Human Resources Online, Southeast Asia Q2 2022 by Human Resources Online

SOUTHEAST ASIA

The smart HR professional’s blueprint for workforce strategy

April-June 2022

ALL ABOARD THE PEOPLE ANALYTICS TRAIN WITH FERMIN DIEZ, TRAN THI QUYEN, CYL LIN, AND MORE. PAGE 18

EMPLOYEE WELLBEING WITH LEADERS FROM SINAR MAS MINING, SOCIETE GENERALE, AND MORE. PAGE 26

LOGANATHAN B. CHIEF HUMAN RESOURCES OFFICER HABIB GROUP

SHAPE, POLISH AND SHINE YOUR PEOPLE PAGE 12

Hong Kong: 6 October 2022 | Singapore: 4 November 2022 | Malaysia: 11 November 2022

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Brought to you by:

editor-in-chief Aditi Sharma Kalra senior journalist Priya Sunil journalist Lester Tan trainee journalist Arina Sofiah

CONTENTS

April-June 2022

7 Roving Reporter

Contingent workforce in APAC: 2022 trends and insights HR must know Companies surveyed in Indonesia (32%), India (31%), Vietnam (25%), and Thailand (25%) currently hire more than 20% of their employees as contingent workforce.

sub editor James Foster creative director Mohd Ashraf subscriptions Deborah Quek event production Prassana Pillay head, project management Renamel Torres delegate sales Paul Agdeppa Abigael Ayerdi Leshka De Leon Seraphine Neoh Reggie Ola Adrian Ray Cariza Ratin Sandra Rones marketing Cyrus Ching regional head of event services Yeo Wei Qi group managing director Evelyn Wong

Human Resources is published 4 times per year by Lighthouse Independent Media Pte Ltd. Subscription rates are available on request, contact the Circulation Manager by telephone: (65) 6423 0329 or by email to: subscriptions@humanresourcesonline.net COPYRIGHTS AND REPRINTS. All material printed in Human Resources is protected under the copyright act. All rights reserved. No material may be reproduced in part or in whole without the prior written consent of the publisher and the copyright holder. Permission may be requested through the Singapore office. DISCLAIMER: The views and opinions expressed in Human Resources are not necessarily the views of the publisher. Singapore: Lighthouse Independent Media Pte Ltd 100C Pasir Panjang Road, #05-01, See Hoy Chan Hub, 118519 Tel: +65 6423 0329 Fax: +65 6423 0117 Hong Kong: Lighthouse Independent Media Ltd Unit B-D, 16/F, Yardley Commercial Building, 3 Connaught Road West, Sheung Wan Tel: 852-2861-1882 Fax: 852-2861-1336

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Q& A WITH Interview LOGANATHAN B., In conversation with Lester Tan, B., Chief Human CHIEF HUMAN Loganathan Resources Officer, HABIB RESOURCES Group, talks about meeting the OFFICER, needs and expectations of a HABIB GROUP multigenerational workforce. Feature

Priya Sunil speaks to leaders helming HR at organisations in Singapore, Thailand, and Vietnam, who are at different stations of their people analytics journey, but all have one common destination – improving the employee experience and contributing to business needs.

24 L&D

How Shell is powering the leaders of tomorrow A framework that caters not just to leaders and emerging talent but equally to critical roles, is at the heart of Shell’s leadership development programmes, Ernest Lee, Head of HR, Shell Companies in Singapore and Indonesia, tells us.

37 Upwardly mobile

Addressing burnout with agility principles Once the domain of project teams, the agile methodology is increasingly becoming mainstream, Lim Chee Gay, Group CHRO, TDCX, writes.

Regulars 3 Ed’s Note 4 Suite Talk 10 Spacial Awareness 36 TAFEP Talks 42 Last Word

ALL ABOARD THE PEOPLE ANALYTICS TRAIN

THE DOs AND DON’Ts OF EMPLOYEE WELLBEING Feature No matter how you look at it, employee wellbeing has personal significance to each individual, be it a people manager, team member or a functional head. Arina Sofiah checks in with seven leaders who share what employee wellbeing means to them, and how they are actively taking charge of the wellness conversation in their organisation.

26 April-June 2022 Human Resources Online

Images / 123RF.com and Provided

publisher Naomi Cranswick

EDITOR’S NOTE

CREATING VALUE FOR OUR BIGGEST STAKEHOLDER: TALENT There is “never a dull moment” working for HABIB Group. With a diverse business portfolio that comprises Jewels Hotel, accessories favourite Pandora, pawn-broking unit ArRahnu Express, and more, you can imagine how dynamic the talent pool is. With different skillsets, functions, and backgrounds being developed at both the front- and back-end, employees sure have a number of mobility & learning opportunities that they have the potential to benefit from. This is exactly what our cover interviewee Loganathan B., CHRO, HABIB Group, is busy with. With a 1,200-strong workforce and a culture diverse in generations, addressing employees’ varying expectations and needs becomes a priority, especially when mapped against employees’ life stages. The Malaysia-based HR leader draws attention to the concept of workforce segmentation, coupled with generational engagement strategies, to “constantly understand employees’ different needs and life choices that link back to work expectations”. “Identifying needs and having the end in mind are pivotal to working towards the [business] goals. Every department requires a different set of skills, expertise, and personality; HR professionals need to identify these through constant engagement and communication at all levels,” Loganathan shares. “We have engaged and leveraged internally, having pulse surveys, town halls, talent mapping, and assessments to understand employees’ expectations and needs.” Read all about it on page 12. One thing that’s evident in HABIB Group is a culture that listens – and that is something all the interviewees in our two features are advocating, be it through the use of data, or through employee wellbeing practices. Hop on board the people analytics train on page 18 as Priya Sunil takes us on a trip through organisations in Singapore, Thailand, and Vietnam, who are at different stations of their people analytics journey, but all have

Identifying needs and having the end in mind are pivotal to working towards the [business] goals. Every department requires a different set of skills, expertise, and personality.

one common destination – improving the employee experience and contributing to business needs. The next stop in your journey is page 26, where Arina Sofiah checks in with seven leaders – representing eBay, foodpanda, Sinar Mas Mining, and more – to find out what employee wellbeing means to them, and how they are taking charge of the wellness conversation in their organisation. As with every quarter, we bring you news and views from CHROs across Asia, so whether your remit lands in Malaysia, Indonesia, Thailand, Singapore, or Vietnam, we continue to have you covered. The biggest takeaway we gained – and we hope it stands out for you too – is just how much the employee experience has become front and centre for CHROs globally today. Enjoy the read.

Aditi Sharma Kalra Editor-in-Chief

April-June 2022 Human Resources Online

WORK LIFE Leadership

Bala Pomaleh, Chief Executive Officer, Mediabrands Malaysia

Talent leaders today need to be highly specialised, having not only HR knowledge, but also being savvy with business needs, Bala Pomaleh, tells Priya Sunil. How did you get to where you are with Mediabrands Malaysia? What meaningful lessons have you taken with you along the way? I was 19 when I first forayed into the industry as a junior media research assistant, and I’ve now been here for 31 years and counting – that’s more than 60% of my life! One meaningful lesson is that it’s very important to provide opportunities when you have the capacity to do so. I had excellent bosses who acted as mentors and enabled me to learn, guided my rapid progress, and encouraged me to dream big. That’s why I continually try to cultivate this within the agency – be it spotting talent, incubating new ideas or promoting from within – it is important for our people to thrive in their spaces and know they have the support of the organisation behind them. Another is that you really need to internalise the culture and get to know the team well. Only when you do this can you fully understand their capabilities, limitations, and potential to help bring out the best in them. How would you describe your leadership style, and how has it changed over the years? Naturally, leadership styles change over time based on your role and the people you work with, the situations you deal with, and your own personal growth and maturity. I believe my leadership style has evolved to become more unassuming and collaborative over time. This is mainly because I work with very senior people in my team, and I strongly believe in empowering them to make decisions. We have a healthy relationship of being able to discuss matters openly and transparently so 4

Human Resources Online April-June 2022

that we can collectively agree to disagree on matters. Eventually, of course, we align on a way forward – though if, or when, I need to get into a “drive” position because difficult decisions need to be made, then I will do it. How have talent priorities today evolved from what they were five years ago? There are significantly more priorities on talent today than five years ago due to the increasing complexity of our business. We are far more involved with data and analytics, and we have a plethora of insights and new platforms with which to engage consumers. As such, our talent requirements have become simultaneously more specialised and diverse, with new layers of complexities as we evolve. Talent leaders today need to be highly specialised, possessing not only an understanding of HR, but also being savvy with business needs so they can become a strong talent business partner. What skills should future-forward CHROs possess to address these? Beyond the basic HR knowledge, CHROs should be highly familiar with data and digital platforms, and well-versed on both soft and craft skill trainings so they can assess and hire the right candidates, and ensure the best growth plans for our existing talent. At the same time, they need to be highly analytical to help us see how our talent needs impact business as the industry shifts rapidly. At Mediabrands Malaysia, we are pursuing our DEI initiatives very deeply, and have been welcoming people with disabilities. CHROs today need to have strong DEI knowledge to support the implementation of programmes such as these. Sustainability is another area of concern for brands and agencies and CHROs will need to be able to work closely with the executive leadership team on future blueprints. Head on here to read the full interview, where Bala Pomaleh talks about the top three talent challenges plaguing the industry, and his advice for aspiring leaders.

Appoint a member of senior management to champion FWAs. A member of senior management is appointed as a FWAs Champion to advocate FWAs adoption at the workplace.

Offer FWAs to employees.

s FWA

FWAs may include Telecommuting, Staggered Time and Part-Time Work among many others.

5 PRACTICES TO SUCCESSFULLY IMPLEMENT FLEXIBLE WORK ARRANGEMENTS AT YOUR WORKPLACE

By adopting the Tripartite Standard on Flexible Work Arrangements, you can better attract and retain employees whilst allowing nimble manpower deployment. Your employees can become more productive and achieve good work and personal outcomes.

To find out more and to adopt this Tripartite Standard, visit tafep.sg

Employees can request for FWAs offered by the company. They are informed about the types of FWAs offered, the process to request for them, and the expectations on usage.

Outcomes of FWA applications are promptly communicated and documented.

Flexible Work Arrangements (FWAs) contribute to a supportive and conducive work environment, and they benefit both employers and employees.

If the FWA application cannot be granted, reasons should be shared and where possible, discuss suitable alternatives.

Supervisors are trained to evaluate FWA applications.

Supervisors should evaluate employees' FWA applications objectively based on the needs of the job and employees suitability. They should set work expectations, manage and appraise employees who are on FWAs fairly based on work outcomes.

SNAPSHOT

... s with e t u n i 15 m

SE ELIN NOURCES, MUA RES MAN

OF H AC HEAD ANZ & AP IONS UT A SOL L O R MOTO

I gained experience in culture and change management, and learned how both of these elements can impact organisations, individuals, and teams on both sides of the transaction.

The one big thing that the global pandemic has taught HR, Elise Mann tells Lester Tan, is the need to have the capacity and capability to manage crises and navigate a number of different platforms including legislation & politics, and employee wellbeing. What was the most innovative HR campaign that you’ve worked on, and what was your biggest learning from that? By far, the most rewarding and innovative HR work I have been involved in, is in the mergers & acquisitions space. This has included performing due diligence, pre- and post-acquisition work, and developing a skill set that has allowed me to work on multiple projects in Chile, the UK, and Australia. Aside from learning the legal frameworks in other countries, I gained experience in culture and change management, and learned how both of these elements can impact organisations, individuals, and teams on both sides of the transaction.

With today’s rapidly evolving environment, what do you believe is the top way that HR can add value? The past few years have shown me that HR needs to be nimble and flexible to move with, and adjust to, the global environment, and the changes in

Human Resources Online April-June 2022

the business we partner with. The global pandemic has taught us that HR needs to have the capacity and capability to manage crises and navigate a number of different platforms, including legislation and politics, employee wellbeing, and always being a voice of reason to support our most valuable resource – our people.

How closely do you work with the CEO, and what are the specific projects that both of you work closely on? Through Motorola Solutions’ organisational structure, I partner closely with our Vice President for Asia Pacific, and our Managing Director for Australia and New Zealand. People are at the heart of every key business decision our business makes, and I feel blessed to be included in many projects. Some key standout projects for me include: supporting the ongoing integration of our software business into the corporate structure, leading gender diversity initiatives, planning and facilitating our leadership programmes, and working on cultural diversity initiatives. I am part of a fantastic leadership team who are proactive, and engaged in people initiatives because they understand the benefits. It’s a positive, and rewarding experience but one that I have not always had in my career.

What's next for Motorola Solutions and the HR function – how are you (and the team) taking things higher and further? To take the HR function even further, we need to keep building on the foundations that our Singapore team and the wider HR function in Asia have laid. This includes continuing to make diversity, inclusion, and equity a top priority, adapting to the needs of workforces of the future, as well as maintaining culture and connection in the aftermath of the global pandemic. We also have to continue to provide learning and technical development for our people in a way that is nimble and reflects their needs. That includes continuing to invest in hybrid work models, while driving stronger connections for new employees through facilitated mentorship programmes.

Is there a phrase/mentality that you believe HR professionals should do away with? What should they replace it with? "Millennials are not here for the long term". Let's replace that with “embrace new thinking” - this is the same as any generation, we need to evolve, and embrace new thinking of work practices as we move into a new era of work. That’s not all from Mann. Read her full interview here as she also talks about her leadership style, and what she believes the HR community needs to be safe, secured, and productive – much like Motorola Solutions’ corporate values.

NEWS

ROVING REPORTER Contingent workforce in APAC: 2022 trends and insights HR must know Companies surveyed in Indonesia (32%), India (31%), Vietnam (25%), and Thailand (25%) currently hire more than 20% of their employees as contingent workforce.

About 25% of employers and HR

decision-makers surveyed across Asia Pacific, who are already engaging a contingent workforce, have revealed intentions to increase their headcount in this segment over the next two years. According to PERSOLKELLY’s 2022 APAC Workforce Insights, released in April 2022, almost half of the respondents are currently utilising a contingent workforce for up to 10% of their workforce, and are planning to continue to expand their contingent workforce to 15%, and above, in the next two years.

How companies are filling gaps in their workforce

Most companies surveyed turned to a contingent workforce to help with workloads when experiencing a headcount shortage. Among all markets, the highest adoption of this workforce was noted in Indonesia, Hong Kong, Malaysia, and Singapore (67%, 66%, 64%, and 60%, respectively). Notably, the survey also found that Indonesia (32%), India (31%), Vietnam (25%), and Thailand (25%) currently hire more than 20% of their employees as a contingent workforce. Beyond this, companies are also filling the gaps through training and upskilling, with 54% saying they used this option to help widen their workforce’s scope or strengthen skills to cope with evolving demands. Meanwhile, less than three in 10 (28%) said they would turn to government agencies or educational institutions for their workforce needs. Singapore • 60% hire temp/contract employees. • 56% utilise training and upskilling. • 39% seek support from recruitment agencies.

Malaysia • 64% hire temp/contract employees. • 58% utilise training and upskilling. • 42% offer incentives or hikes in remuneration/benefits to attract/ retain talent. Thailand • 58% hire temp/contract employees. • 52% offer incentives or hikes in remuneration/benefits to attract/ retain talent. • 48% utilise training and upskilling.

How companies are rewarding their workforce

According to the survey, there is a growing trend for businesses to reward contingent workers in the same way that they reward their full-time staff, with an average of 45% of companies across all markets indicating this. At the same time, 74% said they are likely to reward contingent workers in the same way as, or better than, full-time staff, with a primary motivation being to attract top talent for critical delivery, preventing project delays, or any risk of impeding company growth.

LOWER REWARDS SCHEME

SAME REWARDS SCHEME

HIGHER REWARDS SCHEME

Singapore

39%

35%

23%

Malaysia

27%

39%

30%

Thailand

22%

53%

23%

Indonesia

27%

47%

21%

India

19%

46%

34%

Vietnam

23%

42%

33%

COUNTRIES

April-June 2022 Human Resources Online

WHITE PAPER Workforce management

EMPLOYERS IN APAC CAN UNDERSTAND THEIR WORKFORCE BETTER THROUGH THESE FIVE WAYS APAC – Amid challenging economic and political landscapes around the globe – which create a formidable mix of pressures that will affect businesses for some time to come – it is imperative that employers understand the drivers and potential impact of this shift, so they can attract and retain talent to create stronger and more resilient businesses, according to Automatic Data Processing’s People at Work 2022: A Global Workforce View report.

Human Resources Online April-June 2022

At a glance, employers can note that across regions such as Europe, North America, Latin America, and Asia Pacific (APAC): • Employees are re-evaluating the importance of job security and business ethics; • Employees have high expectations about job satisfaction and outlook; • Employees see salary as a priority, but find it’s not all that matters; • Employees are feeling increasingly stressed, and that work is suffering; and • Employees are poised to make a move to suit remote work and living arrangements. Continue below to find the APAC findings, covering Australia, China, India, and Singapore, with regard to the second and fourth bullet points.

Workforce management WHITE PAPER

Mental health Stress at work is at critical levels, with 67% of employees around the world experiencing it at least once a week, up from 62% pre-pandemic. One in seven (15%) in fact feel stressed every day, and more than half (53%) believe their work is suffering because of poor mental health. To these findings, report analysts shared: “The impact on workers professionally, as well as personally, is likely to be profound, especially as mental wellbeing is under strain in other ways too, due to the pandemic. “Most employers are doing their best to support staff, with wellbeing days off, stress management breaks, and counselling, among the initiatives being tried. However, amid such intense and sustained pressure, questions persist around what else employers can do to minimise stress triggers and ease the burden more generally.” For APAC, mental health issues are putting the quality of work under particular strain in India and China, whereas it’s less of a problem in Australia and Singapore.

Perhaps in recognition of this, report analysts said that employers in India and China “appear to be doing the most” to help promote positive mental health at work, with only around one in 20 (4%), and one in 10 (11%) employees respectively saying their employer is doing nothing proactive to promote it, against almost one in five (18%) in Australia and Singapore. In terms of stress, more than eight in 10 employees (81%) experience stress at least once a week in India, as do 74% in Singapore, and 70% in Australia, while falling to 56% in China. Increased responsibility because of the pandemic is, analysts suggest, the primary reason region-wide, but there are many other factors at play. For instance, possibly due to the different dynamics of living and working, commuting into the office is a cause of stress for almost a quarter of Chinese workers (24%) – higher than elsewhere in the region. But in India, a similar proportion (26%) attributes stress to working from home. “Again, this is much higher than anywhere else in APAC,” noted the report. Job satisfaction and outlook Be that as it may, employees across the globe are surprisingly upbeat about how they feel about work. In fact, nine in 10 (90%) say they feel satisfied in their current employment, although it is noteworthy that “they could be happier still” as there is sizable data that some employees are only “somewhat satisfied”. Meanwhile, optimism about the outlook for the workplace, while still slightly below pre-pandemic levels, is “also robust”, according to the report analysts. As well, “hopes are high” for pay rises, with more than six in 10 employees (61%) anticipating one in the next year, and three quarters (76%) prepared to ask for one if they feel they deserve it. That said, employers should note that meeting pay demands may not be enough to stop an exodus of talent – the drive to change jobs or move into industries believed to be “more resilient to economic shocks and downturns” is accelerating. As for the APAC region, job satisfaction is said to be widespread, particularly in India, where data revealed that more than nine in 10 employees say they’re satisfied in their current employment. In Singapore, however, the feeling is more muted. There, less than a third (31%) describe themselves as very satisfied; while just over half (52%) are “somewhat” satisfied (compared with 61% and 31% in India respectively). Similarly, despite feelings of insecurity around jobs or industry sectors in some quarters, optimism about the next five years in the workplace is strong, with 90% of India and China respondents feeling this way, though again, sentiment in Singapore is less bullish. “This might suggest some people see any changes they may have to make to their careers as an opportunity, rather than a threat,” the analysts said. Another finding to note is employees in China are “extremely confident” about getting a pay rise, a bonus, or a promotion in the next 12 months – this was found to be “much more” than those in India (despite the positive outlook there), and “well above” those in Australia and Singapore. Read here for the remaining three bullet points covering job security and business ethics; pay and benefits; and remote work arrangements.

April-June 2022 Human Resources Online

WORK LIFE Places

SpacialAwareness

MOVING TO A SMART FUTURE AT CUSHMAN & WAKEFIELD’S SINGAPORE OFFICE Ever wondered what you get when you mix sustainability and smart technology? You get the office of the future, as employees at Cushman & Wakefield’s new office space are experiencing first-hand. Opened in March 2022, the new CapitaSpring building, located in Singapore’s central business district, reflects the group’s long-term commitment to Singapore and its growing importance as a global gateway city. The office space is equipped with amenities that cater to both its employees and clients in a post-pandemic world. Join Anshul Jain, Managing Director, India & SE Asia, as he speaks to Arina Sofiah about the design journey, from how the group collected data to understand employees’ needs for the new space, to his own personal favourite spot in the office. Walk us through the conceptualisation of this space what was your vision for it, and how involved were your employees in this process? Our new premises at CapitaSpring is designed to reflect the office of the future, with an emphasis on sustainability, smart technology applications, and diversity, equity & inclusion (DE&I). It also gives us the opportunity to embrace a new way of working and showcase the future of the workplace as a ‘living brochure’ to our clients and prospects. Our employees were at the centre of the design and fit-out of the new office. Our workplace strategy teams and consultants analysed various employee needs through our bespoke ‘Experience per SF™ (XSF)’ and pulse surveys, time utilisation studies, employee focus groups, and business roundtable sessions. We also looked at best practices from different corners of the world, as well as companies that are pioneering innovation. With this insight, we created a strong design concept that is inspired by hospitality. The space leverages technology, with features such as a desk booking system. What other tech-driven features can employees look forward to?

10 Human Resources Online April-June 2022

We have partnered with IndoorFinders to develop a desk booking system that allows our employees to work in close proximity with their team members, which then fosters team bonding and better collaboration efforts. In this new activity-based hybrid working environment, the system also helps ensure that employees who return to the office will have a conducive space that caters to their working styles. The new office is also equipped with a range of amenities, collaboration spaces, and multi-functional rooms that are powered by smart technologies to meet the different needs of employees, empowering them to work with increased flexibility and productivity. One of the design goals was to embrace sustainability. What was the most pressing priority to address this? Sustainability has been a key priority for us when designing the office and our goal is to achieve the Building and Construction (BCA)’s Green Mark accreditation. Throughout the design and fit-out phase, we emphasised resource conservation to drive energy efficiencies and wellbeing elements. Our CapitaSpring office is also highly flexible, allowing for various configurations depending on work demands. For example, a large conference room can be converted into multiple small meeting rooms to ensure that we can cater to both large size client events as well as small employee

Places WORK LIFE

catch-ups with equal ease and convenience. This versatility helps promote high levels of efficiency and sustainability. How do you hope this space would help with the company culture, engagement, and productivity? We hope to inspire more in-person collaboration and community connections among employees at the office space. We’ve introduced functional work points on top of the 80 workstations to support overflow during peak periods. We’ve also dedicated half of the space in the office for collaboration purposes, where we have 17 meeting rooms and phone booths, as well as open spaces. We also have multi-purpose functional environments that are designed to suit various work styles such as the ‘Library’ that is devoted to quiet individual work, the ‘Saloon’ which is a café setting where employees can eat, connect, and work, as well as collaboration areas and configurable event spaces that can be used for meetings or networking. To end on a personal note - what is your favourite spot in the office? The coffee bar at the entrance lounge. It’s full of buzz - you can meet, say hello and have a chat with colleagues and clients informally as they walk in, and also work in a cafe setting!

April-June 2022 Human Resources Online 11

PROFILE

Loganathan B. Chief Human Resources Officer, HABIB Group

Growing (up), not growing old

By LESTER TAN There is “never a dull moment” working for HABIB Group. With a diverse business portfolio that comprises Jewels Hotel, accessories favourite Pandora, pawn-broking unit Ar-Rahnu Express, and more, you can imagine how dynamic the talent pool is. With different skillsets, functions, and backgrounds being developed at both the front- and back-end, employees sure have a number of mobility & learning opportunities that they have the potential to benefit from. This is exactly what our cover interviewee Loganathan B., CHRO, HABIB Group, is busy with. With a 1,200-strong workforce and a culture diverse in generations, addressing employees’ varying expectations and needs becomes a priority, especially when mapped against employees’ life stages. He draws attention to the concept of workforce segmentation, coupled with generational engagement strategies, to “constantly understand employees’ different needs and life choices that link back to work expectations”. “Identifying needs and having the end in mind are pivotal to working towards the [business] goals. Every department requires a different set of skills, expertise, and personality; HR professionals need to identify these through constant engagement and communication at all levels,” he shares. “We have engaged and leveraged internally, pulse surveys, town halls, talent mapping, and assessments to understand employees’ expectations and needs.” In this interview, he puts HABIB’s generational and talent strategy in the spotlight, and how it is constantly on the ball in

VITAL STATS

understanding its generational workforce, and in leveraging their diverse expertise and experience to the Group’s advantage. The way talent is managed has evolved as we know it. How much have talent management, talent retention, and talent density (a concept you’ve pioneered) been redefined in the HR space, and in the setting of HABIB Group? HABIB Group creates value for talents. It aims to help them stay competitive in the industry, and enable their personal development through continued learning. For instance, to keep the ‘exceptional’ talents in our present workforce – while motivating the ‘satisfactory’ talents – we are continuously adding new skills to ensure they are ready to cope with the future challenges. In addition, we provide in-house training programmes to enhance their skills and knowledge. Specific to the Group’s jewellery portfolio, talents are trained on the latest gold and diamond product knowledge, shared with the trends in the industry, and even the way of delivering a top-notch customer experience. And such a move translated to results. When the pandemic hit the industry, most organisations – including HABIB – were not able to operate physically, but the talents were quickly adaptable to various initiatives and ideas to execute their work virtually. We were fortunate to have talents who became key opinion leaders for brands under the Group, and recommended products to customers across all social media platforms with the knowledge they had gained.

Loganathan B. is a generalist with more than 20 years of hands-on experience leading HR initiatives, and has successfully designed and implemented policies and procedures, HR automation, compensation and benefits structures, and more. Since being founded in 1958, HABIB Group has been expanding into the space of retail, manufacturing, finance, and properties, with more than 90 points of sales, and 1,200 employees across Malaysia and Brunei.

12 Human Resources Online April-June 2022

PROFILE

Identifying needs and having the end in mind are pivotal to working towards the [business] goals.

Interviewee Loganathan B. showcases HABIB Group's bronze trophy awarded at HRO's Employee Experience Awards 2021, Malaysia.

April-June 2022 Human Resources Online 13

PROFILE

Overall, the Group has observed a vast difference in workplace expectations – even in the areas of compensation and benefits, and learning and development, for instance.

We understand that a majority of the talent core in HABIB Group is Generation Y/Z. Has the workforce always been this young and vibrant across the organisation’s 64-year history? If no, why that transformation, and how has it been so far? Today, more than 86% of HABIB Group’s total workforce comprises Gen Y/Z talents. This is the talent core for the overall business. To give you an overview, about 1,200 of the young talents have contributed to the workforce in recent years, and have been given opportunities to develop their career in the Group. Back in 2019, before the pandemic, we designed an in-house young talent programme called the ‘Graduate Excellence Management School’ trainee programme, and introduced it to candidates who are new to the working world. To date, we have received positive feedback from the young talents and the heads of department, who are sharing that those talents are able to involve themselves in several important projects, thus bringing a positive impact to the Group. Hence, we are expecting to have more expansion of the programme. Interestingly, we have not been this youthful across our 64year business. Through expansion across lifestyle products and services, the Group managed to grow a mix of talent from Baby Boomers to Gen Z. And it has worked out – talents push each

other to update themselves with the latest trends, and step out from the traditional way of managing their assignments. Can you believe that some of our Baby Boomers are as good in utilising TikTok for work as our Gen Ys? Such latitude of creativity and transformation capitalises on the young talents to unleash their potential, while influencing the senior talents to adapt into the contemporary world. Together, it creates positive impact for the overall business. Let’s zero in on the younger generation. They have varying opinions and needs about work arrangements and support, business priorities and goals, to name a few. What does your internal data show on their preferences? How is HABIB Group, and especially the HR function, handling that to ensure the organisation understands its workforce, and is on the same wavelength as them? The younger generation workforce is for work-life harmony. They look forward to having a conducive work environment, and flexible work arrangements which are some of the few indicators and pulses that we have gathered. Not forgetting that with their strong tech abilities, they would prefer having the best technology available at the workplace. On the work front, many have also shown leadership qualities – taking the lead in managing complex tasks and being able to support and drive results in a shorter span of time. Overall, the Group has observed a vast difference in workplace expectations – even in the areas of compensation and benefits, and learning and development, for instance. Thus, it is crucial to have a talent management team to ensure that best practices are in place for long-term work relationships. Keeping that in mind, the Group’s HR function is still perfecting and enhancing accordingly. More often than not, the roles at HABIB Group are stakeholder-facing and time-centric. As such, the idea of flexible work arrangements is harder to implement, despite the intrinsic benefits they can offer. How is the organisation facing the challenge, and what are some recommendations you can give to peers in similar industries? One of our core values is that we must be flexible. We have been adopting flexibility in our work culture in terms of delivering results and working styles, which are clearly indicated to every newcomer. Especially when we are in the retail industry where things can change overnight, it is vital that those who join understand the work culture and the environment that they will be working in. Aside from the benefits we offer, the working environment and job satisfaction are key. Being in retail, we are a very fast-moving company where results and accomplishments are seen quite immediately. Hence, employees are able to see if their goals are accomplished and this gives them job satisfaction. If goals are not achieved, we will make sure shortfalls are addressed for the next activity to be a success. This motivates the team. As a diversified business organisation, flexibility is managed differently by business units as the operations are of a different nature altogether across our businesses. The focus

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PROFILE

should be on departments that can fully operate remotely, departments that must be at work physically, and departments that can work on hybrid mode. It all comes down to the level of automation and functionality provided. Zooming out, we live in a time when data matters. The workforce, too, recognises its importance; citing that data skill sets – think literacy and analytics – can boost employment chances, and remuneration packages, for instance. Could you share about it in the context of the HABIB Group? One of the Group’s strategies was to build a framework that not only recognises the gaps, but also builds on from those gaps and creates a positive impact on our talents. The framework built includes leveraging business analytics tools which enable the creation of a data-driven culture across the entire Group. This is something that has been proven to be of major importance, especially with all the operational shifts cause by the pandemic over the past year. We understand you started your active transformation to a data-driven culture about three years ago – and are since in a position where you can channel data into your talent management processes. Talk us through the highs and lows of your data transformation journey, and where you currently stand? We first identified the objectives, goals, and expectations before achieving various milestones. This was then supplemented with five steps of building a data-driven culture: • Review and identify the opportunity. • Analyse and design the said opportunity to fit into the current organisation’s structure. • Test and experiment the new process and initiatives. • Prove the potential outcomes and the value they bring to the organisation. • Execute the data transformation plan. With supporting facts and data at hand, it then simplifies the processes for the HR function to decide on a concrete talent management strategy, driven by evidence-based actions. For instance, we discovered that more than 90% of the Group’s talents are satisfied with the organisation’s engagement activities, and 85% of them are interested to learn new skills and knowledge. This is how we identified that our main focus will be on planning an effective talent management strategy. A successful data transformation journey involves both employees and HR personnel in building sustainable practices. We are currently at the stage of test-and-experiment before fully implementing this framework. Since the organisation is evolving, its transformation journey will never end. With the vast number of roles available in-house for talent to upskill and mobilise their careers, we understand you’re kick-starting a level mapping process that will ensure greater mobility across your several business units. Give us a sneak peek into your plans, which include identifying gaps and the skill sets required, and the training academy processes underway to support that.

We are an organisation that has been operating from a manual process to technology driven/enhanced environment, and also has a multigenerational workforce. So, besides having TNA and pulse checks in place, we have to manage business expectations and merge them with future demands, which has created huge gaps that need to be addressed. On that note, a full cycle of our Academy (called HABIB Learning) is in place, establishing proper education in a practical foundation, and addressing the exact pointers for optimal operations. We also have plans to execute skills development, segmented by technical versus soft skills, product skills, and more. There’s a report released ‘that defines the’ rules of modern work. The first rule – bring your own motivation – resonated with us. We live in a turbulent period with economy, geopolitics, climate change, and whatnot. Burnout is ever more present, especially in the younger generation. How true is this rule for you? It is 100% true. Leaders and employees must possess some motivational traits. Leaders, especially, should be seen as all-motivated, in order for them to drive the team to the fullest capability. A good manager/leader should be equipped not only with subject matter expertise, but also with knowledge of motivation for his/her team. In order to do so, he/she must know their team; understanding each individual in their department will give him/her a good gauge of his/her needs and what drives them. Passion is always the first rule (of leadership and motivation). With your experience working with the younger generation, could you also share what works – and doesn’t – with them? It is very important for the younger generation to be acknowledged that their work has contributed to something meaningful. Hence, giving them the opportunity to explore new projects which can be measured and contribute to sustainability has proven to motivate them and increase productivity and efficiency. The drawback only lies in micromanaging them. The younger generation is very flexible, prefers results’ expectations upfront, and not to be micromanaged.

Leaders and employees must possess some motivational traits, and, especially for leaders, should be seen allmotivated in order for them to drive the team to the fullest capability. A good manager/ leader should be equipped not only with subject matter expertise, but also with knowledge of motivation for his/her team.

As we conclude the interview, we shift our focus to HR professionals. What are some key skills you believe HR will need to possess in order to be relevant for the future? HR leaders and their entire department must be aligned with the business, and in order to gain that confidence, HR must support the employees, and at the same time, represent the company. In today’s HR landscape which is not only about managing people, HR professionals must acquire the following set of skills additional to the general HR spectrum skill set: coaching and communications skills, financial and analytical skills, and marketing skills. April-June 2022 Human Resources Online 15

OPINION People issues

Home-grown brands are walking the talk in implementing flexible work arrangements, and reaping the benefits Dive into FWAs with HRO and TAFEP as leaders from media company Hoods Inc. Productions, and education and training facility The School of Positive Psychology, teach a trick or two.

If there’s a workplace phenomenon as frequently talked about as ‘The Great Resignation’, it has to be flexible work arrangements (FWAs).

So apparent it is that, in Singapore, FWAs are highlighted in parliamentary debates, and advocated for across global conferences. As an exclusive, Human Resources Online, along with the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP), reached out to Hoods Inc. Productions’ CEO & Co-Founder Esan Sivalingam and Co-Founder & Managing Director Bratina Tay; and Stephen Lew, Founder & Executive Director, The School of Positive Psychology, to understand how FWAs have been the core of how the business operates, and how they have been reaping the benefits.

Esan Sivalingam CEO & Co-Founder Hoods Inc. Productions

The one thing we can say is, there is no one size fits all. Every employee has different needs, concerns, and requirements.

Bratina Tay Co-Founder & Managing Director Hoods Inc. Productions

Stephen Lew Founder & Executive Director The School of Positive Psychology

Research has shown We find that the ones who do stay on, that organisational engagement and despite the pressure, performance improve expectations, when the workplace workload and implements deadlines, make wellbeing and the company more people-centric competitive, and a strategies. happier workplace.

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What were some of the FWAs instituted prior to, and during the pandemic? Sivalingam: We have several. Prior to 2020, we had in place creative scheduling, where all staff were eligible for flexible and specific scheduling based on their needs – for instance, there were two employees who did it for between seven to 12 consecutive years according to their family obligations, wedding preparations, home renovations, and even gym and caretaking schedule. The other was ‘Phasing In or Out’. This is where employees had the opportunity to fleet from full-time to part-time to freelance, and back to full-time or part-time. Since 2021, we have also introduced an annual/biannual full health screening that is fully paid for by the organisation. Lew: Our flexibility has always been in place and time. Our employees used to be able to work-fromhome (WFH) whenever they needed to, with certain departments getting to do so every other Friday. In terms of time, as long as employees get their work done, and work the required hours, they can start anytime between 10am to 12pm, as long as there is staff at the school during the opening hours. However, during the pandemic, when classes were all moved online, WFH became the new norm. Additionally, with a lot of weekend and night classes, we gave employees the autonomy to decide what time they prefer to start based on their schedule for the day. We found that employees appreciated that, with some choosing to start work at 8.30am so they can end work

People issues OPINION

earlier, and some at 1pm as they have night classes to manage till 10pm. On top of that, employees also started receiving two days of ‘Mental Health Days’ per month. The concept of ‘Phasing In or Out’ is one that’s not commonly heard of – how did the idea to implement this come about? Sivalingam: We started doing it because media production is very erratic. While we were working on Under One Roof and Phua Chu Kang, we noticed quite a few good creatives were leaving because there was no option available to fleet between full-time, part-time, and freelance (depending on their ever-changing family or personal commitments). Once we started Hoods Inc, we realised that being a small company, we had the flexibility to implement it, so we decided to provide that option for our employees after they have worked with us for a minimum of one year as full-time staff. What are some key results you’ve observed since the implementation of your FWAs – and which initiative has seen the most uptake/traction? Tay: Loyalty, trust, better communication, greater productivity, and a stronger camaraderie in the team are some benefits. Even though our FWAs don’t impact all staff who come through our doors (or don’t impact everyone the same way), we find that the ones who do stay on, despite the pressure, expectations, workload and deadlines, make the company more competitive, and a happier workplace. All staff are informed on peak and off-peak periods so they can plan their breaks. We also found the initiatives with the most traction are: • Employees’ choice day off • Flexi-hours • Phasing In or Out • Telecommuting/work-from-home (WFH) • Mental wellness days off

was done to curate FWAs that could fit the individual needs of staff. Maybe the one thing we can say is, there’s no one size fits all. Every employee has different needs, concerns, and requirements. Consider utilising FWAs to get the best you can from each individual. Having two-way and open communication also helps, so both parties see things from each other’s perspectives. It has definitely helped us (a smaller, but stronger team) with a subsequent rise in productivity and morale. Lew: As counter-intuitive as it sounds, research has shown that organisational engagement and performance improve when the workplace implements wellbeing and peoplecentric strategies – FWA is one such strategy. Companies can always pilot an FWA, and measure the results three months later. A sustainable FWA is not going to happen overnight. We found it helpful to co-create the FWA together with our staff so that it can support not just our employees, but our business goals as well. It will take time to experiment with the different possibilities due to teething issues which may occur during the process. At the end of the day, SMEs need to be adaptable and constantly evolve their HR policies to stay relevant and be able to attract and retain good talent. Both Hoods Inc. Productions Pte Ltd and The School of Positive Psychology are adopters of the Tripartite Standards (TS). The TS consist of a series of good employment practices that are important for all employers to implement and allow organisations to differentiate themselves as progressive employers. Visit tafep.sg to find out more about the Tripartite Standards.

Lew: What we have noticed is that this arrangement fosters a friendlier and more supportive work environment that grows with the employees. We have employees who have family responsibilities and/or are pursuing part-time studies, so the flexibility is important to them. What is your advice to other SMEs who are hesitant to implement such FWAs due to concerns around face time, engagement and productivity? Sivalingam: Most of our initiatives arose out of need (for the company) or out of concern (for staff). Hence, a lot of trial and error

April-June 2022 Human Resources Online 17

FEATURE People analytics

ALL ABOARD THE PEOPLE ANALYTICS TRAIN Priya Sunil speaks to leaders helming HR at organisations in Singapore, Thailand, and Vietnam, who are at different stations of their people analytics journey, but all have one common destination – improving the employee experience and contributing to business needs.

“You cannot solve all problems through data, but you can still get a lot out of it. Understanding employees’ stories through data will enrich career conversations by knowing their preferences, values, and motivations.” These are snippets from our conversations with HR and people analytics leaders – demonstrating more urgency than ever before. As Josh Bersin points out in his 2022 predictions, CHROs are going to be asked: Can you get me a view of how well our hybrid work programme is going? Which groups are most impacted by mental health challenges? Where are careers and skills changing the fastest, and what roles and jobs are falling behind? With that in mind, Priya Sunil speaks to HR leaders, who are at different stations of their people analytics journey, but all have one common destination – improving the employee experience and contributing to business needs.

IT STARTS WITH EMBRACING A MINDSET SHIFT Arguably the biggest need brought about by the rise in people analytics is a mindset shift – from one that is driven by intuition, to one that is driven by data. At ASM, a supplier of semiconductor process equipment for wafer processing, the journey to instilling this shift in leaders and the workforce has “not been easy”, Singapore-based Daniel Kusmanto, Director, Digital & Analytics, ASM, notes. “There are wins. There are push backs. Similar to every change management, the journey is long and we need to transform it one step at a time,” he says. He references what he shared with us back in 2020: “At the end of the day, transformation is not a ‘big bang’. It happens bit by bit via the small interactions with data and

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analytics that create the ‘aha’ moments daily.” That, he affirms, is still true. After a few transformative years, he observes that leaders are embracing a data-driven mindset even more now – dashboards are being developed at all corners in the organisation, there is a central analytics body, and there are greater demands for data and insights within and beyond HR. “We are also growing in capacity and capability to respond to the increasing demand for more external data, deeper insights, and predictive analytics,” he shares. Meanwhile, Thailand-based Dr. Santhipharp Khamsa-Ard, PhD, Chief People Officer at real estate company Ananda Development Public Company (Ananda), agrees that with many businesses running on intuition for years, it is hard for some to move to a data-driven approach. He shares the common reasons why people are hesitant to adopt new technologies. “The fear of the unknown, security concerns, the perceived risk of adopting the wrong technology, the fear of losing a competitive edge through late adoption, as well as the lack of skills and knowledge among staff, all of which requires ongoing time and financial commitment.” This is where upskilling plays an important role in the shift in mindset, along with an understanding of

People analytics FEATURE

Daniel Kusmanto Director, Digital & Analytics ASM

Dr. Santhipharp Khamsa-Ard PhD, Chief People Officer Ananda Development Public Company (Ananda)

Noppadol (Kenny) Chaiwong Human Resources Director BevChain Logistics (BevChain)

technologies, and creating change agents in each department, the leader says. That brings us to a learning from Noppadol (Kenny) Chaiwong, Human Resources Director, at beverage logistics specialist BevChain Logistics (BevChain) – that he and his team are embracing this mindset shift knowing that having facts on hand is useful in delivering needs or action plans to the management team. At no point are personal concerns presented. Kenny, based in Thailand, explains: “It helps us in determining the job strategy and responding quickly to our stakeholders.” Importantly, it gives the team confidence in supporting the business and finding a win-win solution based on the data available, along with a timely action plan.

THE OPPORTUNITIES AND CHALLENGES No matter how big or small, the journey is never complete without some bumps and jumps. For Kenny, the opportunities lie in he and his team using the data derived to support business goals over the next few years, especially the impact of workforce management on financials, and ROI as the business grows. On the challenges front, Kenny shares, the team may require more research to ensure its data analysis report is updated and financially impactful to all stakeholders. Over at Ananda, Dr. Santhipharp is in the midst of implementing a people-pillar in data analytics – one that would engage associates across all generations. And while all of the concerns he shared earlier are valid, he believes technology, if used correctly, and at the right time, is a tool that can “reap vast benefits”.

BE PROACTIVE, NOT REACTIVE One thing we’ve learnt through all our conversations is the approach to people analytics has to be proactive, and not reactive. Leaders need to ask the ‘why’ of the situation, before working on the ‘what’. Daniel equates this to playing chess. “We have the entire view of the game, we line up our resources, and we understand the current situation. In our mind, we are doing some scenario planning, thinking two to three steps ahead, and then we make our strategic move while anticipating the next step.” The same goes for people analytics, he says – monitoring the leading metrics regularly, applying predictive methodologies, drawing insights, and if feasible, playing scenarios, to advise on the next strategic moves that can either put the team in a better position, or prevent an issue before it happens. For instance, knowing the projected headcount can help advise leaders on talent interventions to be put in place now. At the same time, knowing someone’s engagement, productivity, and absenteeism levels could be an indication of the intent to leave, thus prompting leaders to take precautionary measures. “The more we manage the data, the more we can learn and take tangible actions that will help the organisation by creating a sustainable solution,” agrees Kenny. Dr. Santhipharp notes the importance of the proactive approach undertaken at Ananda, where several teams come together to work closely on data analysis. “We listen for the needs of the business sectors, following which we design proactive action plans. Of the many approaches, we should focus on and select the right one.” He also advises that HR involve someone (or a few people) responsible for managing the data analytics, as both the creator and champion. They can be the bridge for people to understand and utilise the data to remain on the right track.

A CULTURE OF CONTINUOUS IMPROVEMENT People analytics can go a long way in driving a culture of continuous listening and improvement – beyond surveys and feedback forms, Dr. Santhipharp stresses. “We build the foundation of learning by trust. When we need change, listening to their (the employees’) concerns is important.” As such, what does it take for organisations to drive such a culture? Start by having the end in mind, Daniel shares. Paint a picture of what the end goal would be through

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FEATURE People analytics

Shifting from intuition to becoming more datainformed has enabled me to unlock the power and potential of my team.

regular insights on the workforce (including predictive), measurements of programme effectiveness, and an understanding of employee needs that can advise on HR policies/programmes. “Of course, having in place some healthy, internal competition with small rewards can also help. And equally important is to apply regular monitoring and nudges – we need to have consistent follow-ups to drive adoption and cultivate the habit,” he says. On Kenny’s end, the most important thing he has done is to gain the trust of the stakeholders, by working on the analytics efficiently. This means data of 100% accuracy, relevant resources referenced, an analytical pack that includes an action plan and timeline, and continuous updates and improvements to the analytics report. Additionally, Kenny and his team make it a point to inform the relevant parties on these insights, as in some cases, the line managers may overlook the root cause in their department. For example, if the team finds high attrition rates in some job functions or departments, it alerts the line managers on the percentage of their leavers, and advice to either reconsider their work itself, or any uncontrolled factor that may impact their department. The report is not only derived on a weekly or monthly basis, but is also included in regular roundtable discussions. “It’s not only the culture, but also about the consistency,” Kenny highlights. Having built the foundation of your people analytics journey, let’s now read on to discover case studies from various employers on what’s working and what’s not, before heading into an enlightening conversation with Asia-based people analytics guru, Fermin Diez.

GETTING DOWN TO THE NITTY-GRITTY: TECH DATA

Cyl Lin Director, Human Resources Singapore, HR Business Partner, MDC (Modern Data Centre) & Analytics, APJ Tech Data

Cyl Lin, Director, Human Resources Singapore, HR Business Partner, MDC (Modern Data Centre) & Analytics, APJ, Tech Data, is a strong believer in how people analytics can help identify, attract, retain, and develop talent. She makes it a point to ask herself three questions – (1) If managers affect the productivity, engagement and retention of employees, what is the monetary impact? (2) What are the key drivers of employee attrition and what drives retention? and (3) Can training impact productivity, and what is our ROI? “Shifting from intuition to becoming more datainformed has enabled me to unlock the power and potential

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of my team,” she notes. In doing so, she used the PROSCI Change Management methodology and ADKAR model to boost the team’s desire towards this development opportunity, and understand WIIFM (what’s in it for me?). She has also started to invest in data analytics literacy training to help her team embrace the mindset shift towards being a data-first organisation. “Analytics goes beyond presenting facts, it offers insights into what the data represents, and how it reduces unnecessary biases and ultimately improves performance effectiveness.” With its use, leaders are able to evaluate scenarios, such as benefits benchmarking by measuring pay differentiation ratios, and performance management effectiveness by measuring promotions’ success rates and training satisfaction rates, Lin shares. These insights can reveal how leaders align coworkers’ talent and skills with what the business actually needs. However, there are challenges to be overcome. “HR does not own all the data that are crucial predictors of talent outcomes. Each system comes with its own custodians and data taxonomies that lead to incomplete, inconsistent, and fragmented data.” “HR’s interface with these custodians (for example, IT, finance) is limited, and unstructured data in the form of image, audio, feedback text, internal social media, is even harder to access and retrieve. Analytics results that are not put into good use may be due to the high-level representation that might be difficult to be translated into specific actions.” On the whole, Lin sees the need to spend time scoping, identifying,

People analytics FEATURE

evaluating, and presenting the data; thus, she prefers taking a proactive approach to people analytics. “This allows us to have adequate time to plan ahead.” And the keys she sees in achieving success with the help of people analytics? Adopting a growth mindset, being open to feedback, ideas and continuous improvements, and making people analytics relatable even at an operational level. “The expectations of the people/HR teams have been elevated by business leaders to have adequate ability to analyse data, understand trends, develop recommendations, translate insights into actionable plans, and provide thought partnership with the business to navigate complex business models. Being proactive helps to anticipate potential changes and be prepared to address negative impacts.”

KEEPING DATA SIMPLE: TH GROUP

Tran Thi Quyen Human Resources Director TH Group, Vietnam

At TH Group, the enterprise credited for laying the foundation for the fresh milk industry in Vietnam, Tran Thi Quyen, Human Resources Director, TH Group, Vietnam, and her team Group-wide, are focused on building a robust people analytics engine – and are “on the right track to build a good HRIS system, establish good data disciplines, and identify what we want to analyse for what purposes”, she tells us. So while the team is interested in a holistic view of the ecosystem around an employee and their journey, she adds: “Of course, we cannot (and should not) measure and analyse everything. A thorough business-based thought process should help select what really matters. Then, we will methodically work to organise the data, as well as the tools to produce optimal insights and projections.” Most importantly, she adds, is the need to strengthen the mindset of data-driven decision-making. This, TH Group is achieving, by requiring all people operations, decisions, and forecasts to be backed by evidence and data that are structured in a consistent, accurate, and truly meaningful way. “Sometimes, people have the tendency to make an intuition-based conclusion and seek data to prove their points,” she highlights. “Data is crucial, but deep professional expertise and understanding must be a strong foundation for metrics and analytics to make sense.” One example of the team’s data-driven approach is how it uses data and evidence in designing the leadership competencies, Quyen explains. “We could have easily bought or borrowed from hundreds of existing models,

Of course, we cannot (and should not) measure and analyse everything. A thorough business-based thought process should help select what really matters.

but those might not truly reflect the ‘persona’ of TH leaders. Therefore, we decided to gather data, conduct interviews, and conduct analyses to develop our own. We are in the final stage and I trust our model represents the true TH leaders.” She is quick to see the “clear” opportunities that lie ahead – that as the system is developed, everyone is engaged, and this provides them with a “great chance to learn and own it”. No doubt, the journey is also not without its set of challenges in integrating information systems. For this, HR has worked closely with the IT team to build a coherent architecture that allows integration and the smart flow of data. “We set this simple rule: single entry for each piece of data, and single view of data.” Next, keeping the end of measuring

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FEATURE People analytics

what matters for the business in mind, there is a need to establish the metrics, dashboards, and an analytics engine. As such, the team adopts a design thinking approach – from understanding business/management needs to building, prototyping, and testing.

CATCHUP WITH THE ANALYTICS EXPERT

We now introduce HR guru Fermin Diez, Faculty at National University of Singapore, Nanyang Technological University, and Singapore Management University – who brings more than 30 years of experience in HR, which includes consulting, corporate and academic roles, in 40 countries in all continents.

Fermin Diez Faculty at National University of Singapore, Nanyang Technological University, and Singapore Management University

How has the use of people analytics in HR evolved, and what has shaped the biggest changes to the function? There are three parallel tracks today: One is for those organisations that first embraced analytics several years ago. For these, the way forward is to embed analytics further into as many areas of influence as possible. New questions they are grappling with include how best to structure the workforce for maximum output in terms of full-time employees, hybrid, gig, part-time, project-based, and more. There are also new questions around how best to organise hybrid work, mental health issues, and whether or not remote work on a permanent basis can work, or if employees should come to the office all/some of the time. For those that have recently embarked in HR analytics, the questions are more about how to go outside of doing HR analytics for HR purposes (for example, turnover and engagement, recruiting efficiency, etc), and start addressing business questions (labour productivity, ROI of training, pay mix versus outcomes, etc.). There are still a number of organisations waiting to get started down the HR analytics path. The advice here is to start with low-hanging fruit, use existing tools, train your current staff in the fundamentals of HR analytics, and get going ASAP. In due course, they will move from Excel to Tableau, Power BI, Alteryx, and beyond. To complete a marathon, you must first run shorter distances consistently! Why is people analytics growing in importance in today’s workplace? Business leaders now have a better understanding of what leading HR practices can do for their organisations, and are

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asking their HR teams to do more to help improve business results. The HR function is being asked to lead the change transformation process, which during and post the pandemic have become key agenda items, and to show that the proposed changes make business sense, not only from the point of view of employee engagement and mental health, but because it will lead to a competitive advantage, and thus, improved financial outcomes for the organisation. The spotlight is on HR today, and we cannot influence our organisations adequately by making gut-feel based decisions. Senior management expects HR to supply data to support decisions. Recently, I supported a company involved in retailing to address their HR strategic plan. They had presented to the CEO and board what they thought was a solid plan for the next five years, involving improved processes for recruiting, enhanced onboarding and training of the sales staff, a new compensation plan that was more linked to performance, and a focus on employee experience as a means to increase retention. The CEO asked a single question: “To achieve our business growth plans, what would our workforce need to be like, and what do we need to start doing now to achieve that?” This completely changed the focus of the plan towards a workforce forecast, and strategies to achieve the desired growth. Rather than centering on improving the HR function, the plan honed in on how to support the business to implement the expansion strategy the board had approved. Data became crucial in this new context.

People analytics FEATURE

What opportunities and challenges does this pose for organisations? The most immediate challenges are two: data availability, clean up, and warehousing, and having enough internal knowledge of how to address business problems, turn them into hypotheses, and doing the analyses to gain insights. Clean, available data is the infrastructure of HR analytics. What to do with it is the knowledge that is required to do HR analytics. They go hand-in-hand. The opportunity lies in the fact that senior management is keen to have HR move in this direction quickly. Over the years, I have met many in HR who feel they are not sufficiently tech-savvy, numerically able, and with enough business acumen to be able to execute this mandate. This is not difficult to solve, as they have found that with a mindset shift, and some training on the fundamentals of HR analytics, they are able to answer at least 80% of the questions businesses are asking. For answering the remaining 20%, some investment will be required in specialised data scientists, and tools, but that can come later. The biggest opportunity is that if HR can show it can add value on this first 80%, it is easier to move to the next stage. One of my favourite stories is the one from the head of an HR analytics team from an MNC. When he first started, he claims he did not know enough to be able to accomplish what he was being asked to do. Five years on, the business has not only provided resources for him to build a team and robust tools, but also continues to ask him and his team to go into various areas of the business to help determine how best to add value through people decisions.

What, in your view, does it mean to take a proactive, rather than a reactive approach, to people analytics? Start with the business problem first. What are the line functions struggling with? Their problems are usually not framed as employee turnover, but as not achieving financial targets. HR analytics is proactive when it sets out to answer business questions through people-related variables. For instance, I worked with an FMCG company that was losing market share to help figure out what it could do to reverse this recent trend. There were, of course, marketing and other variables involved, but my job was to help look at the people variables. Did we have the right people? Enough of them? Was the training working? And was it sufficient? Was the pay scheme motivational enough? After looking at, and discarding some of these hypotheses through analyses, the conclusion was that we did not have uniform criteria for hiring sales staff. It seemed that every district manager had his or her own criteria of what constituted a good sales person. From “they must be college educated”, to “no college, please”. Then “they want to be boss right away and don’t want to spend enough time in the field”. From “with experience is better”, to “no experience; I’d rather teach them everything myself”. Through analytics, we found that there was one set of characteristics which correlated with higher sales. After changing the sales team in a pilot project, and seeing that the results improved, the entire sales force was progressively changed over the next few years to the profile which was determined through analysis. Results improved and within two years the company had regained the lost share, and then some! Further, other regions copied what we had done and saw their results improve as well. What is the No.1 trend that will drive people analytics in Asia in the next one to two years? Soon, all HR professionals will need to be analytics-savvy. The trend is not only irreversible, but accelerating. More people are joining HR teams with a better understanding of analytics. In Asia, we are nearing the tipping point, and from there onwards, there will be no turning back. If you have yet to board this train, know that it is leaving the station as you read this!

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OPINION People issues

How Shell is powering the leaders of tomorrow by developing diverse talent A framework that caters not just to leaders and emerging talent, but equally to critical roles, backed by open and frequent conversations, is at the heart of Shell’s leadership development programmes, Ernest Lee, Head of HR, Shell Companies in Singapore and Indonesia, tells us.

In today’s market, talents have

Shell believes that real diversity is about bringing different perspectives to the table.

choices. People move on not just for higher salaries or better employment terms and conditions, but also for a sense of purpose. Global energy player Shell believes in the need to be transparent with employees in terms of development, expectations of leaders, their performance, and their potential. In this conversation with Ernest Lee, Head of HR, Shell Companies in Singapore and Indonesia, facilitated by the experts from TAFEP (Tripartite Alliance for Fair & Progressive Employment Practices), we find out how Shell fuels its employees’ drive for growth and development through a range of opportunities in leadership roles, succession planning, and more. The foundation lies in how Shell views talent under three broad buckets: • Leaders with team leadership accountabilities, • Critical talent or roles with deep insights and skill sets, and • Emerging talent. The first group are individuals who already possess the right capabilities to take on leadership roles. The second group are the ‘ready later’ candidates, who may take about three to five years of development. These individuals may be in roles that require critical capabilities or subject matter expertise. “We will have open conversations with them on their development areas, be it technical or functional, and we will be focused on developing their experiences and competencies,” Lee says. The third would be emerging talent – individuals that Shell would like to develop early in their careers. They usually come in new, and show potential to take on bigger roles in the future. While there will be slight differences in terms of the experiences offered to them, and the moves offered from a career perspective, the idea is that they are

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better informed and equipped to take on bigger roles at a faster pace. Lighting up the talent pipeline Succession planning at Shell is about thinking ahead on how to develop its talent to support future business needs. Lee adds: “Equally, it is about how we sustain our businesses now so that we progress to the future, and talent is a key enabler to get us there.” To support talent development, the 36-month ‘Talent Acceleration Programme for Asia’ (TAPA) is in place. Specifically curated to develop Asian leaders, it was designed using extensive research as well as a belief in the value that Asian leaders bring to the global organisation. Lee shares: “As a global company, we need multiple perspectives, and the Asian lens is increasingly relevant given the forecast by the World Economic Forum that by 2040, Asia is likely to generate more than 50% of world GDP, and could account for nearly 40% of global consumption.” As one of the key hubs for the Shell Group, Shell Singapore is viewed as a key partner in developing a robust talent pipeline of Asian leaders to lead effectively in a global setting, and build on Asian strengths such as culture attributes, value systems, and different perspectives from a diversity of races and religions. The four developmental themes of the TAPA programme are building courage, encouraging curiosity, enhancing strategic storytelling, and making a global impact. TAPA is structured to provide continuous assessment and feedback, with 360-degree assessments conducted at the start, and end of the programme. The scores from the exit assessment are compared to the initial assessment to evaluate the impact of the curriculum on the talent and the businesses they lead. These indicators also serve as

People issues OPINION

additional data points when the individual’s readiness to progress into the next role is reviewed. Specific tools and learning interventions employed in TAPA include the Leading to Engage and Deliver (LEAD) programme which covers core leadership foundation skills; fundamentals of storytelling and powerful oneon-ones, coaching to build one’s personal leadership narrative; a global senior leader assigned as a mentor; and peer group coaching. Turbocharging the future of leadership Among the unique actions Shell is taking is its Asian Talent Council (ATC), akin to an in-house company-wide talent council for Asia, which brings to life the outcome of succession planning, and identification and growth of leaders. Lee explains the concept: “Shell Singapore operates in a global ecosystem, and even more so in the region. Using the access to opportunities in the region as an extension of Singapore, the ATC sets out to bring meaningful, strategic career opportunities to our talents.” Putting all of its might behind it are the most senior global leaders in Shell in Asia who, not only sponsor the initiative, but through the ATC platform focus on facilitating and inspiring cross-business and functional development moves to enable future talents and leaders in Shell to be exposed to a diverse range of career development moves that broaden and prepare them for senior leadership roles. Milestones in an electrifying journey Shell believes that real diversity is about bringing different perspectives to the table, which is why the energy giant has dedicated real resources to nurture as many segments of talent as possible, such as through TAPA. At Shell Singapore, which is recognised as an exemplary employer under the Human Capital Partnership Programme, 30% of the workforce is female and women comprise 39% of senior leadership roles. In addition to a living, breathing inclusive community, female talent benefits from development opportunities such as the Women’s Career Development Programme, and Senior Women’s Connect. The Chairman of Shell Companies in Singapore, Aw Kah Peng, Senior Vice-President Chemicals & Products, Shirley Yap, and GM, Aviation Asia, Doris Tan, are just some examples of capable women who have successfully advanced their careers at Shell. Fadhiilah Abdul Wahab, is another shining example. She is one of the only two Singaporean female marine

engineers – out of a group of 15 globally – who is currently on her exciting, development journey with Shell. Reasons to celebrate also come in the form of Shell’s communities and partners acknowledging its culture of honesty, integrity, and respect. Lee opens up: “While Shell is not immune to the dynamism of market forces and the evolution of societies, we continue to offer good, planned career pathways for our talent. We continue to provide a good mix of development options to retain and attract quality talent into our mix.” Key takeaways In a nutshell, talent management does not need to be complex. It’s about starting, starting small, and starting simple. Lee emphasises the importance of showing your talent that their development as individuals is important to the company. In fact, talent identification and categorisation allows leaders and talents to share a common language. It is an appreciation of the distinct edge and contribution that individuals bring to the role, their teams, and the community. While this sets the tone for talent development, it is authentic, transparent engagement and the commitment to action of its leaders that hits home for the talent. “Having authentic conversations with talents lets us share with them that talent potential can change. We innovate on career options in the near and longer term, and also set clear expectations of the individuals’ commitment to deliver,” Lee says. “If you are not transparent with your talent or keen to develop them, someone else will.” The Human Capital Partnership (HCP) Programme is a tripartite initiative that brings together a community of exemplary employers in Singapore who have progressive employment practices in their organisations and are committed to developing their human capital. Visit tafep.sg to find out more about the HCP Programme.

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FEATURE Employee wellbeing

THE DOs AND DON’Ts OF EMPLOYEE WELLBEING No matter how you look at it, employee wellbeing has personal significance to each individual, be it a people manager, team member, or a functional head. Arina Sofiah checks in with seven leaders who share what employee wellbeing means to them, and how they are actively taking charge of the wellness conversation in their organisation.

From the perspective of a people manager, employee wellbeing is ingrained in the way they take care of their team – from ensuring they aren’t working after-hours, to checking in on them at lunchtime, or signing up for an online fitness class together. From the perspective of an employee, they often look for practical benefits that suit their stage of life and lifestyle, perhaps flexible working hours, medical benefits, and even financial support. Evidently, employee wellbeing has personal significance to each individual. HRO acknowledges that understanding the entire scope of employee wellbeing and its complexities is no easy feat. So we checked in with seven leaders who share what employee wellbeing means to them, and how they are actively taking charge of the wellness conversation in their organisation.

eBay believes it is “totally OK to not be OK”

Sajjad Parmar Head of Reward – APAC eBay

Wellbeing strategies must encompass holistic wellbeing, says Sajjad Parmar, Head of Reward – APAC, eBay. This includes four pillars that impact each of us – physical, emotional, financial, and community/family/societal. In fact, eBay has been on this journey of holistic wellbeing for a few years. “All our internal offerings around benefits and wellness are geared towards the four strategic pillars,” he says. In his experience, there is a strong overlap between benefits and wellbeing programmes. As such, eBay’s wellbeing strategy looks at core offerings and lifestyle offerings so as to provide a suite of benefits to different demographics – this will allow for specific customisations. Is providing such extensive coverage a tech-sector phenomenon? No, says Parmar. “I don’t think it’s possible to position employee health by industries. Many companies

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have done an amazing job specifically around employee health and wellbeing, and many are in the process of revamping their support.” He points out almost 50% of the workforce has experienced some form of decline in emotional health, leading to a direct or an indirect impact on financial health. “There are cases of employee burnout and emotional decline almost everywhere.” Given this landscape, eBay emphasises regular engagements with employees, people managers, and leaders, to ask what topics are of interest to them. It also engages local HR teams to help curate emotional wellness sessions and works closely with its employee assistance programme provider to lean in on topics. “It is a very hands-on approach involving multiple stakeholders.” The next step in the evolution of eBay’s wellness support is to find ways to get consultants into its offices for face-to-face sessions and allow employees to book time with them. This is planned to be piloted in markets where the office headcount supports it. “Leaders in each market have made it

Employee wellbeing FEATURE

clear that it is totally OK to not be OK. Having an open culture enables us to do all of these.” One of the reasons leaders at eBay have been supportive from day one is because of the mindset of “making sure that the investment in time and cost meets the intended purpose”. “It is crucial to make sure that interventions are finding the right audience, that the solutions are practical, and they help the employees in the way that maximises the benefit,” he explains. “What we don’t want is to do something and have it end up as a waste of time for people.” On that, he explains normalising discussions around wellness – especially emotional – will take time. Any mindset or behaviour related to change takes time, so if we start now, it will take 12-18 months before seeing any changes in attitudes and approaches, he points out. “What is important is to constantly keep up the ante on the conversations,” he says. “This means normalising wellness conversations by having them regularly in public forums, giving employees access to specialists, and getting leaders to walk the talk.”

At foodpanda Malaysia, wellness is about thriving, not surviving

Ajay Head of People and Culture foodpanda Malaysia

Wellness, at foodpanda Malaysia, is not limited to practising healthy habits, but it also determines the difference between thriving or just surviving, shares Ajay, Head of People and Culture. Those who thrive produce better results all around – better work-life balance, better ideas, better productivity, better work ethics, and so on. Therefore, employee health and wellness initiatives are split into four areas of focus: physical, mental, social, and financial wellness. On the physical and mental fronts, programmes include virtual group exercises, pulse checks, and awareness campaigns around mental health. A safe path has been created for employees to access available resources such as talks, private consultation sessions, podcasts, and webinars. “Understanding that human beings are social creatures, we also curated our engagement initiatives to include social wellness,” he says. This provides a fun platform for employees to connect through games, chill-out sessions, care packages, and employee resource groups. Mindful of the direct correlation between one’s financial health and morale, the group has also just introduced its financial wellness series. Having experienced the process of implementing such initiatives, Ajay opens up about the challenges faced. One

of the challenges was participation as most activities were hosted during working hours. Yet, he remains positive that as word continues to spread, they will gain more traction over time. Another inevitable challenge was that physical interactions were “close to none” in the past two years. Interestingly, while not being able to reach out to employees physically, foodpanda became more creative in braiding together the digital and physical employee experience. Thus, the group enjoys a “high success rate” for its hybrid initiatives. As foodpanda’s culture promotes being feedback-friendly, it is important to understand what works and what doesn’t, and what it can do to improve in ongoing initiatives. Through feedback from internal surveys and eNPS (employer net promoter score) surveys, Ajay and his team leveraged the data to form the next course of action(s). This helped the organisation improve its eNPS in the spirit of embracing two of its values – get 1% better each day, and create magical experiences. While on the topic of improvements, he believes there is an underlying stigma that wellbeing strategies need to be tangible (i.e., gifts and financialtype aid) to be well-received. He explains: “I commonly equate HR as the heartbeat of the organisation. Placing employees first would mean that the type of support extended should be for the benefit of employees in the long run – in forms that are most intangible – such as, education/knowledge that they can leverage on to propel themselves in becoming better versions of themselves.”

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FEATURE Employee wellbeing

Combining hearts (soft wires) and minds (hard wires) at Sinar Mas Mining

P.Swasono Satyo Chief Human Resources Sinar Mas Mining

At Indonesia-headquartered Sinar Mas Mining, part of the Sinar Mas conglomerate, employee wellbeing is prioritised through empathy in all processes, explains P.Swasono Satyo, Chief Human Resources. As such, the Group has massively invested in six dimensions of wellness and wellbeing: environmental (comfortable working space); intellectual (upgrade of employee skills); physical (platforms for employees to partake in their hobbies); financial (appreciation for their performance); social (developing the community in areas of education, health, and more), and spiritual (mindful activities for a more balanced lifestyle). In the past two years, the company has spent around US$10mn on employees’ health and engagement, and US$2mn on COVID-19-related support, such as vaccines, boosters, soft loans, mental health counselling, and more. “When employees feel valued and cared for, they will do their work with strong motivation, a deep sense of meaning, and extraordinary engagement,” he says. But the focus on wellbeing doesn’t just stop at employees; rather, Sinar Mas Mining creates meaningful impact all around – by funding donations for the local society, and bringing in 1.2 tons of food supply and COVID-19 vaccines for inhabitants living near coal mining sites. Being such a large entity does come with its share of challenges. To start with, Sinar Mas Mining is a holding group managing more than 100 diverse business units. Moreover, HR leader Satyo recently received the mandate to support and lead the HR department of the financial group pillar, Sinar Mas Multiartha, which holds more than 250 companies. This comes to a grand total of over 300 business units with 80,000 employees that the HR teams, led by Satyo, manage. As the business shifts and expands to financial tech, this becomes the most challenging aspect, the leader admits. He is also tasked with creating 300 C-level talent to achieve the company’s revenue goals for 2026, as well as 1,000-2,000 tech and coding talent, through Techconnect Academy, its digital people factory. In this mandate, he saw the opportunity to transform the brand to make it more relevant to win over the STEM talent in the market. “Thus, we are now transitioning our brand’s name to Techconnect, while transforming our task workers (mining, energy) to knowledge workers (data science, tech, and

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beyond), using our learning platform called MyLearning, and development programmes for all employees.” Looking ahead, this CHRO firmly believes that wellbeing can be a major source of resilience for the workforce, driven by the six dimensions listed above. “If we are secured in the majority of those dimensions, we can cater to our daily needs and routines and be ready to encounter many unexpected hurdles of everyday life,” he concludes.

Societe Generale: Busting stereotypes on what wellbeing means to the banking sector The banking industry has long been known as competitive, hectic, fastpaced, and performance-driven with less emphasis on ‘care’. But Societe Generale has safely steered clear of this image. “Employee wellbeing has been very close to our heart, even before the pandemic,” shares Mukta Arya, Managing Director, Chief Human Resources Officer, APAC. If anything, the company’s approach has been further refined during the pandemic, where in a virtual or hybrid team set-up, proximity managers emerged as the custodians of employee wellbeing and team dynamics, Arya points out. They can be the first to “diagnose any burnout and struggle”, while directing team members to appropriate resources. Among many initiatives, Societe Generale provides workshops to sensitise managers to potential health concerns, as well as workshops for line managers on supporting working parents to effectively manage the responsibilities in the workplace.

Employee wellbeing FEATURE

Mukta Arya Managing Director, Chief Human Resources Officer, APAC Societe Generale

Awareness of wellbeing, as well the attitude and skill set to respond to different circumstances, is built through its monthly “Bounce Out” webinar series. This aims to educate staff on various wellbeing and mental health matters, ranging from stress management, to mindfulness, to resilience. With the results coming in through such initiatives, Arya cautions: “After spending tremendous efforts on formulating and implementing our wellbeing strategy, it is natural for us to be pleased and celebrate the achievements with the initial positive feedback from the employees.” However, this leader recognises the greater challenge lies in how to continuously measure employees’ sentiment towards wellbeing strategies. For instance, Societe Generale has leveraged its annual employee engagement survey to do a pulse check on how well its strategy has been received. To understand the needs of specific employee groups, an extensive focus group research with regional female staff was conducted, thereby helping to make concrete action plans. “Don’t assume your employees know everything,” is another important lesson she shares with us. Having a myriad of good intentions, an ambitious strategy from the management, and solid wellbeing offerings, doesn’t guarantee the message and availability of resources have been well cascaded across different levels in the company. “More often than not, employees may not be aware of the ‘helping hands’ available and easily come to an impression that ‘there is nothing to help’.” Do not underestimate the power of reminders (and don’t hesitate to repeat yourself), she encourages, as such publicity is pivotal to a successful wellbeing strategy. On the other hand, it is equally important to communicate that the company has thoroughly considered employees’ feedback, even if not all of it has been accepted. The essence is to show the company is listening to and valuing employee feedback so that they feel free to speak up.

More often than not, employees may not be aware of the ‘helping hands’ available and easily come to an impression that ‘there is nothing to help’. Marriott International wants employees to ‘take care’ A huge misconception is that employee wellbeing is HR’s job alone. In fact, it’s everyone’s job, and the key to a meaningful wellbeing strategy is embedding it into the company culture, affirms Regan Taikitsadaporn, Chief Human Resources Officer, Asia Pacific, Marriott International. With this joint-ownership philosophy in mind, through its ‘TakeCare Culture’, Marriott encourages associates (employees) to look out for their physical and mental health,

so that they are in the strongest position to help the people around them. Leaders and managers are held accountable for employee wellbeing, and ensuring the TakeCare culture thrives. As such, leaders need to lean in and recognise the needs of associates. “And so, we ask our leaders to be open to conversations about needs like shift preferences and working arrangements.” Marriott also has a network of TakeCare Champions comprising volunteers from the organisation, who are empowered to initiate wellbeing programmes at the local level.“Putting people first has been one of our core values for nearly 95 years,” he says. One example from the pandemic is recognising the time spent by working mothers on household responsibilities increased disproportionately compared with other groups. That meant, in places such as Australia, Marriott extended flexible working options to frontline staff, as well as provides confidential helpline and counselling services. In addition, Marriott’s hotels play an important role in driving physical wellbeing initiatives. For example, yoga classes are available at select properties to help associates relax and enhance focus. Marriott also organises an annual charity event in APAC called ‘Run to Give’ to raise funds for local charities even as associates stay active. The organisation has been running its own app-based wellbeing challenge since 2019. ‘TakeCare Level30’ helps associates form positive daily habits related to personal wellbeing, connecting with others, and caring for the environment. It also partnered with

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FEATURE Employee wellbeing

Regan Taikitsadaporn Chief Human Resources Officer, Asia Pacific Marriott International

meQuilibrium to develop a clinically validated tool that offers highly personalised digital coaching sessions. “The scheme is proof that when you empower associates with the right tools, they embrace these tools,” he emphasises. As such, Marriott has seen more than 4,000 associates enrolled, and associates who have participated have seen improvements in their resilience, engagement, sleep, and behavioural health. Learning from the pandemic, Regan reminds all leaders to look beyond the consequences of the bottom line and remember the impact (of policies) on people. “This meant asking if our benefits were still relevant – were we offering the right things, at the right time, to the right people?” No wonder, the hospitality giant regularly reviews its wellbeing benefits to make sure they are still relevant and are changing with the times. “Our desire is to ensure our employees feel respected and comfortable enough to talk about their wellbeing needs, and are able to practise their wellbeing priorities in both their work and personal lives.”

Livspace’s wellbeing programme drives purpose through meaningful work

Joyita Poddar Chief Human Resources Officer Livspace

At Livspace, Joyita Poddar, Chief Human Resources Officer, believes the wellbeing of employees encompasses everything that gets them motivated, and to feel a sense of purpose and engagement. “This matters to us, and we take it seriously,” she says. “We aim to boost employee morale by aligning individual/team goals to organisational goals, thereby enabling employees to find purpose in their work experience. When individuals work in productive and engaging teams, it motivates them to exceed expectations.” Given how the new ways of remote working have blurred boundaries between work and personal life, Poddar notes the pressure of digital isolation takes a toll on mental health. Thus, improving the overall employee experience while working remotely is very important as well. In the interior design space, employees have to meet customers on a daily basis. To support this, the team has invested in digital collaboration tools for employees. “We have invested in Canvas, our proprietary platform, which allows digital interactions with customers, as opposed to physical meet-ups, which makes it more convenient for our employees during the pandemic.” Such tech enablement is supported by an ‘employee-first’

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mindset that gives rise to multiple HR initiatives around insurance, the work environment, and health and compensation programmes, all developed keeping in mind the industry the organisation serves, and the talent it has on board and aims to hire. One such example would be the launch of LivCare in India during the pandemic. From setting up a war room to ensuring that every employee felt cared for across all locations, the company provided financial assistance, an employee assistance programme, and online fitness programmes. “We are growing fast and the biggest challenge is to be able to attract people with the right mindset and skills fast enough,” she explains. No wonder then the company’s strong future-focused approach towards freelancers/gig workers through its ‘Livspace Partner Programme’. Here, Livspace works with a huge community of freelance designers and supports them with complete access to its proprietary online tools, vast catalogues of furniture, decor, products and services, and an immensely large network of community managers, vendor managers, category managers, and service partners. This trust placed in its community of partners is just one of the many ways that Livspace drives a culture of wellbeing and meaningful work. “We have broken the myth that HR drives culture. We all play a part and some key metrics are part of all leadership OKRs. HR runs in partnership with business and most of our programmes are meant to drive a business outcome,” she says. “Also, keep it real and keep the

Employee wellbeing FEATURE

communication open. Everyone respects a decision if they know the ‘why’ behind it.” To drive this, Livspace conducts quarterly pulse surveys with its employees across geographies and those who are part of its partner network. No matter where employees are working, the biggest priority for the group is to ensure it doesn’t lose the connection with each other.

Healthy bodies, happy minds, and meaningful hearts at Procter & Gamble

Dr Anurag Apte Senior Director Medical, Asia Pacific, Middle East and Africa Procter & Gamble (P&G)

A physician by training, with specialisation in occupational health and healthcare management, Dr Anurag Apte, Senior Director Medical, Asia Pacific, Middle East and Africa, Procter & Gamble (P&G), works closely with the region’s medical and HR teams to establish sustainable people-first programmes. This emanates into three essential factors for an effective wellbeing strategy. First, is the importance of taking a holistic and proactive approach to mental wellbeing. “From a prevention standpoint, we need to acknowledge the strong mind-body connect and take a holistic approach to address mental wellbeing.” The second is the benefit of driving a consistent culture of mental wellbeing throughout an entire organisation. “Change becomes effective when leaders – from senior management to managers and supervisors – champion the topic on mental wellbeing and drive conversations to create psychological safety for employees.” Third is the philosophy that healthy people equals healthy business. The intention to focus on wellbeing is as integral as any other part of building a team and running a business. As such, a big part of P&G’s strategy is in building the capability of its managers and supervisors, so they can play a significant role in taking care of their teams. “We have started integrating wellbeing discussions into our employee career conversations where each manager and employee must have a discussion about career, goals, and how best to support their wellbeing on a regular basis,” Dr Apte explains. With that in mind, P&G’s employee wellbeing strategy focuses on three core areas: ‘Healthy Body’ which embraces holistic self-care, nutrition, and ergonomics; ‘Happy Minds’, which builds resilience within teams and improves their mental wellbeing; and ‘Meaningful Heart’, which fosters a better sense of community within teams.

Dr Apte admits: “The COVID-19 pandemic posed a major obstacle in our traditional organisation programmes, but I believe that with challenges come opportunities.” During this period, the strong focus on energy management continued, by coaching and helping employees to take care of their physical self and leveraging technology and social connect to drive momentum on this. Today, while P&G is well-equipped for virtual working, it also believes that frequent connections in offices are critical for culture building, people development, and for the collaboration, problem-solving, and invention to drive the business. “Wellbeing resources will need to adapt accordingly to tailor to the different needs of every employee. External uncertainty will continue; we will have to ensure we make our employees agile, resilient, and ready to face these uncertainties,” he says. Signing off he reminds us that often, people have the impression that wellness programmes come with a hefty price, but there are ways to keep them affordable. “It often boils down to the intentionality of the programme and little gestures that promote a healthy work-life balance. Remember, small incremental steps lead to a more transformational larger change,” he prompts. “Planning for programmes may be time-consuming, but by taking the time to have these conversations and broaden our capabilities and perspectives, we can truly curate programmes that produce results and make a difference for our people, business, and community at large, in small and meaningful ways.”

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INDUSTRY INSIDER

HOW CATHAY PACIFIC CONTINUES TO RETAIN AND MOTIVATE TALENT IN THE PANDEMIC-HIT AIR TRAVEL SECTOR Dominic Perret, Regional General Manager Southeast Asia, Cathay Pacific, attributes this to the team’s commitment, ingenuity, and can-do spirit every day. Priya Sunil finds out more. The retention and motivation of talent has indeed been a key challenge for the air travel sector, given the pandemic environment. Many airlines, including Cathay Pacific, have had to make structural changes and reduce costs to ensure they make it through the pandemic. With so much uncertainty, those working in the sector naturally have questions about the future of the airline industry. Dominic Perret, Regional General Manager Southeast Asia, Cathay Pacific, affirms: “We need our best people and we need them all fully engaged so that when we emerge from the pandemic – which will undoubtedly happen – we do so as quickly and strongly as possible. “This challenge is pretty consistent across markets in Southeast Asia. Different countries are opening up in different ways and at different speeds, but the core challenge is similar.” Looking at what has intensified this challenge, he notes that with many teams in Southeast Asia having spent most of the past two years working remotely, face-to-face interaction has reduced, and the ways of engagement have changed. Thankfully, digital connectivity has helped Perret and his team overcome some of these challenges – but not without learning new skills, and thinking about how to lead remote or hybrid teams effectively. He proudly adds: “Overall, I have been very fortunate. We’ve asked a lot of our team and they have responded magnificently. They’ve shown their commitment, ingenuity, and can-do spirit every day.” Working hand-in-hand with HR to tackle challenges In responding to the above challenges, the team at Cathay has made a

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number of concrete changes to the way of work and to its HR policies. “To help our employees achieve a better work-life balance, and because we believe it can be good for productivity, we will be making flexible work arrangements permanent, even post-pandemic,” he says. “Employees will be able to work from home two days a week and will have some flexibility in terms of the hours they work. This new way of working is really popular with our team as it helps achieve that worklife balance. And in many countries in Southeast Asia, it gives several hours ‘back’ to employees that they would otherwise spend commuting.” Perret and his team have also been very focused on the health and mental health of employees through the pandemic by providing vaccination leave after their initial shots and boosters; introducing safe access policies across all Cathay Pacific’s offices in Southeast Asia; and conducting mental health and wellness talks, and training courses, to help employees cope with the stresses of the situation. “I have worked very closely with our regional HR lead on all of these, and other initiatives. We speak several times a day. But I also work closely with our other business unit heads as does our regional HR lead. They all have big teams and have an important leadership role to play,” he says. That’s not all Perret has to share. Head over here for the full interview, where he talks about the biggest changes observed in the air travel sector versus over 20 years ago, why competition for talent is the next big HR priority, and more.

People issues OPINION

Five conversations, five minutes each, five times a year: SABIC’s leadership philosophy This programme is an important component of the SABIC Leadership Way, the company’s flexible leadership model created by HR, which encourages positive leadership behaviour.

Mohammed Al-Nafea GM of HR, MEA (Middle East/Africa) and Asia SABIC

Since its formation by the Saudi Arabia Royal Decree in 1976, Saudi

Basic Industries Corporation (SABIC), a petrochemicals company, has come a long, long way. And Mohammed Al-Nafea, GM of HR, MEA (Middle East/Africa) and Asia, SABIC, with more than 30 years of experience in diverse roles in the organisation has seen it all. He shares with HRO’s Lester Tan that, looking back, SABIC has had “significant growth” in its 50 countries of operations – including Singapore, Malaysia, Thailand, Indonesia, India, and the Philippines – much of which can proudly be attributed to its drive to accelerate the organisation’s growth and differentiation, and realising its ambitions, to the tapping of the enormous potential of Asia. This is why, SABIC formed two Asia hubs in 2019. “In order to deliver on the strategic objectives, this transformation process further reiterated the need for a more focused local leadership and talent building strategy with clear roles and responsibilities for better analytics and decision making to seize market opportunities,” he explains. To help fulfil this mission, the organisation has adopted the global strategic HR business partnering model – which helps drive talent development with business and function leaders. “To help shape the company’s future, we have the SABIC Young Leadership Council (SYLC),” he says. “Launched in 2019, the SYLC is a platform for our young talent to interact with our executive leadership. SYLC’s focus areas – the future of the workplace, cultivating a global company, competitiveness, and future capabilities – fit into existing initiatives and help shape our strategy and future business decisions.” On top of that, SABIC’s HR leaders, he says, have redefined their leadership culture to align with new internal and external challenges. “In response to an increasingly dynamic business environment, we realised a need to unify and modernise our leadership culture to move away from one that focused on traditional and process-driven competency models to one that would focus on shaping balanced, transformational leaders”. One redefinition is the SABIC Leadership Way (SLW), a flexible leadership model deployed to nurture global business leaders with the right skills and mindset. Recognised by Gartner in 2021 as a best practice for other businesses to adopt, the SLW model not only provides leaders with insights into leadership culture by encouraging positive leadership behaviour, and helping individuals to adapt as business contexts change, especially through the pandemic, it also attracts talent, engages employees, and drives better industry recognition. SLW comprises Talk5, and the Asia Leaders Accelerate Programme (ALAP). Dubbed the ‘Let’s Explore What Matters’ initiative, Talk5 encourages continuous dialogues (five conversations, five minutes each, five times a year) between employees and leaders to explore what matters to the individuals and to the organisation. “It is key to driving performance and career for our employees. Performance and career topics have always been a priority for our employees and the organisation,” he explains. As for ALAP, described as a flagship SABIC two-part programme, it drives leadership development and inculcates the right growth mindset in the Asia region. “The first part comprises five different modules spanning across six months, while the second part focuses on leading and participating in action learning projects, which deliver business impacts over the remaining one-and-a-half years,” Al-Nafea tells us. “With the programme, we were able to create a platform that enables cross-function communications and collaborations.” Looking beyond, he adds that improving empowerment and agility in Asia has also been a top focus for SABIC in the past two years. This can be seen in how the organisation continuously simplifies business processes, which were bureaucratic or time consuming per the feedback of its employees, and how it is also addressing the mindsets and behaviours impeding empowerment and agility while creating systems to drive continuous improvement. This, Al-Nafea believes, will not only strengthen the company culture aligned with its core values, but also improve its responsiveness to customers. “In the new norm, leaders will need to be equipped with the right skills and people mindset to grow their people and care for their needs as employee wellbeing has become one of the top priorities for global companies across the world,” he quips. Continue here to learn more about what SABIC is doing on the talent management front in terms of learning and development, and on the rewards front such as compensation, career, and community. April-June 2022 Human Resources Online 33

WHITEPAPER Employee healthcare

As the pandemic continues to disrupt day-to-day life globally, access to

Employee healthcare trends for APAC employers to watch Globally, and in Asia, COVID-19 is now the third-highest cause of claims by both dollar amount (36%) and frequency (34%).

mental health care is critical for a healthy and productive workforce. Asia insurers, however, continue to lag behind their global counterparts in terms of mental health support, according to Mercer Marsh Benefits’ Health Trends Report. The health trends report revealed that one in two employees in Asia say they highly value insurance coverage for mental health, yet only a small number (1%) of insurers in Asia regard mental health provisions as a key priority. To put it into perspective, seven out of 10 European and Latin American insurers offer mental health counselling, compared with just one in three (34%) insurers in Asia. Likewise, one in three insurers in Asia (compared with 26% globally) do not provide plans that cover mental health services. Above all, insurers in Asia also fall behind in mental health coverage for outpatient treatment (36%), and preventative measures (21%), compared with the global average of 43% and 28%, respectively. Medical trend rates Medical trend rates – defined as the year-over-year cost increase for claims under a medical scheme on a per-person basis – rebounded in 2021 from the 2020 lows caused by the pandemic. This trend is expected to continue, with the global rate forecast to be 9.5% in 2022. In Asia, medical trend rates rebounded from 3.5% in 2020 to 8.8% in 2021, and are expected to hit 10% – four times the equivalent general inflation rate of 2.3% – this year which remains below pre-pandemic levels. This, cited the report, could be a reflection of uneven utilisation patterns, with many people not being able to access medical services because of COVID-19-related restrictions across the region. As such, employers and individuals are advised to run periodic health checks on their benefits and claims experience, as well as to ensure sustainability in their medical and health programmes. Medical claims experience Globally, and in Asia, COVID-19 is now the third-highest cause of claims by both dollar amount (36%) and frequency (34%). However, analysts shared it “may not reflect the true cost” as insurers struggled to capture data about a condition that was unknown before 2019. Insurers identified COVID-19 and emotional or mental risk as top influencers of employer-provided medical plan costs, and four in five surveyed expect to cover inpatient COVID-19 care in 2022. However, almost half of the insurers in Asia (47%) have made changes, or are considering invoking pre-existing condition limitations relating to long-term effects of COVID-19. Dissecting the results further, one in three (33%) are considering new long COVID exclusions, while more than one in 10 (11%) have already made policy changes to add future pandemic-related exclusions. Employers are therefore encouraged to develop a mental health strategy for the workforce that not only looks at supporting those off sick, but also enhances overall wellbeing. Health equity Beyond that, the report revealed that insurers are making changes to facilitate the design of more inclusive medical plans. A third (34%) of insurers in Asia have made changes to ensure there is diversity among the medical providers within their networks, so individuals can choose to see a doctor who shares their ethnic background and gender. At the same time, more than half (54%) of insurers are either adding or considering adding eligible expenses that make coverage more inclusive for women. On a global level, more than a quarter (27%) have changed eligibility access to make coverage more inclusive of LGBTQ+ employees. This includes measures such as allowing partners of the same gender to be named on medical plans. That said, it is important to note that employers have the latitude to design their benefits to meet their needs. Read on here to find out more about what you can specifically do to better support the healthcare of your workforce.

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Unconventional wisdom OPINION

WHY ORGANISATION DESIGN IS IMPORTANT, AND WHAT IT BRINGS TO THE TABLE OD is a phenomenon employers should look at today to achieve higher and positive levels of business, people, and innovation outcomes.

With more than 90% of jobs categorised as ‘service roles’ – roles that

require human ingenuity or empathy – analysts at the Josh Bersin Company revealed that employers need organisation models and structures that empower individuals, clarify what’s important, and assign responsibility in a way that works for cross-functional teams, projects, and solutions. In short, organisation design (OD) must excite and engage people, give them a sense of autonomy and ownership, and encourage continuous innovation and creativity.

The importance of OD

According to the Definitive Guide to Organisation Design: The Journey to Agile, OD might be the most important consideration in business. This is because it encompasses a company’s organisation structure, culture, rewards system, and leadership – and there is more that can be done in that domain to meet competitive labour market needs, address talent shortages, and the like. To this end, business leaders, HR executives, and consultants will require organisational models that can adapt, reward people quickly, and encourage people to stay; or models that are flexible enough to accommodate a transient workforce, which is defined as talent quitting and then coming back to an organisation/sector after a few years. “Great OD is agile and accountable,” the report cited. “It’s continuous and businessintegrated; it creates clarity and productivity; and it encourages the growth of individuals and businesses. Agile and accountable organisations are not just more adaptable to change – they are more profitable, their customers are more satisfied, they deliver higher employee engagement and retention, and they encourage innovation.”

The benefits of OD

Better organisation design, better outcomes The findings revealed that companies that work through these complex topics with HR capabilities and data to constantly realign their business are more than twice as likely to have outstanding financial performance; almost four times as likely to delight their customers; 13 times more likely to innovate effectively, and 27 times more likely to engage and retain employees. Operational outcomes will also improve significantly. Stronger work design, more outcomes achieved Companies that understand the needs and expectations of their stakeholders, employees, and customers, as well as the culture and its impact on OD, are: • 1.9 times more likely to accomplish outstanding business outcomes; • 6.5 times more likely to accomplish exceptional workforce outcomes, and • 6.6 times more likely to innovate and adapt well to change. Better employee experience, better work performance Companies that incorporate employee experience considerations into work design are: • 5.8 times more likely to be financially high performing; • 20 times more likely to delight customers, and • 16 times more likely to be seen as a great place to work. Makes success sustainable This is possible because with OD, it creates a sense of accountability in the workforce in relation to business, people, and innovation outcomes. “If it is not clear who’s accountable for a specific outcome, chances are it won’t be achieved,” analysts explained.

If you are looking to improve organisation design, or implement one, have a look at implementing these 15 practices at the workplace here. April-June 2022 Human Resources Online 35

EQUIPPING AND SUPPORTING WOMEN IN THE WORKPLACE

There are tangible benefits that come from having a diverse workforce, such as better decisionmaking, greater creativity, and innovation due to multiple perspectives, which contribute to better business results. Consider these three practices to close the gender gap in your workplace.

2. Keep unconscious biases in check Employers will need to guard against unconscious biases, that is, personal blind spots formed over time due to stereotyping and prejudices. When hiring, in addition to a fair and transparent recruitment process, employers will need to check for biases that may creep in through communication. For example, when interviewing, refrain from asking female candidates questions about caregiving or personal responsibilities that are unrelated to the job role to avoid drawing wrong conclusions about her job suitability. Training employees on diversity and inclusion, and adopting a zerotolerance stance on workplace discrimination, may also help prevent bias.

1. Management leads the way in supporting women Changes to culture and policies must start at the top. When leaders recognise the business benefits of gender diversity, they are likelier to invest time and resources to drive diversity initiatives. One example is DBS Bank, where CEO Piyush Gupta has actively advocated for greater participation of women in senior leadership positions, with women holding 40% of DBS’ senior management roles.

3. Invest in insights to understand workforce needs Data analytics can be used to identify current workforce profiles, trends, and gaps in order to cultivate gender diversity in a sustainable manner. By analysing attrition patterns, HR can identify ‘drop-off’ points where female employees leave the organisation, and use this information to review and refine HR polices, as well as emphasise fair and merit-based hiring and promotion.

Experts from TAFEP share three practices leaders can adopt to increase diversity among their ranks.

For instance, management can consider initiatives such as flexible work arrangements to better hire and retain their workforce, including women. This will likely encourage female employees to build careers with the organisations in the long run, especially in industries where they are under-represented. Employers can also identify needs through employee surveys and focus group discussions, enabling them to create specific solutions. With women contributing strongly to business success, employers who leverage the abilities of this talent pool will find it easier to sustain their talent needs, stay competitive, and ultimately enhance their business results. TAFEP provides information and resources to help employers and HR professionals keep abreast of HR best practices. Visit tafep.sg to find out more.

personalgrowth REFLECTIONS OF A FIRST-TIME PEOPLE MANAGER With little experience having someone under her direct care, the opportunity to look after an intern (now a full-timer!) has been both exciting and nerve-wracking for Priya Sunil, but one that’s most rewarding.

“Me, having oversight over someone’s work, and playing a big part in their growth?” When I was given the opportunity to look after our intern a few months ago, it was a whole new ballgame for me. But because I enjoy and grow by helping others, I knew this would be the perfect avenue to take that further – while also nudging me out of my comfort zone. Today, this intern is now a fully fledged member of our team, and the experience for me has been nothing short of enriching. I’ve grown in more ways than I could have imagined, and learnt a few things along the way. The first is the importance of time management. If you want to do a good job of helping others grow, the key to that is being there for them when they need it – be it for continuous feedback, guidance on different situations they encounter, or more. In the process, you need to make sure you’re managing or paring back your own workload without letting any of it spill over or pile up.

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Second, and this has been one of my favourite developments personally, is that I realised managers don’t have to have all the answers all of the time. A more valuable conversation is one where solutions flow freely back-and-forth, and more so, when your teammate pushes you to think in directions you haven’t before. This not only helped me open up my mind to newer ways of doing the same old things, but also created newer solutions for the whole team to tap into. Third, and most importantly, enjoy the experience! Don’t stress, you will make mistakes. Apologise freely and acknowledge when this happens. Admit when you don’t know the answers, but promise to come up with them together. And most of all, remember that when you put in the effort as a people manager, you are playing an important part in shaping someone’s career, and in many aspects, their life. That, in itself, is the biggest reward you can get! The journey has just begun, but I’m excited for what’s ahead. No matter which part of your journey you are at, I hope my humble learnings can add some food for thought. Feel free to write to me at priyas@humanresourcesonline.net with your first-time manager tips!

Upwardly mobile OPINION

FACING EMPLOYEE BURNOUT? ADOPT AGILITY PRINCIPLES TO DRIVE EMPLOYEE SATISFACTION

Once the domain of project teams, the agile methodology is increasingly becoming mainstream, Lim Chee Gay, Group Chief Human Resources Officer, TDCX, writes. Here are three reasons leaders should look at adopting this approach in their organisations today.

After more than two years of coping

with the pandemic, a few things are clear: the pace of change will continue to accelerate, companies need to be quick to respond to changes, and employers will have less face time with employees as remote work is here to stay. All these factors mean that traditional employee engagement methods are no longer sufficient. As such, organisations will have to rethink how they help their workforces thrive while preventing the very real issue of burnout. Burnout is also one of the factors that contributes to employee resignations, an issue compounded by the pandemic, and resulting in a trend known as the ‘Great Reshuffle’. One of the ways organisations can enhance employee wellbeing is by adopting the agile methodology. The ‘Agile Organisation’ defines agile working as the bringing together of people, processes, connectivity, and technology, time and place, to find the most appropriate and effective way of working to carry out a particular task. By finding the most effective ways of working, we create a conducive and productive environment for employees to be their best. This in turn leads to a higher performing workforce and better business outcomes. The need for organisations to become more agile is also a view taken by customer experience leaders, according to a finding from the Future CX Talent Strategies report from TDCX. In a dipstick poll, more than three in four industry leaders expressed the need to develop an agile workforce. This is particularly important given half of these leaders believe that their teams are currently not equipped to cope with such fast-paced change.

When employees feel engaged with the company, it will help mitigate burnout or at least encourage the employee to raise the issue, rather than to leave the organisation entirely.

Reduce time spent on unnecessary and non-value-added tasks The agile methodology emphasises short-cycle iterations that pushes teams to focus on fewer, more critical activities. As a result, teams identify and work on tasks that are more important, streamlining activities, and cutting out unnecessary tasks. This not only increases the organisation’s efficiency, but also helps in creating a better employee experience and work-life balance for employees. Higher job satisfaction Having an agile approach also gives employees greater empowerment. Through the short-cycle approach, employees see the outcomes of their efforts at a higher frequency. This acts as a form of continual feedback, and enhances job satisfaction. Leaders in the organisation can therefore use this to motivate and energise their team by creating opportunities for individual members to own the results. Strengthened social bonds Last, and perhaps one of the most important benefits, is the effect on social bonds. Agile teams tend to have strong social bonds, supported by a collaborative culture and high-trust levels. This leads to deeper engagement with the organisation and a stronger sense of belonging, factors that are even more important today as employees spend a lesser proportion of their time in the office. When employees feel engaged with the company, it will help mitigate burnout or at least encourage the employee to raise the issue, rather than to leave the organisation entirely. This perspective is supported by a study on agile methods as a stress management tool, stating that a combination of control and social support seemed to play a role in protecting against stress and burnout. Through the agile approach, we saw results on two key metrics – employee and customer satisfaction, achieving 89% satisfaction on both aspects. Once the domain of project teams, the agile methodology is increasingly becoming mainstream. When free to work in an agile environment, employees are empowered, more productive, and engaged. This leads to higher job satisfaction, lower attrition, higher employee experience, and hopefully, more work-life balance.

April-June 2022 Human Resources Online 37

OPINION Upwardly mobile

6 WAYS SINGAPORE WILL CONTINUE PURSUING EQUAL OPPORTUNITIES FOR WOMEN IN THE WORKPLACE This will see the establishment of a new workplace fairness legislation, new Tripartite Guidelines on FWAs, and deeper efforts towards women representation in leadership roles.

Singapore’s whitepaper on

women's development detailing the progress of women in society, alongside 25 collective action plans by the Government and the community in five main areas, was endorsed by the nation’s Parliament on 5 April 2022. With the action plans expected to support the diverse aspirations of and challenges faced by Singapore women at different life stages, we put together the progress and action plans laid out in the area of — Equal opportunities in the workplace. Existing efforts to promote equal opportunities in the workplace The current efforts in place span three key thrusts, as follows. Thrust 1: Strengthening workplace fairness: Enforcement efforts under the Tripartite Guidelines on Fair Employment Practice, and the Employment Act. Thrust 2: Enabling workforce participation: Flexible work arrangements (FWAs), leave provisions and support for greater shared parental responsibility, and employment facilitation and training programmes. Thrust 3: Facilitating greater women's representation in leadership roles: Promotion of increased women representation on boards; rules for SGX-listed companies to disclose their board diversity policy and progress achieved in key areas, and recommendations on the appointment of directors to enhance board diversity. Further pursuing equal opportunities Moving forward, the Government will enhance existing workplace efforts to better support women in the workforce and those looking to enter or return to the workplace. Strengthen workplace fairness Action 1: Introduce new workplace fairness legislation. The Government will take a stronger stance against unfair employment practices of all forms, including against women, by enshrining the established Tripartite Guidelines on Fair Employment Practices (TGFEP) in law. The Tripartite Committee on Workplace Fairness (TCWF) has landed on three proposals to provide more support to this group of workers, and is deliberating the details: 38 Human Resources Online April-June 2022

Image: REACH.org

Upwardly mobile OPINION

•

Require employers to set up formal grievance handling procedures, and to clearly communicate the procedures to their employees. Key duties include having a proper inquiry and documentation process. Guidance tailored for smaller firms will be provided to support their implementation. • Protect the identity of persons who report workplace discrimination or harassment. Only those who need to know the persons’ identity for the purposes of grievance handling, investigation, and related proceedings (including the accused), or as required by law, should be permitted to know. • Prohibit retaliation against employees who report workplace discrimination or harassment. The TCWF aims to complete its work by end-2022. Enable more women to participate more fully in the workplace Action 2: Introduce new Tripartite Guidelines on FWAs by 2024 to require employers to consider FWA requests fairly and properly; boost adoption of the Tripartite Standard on FWAs to cover 40% of all employees by end-2022. The Ministry of Manpower (MOM) will work with tripartite partners to put in place a new set of Tripartite Guidelines that will require employers to fairly and properly consider FWA requests, by 2024. The Tripartite Guidelines will prescribe practices for employers to adopt, such as having an HR policy on FWAs, and processes to assess and communicate the outcome of FWA requests. This will establish the norm that FWA requests will be seriously considered by employers, notwithstanding that FWAs are not an entitlement. In driving this, employers will be provided with templates, guides, and training; cases will be scrutinised, and MOM will consider focusing on larger firms that have a greater capacity to abide by the Guidelines. Additionally, to build up momentum, MOM and tripartite partners will boost adoption of the voluntary Tripartite Standard (TS) on FWAs. The TS on FWAs covers around 882,000 employees (~27% of all employees) today. It aims to extend the coverage of the TS to 1.33mn employees (~40% of all employees) by end-2022. Action 3: Develop career mentorship, networking opportunities and training programmes. Business organisations and community partners have introduced a range of new programmes. These include the Singapore Women Entrepreneurs Network to nurture and support women talent and business growth; the BoardAgender's mentoring programme for aspiring women directors, and the NTUC U Women and Family's upcoming expansion to its community mentoring programme, which will target women in mid-level management and returning to work. MOM and Workforce Singapore (WSG) also offer employment facilitation programmes and services that provide support to all women jobseekers, including those

looking to re-enter the workforce after a period of absence, depending on their specific needs. Action 4: Encourage greater utilisation of parental leave entitlements. To this effect, the Public Service will actively encourage eligible public officers to take all their paternity or maternity leave within the first year of their child’s birth. Reminders will be sent near the leave’s expiry date to officers, their supervisors, and to the HR department. The Public Service will extend the consumption period for additional unpaid infant care leave for public officers from within the first year to within the first two years of their child’s birth. As stated in the whitepaper, the Prime Minister’s Office – Strategy Group (PMOSG) and MOM will continue to engage employers through the Singapore National Employers Federation and the Institute for Human Resource Professionals to share the benefits of parental leave and promote best practices to support employees in taking the leave.

The Tripartite Guidelines will prescribe practices for employers to adopt, such as having an HR policy on FWAs, and processes to assess and communicate the outcome of FWA requests. This will establish the norm that FWA requests will be seriously considered by employers, notwithstanding that FWAs are not an entitlement. Facilitating greater women's representation in leadership roles Action 5: Revised Singapore Exchange Listing Rules and Practice Guidance to the Code of Corporate Governance to support greater board diversity, including representation of women on boards. The Monetary Authority of Singapore has worked with the Singapore Exchange Regulation (SGX RegCo) and the Corporate Governance Advisory Committee (CGAC) to enhance board diversity of listed companies in Singapore. With effect from 1 January 2022, the revised SGX Listing Rules require companies to disclose their board diversity policy, including gender, skill, experience and other relevant aspects of diversity. Companies also have to disclose their targets for achieving the stipulated diversity, as well as action plans and timelines to achieve those targets. Action #6: Increase women’s representation on boards with efforts led by the Council for Board Diversity (CBD). Other than developing and placing more women on boards, the CBD engages stakeholders on the appointment of women onto boards, carries out activities to raise public awareness of the issue, and works with partners to develop a pipeline of board-ready women. April-June 2022 Human Resources Online 39

BREAKING BARRIERS

HOW THIS LEADER SEAMLESSLY BLENDS FINANCE AND HUMANITARIAN WORK René Lim, (pictured left, centre) from Médecins Sans Frontières (or Doctors Without Borders), on her experience overcoming gender stereotypes in her field, her personal diversity milestones, and experiences, during a nine-month mission in Afghanistan.

As a little girl, René Lim, Project Finance

You don’t have to accept something or someone if you really can’t, but you can live and let live. I also do not believe in ‘if you can’t beat them, join them’.

Manager, Médecins Sans Frontières (MSF, or Doctors Without Borders) dreamt of being anything that did not require her to study or do math – like a princess, she tells Aditi Sharma Kalra. But growing up with a ‘tiger mum’ who wanted her children to excel, that obviously wasn’t an option. That, coupled with Lim’s humanitarian desire to work with a purpose other than money, led her to take on a blend of both worlds. As in most sectors, women are bound to face gender stereotypes of some form – and Lim was no exception. “In Singapore where I grew up, it is quite usual to have three-quarters of the accountancy faculty be made up of females. And when we graduated, most of us went into audit firms. So, discrimination, if any, was less obvious. The boys did have it better at the client’s place though, since the client’s accounting staff were mostly women, and hence, would have a softer spot for the boys and give them what they wanted faster,” she shares. “But in the multinational corporations where I spent most of my working life, I had to work triply hard to be even considered as good as a mediocre male to earn my stripes. Or, if you were a good-looking female, then you could climb with lesser effort too. “I did not politick, fight, nor ask for promotions; I just slogged 70 to 80 hours a week. ‘Real’ life is tough. And when I got my stripes and got transferred to be a regional director in different regional offices abroad, I felt that I not only represented Singapore in what I had achieved, but also represented women.” Fast-forward the years, and having travelled to all seven continents and worked in four regions, she’s come to realise one big lesson in diversity – cultural similarities

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are shared even among people from the opposite sides of the world. She elaborates: “After all, 250mn years ago, there was only one continent, Pangaea, and only one ocean, Panthalassa. We are one. We’ve always been. We are different, but we are from the same source.” Having said that, she is someone who believes in keeping her mind open. “You don’t have to accept something or someone if you really can’t, but you can live and let live. I also do not believe in, ‘if you can’t beat them, join them’.” And when she does see discrimination or noninclusive behaviour, she notes that she might not necessarily fight against it (“pick your battles”), but she does not have to “condone or exacerbate it either”. Counting down diversity milestones, we asked her to share about her time serving a nine-month mission in Afghanistan with MSF: “It’s important to make the locals feel that you do not think of yourself as a higher being, be it in terms of race, nationality, or position. If you have an elitist attitude, it is a slippery slope,” she says. “In Afghanistan, I gave ang pows to my staff during Eid al-Fitr (yes, I actually brought ang pows to Afghanistan). In return, they brought back homemade dhal and crackers! On another occasion, one of them also brought homemade naan made by his wife for me. “Life can be simple, and it is a joy to be able to exchange whatever we have.” Read the full interview with René Lim as well as more in our Breaking Barriers series here.

Think outside the box

40%

Synergise

10 most annoying business buzzwords Office buzzwords – we all know of them. Terms such as “alignment” and “synergy” can be found peppered all throughout our many email threads. For some, having to hear these superfluous phrases in everyday conservations may be slightly annoying. As part of a wider study on the future of language in the UK, involving 1,500 participants, Preply has identified common business “buzzwords” employees are the most tired of hearing. While “build back better” and “synergise” both tied in second place, receiving 25% of the votes respectively, “think outside the box” by far takes the cake with 40%.

Working in silos

Build back better

Low-hanging fruit

Circle back

19%

Boots on the ground

Regroup

360 review

17%

Can you see my screen?

15%

It’s always best to get straight to the point. Next time you find yourself typing out “low-hanging It is also no surprise that with remote working being fruit” or “circle back”, stop and ask yourself – do I the norm, the phrase “can you see my screen?” really need these words to get my point across? th has managed to make the list, albeit in 10 place. We can all relate to the struggle of having to adapt to moving your entire workflow online. April-June 2022 Human Resources Online 41

A special feature devoted to the HR teams and leaders that make HR the most exciting space to be in.

Dear Readers,

work arrangements, and (4) a fully leveraged HR is 100% the most exciting function to be in, and talent economy while borders continue to diminish, we can vouch for that! A space where you solve real becomes inevitable.” problems, for real people, making real impact. The most rewarding day at work could mean a Vishal Sharma, Head of Human Resources, thank you from a people manager who is benefitting Asia, Aditya Birla Chemicals from the tools and frameworks you’ve created for “HR is passionate about the learning of employees and having more authentic performance conversations, takes extraordinary pains to deliver on the learning or an acknowledgement in the engagement survey agenda for employees. Sadly, the same passion is on how easy it is to access and understand one’s not seen when it comes to HR’s learning. HR’s tool kit own rewards information, or a note of gratitude has not expanded compared with the changes around from an employee who’s managed to make their us. We rely on old tools and do not venture to other way into a new role successfully after areas when our tools are not adequate taking up the learning opportunities enough to solve our challenges. I you’ve curated. wish to see HR taking giant strides A role where you spend all day in enhancing its tool kit and learn creating people-related solutions in from areas like evolutionary biology, all sorts of unexpected ways, that can My wish is that evolutionary psychology, behavioural sometimes be transactional, most often we harness sciences, and neurosciences.” transformational, but always fulfilling. the power We at HRO want to thank you Alvin Low, Head of People, of all five for the awe-inspiring work that you Lotuss Malaysia have been doing. To commemorate “HR plays an increasingly important generations International HR Day 2022, we’ve put currently in the role in the current business context, together a special feature where we and will continue to do so in the future. workforce. asked you one question: What is your The theme for this year is HR Shaping No.1 wish for HR in the next two to the new future and it resonates very three years? well with me. My number one wish for It was delightful reading all that you HR in the next two to three years is to have shared, and we sincerely wish, continue to build a better workplace alongside you, that all of these wishes come true! for everyone. Let’s take a moment to thank every Read on for some of the responses. one of us, as the journey continues.” Charise Le, Chief Human Resources Officer, Schneider Electric “My wish is that we harness the power of all five generations currently in the workforce. This means providing more opportunities for early careers as well as using the experience of those later in their careers, too. This has to be supported by a diverse, equitable, and inclusive culture.” Dhilip Kumar Raju, Head of Staffing – Asia Pacific (Talent Acquisition, Talent Mobility and Immigration), Tata Consultancy Services “It’s the most exciting time for members of the HR clan, ever. We have all hired, engaged, retained, developed, and transformed careers remotely. The collective experience HR has gained in the process makes it possible for us to wish for a future where (1) right skilling, (2) embracing talent on cloud, (3) sustainable, secured, seamless hybrid

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Cary Shek, Vice President, People and Culture, Klook “Location dependency should be phased out. The pandemic has proven that fixed locations are no longer essential – employees can remain productive whether they are physically in the office or not. Employees should be able to work from anywhere that best suits their needs. Employers will also be able to tap on a global talent pool and build a ‘true’ global team. The concept of the office has to evolve from ‘the only place where work gets done’ to the place for collaboration and culture cultivation.” We hope you’ll continue to lend us your voice and thoughts as we continue to work hard and bring you the most relevant content to elevate the HR profession. aditis@humanresourcesonline.net

Photography: Stefanus Elliot Lee using Nikon D810 – www.elliotly.com; Makeup & Hair: Anna En – www.annaen.com

Happy HR Day 2022: A thank you note

Singapore: 2-3 August 2022 | Malaysia: 16-17 August 2022

Reclaim and retain your talents Redefine your rewards scheme Human Resources Online is proud to bring back Total Rewards Asia Summit. After two years of interacting with each other through the screen, Human Resources Online is pleased to announce that the 8th edition of our flagship event will be taking place IN-PERSON, in SINGAPORE and MALAYSIA. Across two days, the panel of C&B industry leaders will inspire you to enhance and innovate your total rewards strategy for the future through in-depth panel discussions, successful case studies, and interactive roundtables with fellow delegates.

WHAT’S NEW IN 2022?

Get together and sit down with your total rewards peers and C&B leaders to participate in our live, in-person roundtable discussions across 6 different breakout rooms, each with its own themes.

CONTACT US CONFERENCE REGISTRATION ENQUIRIES RENAMEL TORRES HEAD, PROJECT MANAGEMENT TEL: +65 6423 0329 EMAIL: renamelt@humanresourcesonline.net

SPEAKING OPPORTUNITIES PRASSANA PILLAY GROUP CONTENT DIRECTOR TEL: +65 6423 0329 EMAIL: production@humanresourcesonline.net

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SPONSORSHIP AND PARTNERSHIP FOR GENERAL ADVERTISING AND SPONSORSHIP ENQUIRIES: EMAIL: partnerships@humanresourcesonline.net

Brought to you by:

https://conferences.humanresourcesonline. net/total-rewards-asia

Thailand: 9 September 2022 | Indonesia: 16 September 2022 Philippines: 23 September 2022 | Singapore: 14 October 2022 Malaysia: 28 October 2022

RAISING A TOAST TO YOUR HR SUCCESS STORY!

Honouring the best-in class HR teams, and individuals, for their spectacular work executed across the entire HR function, the awards show aims to bring together talented HR professionals as one force to champion the way forward. There are over 30 categories open for entry covering the entire HR spectrum. Entrants will be competing for Gold, Silver and Bronze awards in all categories.

A JOURNEY THROUGH #HREXCELLENCEAWARDS

This year we will dive deeper into the quality of work put forth to the esteemed jury and narrow down Asia’s most commendable teams- so start preparing your entries early!

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https://awards.humanresourcesonline.net/hr-excellence-awards CONTACT US AWARDS ENTRY ENQUIRIES

JUDGING OPPORTUNITIES

SPONSORSHIP AND PARTNERSHIP

RENAMEL TORRES HEAD, PROJECT MANAGEMENT TEL: +65 6423 0329 Email: renamelt@humanresourcesonline.net

SHAN EE SENIOR REGIONAL AWARDS PRODUCER TEL: +65 6423 0329 Email: shanee@humanresourcesonline.net

FOR GENERAL ADVERTISING AND SPONSORSHIP ENQUIRIES: Email: partnerships@humanresourcesonline.net

Brought to you by:

Human Resources Online, Southeast Asia Q2 2022

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Inside Cushman & Wakefield's Singapore office