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ISSUE 16.3
GOING AGAINST THE NORM Price inc. GST $9.95
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EDITOR’S NOTE EDITORIAL DIRECTOR Sumathi V Selvaretnam ASSISTANT EDITOR Sham Majid JOURNALIST Naadiah Badib SUB-EDITOR Paul Howell PUBLISHING ADMINISTRATOR Ezzaty Nazurah Zainal SENIOR GRAPHIC DESIGNER Amos Lee GRAPHIC DESIGNER John Paul Lozano SALES DIRECTOR Kristine Chan ACCOUNT MANAGERS Edwin Lim Shamaine Chua MARKETING MANAGER George Smith MARKETING EXECUTIVE Rafiq Jalil MANAGING DIRECTOR Joanna Bush PHOTOGRAPHY BY Frank Pinckers (pinckers.com) Ted Chen (tedchenphoto.com) PRINTED BY Times Printers Pte Ltd PUBLISHED BY
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16.3
Dear HRM readers,
A
s a HR practitioner, wouldn’t it be useful if you had the superpower to predict your employee’s next move? Predictive analytics has actually made that a reality. HR can now extract relevant information from existing data to make better decisions related to critical areas such as talent acquisition, attrition risk management, and employee engagement. Our story “Fortune telling the HR way” in this month’s Talent Management Special, tells you more. I recently moderated a CEO Breakfast Roundtable session at the inaugural Lean Enterprise Development Forum. At the session, business leaders from local SMEs shared their experiences and some of the unique challenges that they face. A common concern was how they had to vie for talent with the biggest players. While SMEs might not be able to compete in terms of high salaries, there are other means through which they can boost retention. This is something that Rice Communications does particularly well. Read SME Spotlight to find out how its work-life balance initiatives have helped forge a greater sense of belonging and camaraderie among employees. As I write this, the HRM Asia office is abuzz in preparation for our annual HRM Awards, which take place on March 4. Our emcee for the evening is local celebrity Irene Ang, who also runs her own artiste management firm. She shares more about her rise to the top in this month’s Leaders Talk HR. Have a great month ahead!
Best Regards,
Sumathi V Selvaretnam Editorial Director, HRM Asia
CONTACT US:
MICA (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 16.3 HRMASIA.COM
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CONTENTS 16.3 COVER STORY 14 Going against the norm Air carrier Scoot continues to shift away from its start-up mentality as it rapidly expands its business. But the company’s zany and colourful culture is here to stay, says Head of HR, Theresa Tan.
14 FEATURES
18
18 Disrupt yourself
Disruptive organisations often blow away the competition by offering products or services that are truly different. Leading management thinker and HR Summit Speaker Whitney Johnson shares how personal disruption can lead to greater innovation.
28 Fortune telling the HR way
While big data continues to be a buzzword, in HR circles, understanding and utilising this information to predict trends and events is the ultimate game-changer, as HRM investigates.
33 Building a talent bank
More companies are looking to fill positions internally, especially leadership and executive roles. HRM finds out what programmes are helping businesses build resourceful internal pools of candidates.
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40
37
37 Succession management: More than putting names into boxes Do not confuse replacement planning with succession planning, warns leadership expert and guest contributor Dr. John Chan. The latter requires a more long-term strategic view focused on the growth of talent, he writes.
40 Against the odds
Her journey to the top was not an easy one. Irene Ang, CEO, FLY Entertainment shares the factors that contributed to her success.
46 An incentive to perform
As organisations cajole their workforces to be sharper, faster and more productive, they aren’t forgetting to share the fruits of their labour. HRM looks at how staff rewards and incentive trips are being crafted as a show of gratitude for employees’ hard work.
50 Leading leaders
Leaders in the top tier of their organisation ought to set a good example to employees. So how can these high-level executives develop their own skillsets?
60 REGULARS 4 News
56 Avnet: Fostering leaders of tomorrow
24 Leaders on Leadership
60 HR Young Gun
54 Talent Ladder
Global technology firm Avnet is hell-bent on designing a specific leadership programme for millennial employees. HRM finds out more.
Every month, HRM speaks to a young university talent hoping to carve out a career in HR upon graduation.
62 Expanding Boundaries
As part of an effort to engage and retain employees, Rice Communications takes a unique approach in helping their staff achieve good work-life balance.
49 HR Clinic 64 In Person 64 Resources 68 An HRD Speaks 68 Twenty-four Seven ISSUE 16.3
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3
NEWS
ASIA
PHILIPPINES
INDIA
MILLENNIALS LIKELY TO QUIT
JOB LOSS WORRIES DIMINISH
Some 40% of Filipino millennials are looking to resign from their roles in the next two years. This stark statistic was uncovered in The Deloitte Millennial Survey 2016. When the period is extended to 2020, the proportion of Filipino millennials pondering resignation jumps to 64%. The Philippines’ study saw 62% of respondents citing that their leadership skills were not being fully groomed in their present firms. Among those aiming to quit within two years, 61% believed they had been overlooked for potential leadership roles. The survey also highlighted that “personal values and morals” sat at the summit of the list of retention drivers for 74% of Filipino millennials in junior-level positions, and 76% for those at a senior level. Regardless of the role, 69% of Filipino millennials consider “personal goals and ambitions” in their decision-making processes, while 59% pondered their company’s “formal targets and objectives”. In terms of what constitutes as an ideal position, aside from wages, Filipino respondents listed “good work-life balance” as the most crucial (15.3%) aspect, followed by “opportunities to progress or take on a leadership role” (14.7%) and “training programmes offered to support professional development” (9.2%). The survey, which was completed in the last quarter of 2015, encompassed nearly 7,700 from 29 countries, with the sample including 300 respondents from the Philippines.
AUSTRALIA
STATUS MEETINGS DRAINING ENERGY Australian staff are immersing themselves heavily in status meetings. In fact, a new survey by Clarizen has highlighted that these processes waste as much as 30% of the work week in prepation and attendance time. Preparation for these meetings frequently takes as much time as the meetings themselves. Sixty-five percent of Aussie employees who partake in conference calls cited that they multi-task during these virtual meetings. In addition, 89% of those who work with teams in multiple locations are annoyed by frequent communication matters such as informing everyone about proceedings (18%). Further findings from the survey showed that: • 67% of employed adults in Australia say they attend status meetings for updates on particular assignments, spending 3.9
4
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hours each week in these meetings • 65% of Australian employees who partake in conference calls with colleagues confess to participating in other work-related or personal tasks while on mute during conference calls: - 29% respond to work emails - 18% eat lunch - 13% respond to personal emails - 14% use the restroom (on mute) The survey was conducted online by Harris Poll on behalf of Clarizen in January this year.
Indian employees are breathing easier when it comes to their job security. According to findings of the Randstad Workmonitor survey, the rate of job loss anxiety fell to 17% over the last quarter of 2015, signalling growing confidence among Indian staff. The survey also highlighted that 58% of female workers possessed a strong focus on earning promotions; however, only 48% of the male respondents cited this. Seventy-seven percent of the respondents polled expressed their contentment with their respective employers in India, though this percentage fell from the previous quarter. The mood to switch jobs (including those both applying and actively looking for new positions) fell to 25% in India as opposed to 34% in the previous quarter. Nearly 50% of the respondents considered themselves “passive” job seekers. Nevertheless, in this quarter, the poll epitomised the steepest actual job change in India. Forty five percent of the poll respondents from India revealed that they have switched positions in the last six months. Fifty one percent of the respondents highlighted better employment conditions as the chief reason for their job switch. Interestingly, 40% of the survey respondents also revealed that they had a strong urge to do something totally different in terms of their work and career.
ASIA
NEWS
Study: CV discrepancies are higher among younger job seekers
HONG KONG
RECRUITMENT WOES ENGULFING COMPANIES Organisations in Hong Kong are struggling to source talents to fill up positions. According to a survey conducted by The Hong Kong Institute of HR Management, more than 90% of the polled firms found it “tough” or “extremely tough” to hire the right talent and 88% of the employers cited that the talent shortage raised their staff workload and pressure. The survey, which was conducted from July to October 2015, featured the opinions of 150 companies. An overwhelming percentage of them reported having job vacancies to fill. Some 66% of them found it difficult to fill those positions while 25% said it had been “extremely tough”. The proportion of small companies (with fewer than 100 employees) highlighting difficulty in hiring talent was 28%, higher than that of mediumsized companies (with employee numbers between 100 and 499) at 24% and larger firms (with employee numbers of 500 or above) at 20%. Of all the reasons cited by companies for their recruitment difficulties, fierce competition in the industry, a
shortage of available applicants, lack of candidates with relevant experience, and a lack of candidates with the required skillsets were the top four reasons attributed across all staff levels. Some 124 (89%) out of the 139 responding firms revealed they had adopted steps to solve the talent shortage conundrum. The most frequently adopted strategy was boosting wage levels to entice the right talent, with 59% of the responding companies citing this response. Other popular methods included enlarging recruitment channels (54%), followed by accepting less qualified or experienced candidates (52%), and undertaking more retention efforts (51%).
Chin Wei Chong
Marketing & Communications Director, APAC, First Advantage
I
n a fast growing economy like the Asia Pacific region, with inherent cultural differences and diversity, finding candidates with the desired skillsets and integrity is a challenge. A single bad hire can negatively impact an organisation. To safeguard the organisation from such repercussions, employers are embracing stringent hiring and background screening programmes. To help employers make better hiring decisions, First Advantage has released the 2016 Asia Pacific Employment Screening Trends Report, revealing key macro and micro trends and also provides insights for organisations to benchmark their current programmes and fine-tune their existing screening practices.
Key findings from the report include: • The overall screening discrepancy of candidates in Asia Pacific totalled 17.3% in 2015, a slight decrease from 2014’s 17.9%. In 2013, this was pegged at 12.4%. • The Australia discrepancy rates continue to be the highest in the Asia Pacific region at 25.02% followed by Hong Kong at 19.19%. China and Japan/Korea discrepancy rates are the lowest in the region at 7.65% and 9.49% respectively. • Employment discrepancy remains the highest in three consecutive years. Candidates with errors in employment records registered 58% of the overall major discrepancy rate in Asia Pacific. • A new study on age group data reveal that close to 70% of all discrepancies found were from candidates who were below 35 years of age. In 2015, from the overall discrepancy rate of 17%, the most number of discrepant candidates by age was found to be the highest in the 26- to 30-yearold age bracket. Candidates in this age bracket registered 29% discrepancy.
SINGAPORE
FLEXIBLE WORK PRACTICES FACILITATING WORK-LIFE BALANCE Work-life balance is highly cherished in the Asia-Pacific, with a whopping 77% of employees deeming it to be an imperative consideration in contemplating where to seek employment. This is according to The Kelly Global Workforce Index (KGWI). In Singapore, employees listed various aspects they thought were crucial to attain work-life balance. Key findings include flexible work schedules and practices such as working remotely or telecommuting (70%), restrictions on working outside typical business hours (51%), wellness programmes such as on-site fitness centers, health club memberships, and stress-reduction programmes (41%) and a cultivated environment of friendships in the workplace (36%). In addition, workplace flexibility is
LEADERSHIP INSIGHTS
no longer a gender problem. What was once steered by women juggling their family and careers is now an urgency for both females (74%) and males (67%) in Singapore who desire for a position that fits in with their own personal needs. Foo See Yang, Vice President and Country General Manager of Kelly Services, Singapore, cited that given Singapore’s present compact labour market, organisations need to eliminate traditional mindsets and afford more value in crafting initiatives to facilitate workplace flexibility, something that has emerged as a non-negotiable criteria for talent in the nation. “We already see the Government taking steps through the new Committee on the Future Economy’s Future Jobs and Skills sub-committee,” explained Foo.
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For a complimentary copy of the “First Advantage 2016 Background Screening Trends Report for Asia Pacific,” please contact Wei Chong at Weichong.Chin@fadv.com. 5
HOW WELL IS YOUR WORKFORCE,
NEWS
INTERNATIONAL
IRELAND
CIVIL SERVANTS FEEL UNDERAPPRECIATED
REALLY?
Civil servants in Ireland feel significantly underappreciated, with only 33% believing that their work is valued by the public. This is according to data compiled by the 2015 Civil Service Employee Engagement Survey. Some 36% of Irish civil servants also do not feel involved in organisational decisions at their government jobs, while another 45% feel that they do not have the opportunity to innovate and take initiative. In fact, 48% of respondents are less happy with the organisations they work for, than at the same time last year. They commented that this was largely due to the lack of support from their organisation (48% cited this reason) and a lack of feedback from managers (56%) and leaders (50%). Despite the low morale, civil servants
Well-being used to be a tough thing to measure. Not anymore. Workplace Options is a worldwide leader in employee well-being solutions. This year, we created and introduced the Global Health Questionnaire (GHQ) to companies around the world – a simple, efficient, and affordable solution to measure total employee well-being.
feel positive about their own work and working environment. Seventy percent of them like the work they do, and 80% of them feel competent in their ability to do their jobs. Having good social support and friendship at work (70%) and having a real sense of purpose and meaning at work (65%) were also listed as reasons for their hopeful work mindset.
GLOBAL
It’s a digital self-assessment that gives you the information you need to assess your workforce. It also provides immediate feedback that can help every employee at your company become healthier, happier, and more productive.
FLEXIBLE WORK REAPS REWARDS Flexible working arrangements have been deemed a useful way to enhance organisational performance. Sixty-one percent of business leaders responding to a survey by Vodafone stated that flexible work policies had increased their company’s profits. Eighty-three percent saw an improvement in productivity because of flexible working policies, while 58% revealed that the same policies had had a positive impact on their organisation’s reputation. The adoption of mobile data services, fixed-line broadband and cloud
Interested in what the GHQ can do for you? Give us a call.
Learn More at:
www.workplaceoptions.com Or call toll-free:
+65 (800) 130 1950 6
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services played an integral role in this workplace revolution. About 61% of employees in the respondents’ organisations used their home broadband service to access work applications, and 24% used a mobile data connection via their smartphone, tablet or laptop. Yet, the survey revealed that 20% of respondents’ firms had not yet implemented a flexible working policy. Of this group, 33% believed that the policy would not suit their organisational culture, while 25% believed that the work would be unfairly distributed between flexible and non-flexible groups of employees. “Employers are telling us that flexible working boosts profits while their employees tell us they’re more productive,” said Nick Jeffery, Group Enterprise CEO, Vodafone. “Central to all of this are the new technologies that are reshaping every sector, from high-speed mobile data networks and fixed-line broadband to the latest collaborative cloud services.”
INTERNATIONAL GERMANY
US
CAREER CONTENTMENT OVER SALARY
RECENT GRADUATES QUICK TO DEPART
A vast majority of workers in Germany have found that a good working environment and a secure job are much more important than high pay or promotions. A whopping 76% of Germans polled in a recent YouGov survey believed that having a good working environment was more important than higher wages. In addition, 90% of them felt it was more important to have a secure job than to have opportunities to move up the corporate ladder. Some 77% of respondents also stated that the environment at their workplace was “good”, “very good” or “excellent”, while 60% put the same labels on their work-life balance. Younger Germans were a little more ambitious than their older compatriots. Twenty-two percent of people aged 18 to 34 said that career advancement was more important than security, compared with just two percent of those over the age of 55.
NEWS
More than two-thirds of recent university and college graduates in the US plan to stay in their first career jobs for one year or less. According to a survey of recent graduates (completing their studies in the 18 months previous) by Express Employment Professionals, some 58% of them have reported they would leave their first job between seven months and a year. Another 29% said they would do so after more than a year. But experts advise that a longer tenure will reap more rewards over the long term. “Younger workers would be advised to stay in their first job longer in order to gain experience. In addition, employers are looking for loyal people,” said Bob Funk, CEO of Express. “If a business owner or manger spends months training a person, it’s only right for that employee to put their new skills to work for that organisation.”
SCOTLAND
HIRING SPREE EXPECTED Firms in Scotland may see a rise in their headcounts in 2016. According to a recent Robert Half survey, Chief Financial Officers (CFOs) and financial directors in Scotland plan to increase staff levels significantly over the next six months. Fifty percent of CFOs and financial directors in the region predict that they would create new jobs in this period. In addition, 40% would be finding talents to fill vacated positions. The addition of new staff is the result of new projects and initiatives in 65% of cases, new market penetration (35%), domestic growth or expansion (35%) and international business growth or expansion (35%). However, 85% of respondents stated that it would be “very” or “somewhat challenging” to find skilled talents. “The index highlights that CFOs and financial directors in Scotland are confident about their growth plans for 2016 and as such are actively seeking skilled professionals to add to their headcount,” Kris Flanagan, Associate Director, Scotland, Robert Half UK said. “This will not only drive up salaries but will also impact on the ever growing war for talent in the region, which is being fuelled by Scotland’s Economic Strategy 2015 and other initiatives.”
CANADA
WELCOME BACK... OR NOT? Eighty-seven percent of HR managers in Canada would welcome a returning employee who left on good terms. This was a key finding from a recent survey by Accountemps. Of this group, 30% reported that it is “very likely” for them to rehire an employee while another 57% stated that it was “somewhat likely”. However, 70% of professionals polled said that it is unlikely that they would apply for a job with a former employer. Only 10% stated that it is “very likely” for them to do so. Job duties (21%), corporate culture (20%) and management (15%) were listed as the top three reasons that respondents would not apply for a job at their previous workplace. “While a worker who left to pursue professional development opportunities might be coming back with more to offer in skills and experience, an employee who left feeling dissatisfied may return similarly unmotivated,” said Dianne Hunnam-Jones, Canadian president of Accountemps. “Hiring managers need to ensure that employees are coming back for the right reasons, and are enthusiastic about once again being part of the organisation.”
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INF GRAPHIC
Are your millennial employees leaving? Millennials have been deemed to express little loyalty to their current employers and many are planning near-term exits. HRM reveals this and other findings from the Deloitte 2016 Millennial Survey
DID YOU KNOW
How long do millennials plan to stay? 22%
2 in 3 millennials
19% 13%
expect to leave by 2020
12%
11%
11% 8% 5%
Women are more likely to leave in
5 years’ time than men
1 IN 5
6 months
6 months to 1 year
> 1 to 2 years
> 2 to 5 years
Millennials who expect to leave in the next 5 years China
65%
India
76%
Indonesia
62%
South Korea
74%
The Philippines 64%
> 5 to 10 years
> 10 years
Would never leave
Greatest influences at work Personal values/ morals
64% 49%
Clients, customers impact
60% 45%
Personal goals and ambitions/career progression
58% 46%
Senior Millenials: heads of department and above Junior Millenials: graduates and junior positions
Sources: • The 2016 Deloitte Millennial Survey • Some icon graphics are by Freepik.com and VectorOpen-Stock.com 8
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Don’t know
senior millennials intend to resign relatively soon
REASONS FOR LEAVING
25% 18% 24% 20% 20%
Sense of purpose Variety of experiences Use of made skills Aligned values Mentoring
ADECCO ADVERTORIAL
A guide to nurturing competitive talent Singapore has again shone in the 2015-16 Global Talent Competitiveness Index (GTCI), retaining its top spot in Asia-Pacific and sitting second globally. But, what’s in it for HR? HRM speaks to Femke Hellemons, Country Manager at Adecco Group, which worked with INSEAD and the Human Capital Leadership Institute of Singapore to publish the annual study
This year’s Global Talent Competitiveness Index (GTCI) is aligned to the theme of talent attraction and international mobility. Judging by Singapore’s position, what does this say about the country’s performance on these two themes? Singapore emerged as the second-ranked country for talent competitiveness and has outperformed the average of the region in each of the criteria. Singapore does well in its ability to attract talent, supported by good enablers such an established and business-friendly regulatory and market environment which promotes competition, productivity and innovation in doing business.
What exactly constitutes ‘talent competitiveness’? The GTCI research is geared to look at talent on a more quantitative level as it is the “currency” of the global labour market. The analysis and scoreboard of the GTCI research hope to provide decision makers with the quantitative tools to help them overcome talent shortages and skills mismatches and remain competitive in the global marketplace through more effective policies in education, human capital management and immigration. The term ‘competitiveness’ here does not measure the monetary cost of talent but focuses on skills and their output.
From an HR perspective, how can organisations in Singapore foster talent competitiveness? HR can work on improving management practices which can make the difference in attracting talent and better talent management. Improvement in management practices can start
with these three pillars of training and development, digital upskilling, and investment in technology in addition to creating a culture which promotes mobility and embraces diversity. Training and development investment and opportunities for upskilling are essential for the workforce and are also aligned with the Government’s agenda for a relevant and competitive workforce. Digital upskilling is also a hot topic of today with automation at the forefront of productivity discussions. Skilled talent pools in these fields can be sent to other countries as part of the ‘brain circulation’ concept for talent migration in which both sending and receiving countries can benefit.
What are some best practices HR should adopt when it comes to investing in talent? HR needs a clear plan and, at least for the mid-term, to find the right people. The mid-term plan refers to three to five years at least, which can answer questions around direction of where the company is heading and what are the types of talent required to fulfil these needs. This ‘talent blueprint’ for the future cannot happen alone and HR needs to work closely with all department heads to anticipate needs and to map where these talent will come from. Companies in their talent management strategies will need to enable and empower senior executives and coaches to be able to lead well and also, to recognise the “coaching” as one the performance indicator in its own right. Managers and senior executives often get to their positions through their core job responsibilities but once they get into a leadership position, the role changes into a people manager which also includes responsibilities in team and people development. ISSUE 16.3
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NEWS
HR MARKET ROUNDUP
CAREER INTERNATIONAL AND FOS SET FOOTPRINT IN SOUTHEAST ASIA Career International and FOS Search have joined forces to expand their reach in Southeast Asia. This is part of an effort to help their clients from multinational companies in their recruitment needs in the region. The combined firm will provide a full range of recruitment services, including executive search on a retained or contingency basis, recruitment process outsourcing, as well as contract or temporary staffing. The venture has also expanded its programmes to offer better services in the areas of talent mapping, talent pipelining, sponsored events, ad hoc project recruitments, and social media talent attraction. It aims to emerge as the leading recruitment organisation in Asia, providing a full spectrum of recruitment strategies and programmes. Among its specific objectives, it aims to support their Chinese clients in establishing their Southeast Asian footprints and help clients in Southeast Asia to service their recruitment needs in China.
GLOBAL FIRMS LACK FEMALE REPRESENTATION The female gender continues to be under-represented in workforces globally, according to Mercer’s When Women Thrive global report. On a global average, women make up 40% of a typical company’s workforce. Of this group, 33% are managers, 26% are senior managers and 20% are executives. Latin America is predicted to increase its female representation from 36% in 2015 to 49% in 2025. Australia and New Zealand are also expected to improve their combined ratio, moving from 35% to 40% in the same period. Female representation in US and Canada workforces are predicted to grow from 39% to 40%. The Asia region was ranked last in terms of female representation. It is forecasted to have workforces with just 28% female representation by 2025, a slight rise from the 25% recorded in 2015. “While leaders have been focusing on women at the top, they’re largely ignoring the female talent pipelines so critical to maintaining progress,” said Pat Milligan, Mercer’s Global Leader of When Women Thrive. “This is a call-to-action – every organisation has a choice to stay with the status quo or drive their growth, communities and economies through the power of women.”
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FUJI XEROX, WDA AND WAF COLLABORATE Fuji Xerox Singapore has recently partnered with the Singapore Workforce Development Agency (WDA) and the Workforce Advancement Federation (WAF) to conclude the fourth edition of its Workforce Champion Series. The three-hour interactive session saw participants exchanging best practices and innovative ways in which local small and medium-sized enterprises (SMEs) could boost employee growth and retention. Fuji Xerox also shared its own people management strategies, including internal recognition and employee engagement programmes. Overall, more than 50 local SME business leaders, management executives and HR professionals attended the event. “Essentially, the growth and survival of any company depends on having a high-performing workforce that is engaged, innovative and productive,” said Nicholas Goh WAF council member. “Engaged employees are also happier and stay with companies longer, thus reducing the costs of re-training. This builds trust at the workplace, employer to employee, and across the company.”
ASCOTT EXPANDS REACH IN CHINA The Ascott has formed a strategic alliance with DongFu Investment Development Corporation, a real estate subsidiary of China State Construction Engineering Company. Through this partnership, Ascott will manage apartments that are under development and future projects to be built by Dongfu Investment. In an effort to expand its reach in China, both firms will draw on each other’s capabilities, resources, brands and sales network. The move comes in line with Ascott’s recent alliances with other Chinese companies such as Alibaba’s online travel site Alitrip and Tujia.com International, and leading developers such as Vanke and Yuexiu. “Through our alliance with Dongfu Investment, we will be looking at expanding in cities such as Shanghai and Jinan, tapping on our partner’s major commercial building projects across these cities,” said Kevin Goh, Ascott’s Managing Director for North Asia. “Our latest partnership with Dongfu Investment will widen Ascott’s lead as we advance towards our target of 20,000 units in China by 2020.”
ADVERTORIAL
CAREER INTERNATIONAL – FOS SEARCH
KEEPING THINGS GROUNDED
The merger between Career International and FOS Search aims to help Chinese companies expand their businesses in Singapore. HRM finds out what these firms are looking out for
A
rising number of Chinese companies are expanding beyond the borders and have a particular interest in the Singapore market. This trend has since inspired the recent merger of regional search and recruitment service providers Career International and FOS. “As one of the largest HR firms in China, it is essential for us to follow our client’s footsteps in expanding their regional reach,” says Guo Xin, President and CEO, Career International. 12 ISSUE 16.3
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“The merger with FOS provided us the capability to do just that.” Headquartered in Singapore, Career International – FOS (CI-FOS) currently has overseas presences in China, Indonesia, Malaysia, Thailand, Japan, Korea, Hong Kong and Vietnam. The firm provides global leaders with human capital solutions and services.
Wanted: local talents As more Chinese firms are setting foot in Singapore, they are also in search for locals to manage certain aspects of their businesses.
According to Guo, there has been an increasing demand for general management skills locally in Singapore. Some other positions that are becoming commonly advertised for include vice president-level sales professionals as well as marketing officers. “The locals would do better than an employee sent in from China because they can better communicate and better understand each other,” he explains. However, Chinese firms are not the only group expanding their reach. Young professionals are also looking for international career opportunities.
CAREER INTERNATIONAL – FOS SEARCH ADVERTORIAL
As Singapore is increasingly seen as a strategic location for Chinese businesses, Henry Ong, Managing Director of Singapore and Regional Group Director, CI-FOS, notes that the merger will benefit local HR professionals in particular. “With the company now merged, professionals can reach out to us easily and we would be able to provide them with services on any parts of Asia,” he shares.
Barriers At present, consultants at the firm place a focus on hunting for local talents. They also liaise with Chineseinvested companies who come to Singapore as part of an effort to open branches and operations. As they attempt to adapt to the local culture, many find they face language barriers. Thus, one important criterion for candidates is the ability to at least understand the Chinese culture and to be able to communicate to those in China’s headquarters. Celine Lee, International Business Director, Career International, stresses that both hard and soft skills also play an important role. “Those who have sufficient work experience and know how to interact with Chinese clients would be in demand in the future,” she shares. According to Lee, Chinese people are shy by nature and are not open enough to reach out or socialise and
“As one of the largest HR firms in China, it is essential for us to follow our client’s footsteps in expanding their regional reach” Guo Xin, President and CEO, Career International
make friends. As a result, many of the expatriate talents feel lonely and isolated on assignment. This is especially evident in countries that do not speak Mandarin. “The good thing about Singapore is that the majority can speak Chinese. It is not as difficult to create a conversation as compared to other countries,” she explains.
Hottest talents in China Talents from high tech industries, such as those in e-commerce and trades, are in high demand both inside China and in Singapore. This is especially so for those with experience in the three biggest companies: Baidu, Alibaba and Tencent (collectively, the BAT group of firms). “These are the three biggest giants in China and are global players in their own market. They produce the best
Career International – FOS regional staff members
talents globally because they operate everywhere,” Li explains. “In China, if you have a BAT background, it would make you a very hot talent in the market.”
Rise of technology Henry Ong, Managing Director of Singapore and Regional Group Director, CI-FOS, shares that he experienced cultural barriers when he communicates with his colleagues from China. Despite being able to speak Mandarin, he still faced issues in communicating effectively with his other co-workers. As time passed, he noticed that several of his Chinese colleagues relied heavily on WeChat, a messaging and call application. In an effort to break those barriers, the local team and himself installed the application to talk easily with one another. Gradually, his other Chinese coworkers also downloaded Whatsapp – an application that is commonly used in the local workforce – to connect with colleagues and discuss necessary topics. “We have think out of the box and learn what it is like to be in other people’s shoes in order to better understand them and their culture,” he says.
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HR INSIDER
AT A GLANCE
Total number of employees at Scoot (Singapore): 834 Size of the HR Team (Singapore): 16 Key HR Focus Areas: - People Engagement - Leadership Talent Development - Employer Branding - Pro-active Talent Acquisition - Change (and Growth) Management
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HR INSIDER
I
GOING AGAINST THE NORM
n the eyes of most people, cabin crews need to be prim and proper; such is the assertion of Theresa Tan, Head of HR for Scoot. “It’s always the ‘Singapore Girl’ kind of image,” she says. “But, our image is really a bit different.” How different, you may ask. “I think we give a lot of empowerment to our staff to have their own personality,” Tan explains. “For example, our cabin crew are allowed to dye their hair in different colours, which is not a norm in most airlines.” According to Tan, the airline’s cabin crew is epitomised by its “Scootitude” culture. “Scootitude is about our crew being empowered to engage with our passengers onboard,” she says. “If it’s Chinese New Year, they can dress up and sing and dance along with them. When it’s Halloween, they paint their faces.” This fun-loving culture is personified most vigorously by none other than Campbell Wilson, CEO of Scoot. “He himself painted his face during the SG50 celebrations and there was a video of that,” says Tan. “Scootitude is really defined by that type of culture.”
The transition phase Tan reveals that when Scoot was first set up, the most pressing need for the carrier was to secure skilled people for
Air carrier Scoot continues to shift away from its start-up mentality as it rapidly expands its business. But the company’s zany and colourful culture is here to stay, says Head of HR, Theresa Tan
Sham Majid sham@hrmasia.com.sg
a variety of positions. “It was about setting up the structure and getting people to come in with the exact skillsets that we needed in order for us to start up on time,” she explains. “We were only incorporated in June, 2011 and we had our first flight in June 2012. It was really a lot of effort required and we were therefore most focused on talent acquisition when we first started.” According to Tan, the low-cost airline, owned by Singapore Airlines, is now transiting people from a start-up phase into a growth phase. “We constantly need to manage and change mindsets. We are no longer in a start-up where we are just taskoriented,” she says. Tan says the complexity of the airline business is another obstacle. “Once we start up the operations, it’s about being profitable and about gaining a position in the market,” she states.
“We are in a very competitive environment. So, peoples’ mindsets, flexibility and adaptability are things that are challenging us.” “When we are small, we are a ‘big family’; but as we grow, holding people together and still continuing to have a fun working environment is not easy.”
HR in the airline business For a company that lives and breathes “Scootitude”, it might be surprising that Tan believes talent engagement is a key challenge across the aviation sector. “More than half of your staff are not in the same office as you,” she points out. “Coming up with policies for all the millennials and the use of social media, as well as educating yourself about what to communicate and what not to communicate in the public arena can be quite a challenge.” Tan also says the use of ‘big data’ to predict trends as well as the talents an organisation selects is another ongoing issue. “Particularly in this industry, safety consciousness and awareness are two key attributes that will continue to be of major importance to aviation. We will be looking further at doing more to inculcate such a culture across the whole company, beyond technical and operational area,” she explains. Tan says the utilisation of technology is of vital importance to Scoot’s operations.
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HR INSIDER Fostering diversity and inclusion Theresa Tan, Head of HR, Scoot, says the company has both female and male cabin crew who are above the age of 50. In fact, some of them are also in charge of crew. “For us, we do not set an age limit as long as the employee is physically fit,” Tan explains. Tan says Scoot also hires female pilots, with the airline having started with one female captain. “We now have two female captains and one whom we recently hired as a second officer. Another has just started her cadet pilot programme,” she adds. “With the kind of mobile office that we have, the only way to communicate and connect ourselves together is actually through technology,” she says. “That is the strategy we have always adopted, and for the past two years, we have been very focussed on getting all our self-service systems up and running in order to engage with our staff and connect with them.”
Fighting with the big boys It is not rocket science to figure out that Scoot is in a constant battle with its more established counterparts when it comes to earning a slice of the aviation pie. “We are competing with the full service carriers all the time,” Tan confesses. “Even with cabin crew, you can see Emirates and other Middle Eastern airlines will come to Singapore to conduct road shows and hire people from here.” Just to give an inkling of the intense level of recruitment competition between aircraft carriers, Tan reveals that when Scoot first started, the organisation had less than five Singaporean pilot applicants. “I had to hire from overseas,” she recalls. “Back then, we didn’t have the luxury of time. To train pilots, you actually need to plan ahead at least two years in advance.” Tan says Scoot adopted a novel approach when it came to recruiting pilots and cabin crew as a result. “I think pilots are a very small community and they have their own online forums. So, we targeted the forums and went in to publicise our vacancies, and this also applied to other
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groups such as cabin crew,” she explains. As for the hiring of cabin crew, Tam also cites that Scoot’s talent pool comes mainly from the polytechnics and their fresh graduates. “Hence, we engage and collaborate a lot with these schools. We have not yet moved into Institute of Technical Educations, but that will be an area we will soon go into for cabin crew.” Tan also says Scoot will be looking to grow its talent pipeline through the introduction of graduate talent development programmes. “For the past four years, due to our development phase, we have not yet implemented this strategy,” she says. “One area we are looking to be very strong in is numbers and in analytical skills, such as financial analysis. “We want people to be able to undertake competitor studies in response to the market movements. This area of revenue management expertise is not something you can easily acquire within Singapore.”
Plotting training “routes” From Tan’s perspective, the career pathways of pilots and cabin crew are very structured. “When they come in, they are already aware of things such as how many hours they need to fly to reach a certain level, and when they qualify they go through a selection process,” she elaborates. As for non-flying crew, Tan acknowledges that it’s quite difficult to fit somebody into a fixed career roadmap. “Obviously, you are aware of the next level and for example, if you come in as an
executive, the next level you can go to is that of an assistant manager,” she says. “So, you know where you are going. As to how long you will take to get there, I think it’s quite difficult to have a fixed timeline.” With the airline industry being highly regulated, Tan points out that most of Scoot’s training programmes focus on addressing these regulatory needs. “For cabin crew, we do have leadership training to make sure they are really able to lead in stressful situations within the aircraft itself. Pilots also require training to go from one level to another,” she explains. Tan also reveals that crew resource management is another important aspect for Scoot’s HR team. “It’s an aviation-specific method of interpersonal skills focused on the outcome of reducing human error and maximising flight safety,” she says. “Those are the programmes that we usually structure for our employees to complete during their careers with us.” As Scoot has been channelling all its energies since 2011 into acquiring people with the necessary skills, Tan reveals that affording training opportunities for ground staff has been difficult. This year though, Scoot already has a programme in place to roll out for ground staff. “It’s more of a leadership development programme for managers. We are going to introduce different modules for the managers as well as coaching sessions,” she explains. “I feel that different people learn differently. So, we are not looking to fix with just one type of development programme.” With Scoot constantly looking to expand its global footprint and open more flight routes, Tan says more career opportunities will mushroom, even some overseas-based positions. “For example, if we set up joint ventures overseas, we have staff who aspire to be posted internationally. China is another area that we are expanding into,” she adds.
HR INSIDER It’s all about the talk While Scoot may not boast the resources or glamour of its full service carrier rivals, it attempts to punch above its weight through its culture and personality. In order to foster this spirit, it becomes even more imperative to effectively engage with employees. Tan stresses that one of the key elements of this is effective communication. “In the different categories of staff that we have had since the start-up, even in the small meetings that we have with our staff, our CEO himself is involved,” she says. “Probably, four or five times a year in our office, we will have a mini-town hall meeting where everybody will just gather around in the office itself.” “For the crew specifically, we have different sessions that we organise for our CEO to speak and engage with staff.” For example, Tan says Scoot employees are aware that the organisation has ordered 20 new aircraft which will be delivered over the next few years. “So, the growth is listed in front of them for the next three to five years. With all these plans ahead, they know where we are focusing.” Recently, Scoot also changed all of its aircraft to 787 Dreamliners, something employees are keenly aware of. “We are the first to have the whole 787 Dreamliner fleet here. It’s really all about communication; when people
know what is coming, they know what they are working for,” Tan elaborates.
For example, if a cabin crew member does something positive, their crew-in-charge or managers can reward with them something known as “Scootie Points”. “They can then exchange these points for things they value, one example of which is specific destinations they wish to fly to,” says Tan. “They can request to be put in flights to that specific destination. To our staff, flying to their desired destinations is like flying for a holiday.” Tan says ground staff also get to travel at very low rates. “They can buy unlimited tickets for their friends and family as well,” she adds.
Rewarding for contributions
Leading from the front
From the start, Tan says Scoot’s philosophy has been that the organisation is not the top payer of talent. “Obviously, we can’t compete with full-serviced carriers,” she states. Hence, the company pays employees for what they contribute and what they work for, along with how they perform. “I think the crew look for things like the ability to change their rosters, to control their own lifestyles, and when they fly and do not fly,” Tan explains. “They feel rewarded when we give them these small little things. They can
The “Scootitude” spirit is also espoused by Tan herself. “It’s not fixed that you must come in everyday in corporate attire,” she says. “Some days, I even come to work in shorts.” However, it is clear that Wilson is the chief driving force behind cultivating the “Scootitude” culture: one that is open, dynamic, friendly, and quirky. “Our CEO doesn’t really have an office,” she adds. “He just rolls over two seats when he wants to talk to me.”
Taking to the skies In 2015, Scoot kickstarted its very own customised, 18-month cadet pilot training programme, developed together with Singapore Flying College. After graduating from this programme, cadets will undertake additional training to ensure they are fully equipped with the essential skills and knowledge to fly Scoot’s Boeing 787 Dreamliner. “Our first batch of cadets are expected to join the Scoot family in 2017,” says Theresa Tan, Head of HR for Scoot.
also exchange points for little awards.”
WHO’S WHO IN HR
THERESA TAN Head of HR
KEITH NG
IVAN CHUAH
GEORGE CHAN
(Compensation and Benefits, Information Systems and Shared Services)
(Business Partner)
(Talent Management)
Senior HR Manager
HR Manager
HR Manager
ONG CHING LUI HR Manager
GRACE TEO HR Manager
(Talent Acquisition)
(Business Partner)
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WHITNEY JOHNSON
DISRUPT YOURSELF Disruptive organisations often blow away the competition by offering products or services that are truly different. Leading management thinker and HR Summit Speaker Whitney Johnson shares how personal disruption can lead to greater innovation Sumathi V Selvaretnam sumathi@hrmasia.com.sg
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How do you define self-disruption? Why is it critical?
I define self, or personal, disruption as the act of using a practice employed by companies – where a product deemed inferior by the market leader eventually upends the industry – and applying it to you as an individual. Reality is that disruption is occurring all the time; either we manage this constant change by disrupting ourselves, or we will eventually be disrupted by forces beyond our control. Disruption fuels innovation, opening the doors to great new opportunities for ourselves and others. And brain science suggests that embracing new challenges and learning new things has a beneficial effect on our brain chemicals. Disrupting actually makes us feel good.
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What is the S-curve and how does it influence one’s personal growth and development?
The S-curve is a graphic illustration of how disruptive ideas and products spread through cultures. The model was developed in 1962 by Everett M. Rogers. At the individual level it helps us make sense of the sometimes uncertain progress 18 ISSUE 16.3
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of a personal disruption. It demonstrates the advantages of stepping back or down in order to step up later. It can help instill patience during the early slower-growth stage encountered when we disrupt, and also assist in evaluating whether we are on the right path, or need to jump to a different ‘curve.’ And it reminds us that eventually our growth on a successful curve will max out, and we will need to disrupt again in order to keep growing.
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What support does an employee need to jump from one curve to the next? How can HR support this? More and more, today’s employees bring their dreams to work. HR should encourage the dreaming that stimulates innovation – which is the engine of disruption. The efforts of employees who show initiative should be embraced, not discouraged. Manager performance could be measured based on how many people have been promoted out of their department and for whom they have brokered a move. Groom high potential employees for additional responsibilities early in their careers; otherwise they are likely to head for greener
WHITNEY JOHNSON
ABOUT THE SPEAKER Whitney Johnson is the leading thinker on driving corporate innovation through personal disruption. She formerly co-founded a boutique investment firm with Clayton Christensen, and was an award-winning stock picker and institutional investor-ranked analyst for eight consecutive years. She is the author of the critically-acclaimed Disrupt Yourself: Putting the Power of Disruptive Innovation to Work, a frequent contributor to the Harvard Business Review, and was named a 2015 Finalist for Management Thinkers50. Whitney is the co-founder of Forty Women Over 40 to Watch , and was one of Fortune’s 55 Most Influential Women on Twitter in 2014.
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WHITNEY JOHNSON pastures where they believe their dreams can be brought to fruition.
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What are some common mistakes made by employers when it comes to employee career growth? Shielding employees from failure by not giving them ‘stretch’ assignments is a common error. Challenge is important for employee development, even if the outcome is uncertain. Repressing mobility with a ‘we like you right where you are’ attitude or evaluating employees only on the basis of how they perform their assignments rather than considering their potential to do well in roles that they are not currently tasked are two more mistakes, along with not rewarding innovative thinking. Finally, being unwilling to upset the status quo will mean that employees are unable play to their strengths and organisation will miss out on those skills and potential innovation.
5
What is impeding innovation in organisations today?
Of course, many organisations are continually innovating. But innovative disruption is rarely painless. It can require an investment that will have a delayed or uncertain return. To remain vibrant, organisations need fresh ideas, but those ideas often come with the price tag of engaging with people who are not like us or have conflicting views. The talent needed for disruption may already be within an organisation, but it requires a sacrifice of ego and the comfort of the status quo to give their ideas a chance.
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How can HR help instil innovating thinking in the organisation?
I emphasise the reality that organisations don’t disrupt; individual people do. HR can foster a climate of encouragement and reward for
innovation. It should be flexible to allow employees to play to their strengths and to assume new responsibilities. HR can facilitate training opportunities that will help employees discover and develop untapped personal resources and bring their creative ideas and dreams to work. Let your people disrupt, and your organisation will too.
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What are you looking forward to during your presentation at the HR Summit 2016? I love to encourage people and businesses, and provide them with strategies and tools that will embolden them to engage in personal disruption. I can’t think of a better locale than Singapore; it is the embodiment of disruption. I’m excited to share the ideas of personal disruption there; plus, I’ve never been there before!
Catch Whitney Johnson ‘LIVE’
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TAKEAWAYS
at HR Summit 2016 In her HR Summit 2016 presentation, Whitney Johnson will discuss: • Drive innovation throughout your organisation • Move into the sweet spot of your personal S-curve • Use the S-curve as a tool for understanding the psychology of disruption
17-18 May 2016 • Suntec Singapore Convention & Exhibition Centre Disrupt Yourself: Putting the Power of Disruptive Innovation to Work Whitney Johnson, Expert on Innovation and Personal Disruption and author To help your company in unexpected ways, dare to innovate. Dream big dreams. Do something astonishing. Disrupt yourself. Disruptive companies and ideas upend markets by doing something truly different. They see a need, an empty space waiting to be filled, and they dare to create something for which a market may not yet exist. An expert in driving innovation via personal disruption, Whitney Johnson will demonstrate how you can put the power of disruptive innovation to work. In this captivating and provocative session, Johnson will share intriguing stories of disruption and will teach how powerful disruption can be part of your organisation’s reinvention or evolution. Building on her background in investment, and equity analysis, Johnson provides a truly fresh perspective on innovation and change.
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Digital Savvy
Disruption Proof
Fu t u r e R e a d y
17 - 18 May 2016 | SUNTEC SINGAPORE CONVENTION & EXHIBITION CENTRE
Exclusive LIVE Interview with C. Kunalan - One of Singapore’s Greatest Athletes Master the High-Performance Mindset of a ‘Business Olympian’ Join us to hear performance psychologist Gavin Freeman, best known as The Business Olympian, interview C. Kunalan, former Olympian and National Track and Field legend. This combined LIVE Q & A and presentation session will take you on a journey through the eyes of an Olympian, and highlight how you can become a ‘Business Olympian’ in the board room.
+PLUS C. Kunalan Former Olympian, Track and Field Athlete & Teacher
Gavin Freeman Sports and Business Psychologist & Author
Conference attendees receive a free e-copy of Gavin’s first publication The Business Olympian.
Powering SMRT’s Transformation & Culture Change Live Interview with SMRT CEO For the first time at HR Summit, join Mr. Desmond Kuek in a candid live Q & A session as he shares how his experiences in the Singapore Armed Forces influenced his leadership style, and what has helped to drive SMRT’s transformation and culture change to strike these delicate balances. He will also speak about the company’s HR best practices in talent management, engagement and leadership, and how these efforts are critical in mobilising the company towards its vision of “Moving People, Enhancing Lives”. Desmond Kuek President and Group CEO, SMRT Corporation
To register now, visit us at www.hrsummit.com.sg For enquiries or to request for a brochure, please email us at info@hrmasia.com.sg Premium Gold Sponsors:
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Interactive Panel Discussions include: +Newly confirmed CEO Think Tank: Chief Concerns for the C-Suite in 2016/2017 C-Suite leaders deliberate about the most pressing C-level challenges and opportunities in our current VUCA work environment. This thought-provoking session cover and insights on embracing disruptive technologies, dealing with constant innovation, building an agile and resilient organisation and supporting sustainable talent pipelines. C-Suite Symposium Session Host Steve Lai Presenter, Channel NewsAsia
Miao Song CIO & VP IT ASPAC Johnson & Johnson
Francis Tan Economist United Overseas Bank
Amanda Goh CEO Edelman Singapore
Beyond Rewards & Recognition – Driving Engagement Through Non-Monetary Programmes Emerging technologies and innovative thinking are transforming the rewards and recognition industry at an incredible pace. Join this upbeat session as these panelists reveal their organisation’s rewards and recognition schemes, non-monetary strategies, and ROI derived from these to further drive employee accountability and engagement. Karthik Sarma Vice President, HR Levi Strauss & Co.
Gaurav Hirey Chief HR Officer, AMAP Millward Brown
Andrew Bujtor Managing Director Tower Transit Singapore
Workforce on Demand - Are You Ready? A craving for constant engagement, a yearning for quick rewards, job hoping and dissatisfaction, as well as a greater need for integrated work-life balance has seen the rise of a growing phenomenon – the contingent workforce. In this panel discussion, we get to grips with what to expect and how we can start preparing now for this workforce of tomorrow. Gaurav Sharma HR Director, Singapore & Malaysia Coca-Cola Singapore Beverages
Timothy Cheong Vice President and Group HR Director Banyan Tree Holdings
Phan Yoke Fei Lead - Talent & Culture, Human Resources MediaCorp
Aparna Kumar Regional HR Lead Monsanto
Other Newly Confirmed Speakers include: Innovate from Within - Building an Agile and Adaptive Workforce Grace Yip Chief Operating Officer, Group HR DBS Bank
Self-Engagement at Singtel - Putting Employees Back Into the Equation
Unlocking the Key to Business Success - Why is HR so crucial for SMEs?
Angeline Oh VP, Group Talent Management & Development Singtel
Session Info Coming Soon
Alex Teo CEO Zero Spot Laundry Service
Bala Subramaniam Head of HR, South Asia + Pacific Twitter
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LEADERS ON LEADERSHIP
How can leaders measure the success of their leadership style?
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eadership success can be measured by the performance of these four pillars – people, quality, customer loyalty and profits. Each pillar can be tracked through Key Performance Indicators (KPIs) to determine success. For example, motivated people can be measured by internal employee engagement scores or external benchmarks such as the AON Hewitt Best Employers Program. Motivated people guarantee great service, loyal customers and profits. Despite being a global network with more than eighty thousand people, we still live by the pioneering attributes of our founders: Speed, Getting it Right First Time, Can-Do Attitude and Passion. One of our credos is making it our “Best Day Every Day”. Our managers spend 70% of their time with our customers and people. We are all trained as certified international managers to always look
for ways to energise our people, instill pride in them through developmental opportunities, and give consistent and constant feedback to build a culture of trust and camaraderie. We also adopt a “Fit to Lead” approach to deal with stress because we believe that only a fit and healthy leader can master the storm. In addition, we strive for an insanely customer centric culture – a proactive approach to address customer needs that sets us apart from competition and strengthens us as the provider of choice. Our leaders are no exception as they too proactively foster bonds with customers. “Straight to the Top” is one such channel linking customers with me so that I can have their direct feedback. When all levels of the organisation serve customers with our pioneering attributes, customers can feel the difference and choose to stay with us.
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PORUSH SINGH Country Corporate Officer, India & Division President, South Asia, MasterCard
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eaders have a direct impact on the success of the organisation as they influence the people around them. They shape institutional strategies as well as ensure effective execution. It is crucial for a leader to move people towards a shared vision for inclusive growth. Hence, it is necessary that leaders should assess their capabilities, goals and limitations, to inspire people and achieve the holistic growth of the organisation. The success of a leader is measured in terms of revenue and profit generation which only describes one-dimensional aspect and lacks the effective definition and measurement of leadership. It is imperative for leaders to engage with co-workers or employees regularly to understand challenges and opportunities, thereby helping the team and organisation reach new heights. Rather than just restricting their vision and thoughts to achieve number driven growth, a successful leader should remember that employees rely on them
FRANK-UWE UNGERER
Managing Director, DHL Express Singapore
for motivation and inspiration. It is important to equip them with the right tools and training programmes that make them realise their full potential, personally and professionally. A leader should be able to push the team, challenge them, and help them build the capability needed to perform well at the next level by encouraging them to move toward their full potential until they are ready for the next level. Leadership can be measured accurately by observing how many people in the team performed well and grew in terms of promotion, handling special projects, or other additional responsibilities. At the end of the day, leaders are responsible for improving the performance of their team by measuring performance and development goals individually. Leaders are always remembered for building a strong, sustainable team that constantly grows, adapts, innovates and helps cultivate the leaders for tomorrow.
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SMEs @ HR Summit
Exclusively tailored for small business Leaders and Managers, team Leaders and HR professionals in SMEs, SMEs @ HR Summit 2016 will delve deep into relevant topics ranging from growing your workforce from the bottom-up to managing, measuring and justifying the value and importance of human capital in SMEs. First 100 registrants pay only $69.80 with e2i Training Grant and PIC Scheme! Email us at info@hrmasia.com.sg to find out more! Speakers include: Performance Management Toolkit for SMEs - Design, Integrate and Align Performance Management to Your Business Needs Rosiah Ismail, Rozie Head, Human Resource, Jamiyah Singapore
Attracting and Engaging the Future Workforce The Soup Spoon’s Ingredients to Success Anna Lim SouperChef & Executive Director, The Soup Spoon
Unlocking the Key to Business Success - Why is HR so crucial for SMEs? Alex Teo CEO, Zero Spot Laundry Service
Exclusive to SMEs 50% OFF with e2i Training Grant
Empowering & Developing Talents in SMEs For Sustainable Employee Retention and Succession Planning Casey Teh Managing Director, Simmons (SEA)
Get Creative with Employee Engagement: How to Boost Employee Morale and Team Spirit Through Innovative Platforms Josephine Chua Director of Human Resources and Quality, Ramada and Days Hotels Singapore At Zhongshan Park
Exclusive to SMEs @ HR Summit, e2i provides funding of S$174.50 for all Singaporean and Singapore PRs.
A Further 60% Cash Back with PIC Scheme The Productivity Innovation Credit (PIC) Scheme offers Singapore registered companies 60% cash back for SMEs @ HR Summit 2016 OR a 400% tax deduction - the choice is yours.
+PLUS! Interactive Sessions Learn, network, discuss and share ideas and practices with your fellow business management practitioners during these interactive sessions:
• • •
Panel Discussion: How to Do Incentives, Rewards and Recognition on a Tight Budget Interactive Round Table #1: Social Media Strategies - Branding and Talent Attraction Interactive Round Table #2: On-boarding - How to Maximise the Process to Retain Talent?
For more information, visit us at www.hrsummit.com.sg Early Bird Discounts Expire in April!
TALENT MANAGEMENT SPECIAL
PREDICTIVE ANALYSIS INTERNAL TALENT MOBILITY SUCCESSION PLANNING
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PREDICTIVE ANALYSIS
Fortune telling the HR way While big data continues to be a buzzword, in HR circles, understanding and utilising this information to predict trends and events is the ultimate gamechanger, as HRM investigates Sham Majid sham@hrmasia.com.sg
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wati Chawla, Global Head of HR Analytics, Strategy and Planning at Syngenta, says big data by itself “is just a set of data and has no standing without being analysed”. “It is only information and does not offer insights.” So, how can HR make sense of the often massive data that it is now able to unearth? According to Chawla, this is where predictive analytics comes into the fray. “Predictive analytics is about
extracting insights from a comprehensive data set in order to determine patterns and predict future outcomes and trends,” she says. “It also entails generating insights from the information to test alternatives and enable scenario planning.” “Insight, not hindsight, is the essence of predictive analytics.” Unsurprisingly, Chawla stresses that each of big data and predictive analytics “cannot exist without the other”.
PREDICTIVE ANALYSIS Making sense of predictive analytics Luca Zuccoli, Data Lab and Analytics Director, Asia-Pacific, Experian, says predictive analytics is the process of extracting relevant information from a myriad of existing data sources, and then using those insights to determine behavioural patterns and predict future outcomes. “In other words, it is the application of statistical methods on data sets collected from different sources,” he explains. “These sources could include past customer transactions, supply chain processes, and surveys, and could predict and quantify events related to different subjects such as the impact of training.” “Predictive analytics is often used by businesses to pre-empt customer decisions even before customers know them themselves, to test-drive marketing strategies before going to market, and to predict the success of campaigns.” Eustace Fernandez, Head of HR, Southeast Asia, Experian, says that with recent advances in data-driven analytics, every aspect of a business has analytics imbued into its core functions. “From finance to sales to customer experience to HR management, strategic planning has become more complex for business units with many choosing to adopt predictive analytics to guide their decision-making processes,” says Fernandez. “HR professionals can leverage predictive analytics to make better decisions for talent acquisition, attrition risk management, employee sentiment, employee engagement and capacity planning.” Chawla also concurs with Fernandez, highlighting that HR, like any other function, can play a significant role by engaging in data-driven decision making and planning. “Examples vary from looking at past performance to predicting what types of employees are most productive
and why, or profiling candidates to predict ‘time to productivity’, ‘sales achievements’ or recruitment forecasting,” she says. Fernandez reveals that Experian is committed to helping its clients make smarter and better decisions through the use of analytics, so it was only natural for it to also adopt the use of analytics in its talent strategies. “In 2015, we developed a HR strategic dashboard that allowed us to align key metrics to our business and HR strategy, while tracking progress against relevant targets,” he says. “The scorecard has helped us as a HR function to think about how we are adding value to the business priorities, such as how we are going to contribute towards improved pipeline ratios and financial performance to ensure that we do not become too inwardly focused.”
Predicting HR trends Chawla says as HR professionals, she and her peers like to engage in live interactions with employees. “To begin with, if these interactions are influenced by insights from data, it can promote a healthy, productive and a more prepared HR function and workforce,” she says. “For example, by using past attrition
Key zones where predictive analytics can add value • Employee profiling and segmentation • Employee attrition and loyalty analysis • Forecasting of HR capacity and recruitment needs • Appropriate recruitment profile selection • Employee sentiment analysis • Employee fraud risk management Source: Predictive Analytics in HR: A Primer, Tata Consultancy Services
TALENT MANAGEMENT SPECIAL
data HR can predict employee attrition triggers and can proactively approach an employee before the employee acts negatively on that trigger.” According to Chawla, another key to leveraging predictive analytics and realising maximum benefits from HR data lies in tying the data source to strategic business outcomes. “HR needs to ensure that analytics and its outcomes are aligned with business objectives; whether they are around reducing costs, increasing revenue, maximising operational efficiency, staying profitable, or sustaining agility or growth,” she says. Fernandez says predictive analytics can be used to quantify and improve the impact of specific employee programmes and initiatives, and to better understand the reasons behind employees behaviours. “Predictive analytics can be used to track and predict relevant metrics such as performance, impact of training, and sentiment analysis for HR departments to gain a better understanding how to best support, engage and develop employees in order to reduce turnover,” explains Fernandez. In addition, he says businesses can also leverage analytics and algorithms to monitor unemployment rates, employee turnover rates, business growth strategies and other workforce trends to predict future resource needs.
More data = better analysis? Zuccoli stresses that effective predictive analysis is not dependant on the quantity of the data collected. “Rather than the amount of data, it is more important to have the end goal in mind and to take on a selective and integrated approach of knowing what you want to achieve first and then gathering what is necessary,” he explains. “While having more data is always useful, not all applications require ISSUE 16.3
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PREDICTIVE ANALYSIS
Predictive Talent Analytics gaining traction in India According to a new TJinsite survey from TimesJobs.com, 90% of organisations believe predictive analysis will be part of the future of talent hunting. Still, only seven percent of the firms surveyed currently utilise analytics for finding the ideal recruits. In addition, close to 55% of all firms claimed they only utilised this data reactively and not to predict future plans. Sixty five percent aim to utilise predictive talent analytics in in the next 12 months. “The ability to move from gut-based judgments to data-driven decision-making is what makes predictive talent analytics the future of HR in India,” said Vivek Madhukar, Chief Operating Officer of TimesJobs.com.
huge data sets. More often than not, organisations are faced with the challenge of managing the digital deluge that they are not able to decipher the right insights from.” Hence, he emphasises that understanding how to select the right data is at the heart of data analytics and will be crucial in every organisation’s data-driven processes. Chawla says the quantity of data is only important to ensure statistical validity and to improve the ability to make predications. “However, more than the quantity of data, the quality of the data holds importance,” she explains. “Incorrect data can be more harmful than no data as it will lead to incorrect insights. A smaller quantity of data will reduce the statistical validity of data and thus, the comfort level of the decision maker. However, incorrect data will skew the predictions without any indications.” Chawla says another factor which is crucial is the variety of data available. “It can be in the instrument or source of data for the same data set or in data collected at different points of lifecycles and correlated,” she elaborates. “This will add to the accuracy of the predictions. In the future, as the world gets more connected through 30 ISSUE 16.3
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technology advancement, the increase in the need of swift decision making will impart importance to the speed of data collection and interpretation as well.”
Time to move over? Whereas big data and the amassing of information was once deemed to be the next big thing, has this notion been usurped by predictive analysis and the art of forecasting trends? Zuccoli thinks otherwise. “As opposed to the era of ‘big data’ being usurped, the era of big data will continue to flourish in today’s information economy and along with it, data analytics will develop into an integral and requisite function in the digital enterprises and cloud native organisations of the 21st century,” he explains. “Predictive analytics is the next step forward beyond traditional business intelligence technologies that leverage big data. Predictive analytics approaches will equip businesses with the right tools to glean actionable intelligence based on historical data and provide forecasts on business insights for better decision-making. “Operationalised predictive models can used to enhance and optimise targeted marketing efforts and drive campaign outcomes by projecting the campaign tactics on past, present and
future customer behaviours against the wider macroeconomic issues and fast changing business landscape – taking businesses one step ahead of their competition.” Specifically for HR, Zuccoli says the predictive modelling of employee behaviour and business scenarios will enable businesses to identify “at risk” employees and spot trends in key factors. “Predictive modelling will enable businesses to recognise the strengths of the workforce and accurately predict vacancies and leadership needs – affording better talent resource management,” he states. Chawla says predictive analytics usually follows descriptive analytics, which looks at past data and answers the questions of what happened and why. “The findings from ‘descriptive analytics’ are used to form part of algorithms, rules and assumptions which lead to predictions,” she says. “Prescriptive analytics goes a step further from predictive analytics and suggests decision options on how to take advantage of a future opportunity or mitigate a future risk and shows the implication of each decision option. “At the current stage of HR analytics, we are still dealing more with descriptive analytics and going towards predictive and prescriptive analytics.”
Real-life examples Fernandez says that Experian’s Global Workforce Analytics (GWA) team recently developed a predictive analytics model to help deal with a key business issue that the company faces – voluntary attrition levels. “Losing valued employees is a significant drain for a business; from lost productivity, new hire costs to the knock-on effects on engagement and morale in the team left behind,” he explains. “We estimate that a reduction of just one percent of Experian’s current global level of voluntary attrition would deliver cost savings of around
PREDICTIVE ANALYSIS $7 million a year – proving voluntary attrition rates to be a significant hit to our bottom line.” Fernandez says the company leveraged predictive analytics tools to capture large volumes of historical data and applied statistical modelling techniques to identify the most predictive employee characteristics, such as their demographic profile, training days, absence, and team size. “Based on the outputs, groups of employees were then identified as high, medium and low risk groups. This drastically reduced the resources spent on misaligned and inaccurate retention tactics and allowed our organisation to take calculated proactive action on high risk employees,” he adds. Chawla says her firm has various tools for the prediction of functional workforce requirements and the skills required for the future. “We are also working towards mechanisms for employee profiling, segmentation and productivity enhancement,” she explains.
Top tips Zuccoli says the one tip he always offers to people before they adopt any predictive analytics technology is to
TALENT MANAGEMENT SPECIAL
“Businesses waste copious amounts of time sifting through innumerable amounts of data and gaining little to no insights at the end of the data analytics project” Luca Zuccoli, Data Lab and Analytics Director, Asia-Pacific, Experian
have the end goal in mind. “They need to understand their key priority first, before setting up an appropriate system to support them analytically,” he states. “Often, companies start with methods or data infrastructures and end up missing the target. Businesses waste copious amounts of time sifting through innumerable amounts of data and gaining little to no insights at the end of the data analytics project.” Zuccoli stresses that organisations need to also understand that predictive analysis is “not a magic crystal ball” that will provide an answer to any question.
“It should be viewed as part of a toolkit in conjunction with other influencing data and insights to help identify issues and take action,” he adds. Chawla says there is no one size fits all approach. “The framework and tools utilised should be determined by a combination of factors, such as the stage of the organisation in the analytics continuum, data availability and quality of data,” she says. “The thumb rule I follow is that if the value of data extraction is more than the value the analytics would offer, look elsewhere.”
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22-23 March 2016 | Mandarin Orchard Singapore Seeking to seize a sustainable competitive advantage and drive higher revenues, many businesses are expanding into new and emerging markets. Economic opportunities, coupled with a shortage of skilled labour, have intensified the global war for talent. The situation is further complicated by the disconnect between local and international recruiting and outsourcing techniques as well as the lack of legal understanding on governmental and regulatory frameworks across the region. Shining the spotlight on 15 jurisdictions across top emerging markets in Asia, the Asia-Pacific Staffing & Outsourcing Law Congress is the practical guide for in-house legal counsels and recruiting leaders to effectively navigate the legal and regulatory issues facing staffing, recruiting and outsourcing in multiple jurisdictions.
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Rowan McKenzie Partner, Employment Law Group BAKER & MCKENZIE HONG KONG
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Fatim Jumabhoy Of Counsel HERBERT SMITH FREEHILLS SINGAPORE
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INTERNAL TALENT MOBILITY
TALENT MANAGEMENT SPECIAL
BUILDING A
TALENT BANK
More companies are looking to fill positions internally, especially leadership and executive roles. HRM finds out what programmes are helping businesses build resourceful internal pools of candidates Naadiah Badib
naadiah.b@hrmasia.com.sg
H
aving the right talent, at the right place and at the right time is a crucial part of business for every organisation. This is especially so when it comes to ensuring business results and successful business outcomes. Seen as a strategic initiative, talent mobility helps companies to optimally leverage their organisational talent pools to fuel business growth. At present, a rising number of firms are falling short in equipping their employees to take on new responsibilities, or ISSUE 16.3
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INTERNAL TALENT MOBILITY
Talent poaching on the rise Poaching talent from other companies is more likely to happen in Singapore than in any other country, according to a Robert Half survey. Seventy-nine percent of firms responding to its research had lost a good employee to a higher paying company over the preceeding 12 months. China trailed closely behind as country with the next highest frequency of talent poaching, with 71% of firms having suffered from it. This was followed by the United Arab Emirates (65%) and Japan (65%). Globally, 52% of firms stated that they had lost a good employee to a better offer.
in allowing them to move quickly into new roles. Respondents to the 2015 Talent Mobility Research Report suggest one of the reasons could be because managers are neither coached on when or how to hold effective career conversations, nor held accountable for developing their employees. A well-conceived talent mobility strategy has been shown to drive engagement and mitigate retention risks. As a result, a company will typically benefit from a deep pool of employees that are capable of taking on new challenges, assuming higher levels of responsibilities, and meeting increased demands to drive business growth. According to Genevieve Godwin, Regional HR Director, J. Walter Thompson (JWT), harnessing internal talent pool is a concept that aligns the evolving industry with the increase in competition for talent from both industry and non-industry competition. “Our environment needs to be focused on our people to ensure we develop our talent internally,” she shares. Internal hires also help to retain organisational knowledge and get up to speed in their new roles more quickly than external hires. “Hiring internally increases and promotes employee engagement,” says James Foo, Head of Group HR, ABR Holdings. 34 ISSUE 16.3
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“They are also able to settle in quickly and start performing due to their familiar culture, and can familiarise themselves with the employees as well as organisational and work processes.” If a company hires externally out of desperation, it may find itself having to offer more than the set budget or even hire candidates that may not be the right fit. In turn, this can trigger another departure and cause more business distractions. “The most effective way to avoid this is to build internal talent bench strength and to train, develop and promote from within,” Foo explains.
Schemes in place ABR’s talent bank places a strong focus on building future leaders for both the short and long term, and provides a platform for the business to grow locally, overseas and across brands. Its programmes are customised and based on individuals spanning between 12 and 26 months. Besides internal training and external classroom learning, the training programme matches employees to a particular department or brand, for attachment. They then partake in certain adhoc projects to gain more insight knowledge in that field. “The programmes help to align our talent management with our company
strategy, define consistent leadership criteria across all operations, and identify key competencies for continuing learning,” Foo says. The talent bank has since helped to equip staff with the relevant skills for leadership roles. It has also enabled the business to identify potential internal talents. One example of this impact is the ability to quickly plan outlets with a core team to prepare openings locally, overseas, and across the different brands. As part of an effort to address company and industry changes, ABR’s talent programmes are reviewed periodically. With this in place, the firm is able to identify the skills required by individual talents and whether they need more training. The team at JWT, however, looks to continuously improve its talent programmes to harness internal talents. “Culture is at the heart of this as we believe our talent programmes and our culture need to be intertwined for success,” Godwin explains. “In 2015, our culture was redefined for our business creating the “C4 values” of curiosity, courage, collaboration and capability, which embraces our pioneering spirit and the way we work.” Aligned to this, is the “High Potentials Programme”, which is an annual event that targets rising stars across the business. The firm also holds several leadership development programmes aimed at low, middle and high level managers. Each of these programmes is designed to build the key leadership and industry skills required for the respective roles. “The communication of goals is one of the keys to aligning our talent strategy with business strategy,” Godwin shares.
INTERNAL TALENT MOBILITY At JWT, managers regularly look for opportunities to conduct open dialogues between various levels of leadership and teams. “We want everyone to understand the direction of the business, and by aligning their goals, understand how they are contributing to it,” she adds.
Seeing results Through talent programmes such as these, Foo believes that ABR has improved its talent attraction and retention efforts. “Our leaders recognise the performance of our staff and every staff member has equal opportunity for growth and development,” Foo says. “Thus, it actually helps our employees become more committed to our company and achieve higher levels of job performance and staff retention.” Since the implementation of their schemes, Godwin also points out that JWT has been on track with achieving its diversity targets.
Measuring the success The 2015 Talent Mobility Research Report revealed that organisations are not always using available technology, systems and processes to acquire, track and measure information about their workforces. Nearly 50% of respondents indicated that their firm rarely or never used talent management software. A third of them also cited that their organisation rarely or never tracked internal talent moves, with another quarter of them stating that their respective company did so only “sometimes”. While software applications are often overlooked, they do allow organisations to run their businesses more efficiently. They provide key data and insights to help them assess, manage and develop the skills and experience of employees.
The detrimental effects of buying too much talent externally for our business may involve high costs to hire and train staff, skills gaps and low employee morale Genevieve Godwin, Regional HR Director, J. Walter Thompson
TALENT MANAGEMENT SPECIAL
Godwin shares that good analytics are key to measuring successful talent programmes. JWT conducts annual employee surveys through a “pulse check” on the workforce to identify areas of successes as well as of concern or potential improvement. Monthly and annual reviews of internal and external acquisition metrics are also conducted as part of an effort to indicate how successful the advertising firm has been at building talent internally. “The detrimental effects of buying too much talent externally for our business may involve high costs to hire and train staff, skills gaps and low employee morale,” she says. ABR has an alternative approach to measuring the success of its talent programmes. It does so by conducting employee satisfaction surveys and by evaluating employee retention, the cost of turnover and the impact these have on the company’s profit margin.
Seeking the external market Retaining talents continues to be a challenge across the region. To overcome this issue, Foo notes that the implementation of internal staff development plans, benefits and engagement programmes are useful. He adds that the decision to hire internally or externally is largely based on the nature of the role, internal supply of talent, and the organisation’s strategy. The lack of “bench strength” may compel external sourcing and may be a result of specific or needed skills that are not already available within the talent bank. Yet, buying talents does have advantages, as it allows hiring managers to access the far larger supply of candidates from the open market. “The external talent also brings fresh ideas and new skill sets into the company,” Foo concludes. ISSUE 16.3
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C-SUITE SYMPOSIUM Digital Savvy Disruption Proof Future Ready 17 - 18 May 2016 | SUNTEC SINGAPORE CONVENTION & EXHIBITION CENTRE
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SUCCESSION PLANNING
TALENT MANAGEMENT SPECIAL
SUCCESSION MANAGEMENT:
More than putting names into boxes Do not confuse replacement planning with succession planning, warns leadership expert and guest contributor Dr. John Chan. The latter requires a more strategic long-term view focused on the growth of talent, he writes
S
uccession management continues to be one of the hottest topics in organisations for employers today. It’s not news that the workforce is “graying”, nor that there continues to be a lack of skills (both technical and experience) in candidates seeking employment. From family
businesses to global organisations, succession management can no longer be ignored. Organisations need to ensure they have the right talent mix, not only to remain sustainable but also to thrive in an ever changing business environment. In years to come, having a robust succession
management plan will be the major differentiator between market leading companies and those that struggle to survive. Succession management has moved to the top of the agenda in many boardrooms around the world. Organisations are becoming more ISSUE 16.3
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SUCCESSION PLANNING
aware that it is not just a HR problem, but has many significant business implications that could have major consequences for organisations if ignored. Some of the key drivers for having a robust succession management process include: • The need for organisations to have agile leaders that can foresee and effectively lead change. This is especially important with the rapid pace of changing technology and innovation, and the subsequent high risk of business disruption. • The capacity for organisations to respond quickly to sudden losses of key talent. Businesses can suffer significantly without suitable replacements for critical positions. • The ability to lead, innovate and grow in new/existing markets, meaning that organisations need to know if they have these critical capabilities within their current workforce. • The cost and time it takes to fill a position can be high and success once in the position can differ wildly without a succession management process in place.
Replacement planning vs succession planning Many HR and senior leaders say that they conduct succession management in their organisation. However upon deeper investigation, they actually mean that they have someone in mind to replace one or more key positions. While this is an important risk management activity, on its own, it is not succession management. For example, many organisations ask their managers to nominate people for promotion or to replace a particular incumbent in a role. More often than not, once this information has been collected, little is done or acknowledged within the organisation, or said to the individuals that have been nominated. 38 ISSUE 16.3
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Most of the time, this process plans can quickly become obsolete. is completed without providing Similarly, replacement planning success profiles – specific technical tends to encourage promotion within and leadership capabilities that are ‘silos’ of specialisation, rather than necessary to be successful in the role encouraging managers to think across – which could lead to large degrees the wider organisation. Undoubtedly, of inconsistency between different replacement planning is vitally managers. important for all organisations. But it Without follow-through and is also highly tactical and short-term validity (due to a lack of consistency), in its nature. Replacement planning the process is seen just as another looks to ensure the continuity of HR task and not as a critical business one position for the sake of an priority. At best, this is straight organisation, it does not act to forward replacement planning. At mitigate future risks or expand the worst, it is an exercise in checking potential of the business. boxes that can be counterproductive to your people management goals, Taking a long term view and ultimately can diminish your Organisations are under increasing businesses success potential. pressure to demonstrate their people Replacement planning strategy to the Board, can be confused with investors and regulatory succession management bodies. As those looking where assumptions at an organisation’s and strategically succession management aligned goals differ. A process become can be confused with succession major assumption of savvier and more management where assumptions replacement planning is knowledgeable, simple and strategically aligned goals differ that the responsibilities replacement planning of the position will processes will prove stay the same and that inadequate to satisfy any new person coming into a role the expectations of those scrutinising will be doing the same thing as their your business. predecessor. By looking solely at the By contrast, succession role and responsibilities in isolation, management is a long term strategy replacement planning is limited in looking to ensure the continuing how the role fits within the larger growth of talent in an organisation. organisation and its future needs. Instead of being a once a year Replacement planning also suffers a event, succession management is common pitfall in looking to replicate a systematic process that extends the skills of current incumbents, through several areas (e.g. selection, instead of finding the best person to development, reward, etc). When a realise the role’s future potential, vacancy occurs, instead of having which may require skills and a few people to ‘backup’ the role, attributes that are different to those a robust succession management of the incumbent. process will ensure that there is a Replacement planning is also group, or talent pool, of qualified restricted to existing positions internal candidates who are capable only. It does not enable flexibility of being successful in the role. in planning for new roles, nor in A robust succession management changing the responsibilities of process won’t happen overnight existing roles. As organisations and there is a maturation process and positions change, replacement that each organisation will go
Replacement planning
SUCCESSION PLANNING through during this journey. As each organisation is different, so too will each succession management process differ slightly to meet the needs and culture of the organisation. It is always good to get independent external guidance to review your succession strategy to ensure it is inclusive and will meet the targets that are set out. While organisations will differ, there are some key components that all best-in-class succession management strategies include. Four pillars to support a robust succession management process: • Alignment – Succession management is explicitly linked with both the current and future business strategy of the organisation and develops a pool of individuals to meet organisational needs. • Accessibility – Best-in-class organisations have succession management processes that are simple, transparent (within limits), flexible, diverse and robust. • Assessment – A critical piece of succession management is the assessment of targeted groups within the organisation. This process allows for the identification of high potential individuals and capability gaps, and can feed into individual and team development plans. • Advancement – A robust succession management process includes targeted development for top talent as a strategic priority. The goal is to provide enterprisewide exposure for the talent pool. According to research from Aon 1 Hewitt , having a formal succession management process is strongly correlated with organisations that have been recognised as being a Top Company for Leaders. The research highlights three priorities to achieving a best-in-class succession management:
• Priority 1 Gain commitment from the top Senior leadership needs not only to approve the succession management strategy, but to play an active role by driving and promoting it as a strategic priority. Senior leaders must lead by example and embed succession management as a priority throughout the organisation.
• Priority 2 Push responsibilities to managers The success and failure of a succession management process will depend on the level of buy-in from managers. HR can guide and assist the succession management process, but the responsibility of developing future talent must be owned by the managers of a business.
• Priority 3 Measure progress regularly There is no such thing as a perfect succession management process. No programme will be without its
TALENT MANAGEMENT SPECIAL
problems and as the organisation matures, so must the process. By carefully and consistently monitoring, measuring and improving, the chance of success can be significantly increased. A robust succession management process takes time, energy, and buy-in of the whole organisation in order to realise its potential. Even more importantly, it takes a good long-term strategy and senior leader engagement to push the initiative. Without the full commitment of the organisation, no one group (e.g. HR) will be able to sustain successful succession management within an organisation. While striving to create a best-in-class succession management progress is a worthy goal, the business rewards will be far greater where succession management is successfully embedded across the whole of an organisation. 1
Aon Hewitt 2014, Top Companies for Leaders Study
ABOUT THE AUTHOR Dr. John Chan has over 15 years’ experience in the talent management field, supporting a wide range of initiatives across selection & assessment strategies, succession planning, 360 feedback, performance management, organisational design, leadership development, analytics and research. Dr. Chan has worked with organisations around the globe in a diverse range of industries. An active speaker and presenter in academic and thought leadership arenas, Dr. Chan regularly presents at conferences and holds panel discussions with other experts in the field. He holds has a Ph.D. and Masters in industrial-organisational psychology and has published articles in academic journals and trade magazines. Dr.Chan recently joined Aon Hewitt as the Talent Program manager for Asia Pacific, Middle East and Africa. Prior to this role, Dr. Chan oversaw the global talent and succession management strategy and process for a global multinational.
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LEADERS TALK HR
AGAINST THE ODDS Her journey to the top was not an easy one. Irene Ang, CEO, FLY Entertainment, shares the factors that contributed to her success
Q
Who inspires you? push each other like a big family. There are two people who I believe that it cannot always be have inspired me and about work and it is essential to add they are both from my previous a tinge of fun to our daily grind. jobs. One of them was my manager from my first corporate job at What is your leadership Naadiah Badib American Express, who taught me style? naadiah.b@hrmasia.com.sg the different aspects of business Decisive and straight to such as telemarketing and sales. the point. In terms of management, I As I came from a difficult family do not tend to beat around the bush, background, I did not have a figure that I could rely on. especially when it comes to making important decisions. If I Thus, she mentored me and believed in me strongly. do not like something, I will point it out right away. Despite She pushed me to expand my boundaries and reach for that, I do not hold grudges against anyone. When a new greater heights. day arrives, we start afresh and learn from our mistakes. I also look up to my previous supervisor at AIA who has now become a mentor, a friend and even one of the On top of being the CEO of FLY, you are still investors at FLY. When I was working there, he made his pursuing acting roles and taking part in employees a first priority. He made it a point to take us numerous events as a panel speaker. What out for meals, and often wrote notes of encouragement keeps you going? to us. I learnt from him that in business, it is important It is the people that keep me going. I like watching people to love your people first before results can be earned. grow and being a part of that growth and influencing them to be even better. I have a strong desire to make a What is the unique culture at FLY? difference in other people’s lives. Personally, I feel that We find the fun at work. We are creative, and I have lived the day well when I am able to make people we dare to do things that not many would do. laugh through my acting roles, and when I pass on what I However, we are disciplined as we deliver results and have learnt to the people around me through my talks.
Q
Q
Q
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LEADERS TALK HR
BIO BRIEF As founder and CEO of Singapore’s first artiste management agency, FLY Entertainment, Irene Ang runs a host of subsidiary businesses. They include professional acting and grooming school FLY Academy, Singapore-based concert organiser and promoter Running Into The Sun, as well as rooftop eatery Fry Bistro and cocktail venue Bar Naked. At present, FLY manages a roster of more than 50 regional entertainment and creative artistes. It also provides a range of services for the regional entertainment industry. During her role as CEO, Ang has created her own stand-up show The V Conference in 2007 and its subsequent yearly installments. She has also been a panel speaker for a number events including the Singapore Women’s Congress and Global Speakers Summit. Prior to this, Ang pursued and is still pursuing acting roles. She has acted in a number of TV shows such as Phua Chu Kang and Spouse for House, which were aired on Mediacorp’s Channel 5.
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LEADERS TALK HR
Q
How do you achieve a positive work-life balance?
I try to make time for things that matter. Family is my first priority. I make sure that that I organise family dinners, take my nephews and nieces out, and have quality time with each of my family members. Sometimes, you do not have to physically be there to spend time with them. Rather, it is the things you do or the words that you say, like sharing your day with them. Second level leaders also play a strong part in this aspect, as you can leave them to run the business. I have learnt to let go of a lot of things in terms of trusting the heads of departments to run certain business units and meeting them individually to go through the department’s progress and projects.
working towards building FLY to become more structured, without taking away our unique “fun” culture.
Q
do it?
A lot of the business units came from a need or crisis. Our strategy was to move with the market and to constantly think ahead. Each of the various arms at FLY serves a different function. For example, FLY Academy started as we found it difficult to find new talents in the entertainment industry. The academy holds classes to train potential entertainers and from there, we pick and showcase them to artiste managers to see if they
Q
You founded FLY during the initial stages of your acting career. Was it difficult to break away from that limelight and be seen as a businesswoman? When I started FLY, I had a one-track mind. Of course, there were a handful of people who tried to scare me by saying that the business would not go far. What I have learnt is to have a curious mind and not be afraid to ask when in doubt. It was tough during the early stages as I had no training to depend on and I struggled to understand financial statements and marketing structures. However, I learnt from my mistakes and am especially thankful to my older clients who were happy to guide me through that. Today, we are
ME MYSELF I I like: People who are positive and courageous I dislike: Excuses and dishonesty My inspiration: My clients My biggest weakness: Being too daring In five years’ time, I’d like to: Write a book and become a full-time speaker Favourite quote: Be the change you want to see in the world
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FLY has grown significantly since it was founded in 1999, and has now expanded to have several separate divisions and subsidiaries. How did you
LEADERS TALK HR
have potential. Subsequently, we found that there were several artistes who had a change in their career paths, from being a model to hosts. We then organised acting and hosting classes to cater to this group and polish their skills.
Q
You have various background experiences ranging from being an entertainer, motivational speaker and CEO. How has this range helped to hone your leadership skills? My mind moves at lightning speed. My experiences have helped me in a number of ways, including minute details such as thinking on my feet and coming up with solutions fast. I believe that over the years, I
have proven that I am not just an actress. I am able to direct events, understand corporate structures, key performance indicators and other aspects of business just as well as other professionals in the industry.
Q
What leadership opportunities do you offer at FLY?
I tend to push my staff to try things that I know they are capable of. At FLY, we place a strong focus on building internal talent. I often hire or promote employees to a higher position from within, as opposed to hiring someone from the external market. I believe in training an employees’ skillset and giving them the opportunity to grow.
Strong sense of determination It all began with two employees and a fax machine in a small space at the back of a factory. This was when Irene Ang, CEO of FLY Entertainment founded the business in 1999. At this period, Ang was new to the industry and was just a year into her acting career in Mediacorp Channel 5’s local sitcom Phua Chu Kang. The idea of creating the artiste management agency was conceived during the economic crisis of the 1990s where she noticed that several production firms began to close down. Actors and actresses were then found stranded with no salaries. Ang was determined to right those wrongs. Of her own accord, she flew to the US and arranged meetings with casting directors and management firms. She also went door-to-door to showcase videotapes of her artistes. As her acting career was insufficient to push the business, Ang went into events management. FLY then saw its first major breakthroughs, which comprised of the discovery of artistes such as Chua Enlai and Allan Wu. According to Ang, it took a good 10 years to attract veterans in the entertainment industry, including actor Adrian Pang.
Make up artist: Danny Kong
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STJOBS ADVERTORIAL
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Amid new business opportunities and increasing competition, employers are in search of in-demand skills and niche backgrounds. STJobs reveals the top skills that recruiters are looking for.
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ob seekers may find their ticket to a new role in 2016 by Soft skills like customer service and business development highlighting their soft skills. also figured high in the needs of employers, along with Interpersonal and communication skills are among the top administrative skills, project management, analytical and attributes that employers are currently look out for. presentation skills. This was a key finding from data collected through job Candidates with skills in Microsoft Office applications may postings on the STJobs recruitment portal. also find themselves at an advantage. This Some of the skills are directly linked to the is among the top technical skills in demand scopes and types of jobs posted, but the most among employers. in-demand trait is the one that unanimously In fact, Microsoft Office remains as one of spans across varied positions, regardless of the most popular work programmes used in level or industry. offices globally. Maintaining their top spot from 2014, The evolving methods of documentation also help reduce issues within the interpersonal and communication skills and communication too made it crucial for job workforce were deemed to play an integral role in seekers to have such skills to be able to carry organisational success. out their tasks effectively. The ability to communicate concisely, both verbally and through Customer service skills were also in demand as it helps writing, is a vital skill and requirement for businesses today. in keeping loyal customers, and in developing referrals for Good communication skills also help reduce issues within future customers. the workforce. This translates to the ability to deal with people efficiently For example, they can help overcome cultural differences – face-to-face or over the telephone – and the ability to listen and avoid miscommunication. attentively to provide good customer service experiences. In addition to enabling employees to interact more effectively Candidates with skills in software such as AutoCAD, amid the changing workforce landscape, interpersonal skills Photoshop, SAP and JavaScript will also find their résumés are also a key element of conflict management and resolution. moving closer to the top of the pile.
Good communication skills
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MICE
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MICE
An incentive to
PERFORM
As organisations cajole their workforces to be sharper, faster and more productive, they aren’t forgetting to share the fruits of their labour. HRM looks at how staff rewards and incentive trips are being crafted as a show of gratitude for employees’ hard work Sham Majid sham@hrmasia.com.sg
A
ccording to the Incentive’s Travel IQ Survey 2015, the sport of golf emerged as a “very important” aspect when respondents were asked what factors should be involved in their company’s choice of an incentive travel programme destination. In fact, only 2.7% of respondents cited that their organisation should specifically avoid Selected responses from Incentive’s Travel IQ Survey 2015 golf destinations. Whether or not Which of the following are most important criteria when evaluating a destination for your incentive golf is important travel programmes? to organisations’ • Reasonable costs — 71.8% • Ease of air travel — 43.5% • Diverse dining and entertainment — 16.8% incentive travel • Destination’s reputation — 32.8% • Security and safety — 34.7% • Recreational attractions — 24.4% programmes, one • Want to use a new destination — 18.7% • Appealing climate — 30.2% thing is indisputably How do the availability of golf and a spa affect your choice of a destination? certain: incentive trips are beginning • Golf is very important — 16.0% • Avoid golf destinations — 2.7% • Spa is not at all important — 8.8% to dominate the • Golf is somewhat important — 38.2% • Spa is very important — 20.2% • Avoid spa destinations — 0.8% retention strategies • Golf is not at all important — 17.9% • Spa is somewhat important — 32.8% of companies. Source: Incentive’s Travel IQ Survey 2015
Incentive findings
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MICE Embracing incentive trips Lin Liang Min, Director of Marketing Communications, W SingaporeSentosa Cove, attests to this assertion. “Staff rewards and incentive trips are noted to be increasingly current among companies, often serving to recognise and reward top sales agents in a business-centric environment,” she says. Interestingly, 61.1% of respondents to the Travel IQ Survey 2015 revealed that increasing sales was the primary benefit their company associated with incentive travel programmes. (see: boxout) Lin states that W Singapore – Sentosa Cove facilitates staff rewards and incentive trips for its corporate clients. “We allow companies to purchase stays from the hotel in the form of
room vouchers and also liaise with event companies on the logistics of the group, which caters to a group size of 50 to 240,” explains Lin. “The planning for such groups and trips are usually managed by event companies hired by our corporate clients.”
Types of clients Lin says W Singapore has a base of corporate clients, primarily from the automobile, electronics and technology, insurance, and financial and investment industries. “It can be noted that such requests and leads are very much dependent on the company’s fiscal year closing and it varies from c ompanies and countries due to their different demand periods,” she explains.
US airlines share the profits In February 2016, US airline Southwest Airlines revealed it would share $620 million with its staff. The Profit Sharing Plan was worth about 15.6% of each eligible worker’s eligible compensation, or the equivalent of eight weeks’ wages. According to a press release, this $620 million contribution—close to $1.7 million a day—is the biggest total dollar amount Southwest has ever allocated to its annual Profit Sharing scheme. This amount, which will be funded on April 29, surpasses the cumulative contributions to the Plan over the first 25 years ($559 million from 1974-1998). “Behind every milestone Southwest Airlines has celebrated—and there have been many—our employees are the driving force. I’m incredibly proud of the teamwork and heart behind every accomplishment,” said Gary Kelly, CEO of Southwest Airlines. “Our people have built one of the world’s most admired companies, and they share in Southwest’s success with this third consecutive record-breaking profit sharing contribution.” In a similar incentive plan, Delta Airlines staff garnered a share of the organisation’s $1.5 billion profit in 2015 – the steepest payout in the history of corporate profit sharing programmes. According to the company, individual payouts equalled more than 21% of workers’ eligible 2015 earnings. “We are often asked what makes Delta different,” said CEO Richard Anderson and President Ed Bastian in a staff circular. “The difference is you. Our unique people-focused culture is the advantage that none of our competitors can match.” Employee celebrations across Delta’s global network also paid tribute to staff. In fact, the airline designed a 50-foot tall greeting card, which included the names of every Delta employee – all 80,000 of them.
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Perks tied to household spending? The Voucher Shop, a specialist provider of employee benefits, staff rewards and customer promotions in the UK, recently administered The Voucher Shop Reward Survey 2015 among 1,648 UK employees. This research deduced that employees desire for more versatile reward initiatives with greater significance to their household spending. When respondents to the survey were asked, “If your employer was able to provide vouchers for good performance, what type of voucher would be most beneficial to you or your household?”, the feedback highlighted a clear preference towards vouchers for use in retailers affording household necessities over more leisure-focused choices. These included: • Food and grocery shopping vouchers (47.8%) • Department store vouchers (14.9%) • Holiday vouchers (12.4%) • Leisure or family day out vouchers (9.2%) • Eating out (8.7%) • Clothing vouchers (5.8%) • Do-it-yourself or home improvement voucher (0.8%) “The motivational impact of non-cash rewards over higher salaries is welldocumented. In order to drive performance and improve employee engagement, employers need to offer rewards that appeal to the individual,” said Kuljit Kaur, Head of Business Development at The Voucher Shop. “While discounted vouchers or gift cards as part of a flexible employee benefits scheme are a very effective way to ease the pressure on household budgets, performance rewards can also be used to pay for the weekly food shop.” The Voucher Shop Reward Survey 2015 was completed during March and April 2015, with respondents being based in the UK and featuring employees from 48 companies operating across multiple industry sectors.
CLINIC HRCLINIC HR How can transformational leadership drive successful organisational change?
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ompanies that have succeeded in implementing results-driven organisational change leverage on the influence of transformational leadership. While much emphasis has been placed on external competitive analysis and market trending, internal reinforcement is equally important, including strong endorsement from the top leadership team, business alignment and workforce capabilities. This is a proven step to reduce or resolve ground resistance to change. Some key elements to consider: • Commitment: It is critical to build commitment to organisational objectives and culture. Most successful changes have a message or vision upon which development is built. This helps to promote better understanding and agreement on the structure, strategy and cultural components. • Multi-level influence: Influence does not just start from the top. It should simultaneously spread across all levels to shape behaviors and perceptions, towards
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targeted cultural norms. Decentralise the ownership and accountability of leadership at every level to everyone. This empowers all to have a stake in the future. • Organisation assessment metrics: An explicit model on behavioral competencies is important to guide everyone on the current and future states. It also helps build the subsequent systemic design of the interventions to be on track. HR practitioners should undertake a thorough business diagnosis to build the case for action, identifying the business drivers and rationale for engineering transformational leadership. The subsequent phases follow with assessment, developmental programme design, implementation and evaluation.
Dorcas Tan
General Manager, Recruit Inc
Ask our HR experts. Email your questions to sham@hrmasia.com.sg
CORPORATE LEARNING
LEADING
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CORPORATE LEARNING
LEADERS Leaders in the top tier of their organisation ought to set a good example to employees. So how can these high-level executives develop their own skillsets? HRM finds out Naadiah Badib
naadiah.b@hrmasia.com.sg
O
rganisations today have lavished time and money on improving the capabilities of managers in an effort to nurture new leaders. US companies alone spend nearly US$14 billion annually on leadership development, a recent McKinsey & Company report found. Nearly two-thirds of respondents to its survey indicated leadership development was both a current and ongoing priority at their organisation. A leader’s skillset also has a big impact on long-term business success and overall team performance. Approximately 30% of US companies in the McKinsey research admitted that they had failed to fully exploit their international business opportunities because of a lack of leaders with the right capabilities. Often, leaders get to where they are because of the results they have delivered to shareholders. In order to lead their teams to repeat those results for the next three to five years, they need to enhance their skills and continuously improve their capabilities. This is according to
Alex Butt, Managing Partner of Glides Consulting Partners. He explains that one of the traits of a great leader is that they are open to learning new things. As leaders often have many priorities and limited time and resources, their skills upgrading programmes must be customised and catered to their needs and schedules. “A leader who stops upgrading cannot sustain consistency to deliver results,” Butt adds. “However, a leader who keeps learning
and investing in skills for higher sustainability becomes more capable of leading their team towards the future.” According to Kelvin Lim, Founder of Executive Coach International and Southeast Asia’s Pioneer Master Coach, leadership skills are essentially universal and perennial. At the same time, leaders ought to be able to adapt these skillsets into the changing market environment. “As we are going to have different generations of people coming in, gaps will appear,” Lim shares.
Are your firm’s leadership development programmes up to par? Leadership is viewed as the highest priority issue among businesses, according to a survey by Deloitte University Press. Eighty percent of its respondents rated their leadership bench strength as “urgent” or “important”. Yet, not all companies feel they are meeting the challenge. Only 13% of firms rated themselves “excellent” in providing leadership programmes at all levels. A further 66% believed that they were “weak” in their ability to develop millennial leaders, while five percent rated themselves as “excellent”. ISSUE 16.3
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CORPORATE LEARNING
“Different cultural gaps, multinational gaps, and technology gaps will start to appear and these will disrupt the workplace.” As things change quickly in the workforce, he stresses the importance for an individual to be able to create bridges between these gaps. Leaders should be able to continue asserting their influence in those areas to maintain their positions at the top tier of the organisation, Lim says.
Is it a necessity? Leadership programmes are the most difficult to implement as they encompass all skills as well as technical and management aspects. Butt emphasises that all companies should have a development programme for leaders, managers and individual contributors. “Leadership programmes are 20% skills training, 50% will (coaching of mind-sets and beliefs), and 30% ‘spills’(learning through networking, interactions, industry involvement),” he explains. On the other hand, Lim advises firms to also have a general leadership plan to engage people, and to revise leadership concepts and adopt new ways of dealing with teams and motivating others. “We are looking at different leaders who encounter specific situations, where they need something that is more tailored to their needs,” he says.
Catering to the right audience Executive Coach International provides a specific scheme, the “Leadership Coach Training Programme” designed for HR personnel and coaching specialists. The programme trains the major domains that coaching professionals have to deal with. This includes their individual behaviour and their own personal mastery and ability to inspire people. Glides, however, takes another
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What areas have leadership gaps? A robust leadership pipeline is critical to drive strategy and growth so organisations can achieve their goals. While many have devoted considerable resources to development, some organisations have a limited number of leaders who are ready to take on new responsibilities. Respondents from the 2015 Korn Ferry Real World Leadership Survey collectively listed the leadership gaps in their workforce. They are: • Ability to manage through strategic change: (48% of respondents cited this as a concern) • Broad general management capabilities: (20%) • Specific critical skill sets: (20%) • Gender and generational diversity: (10%) approach to nurturing leaders. Its services are centered upon the “big T”, which stands for transformational changes that apply throughout an organisation, as Butt puts it. It also focuses on the “small t”, which translates to trainings and workshops to start bigger T process. For transformational work, Glides introduces methodologies for teams to implement a structural process that will align the entire organisation towards achieving results. Still, some organisations will only want training for their team to acquire the knowledge and skills needed to implement in-house systems. Currently, Glides also partners with companies, individuals and teams within an organisation to deliver key results through its “Three Tracks to Creating Greater Accountability” programme .
Bottom-line impact A study by talent firm Development Dimensions International showed that the leadership impact on an organisation’s bottom-line can be significant. In key metrics like financial performance, firms with the highest quality leaders were 13 times more likely to outperform their industry competitors, the analysis found. Organisations with higher quality leadership also reported higher employee retention and engagement rates. As Lim suggests, leaders contribute to the bottom-line through their reputation in the market. A positive reputation attracts more and better types of business and clients. “The best strategy will allow the company to engage in a market that has higher returns on investments, and a more effectively chosen market,” he shares. “This will in turn translate into results and performance for the company and rewards for the individual employees.” “Leaders essentially inspire confidence, engage systems, and motivate their employees to affect the bottom-line.” Yet, Butt believes that the bottomline is impacted by a number of factors, only one of which is a leaders’ skillset. He says the agility of a leader to adapt to changing conditions and their resilience to recover from mistakes are also key to sustaining financial results. Building agility and resilience typically requires one to tap the beliefs and mindsets of individuals in the organisation. “When leaders create the right experiences in the organisation, the right culture will drive towards the organisation’s goals,” he adds. “And if the goal is the bottom-line, then it will have a direct impact.”
TALENT
LADDER
Lisa Low
Pierre Cadoret
Sujatha Maniya
Lisa Low has recently been appointed as Regional Talent Management Director for Asia and Africa at the Carlsberg Group. In her new role, Low will be responsible for the Talent Management and Organisational Development functions across the diverse regions. This includes the assessment of organisational needs and the design, implementation and evaluation of programmes that facilitate the effective management of the people agenda by line managers. The role also entails the identification and development of talent to promote continuous learning for employees in the regions, particularly executives and emerging leaders. Previously, Low was DHL Express AsiaPacific’s Talent Management Director. She held this position for eight years. While it was a tough decision to leave the company, she says she was enticed by the prospects of working with Carlsberg. “The company not only has a rich heritage and history, it is also at a time of transformation, with a new global strategy to set sail for a more profitable future,” she said. Low brings with her about 25 years of experience, with expertise in talent management and learning and organisational development. She hopes her new position will allow her to make signification contributions to the organisation’s growth.
Shutterstock has announced the recent appointment of Pierre Cadoret as its Talent Acquisition Lead, Asia-Pacific. He will be in charge of sourcing and hiring Shutterstock’s future employees in the region, from South Korea to Australia. Together with the sales and marketing teams, Cadoret prepared the strategy and recruitment processes when the company decided to operate an AsiaPacific headquarters in Singapore. Prior to joining Shutterstock, Cadoret was a recruiter at Gartner for almost three years where he was responsible for recruitment in the region. He had also worked as a Practice Leader at K2 Partnering Solutions for almost a year, and DISYS as its recruitment manager, Asia for over one year. In total, he has gathered more than 10 years of recruitment experience, eight of which were spent out of Singapore where he focused mainly on Asia-Pacific clients. Cadoret specialises in recruitment in the Asia-Pacific region, ranging from fresh graduates to executive levels. As much as he enjoyed his tenure at Gartner, Cadoret wanted to look for opportunities to upskill himself. “My previous role and company were great but after almost three years I needed a new challenge and to grow my responsibilities to a more strategic level,” he said. “I want to set up a very successful, dynamic and fun office to be in for Shutterstock in Singapore,” he said.
Sujatha Maniya has taken on a new role at Starcomm Mediavest Group as its Talent Management Head for Southeast Asia. She will be reporting to Jefferey Seah, Country Chair of VivaKi and CEO of Starcom Mediavest Group, Southeast Asia. Her new responsibilities include the development of strategic HR business plans, talent management, and change management. Previously, she was the HR Director for Southeast Asia at Millward Brown, a position she held for almost two years. There, she headed the HR operations and business partnering functions for Southeast Asia. She also led and developed HR team members. In addition, Maniya oversaw the development of strategic business plans, talent management, development, and acquisition, compensation and benefits, and change management. “HR is in a powerful position to influence business success in 2016, especially as organisational changes and shifting priorities continue to increase in complexity, frequency and scope,” she said. “Organisations need to apply several strategies to prepare for, and more effectively adjust during continuous change. And at the core of those strategies are the HR business partners.” Maniya will replace Tang Seok Hian, Talent Management Lead for Southeast Asia, who left to be a consultant.
Regional Talent Management Director, Asia and Africa, Carlsberg Group
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Talent Acquisition Lead, Asia-Pacific, Shutterstock
Talent Management Head, Southeast Asia, Starcomm Mediavest Group
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HIGH
IMPACT HR
AVNET:
Fostering leaders of tomorrow Global technology firm Avnet is hell-bent on designing a specific leadership programme for millennial employees. HRM finds out more
Sham Majid sham@hrmasia.com.sg
K
hia Tat Lim, Vice President of HR, Avnet, says its Asia-Pacific organisation consists of a large pool of millennials; nearly half of its total workforce in the region. “They are vibrant, resourceful, collaborative and passionate learners,” Lim says. Having ascertained that the future of Avnet lies in these young professionals, Lim says the organisation thought it was “imperative” to craft a specific programme that would tackle the company’s needs and aspirations. Hence, the birth of Avnet’s Young Leaders Programme, or “Avnet YLP”.
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High-potential frontline managers According to Lim, Avnet YLP was designed by subject matter experts within the Avnet Asia organisation as a means of developing the leadership competencies of staff at the early stages of their careers. “It was conceived as part of Avnet’s talent management efforts in support of our rapidly growing business. It serves to accelerate the learning and development of our first level leaders, or ‘frontline managers,’ who have demonstrated potential and readiness to take on expanded roles and responsibilities,” he explains.
The programme was also formulated to help Avnet frontline managers gain insights into the company’s regional business, hone their business acumen; learn about Avnet’s perspective on ‘potential’, and identify their respective positions on four specific ‘agilities’. These agilities are based on global people and organisational advisory firm Korn Ferry’s Learning Agility model. They are: mental, people, change and results agility. “As part of Avnet YLP, participants are involved in a continuous improvement project. They form groups and are asked to identify
a business process that they see potential to improve upon and then present their plans back to the other participants,” Lim elaborates. “To hone their business acumen, they undergo business case development and business plan development learning courses before embarking on research into next generation technologies such as cloud, big data and analytics, converged infrastructure, and security.” Avnet YLP also allows participants to interact closely with Avnet’s subject matter experts and senior leadership, who also function as their mentors during the programme. Participants will then present to the executive team and receive guidance on how to further leverage Avnet’s organisational strengths to enhance the company’s competitive advantage, drive productivity and profitability. “The culmination is an intensive three-day programme designed to help frontline managers transition from a ‘leading others’ role to a ‘leading leaders’ role in the future,” adds Lim.
The nuts and bolts While Avnet YLP is designed to
combine both theory and real-world application, Lim says its young leaders are exposed to the principles of Avnet’s business and financial success over the course of the programme. They are concurrently given opportunities to apply them in small projects under the guidance of senior leaders. “They are also evaluated and provided with feedback upon the completion of their projects. This ensures that what they learn about the organisation and themselves in the course is practicable and applicable in the real world, which will facilitate the learning process,” he says. “There is also an opportunity for one-on-one feedback to be provided after an individual assessment, which helps the participants quickly identify areas in which they can improve.” During the 2015 edition of Avnet YLP, Lim says programme participants were split into four groups to conduct research projects around next generation technologies: cloud, big data and analytics, social businesses, and mobility. “Prior to embarking on their projects, the participants heard presentations on next generation
Giving the thumbs up • Gabriel Kankindji, Business Manager, Avnet Australia and New Zealand: The training has given me some great clarity on what I would like to achieve with my career. I’ve been leading for a while and now I know that I actually really enjoy it and I would very much like to further my career in leadership and officially make it a mission to achieve great things at Avnet. • Judy Yuan, Senior Operations Manager, Avnet China: It was a very impressive and an amazing programme. It deepened my insight into our business and also allowed me to learn more about the whole organisation. As for talent management, there were useful tools we could utilise to create self-development plans. • Egerton Niranjan, commercial manager, Avnet, Australia and New Zealand: My experience in YLP was amazing. It was good to listen and interact with Avnet’s senior leaders and subject matter experts, and learn from their wealth of knowledge and practical insights on Avnet’s business and the larger IT ecosystem. The one-on-one feedback in the Learning Agility assessment was immensely useful, as it helped me to quickly identify the areas where I needed to change or improve. Another highlight for me was the opportunity to meet and work alongside colleagues from all over the region in different divisions. Clearly, Avnet has invested a significant amount of resources into this initiative, and it really shows how committed they are to helping us grow professionally and as leaders.
technologies and their applications in business and HR, and discussed Avnet’s strategic direction and leadership expectations,” he states. “In this sense, our participants were able to apply what they had learnt in a safe and guided environment as a test of their leadership skills, and proved themselves equal to the task. “Another highlight of this programme is the opportunity for close interaction across departments and geographies.”
Selection criteria With the scheme being a highpotential programme for Avnet’s frontline managers, Lim says the organisation has a very systematic selection process that ensures chosen candidates meet Avnet’s three defining requirements of potential, namely: sustained high performance, a desire to excel, and learning agility. “Business units are invited to nominate their talents by providing very specific details of candidate achievements and evaluation of their potential. The nominations are then submitted to regional HR Learning and Development for final screening,” he says. KT Chin, Business Development Manager, Avnet Malaysia, participated in the Avnet YLP. He says one key takeaway from the programme was the mentoring with senior leaders which allowed participants to move forward together at the completion of the course; hence, progress does not stagnate. “I believe this mentoring benefits the young leaders as professionals and as individuals,” says Chin. Another participant, Pankaj Dhingra, Branch Manager (North), Avnet India, says the programme was a good initiative as participants received excellent support from the management team and their trainer during the course. “This training will truly help us to improve our performance in the workplace,” Dhingra says.
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HRM CONGRESS HIGHLIGHTS
Paving the future of learning In January, HRM Asia celebrated a month of learning at Learning Innovations 2016
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ur Learning Innovations Congress took place on January 20 and 21, featuring interactive dialogues, lively debates, engaging panel discussions, roundtables and exclusive miniworkshops. The event provided an excellent opportunity for HR professionals to network and share experiences in overcoming thorny L&D issues faced by employers. On Day One, the event addressed the future of learning and how organisations are equipping workers with future-ready skills. This was followed by numerous presentations and case studies by high level speakers from IDA, ANZ, Northern Trust, Golin, and McCann Health. On Day Two, more expert speakers discussed the myths surrounding training, including Marako Marcus from OCBC and Raman Sidhu from Shell Eastern Petroleum. The Erdington Group shared their journey of setting up their brand new corporate university targeted towards at the Asia Pacific region. The day also saw three roundtable discussions where delegates shared their own stories and talked about how they can create a learning organisation that gives them sustainable competitive advantage. Their case studies and discussions were complemented by our Premium Gold Sponsor British Council who presented on Emotional Intelligence and Resilience. HRM Asia is also proud to have successfully launched an intensive
Jack J. Phillips, Ph.D., at the L&D Analytics Masterclass 2016
A panel discussion at the Learning Innovations Congress two-day L&D Analytics Masterclass on January 26 and 27 at Hilton Singapore. It was a highly engaging event featuring a lively group of senior leaders in Human Resources, Learning and Development, Talent, and Organisational Development. This two-day masterclass was facilitated by Jack J. Phillips, Ph.D., Chairman of ROI Institute. Philips is well-known as the Father of the ROI Methodology with over 27 years of corporate experience in measurement and evaluation. His accolades include being awarded The Society for Human Resource Management’s (SHRM) highest award for creativity for his ROI Studies and the Distinguished Contribution to Workplace Learning and Development Award by The American Society for Training & Development (ASTD). Through a variety of tools and techniques, including lectures, case studies, video, group discussions and exercises, Phillips provided participants with an introduction to L&D analytics and the variety of data that can be collected, analysed and visualised to demonstrate the ROI of their L&D programmes. At the end of the masterclass, delegates were wellequipped with the knowledge and skills required to choose the right L&D data, measures and metrics needed to express their L&D objectives in clear financial
terms. Overall, 100% of attendees rated the masterclass either excellent or good, commenting that they had benefitted greatly from Phillips’ vast experience and generous sharing in calculating the tangible value of their L&D programmes and linking their employee development activity with business outcomes.
UPCOMING CONGRESS HRM Asia is proud to be your partner in progress and professional development. Bringing you quality conferences and training. We have many exciting congresses and masterclasses happening in the upcoming months. Mark your calendars now! • New-Gen Recruiting 2016 Congress 9 – 10 March 2016 • Staffing & Outsourcing Congress 22 – 23 March 2016 • Big Data & Human Capital Analytics Congress 12 – 13 April 2016 • Predictive Human Capital Analytics Masterclass 20 – 21 April 2016 • Conducting Workplace Investigations & Compliance 10 – 11 May 2016 • Managing Conflicts and Poor Performers at the Workplace 24 – 25 May 2016
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HR YOUNG GUNS
HR FROM THE CLASSROOM Every month, HRM speaks to a young university talent hoping to carve out a career in HR upon graduation
What attracted you to HR? Why are you studying it? My first encounter with HR stemmed from my internship programme with the Ministry of Manpower, where I discovered how HR can play a strategic role in an organisation by adding value in terms of attracting, retaining and developing talent. HR is always looked upon as a support function of a company but I realised that it is particularly important when companies reach their growth stages and they start having teething problems with regards to people policies. I would like to assist companies to discover the role of strategic HR and the benefits it would bring.
What aspect of HR do you hope to specialise in upon graduation? I am particularly interested in talent sourcing and acquisition. As the saying goes, “a team is only as strong as its weakest link�. Hence, it is important for organisations to seek out the right talent from the very beginning to fill out the right jobs – people with the right personenvironment fit and person-job fit tend to be more engaged and motivated to contribute more for the organisation, and it is important for us as HR to find these people.
The top three things you want from your HR career? Firstly, I want to constantly learn and be updated about HR trends and best practices so that I can apply them in my organisation.
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Secondly, I would like to work in a HR consultancy firm in the future so that I would be able to share strategic insights with small and medium enterprises as well as larger companies to enable them to leverage on HR and stay ahead of the competition. Thirdly, I hope to propagate the importance of strategic HR and its benefits to companies.
What challenges do you anticipate? Performance management has always been a difficult and emotional topic for both managers and employees. It is important for companies to have a robust performance management system in place to encourage communication between managers and employees. With major companies, such as GE, Microsoft and Accenture making the switch to a more feedback-based system instead of placing an emphasis on annual performance ratings, it would be interesting to see how this trend will emerge and impact performance evaluations in the future. This is a challenge for companies, as they would need to fundamentally alter their performance management systems in order to make things work. In addition, companies would have to conduct training to ensure that managers have the skills and competencies to communicate with their employees, provide support for their employees, control inherent rating biases, and conduct the evaluation discussion.
Hong Si Li Kelly Spring Executive Development Scholar, Final Year Business student, Major in HR Consultancy, Nanyang Business School, Nanyang Technological University
Your HR career five years from now? I want to venture into HR consultancy once I have gained sufficient insights about HR trends in order to assist companies to improve on their people practices. I might also consider doing a rotation within the different specialisations that HR has to offer.
Hobbies and inspiration? I like to draw, visit museums, travel, and read in my free time.
How can small and medium enterprises attract and retain talents? By Hong Si Li Kelly
I
n my opinion, exemplary people practices and strong expertise are the most important factors for organisations, especially Small and Medium Enterprises (SMEs), to succeed and differentiate themselves in times of strong competition and volatile business needs. Due to cost constraints, SMEs tend to overlook the importance of HR in attracting, retaining and motivating employees. HR is often looked upon as an ancillary role instead of as a strategic business partner. Many a time, the HR function is confined mainly to payroll and even that is often outsourced to other companies.
Laying the foundation However, as SMEs gain traction with their businesses, HR practitioners are in high demand as the operational HR unit is often not able to cope with the organisation’s expansion. Many growing organisations face teething issues in terms of their HR functions, such as employment, talent attraction, performance appraisals and compensation management. SMEs must now put in place standard processes for the organisation in terms of people matters, which may hinder their growth curve and increase their attrition rates. To combat this issue, SMEs require HR policies that are transparent and consistent. The policies must meet the needs of the employees well enough to attract and retain them.
Traditional financial rewards such as purely cash compensation are no longer sufficient. SMEs must now think out of the box and emulate model HR practices such as providing intangible benefits like work-life balance and empowerment to create employer branding. SMEs need capable HR practitioners to chart out policies for their organisations to attract and retain valuable talent.
Conclusion With exemplary people practices, talents are more inclined to stay in an organisation. However, to propel the business further, SMEs often need to expand to other countries in order to compete. SMEs need to be flexible and adapt themselves into rainbow corporations
in order to grow in a volatile market and compete with multinationals. Organisations must focus on developing a unique corporate culture with different hues of ethnicity and gender. Diversity helps an organisation to gain new perspectives and insights, and these talents of different backgrounds are often able to contribute significantly to the business’s growth. This culture would, in turn, become a strategic advantage for SMEs in the long run, as they would have key talents and products unique to their businesses. It would also contribute significantly to employer branding, as the SME would be seen in a favourable light by employing people of different nationalities. This would help attract and retain talent in a globalised world.
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SME SPOTLIGHT
EXPANDING BOUNDARIES
Rice team at an orphanage during the company’s 2015 offsite in Myanmar
As part of an effort to engage and retain employees, Rice Communications takes a unique approach in helping their staff achieve good work-life balance Naadiah Badib
naadiah.b@hrmasia.com.sg
E
mployees at Rice Communications embody the core values that the firm was based upon: respect, integrity, creativity and enterprise. As the company grows, Sonya Madeira, Founder and Managing Partner, is in search of people who share the same values. Yet, coming to where the company is now – with a team of 26 employees in Singapore, Myanmar, China and New Zealand – was a lot of hard work. It all began with two young communications consultants who were led by Madeira herself. Madeira, who was initially pursuing a public relations career in India, decided to take the plunge in 2009 after gaining some five years of work experience in Singapore. 62 ISSUE 16.3
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“It was a big move for me as it was my first venture into entrepreneurship, after years of corporate experience,” she shares. Her decision was then proven to be successful as the headcount began to gradually increase. “On our first day at work, there were just three of us, me and two young consultants, and a couple of anchor clients,” she adds. “We grew fairly quickly to ten people within the first three months.”
Finding solutions Despite considering itself a mediumsized firm, Rice faces several issues in finding talents fast enough and in retaining employees amid a highly competitive market.
One measure that Madeira used was to try to retain team members in other offices across the region according to the country they were moving to. “In a hyperconnected world, we are now focused on building a strong team to service clients, regardless of location,” she says. A lack of communication between workers in the company was also identified as a key issue. This is largely due to the fact that they are often too busy with client servicing and other business-related projects or initiatives. “The leadership team is cognisant of this fact and we are trying harder to ensure regular and timely communication to team members,” she says.
SME SPOTLIGHT Getting out of the office Among the various methods to retain staff, Rice places a strong emphasis on the value of a good work-life balance. As the company is relatively new, Madeira believes that team building needs to be encouraged on a day-today basis, in addition to marquee and milestone events. “We understand that great work cannot come out of a tired mind,” Madeira explains. “The crunch of work will always be at our doorsteps, so we decided to try finding the right balance between both worlds, for ourselves and for the team.” Rice takes a unique approach in both their team building activities and meetings. While most firms would organise them within the office compound, Rice makes it a point to get a breath of fresh air when it comes to building connections or discussing projects. This is especially evident in weekly meetings, held at the local coffee shop or over lunch. Additionally, team leaders take turns to organise breakfast on Fridays for the rest to catch up with their colleagues. This also acts as a platform to recognise employees who have displayed exceptional work regularly. Once a month, the entire company goes out for lunch to celebrate birthdays, promotions and other important events. In 2014, the company hosted its first-ever “Rice Olympics” an afternoon of fun offsite activities.
Offsite trips As Rice’s offices continue to blossom,
Rice’s Top Models at Rice Olympics, August 2014
Japan off-site trip 2014 the firm holds annual offsite trips for the entire team to be together. This also allow employees in the different business units to meet in person than through e-mails and phone calls. “As our overseas offices grow, this will remain the singular opportunity that guarantees the entire team will be together at least once a year,” Madeira shares. More importantly, she adds that these trips were meant to be seen as both a reward for hard work from the previous year and as an acknowledgement to the team in helping the organisation grow. Since 2009, the Rice team has visited Thailand, China, Macau, Japan, Myanmar and Indonesia.
Better job fit The activities have been deemed to be effective, according to Madeira.
She shares that they have helped to create stronger bonds between employees in the workforce, allowing them to communicate and work together cohesively. They have also been a tool in identifying talents and their expertise. As a result, the management may find individuals positions that are better suited for their specific talents. “Such activities create an opportunity for our staff to showcase their other talent, be it passion for music or dance, or love for food,” she explains. “We then take note of their interests and try to get them into accounts where they can take advantage of their passion, and find greater fulfillment in the work that they do.”
Eyes on the prize To better reward and recognise employees, Rice Communications has recently refreshed its “Most Valuable Employee Award”. This is an annual S$1,000 prize, given to an employee who embodies the spirit of Rice and who practices their core values of respect, integrity, creativity and enterprise. In its revamped award, holistic participation means anyone can nominate an individual. Teams are also given a chance to take part as it also recognises team members with performance-based bonuses.
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IN PERSON PETER CRAWSHAW Regional Learning and Development, Manager, Heineken Asia-Pacific
How many years of HR experience?
I have three and half years of experience in Singapore, and another two and half years in our New Zealand operating company.
Why HR?
I started my career in sales before progressing to various sales leadership roles within the banking industry. I enjoyed the coaching and development side of these positions and the personal satisfaction of seeing people grow and perform better. An opportunity came along to follow this passion and I then specialised in learning and development, but still based in sales. It wasn’t until I was transferred to Singapore that I was fully in the HR function with a cross-functional and regional focus.
Why Heineken?
Since it is a global company, the career opportunities are huge. I was working for DB Breweries in New Zealand, which is owned by Heineken, and now I’m working for Heineken in Singapore. The values of the company also fit with my values and personality: enjoyment of life, the respect for people, and working for a company that have brands people love.
Biggest achievements?
Rolling out a sales and leadership capability programme that was then taken as a best practice and rolled out to other companies, both in Australia and New Zealand.
After hours?
I try to run home three to four times per week as fitness and nutrition are very important to me. I enjoy watching sports, especially rugby and cricket, and spending as much time with my family as possible. We can usually be spotted on the weekends scouting various junk shops or antique stores for momentos of Singapore and Asia that we can take back to New Zealand.
Family?
I am married with two children, who are both under the age of six.
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BOOK REVIEW
Cultivating a learning culture L
earning and Development work hand in hand with several departments within an organisation and typically sits within the broader HR function. Managers who would like to understand more of the field and HR professionals who are just starting out in their careers can depend on Rebecca Page-Tickell’s Learning and Development to offer practical advice. Part of a relatively new HR fundamentals series, this book is a good introduction to the principles of learning and development, and discusses how to design an effective framework. The eight chapters are equipped with tables, graphics and examples to provide readers a better understanding of the topics at hand. This also helps to break down complex and foreign information to all audiences. The author also shares unique techniques and case studies to equip readers with the skills needed to implement a successful strategy in any type of organisation, and to then evaluate the impact of the programme. HR professionals may find its diagnostic questionnaires especially useful as they help to put what has been learnt into practice. These were designed to support any analysis of the learning needs, their underlying factors and potential remedies. A practical handbook for starters, Learning and Development will build readers’ knowledge of the area in everything from diagnosing learning needs and selecting the most suitable types of interventions, to assessment and training evaluation.
Title: Learning and Development Author: Rebecca Page-Tickell Publisher: Kogan Page Price: $62.50 (Before GST)
AHRDSPEAKS Breaking the barriers of FWAs A
common challenge among multinational companies in Singapore is the maturity of their workforces. On one hand, the average level of capability and work ethos of the Asian workforce is admired. On the other however, companies say a large amount of control is needed to ensure that people are delivering what is required. This difference becomes especially clear in the area of flexible work arrangements (FWAs). This refers to working part-time, at a location of flexible choice, or just simply defining one’s own work-times and pace. FWAs are described as the next frontier of smart talent management, so it’s time to break the barriers in Singapore.
SEVEN
Jeremy Low Program Manager, Global Talent Acquisition, MasterCard
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In Singapore, employers still consider many staff as not yet showing the right levels of responsibility and ownership, in order to deal with the freedom that comes with more flexible working styles. Employees also seem hesitant to demand this flexibility. FWAs enable higher productivity among employees and better concentration at work, as employees know that personal responsibilities are taken care of. For employers, it means access to a broader and more motivated workforce, an increase in productivity, and engagement that can lead to reduced overhead costs as well as steep reduction in absenteeism. Companies can adopt small FWA steps in the first instance. These
8.00 AM
are some strategies that have been successfully implemented throughout Asia: • Have people deeply understand the company’s purpose and values, and how they connect to these; • Ensure the company strategy is translated in relation to an employee’s unique and tangible personal objectives; • Implement a communication plan that incorporates at least two face-to-face meetings per month, supported by regular phone, video and email communication; • Embed a clear policy around performance indicators and expectations. Let’s start breaking the barriers to retain employees and grow human capital to fulfil Asia’s huge talent need.
My day typically begins at the gym, where I get a boost of energy before heading to the office.
office for Asia-Pacific, we have the opportunity to engage and connect with members of the management team directly.
9.00 AM
1.00 PM
I usually spend the first hours catching up on emails and following up on pending tasks. As we manage the Talent Acquisition function for Asia-Pacific, we need to plan our meetings and calls around our stakeholders who are based out of markets such as Japan, Indonesia and India.
This is typically the time where I interview prospective candidates and also liaise with our recruitment partners on key assignments. I catch up with my regional HR colleagues to ensure that our recruitment operations and processes are aligned and on track.
11.00 AM
4.00 PM
I try to meet my stakeholders to share updates and feedback on the progress of recruitment efforts. As Singapore is the regional
As the afternoon slowly unwinds, I’d try and find a nice cosy spot in one of our meeting rooms (with a breathtaking view from the
Ilja Rijnen Regional HR Director AsiaPacific and India, Edrington
37th floor), to catch up on any last minute emails and tasks.
6.00 PM I start wrapping up my day with a quick meeting with my manager to update them on the requisition progress and brainstorm ideas for our upcoming recruitment initiatives. I also utilise this time to prepare for the next day and ensure that all necessary tasks have been attended to.
8.00 PM Family time! Whether it’s catching a musical at the MasterCard Theatres or having dinner at home, it’s important to unwind after a hustling and bustling day at the office.
HR Manager
Regional HR Director
Site HR Manager
› Global company in the corporate services industry › Country lead for Singapore
› Global US MNC
› Leading MNC in the manufacturing industry
› Operational and strategic focused
› Operational and leadership role
Our client is a MNC with strong regional presence in the dynamic corporate services industry who seeks an experienced HR professional to join them.
A leading US MNC with global presence, our client has an immediate need for a consummate, dynamic and commerciallyattuned HR Professional to lead its people agenda for assigned region.
Our client is a MNC with global presence seeking for an experienced HR manager to join them in the Singapore facility.
Reporting to the regional HR Director, you will oversee responsibility for Singapore HR operations. Partnering with Country Manager, you will develop HR strategy to support business objectives. You will also be an integral stakeholder in the regional HR leadership team and be instrumental in driving global and regional alignment of initiatives to meet the overall global corporate goals.
You will implement HR strategies in areas of talent acquisition and management, succession planning, compensation & benefits, learning & development, employee relations and labour law compliance. Partnering closely with the leadership team, you will drive change and ensure strategic alignment of HR directives across the business and lead a team responsible for HR service delivery.
Degree qualified with a minimum of 8 years relevant experience ideally in MNCs, you will have managerial experience in operational HR processes. Ideally, you will have proven success in leading and executing change management activities. You are hands on, and flexible operating in a fast paced environment, and possess strong communication as well as influencing skills.
Degree qualified, you have minimum 8 years relevant experience in HR leadership capacity within MNC. Demonstrated ability in stakeholder management and dealing with ambiguity in a highly matrix work environment, and expertise in change management, merger & acquisition HR related experience and HR project management are preferred. You are a hands-on leader with coaching and mentoring skill, and possess excellent interpersonal and communication skills.
Reference number: JO/JD53028 Contact person: Jennifer ONG (Registration Number R1324297)
Reference number: NC/JD52920B Contact person: Niharika Chaturvedi (Registration Number R1104291)
Reporting to Regional HR Director, the successful candidate will support functional areas of human resources and serve as a strategic and tactical business partner to all organizations and employees in Singapore. You will also work closely with the South East Asia HR head to implement global and APAC initiatives.
Reference number: JO/JD53090 Contact person: Jennifer ONG (Registration Number R1324297)
1143/11_15
You will have at least 5 years of HR experience, preferably in MNCs and in the manufacturing industry. You will have strong experience across the full spectrum of HR with good stakeholder management skills. You will be involved in developing a positive organizational culture and implementing programs for employees. You are hands on, results driven and resourceful working in a fast-paced environment.
Your Human Resources recruitment specialists To apply, please go to talent2.com and search for respective reference number. For a confidential discussion, you can contact Maureen Ho for the relevant position in our Singapore Office on +65 6511 8555 Talent2 Singapore Pte Ltd. Company Reg. No. 200909448N EA Licence No. 10C4544
linkedin.com/company/talent2
Opportunities for Life
An Allegis Group Company
RGF HR Agent Singapore Pte Ltd EA Licence No. 10C2978
Regional HR Project Manager
Senior HR & Admin Specialist
• New Role • Operational & Strategic in focus
• Individual contributor role • Full spectrum HR role
Our client, a global leading food company is looking for a Regional HR Project Manager covering Asia (excluding China).
Our client in the financial services industry is looking to recruit a Senior HR & Admin Specialist for their Singapore office.
This role is a new position and reports to Asia VP, HR. As this is a single contributor role, the successful candidate will be the lead for HR aspects of Singapore office expansion project, Group HRIS project, Group HR Processes project and other Global HR projects. You need to be strong in HR processes in order to help the organization create and drive HR efficiencies and improve HR processes and redesign.
The successful candidate will provide full spectrum HR services to the business group located in Singapore. This role requires the incumbent to be very hands on with the operational and admin aspects of all HR work. As this is a single contributor role, you will need to be very independent in handling the HR aspect of work on your own with little supervision. You may also be required to participate in ad hoc HR projects driven globally as well as regionally.
To be qualified for this role, you are degree qualified and have 12+ years of HR experience preferably from fortune 500 companies. You must possess specialized knowledge of process design/re-engineering, HR compliance, change and project management experience. This role requires you to be operational and handson. The ability to be cross-cultural sensitive and work comfortably in a matrix environment is highly desirable.
You will have a degree in HRM or relevant discipline, ideally with 5+ years of HR experience within MNC environment covering a full spectrum function. You should have a good level of energy, independent, is creative and prepared to be operational and hands on. Candidates with good employment track records in their past employment will be highly desirable.
To submit your application, please email your resume in word format to Li Li Kang at lili.kang@rgf-executive.com.sg
To submit your application, please email your resume in word format to Grace D’Castro at grace@rgf-hragent.asia
EA Personnel Registration No. R1108467
EA Personnel Registration No. R1108252
RGF is the global brand of Recruit Holdings, the world’s fourth largest HR and recruitment services company and the largest in Japan, generating over US$13 billion in annual revenue. For more than 50 years, RGB provides comprehensive HR and talent acquisition services which include retained and contingency executive recruitment and market mapping, senior to staff level specialist and contract recruitment as well as payroll services. RGF operates in more than 45 locations across 26 cities in 11 countries and markets in Asia with in-country specialist consultants. Winner, The Executive Search Company of the Year 2015 and for the second year running, The HR Recruitment Company of the Year 2015.
RI ASIA
www.rgf-hr.com.sg
SINGAPORE VIETNAM INDIA INDONESIA MALAYSIA PHILIPPINES THAILAND CHINA HONG KONG TAIWAN JAPAN
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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 Energy & Commodities Engineering & Supply Chain Healthcare & Life Sciences Human Resources Legal Sales & Marketing Technology
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www.kerryconsulting.com | Returning the Human to Resourcing
Regional HR Operations, APAC
HRBP – 12-month Contract, FMCG
HR Associate (Recruitment), Banking
Fast-paced and Dynamic Environment Business Partnering Training Experience
FMCG Industry Global Company Dynamic Working Environment
Stable European Bank Transformation Role Stable Work Environment
A leading FMCG organisation within the beauty industry is now seeking a Regional HR Operations Manager to be based in Singapore. You will be responsible for HR Business Partnership with Global Business Units, on top of supporting the L&D demand for the APAC region. In addition, you will work closely with key business stakeholders in the areas of employee engagement, employee relations, recruitment, and talent management and development.
This leading FMCG organisation is now seeking a HR Business Partner to support its Global Supply Chain, Travel Retail and Corporate Business Units.
This is a European bank with expansion plans for the Singapore office. In view of a pipeline of HR projects and initiatives, it is now seeking a HR Associate—a newly created role—with strong recruitment background to support the recruitment requirements of the organisation.
Reporting to the Senior HR Regional Director, you will ideally have an academic background in a HR discipline. You will also have at least 5 years of relevant HR experience, preferably within the FMCG industry. Experience in supporting regional HR operations in the areas of L&D will be an advantage. To apply, please submit your resume to Joy Seow at js@kerryconsulting.com, quoting the job title and reference number 9672. We regret that only shortlisted applicants will be contacted. Reg No.: R1107886
You will be the key contact for HR expertise in support of operational strategy. You will also serve as a conduit to support the business needs of specialist HR services, Employee Services, as well as as Talent & Organisational Excellence. In addition, you will develop and cultivate key relationships with the business leadership team to ensure that HRBP is an integral part of the business. In your role, you will use a consultative-focused approach to scope, influence, define, customise, and implement HR solutions to deliver optimal people and business performance in line with the business requirements. You will be degree qualified in a relevant HR domain and possess at least 5 years of business partnering experience. Ideally, you will have worked in a large multinational business within the FMCG industry. To apply, please submit your resume to Joy Seow at js@kerryconsulting.com, quoting the job title and the reference number of 9802. We regret that only shortlisted applicants will be contacted. Reg No.: R1107886
Reporting to the Head of HR, you will be instrumental in supporting recruitment across the different functions. You will be responsible for the end-to-end recruitment cycle and you will work closely with the different business stakeholders. To support business continuity, you will be involved in cross-training in the generalist aspects of Human Resource to ensure well-rounded HR development. You will have at least 5 years of HR experience, with a solid track record in banking and financial institutions. You will also possess strong recruitment experience, a hands-on approach, and excellent stakeholder communication skills. In addition, you will be a team player who has a good level of energy to fit well with the team. To apply, please submit your resume to Junchen at jc@kerryconsulting.com, quoting the job title. We regret that only shortlisted candidates will be contacted. Reg No.: 03C4828
HRIS Manager, Global Logistics Company
Senior HR Business Partner (Director Level), APAC
HR Director, Technology Industry
SAP Focused Role Team Manager Role Exciting Projects
Global Technology Organisation APAC Coverage Excellent Career Platform
Global Technology Organisation APAC Coverage Excellent Career Platform
This is a global MNC in the supply chain and logistics business. In view of impending plans to revamp its HRIS systems, it is now seeking a seasoned and experienced HRIS professional to lead a dynamic team through a series of projects.
This leading global technology organisation serves as a hub for the regional business in APAC. In view of expansion plans, it is now seeking a dynamic and high calibre HR Business Partner (Director level) for the APAC region.
This leading global technology organisation serves as a hub for the regional business in APAC. Due to expansion plans, it is now seeking a dynamic and high calibre HR Business Partner (Director level) for the APAC region.
Working closely with internal stakeholders and external IT vendors, you will be instrumental in orchestrating the switch from the existing system to a new SAP-based platform. You will be responsible for the conception, development, and execution of this task, as well as for the provision of support. In addition, you will manage a small team where you will be responsible for their development and engagement.
In this position, you will strategise with global leadership to direct regional talent priorities, manage succession plans, and generate ideas and actions to improve employee engagement in line with global strategies. You will provide regional business with relevant oversight of the execution of all HR activities including staffing, recruitment, performance management, promotions, employee relations, and compensation. In addition, you will coach global senior business leaders on regional HR matters and leadership styles, as well as foster a positive culture.
In this position, you will strategise with global leadership to direct regional talent priorities, manage succession plans, and generate ideas and actions to improve employee engagement in line with global strategies. You will provide regional business with relevant oversight of the execution of all HR activities including staffing, recruitment, performance management, promotions, employee relations, and compensation. In addition, you will coach global senior business leaders on regional HR matters and leadership styles, as well as foster a positive culture.
You will be degree qualified and possess at least 10 to 15 years of HR experience within the financial services industry. A self-starter who works well independently, you will be able to interact well with all business levels and build strong rapport with internal clients. You will also possess a drive for excellence, flexibility in your approach, as well as strong communication and interpersonal skills.
You will be degree qualified and possess at least 10 to 15 years of HR experience within the financial services industry. A self-starter who works well independently, you will be able to interact well with all business levels and build strong rapport with internal clients. You will also possess a drive for excellence, flexibility in your approach, as well as strong communication and interpersonal skills.
To apply, please submit your resume to Finian Toh at finian@kerryconsulting.com, quoting the job title and reference number FT9733. Only shortlisted candidates will be contacted.
To apply, please submit your resume to Finian Toh at finian@kerryconsulting.com, quoting the job title and reference number FT9733. Only shortlisted candidates will be contacted.
Reg No.: R1104310
Reg No.: R1104310
You will have at least 8 years of HRIS experience across implementation, migration, and support. You will also possess team management experience and technical IT skills, as well as a good understanding of basic HR principles. Experience in SAP systems is critical to the success of this role. To apply, please submit your resume to Junchen at jc@kerryconsulting.com, quoting the job title. We regret that only shortlisted candidates will be contacted. Reg No.: 03C4828
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EXPERTS IN HR TRANSFORMING HR CAREERS HR Generalist
APAC Talent Acquisition Manager
A global leading engineering company is looking for a Human Resources Generalist. You’ll be responsible for delivering the full spectrum of HR work including recruitment, employee relations and policies and mobility. You will need at least 10 years of relevant experience in HR and be confident with engaging stakeholders. You will be rewarded with attractive remuneration and career progression in a growing organisation. Contact Kelly Shia (Registration ID No. R1552203) at kelly.shia@hays.com.sg or call +65 6303 0721.
On the back of promising growth, an established hospitality MNC is looking for a Regional Talent Acquisition Manager to head its talent acquisition operations. You’ll be instrumental in leading a team across the region in overseeing the full spectrum of talent acquisition, both at corporate and property levels. You’ll be a Master’s/Bachelor’s Degree graduate with over 10 years of commercial talent acquisition experience, ideally in both agency and corporate settings, and have covered both frontline and corporate roles from junior to senior levels. Contact Sean Wong (Registration ID No. R1101782) at sean.wong@hays.com.sg or call +65 6303 0721.
Assistant Director for Alumni Career Development A leading international education body is currently looking for an Assistant Director to play an ambassador role for alumni seeking career support. You will be adept at interacting and working with a diverse base of stakeholders across different cultures, and possess ideally a minimum of 8 years of relevant experience in HR or executive education in a fast-paced environment. You’ll gain the opportunity to work alongside bright minds in a dynamic environment. Contact Kelly Shia (Registration ID No. R1552203) at kelly.shia@hays.com.sg or call +65 6303 0721.
hays.com.sg
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EA License Number: 07C3924
Regional HR Manager A newly created opportunity has arisen within this fast paced, dynamic US software organisation for a Regional HR Manager to work across the ASEAN. As an individual contributor, reporting to the APAC HR Director, you’ll have worked within a regional role and have driven the HR agenda in a similar capacity. Your extensive regional stakeholder management skills will be key to your success as will your prior experience of managing complex and difficult HR projects cross functionally. Contact Ash Russell (Registration ID no. R1109296) at at ash.russell@hays.com.sg or call +65 6303 0721.
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