training events experienced significant growth in 2015, as compared to 2014, according to the 2015 EIBTM Trends Watch Report. Elaine Kum, Director of Sales and Marketing at Pan Pacific Singapore, says she has also seen a rising demand for MICE facilities and services. “There has been a growth in the demand for MICE in 2015 as compared to previous years as a result of STB’s efforts to establish Singapore as a MICE destination with world-class meeting facilities,” she says. “Singapore has also attracted highprofile events that have chosen the city to make their debuts.” As meetings and events are getting more tech-savvy, mobile sites and meeting-dedicated websites are among the many measures adopted by companies to ensure everythig is smooth sailing. Jacintha Loke, Senior HR Executive at Keppel Infrastructure, believes that the evolution of this technology has been a
Four types of Asian business travellers The Singapore Tourism Board has identified four typical types of business travellers from this region. They are: • Stereotypical suits: These are typically travellers over 35 years old who value convenience above other factors. This grouping is more pronounced in India where travellers are more adept at adopting digital platforms to facilitate travel processes. • Service seekers: Chinese and Indonesian business travellers form the bulk of this group who place a high premium on service and other “feel good” factors. They tend to look for distinctive travel experiences, with 94% of the segment willing to pay for additional services. • Points maximisers: Comprising a majority of Singaporean and Japanese business travellers, this group sees travelling as an opportunity to maximise loyalty rewards, prioritising comfort over cost. Only 25% of them are willing to fly on low-cost carriers. Interestingly, Singaporeans and Japanese are more budgetconscious than travellers from other countries. • Belt tighteners: This segment is the most value-conscious; 73% of them travel mostly around domestic markets only. Source: “Asian Business Travellers” report released by the Singapore Tourism Board”
Increase in Singapore visitors As of August, a total of 1.4 million tourists has visited Singapore in 2015. According to Singapore Tourism Board statistics, as cited by Channel NewsAsia, this represents a six per cent increase when compared to the same period in 2014. Since May, there has been a rising trend in visitors coming from China and India. In the first half of the year, visitor arrivals dropped by three per cent year-on-year, while tourism receipts fell by 12% to $10.5 billion. Passenger traffic at Changi Airport rose 3.9% year-on-year over the 12 months to September 2015, with 4.42 million passengers passing through the airport. This included a record quarter of 14.3 million passengers for the third quarter of the year. key driver of the increase in demand for the industry “This should come as no surprise as electronic means for meetings across time zones has become more affordable and accessible,” she says. “More often than not, such means are just by a touch of a few buttons!”
Common challenges Loke says there are several common issues that she stumbles upon when holding MICE events. Diet is one of the biggest examples. Many people have unique dietary requirements such as halal preferences and the need to avoid certain allergens. She also says organisers need to ensure that even the most minute details such as the menu provided during lunch breaks should be in accordance and of the same perceived value. Small rooms for individual private discussions are also being required more often, even on the sidelines during large-scale events. At Pan Pacific, a variety of meeting facilities are offered, with space that cater to groups of all sizes. As more companies ISSUE 15.12 SUPPLEMENT
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FEATURE
MICE
are on the lookout to incorporate the latest technology, Kum states that their location is deemed to be a unique factor for them. “We are conveniently located 20 minutes from Changi Airport, connected by sky-bridge to Suntec Singapore International Convention and Exhibition Centre and moments away from Marina Bay Sands Exhibition and Convention Centre,” she says. However, despite these features, she notices that there have been pressing issues among companies to keep within their budget and expenditure. “Companies are reducing their budgets for meetings and events with tighter procurement procedures,” she says. “They are also going to MICE destinations which cost less.”
The next steps According to the American Express Meetings and Events 2016 Global Meetings Forecast, positive economic trends and the global expansion of many companies will drive continued growth for the meetings industry in 2016. In fact, the number of training and internal communication is expected to increase significantly as more companies continue to invest in faceto-face meetings. Singapore is again predicted to be the top meeting destination in the AsiaPacific region, according to the forecast. Shanghai is expected to trail only slightly behind in second place, followed by Hong Kong, Macau and Beijing. The report also stated that an average of 12.3% of meetings in Asia-Pacific will be with regards to sales and marketing. This will be followed by internal team meetings (10.7%), training (10.6%), conferences and tradeshows (8.9%), and advisory board meetings (7.5%). Kum also emphasises that minute details play an important part in a successful MICE event. Coffee breaks and food menu are among the factors that create a unique experience for both MICE and leisure guests. “As a Singapore-owned and managed hotel, we also offer companies the 38 ISSUE 15.12 SUPPLEMENT
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Emerging trends in 2016 • Preference in luxury More companies are bursting their budget to seek luxurious event spaces to hold their meetings and conventions. • Meeting demands There is growing demand across all sectors, including in telecommunications, education and insurance, healthcare, energy and many more. • Growth in meeting size The growing demand for meetings has resulted in hotels giving preference to larger meetings that are capable of paying more. • Change in meeting space The traditional ‘boardroom-style’ space is being replaced by an innovative approach where huge outdoor meeting spaces, smaller cosy nooks for limited gatherings and different kinds of seating are being requested. • New age technology Apps on smart phones, mobile sites and meeting-dedicated Facebook pages are assisting planners with the registration process, informing them of programmes and offering an easier method to gather feedback from participants after the events. • Meeting Package Planners are once again embracing meeting packages that stay with the budget. Planners are requesting for customised packages rather than unbundling. • Upsurge in prices Though value for money is still an important factor, the planners are yielding to prices being a little higher than before. • Teambuilding activities Venues, which are offering creative options for teambuilding activities are in demand. For instance venues with options for holding cookery classes, beach-volleyball or golf lessons are attracting more meeting planners. • Increase in competition Training budgets are being revamped to ensure the best-trained sales and management personnel for survival in the competitive global economy. • Growing importance of destinations Destinations which offer great value and a relaxed atmosphere are being preferred. Along with facilities for meetings, destinations which offer recreational opportunities and learning in relaxed setting are becoming popular. Source: “Top Ten Trends in the MICE industry”, released by the Benchmark Hospitality International
opportunity for cultural exchanges through team building activities such as cooking classes on the preparation of local delicacies or cultural dance performances,” she adds. As HR professionals plan and stage meetings and events next year, they should be on the look out for venues that are aligned to their operational functions.
“Meeting venues are hearing the challenges HR professionals have when it comes to selecting the perfect meeting space,” says Kum. “Hence, in the next year, they can look forward to more creative ideas for MICE events, including creative coffee breaks, thematic set-ups, and flexible and responsive services.”
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