Human Capital Magazine(SHRI)-Jan Mar 2015

January-March 2015 Issue

Driving business success and excellence

January-March 2015 Issue

Women – can’t live without them in the workplace Case studies from Japan and Singapore

Time to strengthen hiring processes Importance of background checks to avoid mistakes in recruitment

Tactics used to increase productivity

Tactics used to increase productivity Innovative technology and much more A publication of Singapore Human Resources Institute

HR EDUCATION WITH THE HUMAN TOUCH. Human Resource skills and expertise provide a vital edge whatever your industry or professional capacity. At SHRI, our focus on Human Resource training and education means we offer comprehensive programmes that include aspects of business and organisational science. As a wellrecognised HR body in Singapore, we are also your gateway to establishing good connections with professionals in the field.

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PRESIDENT MESSAGE

Staff motivation is key to raising productivity Greetings and a Happy New Year!

2015 marks a momentous occasion for SHRI: 50 years of championing human capital excellence. As we embark upon this year, we reflect upon five decades of promulgating transformations of the HR brand and moulding the nation’s workforce to world class standards. With relentless dedication and unwavering support from secretariat, members and partners – our journey, mission and success has been made possible.

Together with Singapore, SHRI enters a new phase and as our future continues to be closely intertwined with the economic progress of our society, it is a good time to address the much debated topic of productivity and the changing mind-sets in Singapore’s manpower pool on raising national productivity levels.

Singapore began promoting productivity more than 30 years ago, but due to factors such as tighter manpower and heavier reliance on labour inputs to generate economic growth – recent years have seen a decline in growth rate. While our economy grew by an average of 5% per annum over the past decade, productivity growth averaged about 1% per annum over the same period.

As the key driver of our economic growth, productivity is the only sustainable way to increase our value-add and grow our incomes.

While the Government focuses on programmes and schemes to help business and workers improve productivity, organisations must better existing processes, conduct Training & Development and arm workers with pertinent skills. A recent survey among Chief Financial Officers in Singapore found that staff motivation is the key to raising productivity, more so than innovation.

As a key professional community of HR experts, we bear the same challenge: How can we propel the drive to raise productivity in our respective organisations and mould human resources in an age which demands greater productivity and human effort? This is a societal as well as an organisational challenge. As change agents, we need to step up to the challenge and take a more strategic approach to staff engagement and find the right mix between technology and internal human resources, among other areas.

The debate will continue and at SHRI, we believe in being part of that journey. I welcome your views and look forward to stimulating greater discussion on the topic.

On this note, I wish our members, friends and readers an excellent year ahead.

Erman Tan, MSHRI President Singapore Human Resources Institute

2 CONTENTS

January-March 2015 Issue

16 PUBLISHER Singapore Human Resources Institute 2 Serangoon Road, Level 6 The Verge, Singapore 218227 Tel: (65) 6438 0012 Fax: (65) 6299 4864 www.shri.org.sg SHRI PRESIDENT Erman Tan SHRI PUBLICATIONS COMMITTEE Ethan Tan, MSHRI (Chairperson) Yin Hong Shuen, MSHRI Prabhu Naidu, MSHRI Jane Lee, MSHRI Kao Beng Lee, MSHRI Falilah Mohd, MSHRI Samreen Jabeen, MSHRI PUBLISHING AGENT ThinkFarm Pte Ltd 3 Changi South Lane Singapore 486118 Tel: (65) 6831 1299 www.thinkfarm.sg MANAGING DIRECTOR Christopher Tay EDITORIAL DIRECTOR Audrey Perera CONTRIBUTING EDITORS Joseph Rajendran Casuarina Peck ART DIRECTOR Johnny Tan

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DESIGNERS Callison Neo & Ken Lim CLIENT RELATIONSHIP MANAGER Jessie Kek CLIENT RELATIONSHIP EXECUTIVE Leung Kit Ying

HUMAN CAPITAL is published quarterly by Singapore Human Resources Institute.

For enquiries, please email Advertising: cheryl@shri.org.sg/advertise@thinkfarm.sg Editorial: samreen@shri.org.sg/editorial@thinkfarm.sg Events/Membership: falilah@shri.org.sg RIGHTS & PERMISSIONS All rights reserved. No part of this publication may be reproduced or transmitted in any form without the prior written permission of the publisher. The views and opinions expressed in this publication are those of the authors and contributors and do not necessarily reflect those of the publisher. Although every reasonable care had been taken to ensure the accuracy and objectivity of the information contained in this publication, neither the publishers, editors and their employees and agents can be held liable for any errors, inaccuracies and/or omissions, however caused. We shall not be liable for any actions taken based on the views expressed or information provided within this publication. We occasionally use material we believe has been placed in the public domain. Sometimes it is not possible to identify and contact the copyright owner. If you claim ownership of something we have published, we will be pleased to make a proper acknowledgement.

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3 CONTENTS

CONTENTS

04 TAKING STOCK

MY VIEWS

happy” Singaporean 24 Making it work for women 04 “Under workers and other news Results of the National Workplace Happiness survey, new initiatives for professionals to find re-employment, and new HR guidelines on flexible working arrangements.

Women make up a little over half the world’s population, yet their contribution to measured economic activities is a far cry from this proportion. Find out how Japan is carving its own path in recognising women in the workplace.

SHRI CONNECTION

10 SHRI HRD Conference SHRI HRD Conference throws up new ideas and concepts to raise productivity, while six SHRI Academy 2014 graduates share their game-changing take-aways and learnings for their professional careers.

10

28 Sniffing out the truth!

QUICK TAKES

One individual’s inflated CV made world news when it was discovered, but that was by no means an isolated incident. As the search for the best talent intensifies, it is time for companies to review their recruitment processes.

your recruitment ads 15 Are discriminatory?

QUICK TAKES

Bearing in mind that in some countries it is against the law to discriminate on the basis of race, gender, age, physical appearance and nationality, now is as good a time as any to reflect on your company’s hiring practices.

COVER STORY

16 How to raise productivity 47

WORKPLACE STRATEGIES

Drones, ultrasonic technology, online courses and self-directed learning – just a few of the ways that Singapore companies are raising their productivity levels. Human Capital takes a closer look at how HR plays a critical role in productivity.

can HR managers handle diversity?

34 How HR leaders and professionals are being challenged to manage a globalised workforce of people of different ethnic backgrounds, religions and age groups, and bind them into cohesive and productive teams.

TEAM CONNECTION

47 Driving me dizzy Add a dash of motoring adventure to your next staff bonding activity.

4 TAKING STOCK

Are Singapore

employees happy?

The National Workplace Happiness survey results reveal that more can be done to empower workplaces.

Employees in Singapore could be happier and more can be done to improve the workplace environment, said Erman Tan, President, Singapore Human Resources Institute (SHRI). “From a HR perspective, there is more that the employer can do to instil in our employees a sense of empowerment,” he said.

According to the recent findings of the National Workplace Happiness Survey 2014, more can be done to make workplaces in Singapore a happier place. The survey was jointly conceived and organised in April 2014 by SHRI and Align Group, supported

by Magnet.

The country’s overall workplace happiness index was 59 which fell into the band ‘Under Happy’, between ‘Unhappy’ and ‘Happy’.

The survey polled around 5,600 people using an online questionnaire. They were asked about various aspects of working life, such as job satisfaction and sense of well-being.

Their responses were then mapped to an index with three bands: Unhappy (0-50), Under Happy (51-67) and Happy (68-100).

SMEs versus MNCs Industries which had the highest happiness rankings included charity and social services and education, while those with the lowest rankings included logistics and supply chain, and banking and financial services.

Employees of voluntary welfare organisations and local SMEs are also happier at work, compared to those in larger MNCs.

5 TAKING STOCK Align Group’s Managing Director, Low Boon Seong, observed: “The reason could be that SMEs give employees more participation and more autonomy and probably the staff are able to see how they shape the company’s growth. I think this spells opportunities for SMEs in terms of their talent attraction and retention strategies.”

Corporate brand identity is key Some of the top happiness drivers include corporate brand identity, culture and positive emotions. Of the 28 factors listed in the survey, salary and benefits have the least impact.

With regards to salaries, “Once you have achieved a certain baseline, any increment in salary would be marginal in affecting how happy a person feels. People will start to look at other factors related to perception of job and personal experiences at workplace,” Low commented.

Women are happier The survey revealed that women seemed to be happier at work than men. One factor with significant impact for women was fair treatment at work. For men, the key driver was hope of a better future at their workplaces.

Generation Xers unhappier Among the different age groups surveyed, Gen X (those born between 1964 and 1980) are the least happy at work, with an overall index of 58 while that for Gen Y (those born after 1980) was 58.5. The index for Baby Boomers (those born before 1964) was higher at 64.4.

Low described Gen X as ‘the sandwiched class’ and this was consistent with other studies, “probably because of the burden they have to carry in terms of managing older parents and younger kids.”

Empowering employees SHRI President Erman Tan felt that the findings can help employers enhance HR policies. “People want to have some form of control over their career, over their work-life arrangement,” he said. “They also want to be given a better direction, in areas where they can progress within the organisation.”

He advised HR practitioners and employers of the need to understand their staff better. “With that change in mindset, they will be able to enhance their current HR policies to make sure that employees are better engaged in order to boost morale and productivity.”

Under Happy workers in Singapore

HAPPINESS INDEX: HAPPY: 68-100 UNDER HAPPY: 51-67 UNHAPPY: 0-50

COMPARISON OF INDUSTRIES (Selected) OVERALL INDEX

CHARITY & SOCIAL SERVICES

64.3

PROFESSIONAL SERVICES

61.2

HEALTH-CARE & MEDICAL SERVICES

58.6

RETAIL

58.0 INFOCOMM & TECHNOLOGY

62.0 TOURISM & 60.9 HOSPITALITY

MEDIA & ENTERTAINMENT

59.9

BUILDING & CONSTRUCTION

58.4

57.8

BANKING AND FINANCIAL SERVICES

EDUCATION

MANUFACTURING

56.8

56.5

*Index for VWOs is 64.6 while charity and social services is 64.3 as workers might classify their company type and sector differently

LOGISTICS &

55.4 SUPPLY CHAIN

6 TAKING STOCK

Boosting work opportunities for

local professionals The enhanced support only applies to sectors which have existing and upcoming Professional Conversion Programmes.

These include Infocomm Technology, Early Childhood Care and Education, Creative Services, Financial Services (Compliance) and Social Work.

WDA CEO Ng Cher Pong, said that “PMEs will gain better support for their career and developmental needs, opportunities to deepen their skills and competencies to make career transitions.”

New skills through PCP

The Singapore government has announced two new initiatives aimed at helping professionals, managers and executives (PMEs) in Singapore find employment.

Dr Amy Khor, Senior Minister of State for Manpower and Healthcare, said that PMEs who are unemployed and undergoing career transitions, will benefit through the Professional Conversion Programmes (PCP) and the one-stop career resources portal (www.careerresource.sg).

Those aged 40 and above, or who have been unemployed for more than six months, can use the PCP to acquire skills needed to move into growth industries. More support will also be given to employers to hire this group of PMEs under the programme.

Through the Workforce Development Agency (WDA) they will get monthly salary support of up to 90%, capped at $4,000.

This is an increase from the current 70% capped at $2,000.

“We want to encourage employers to offer more places to this group of PMEs. As funding support is enhanced, employers would be able to pay salaries commensurate with mid-career experience and skills. I think this will also help some PMEs to overcome barriers for example, in terms of salaries, so that they can take the plunge and make that switch,” Dr Khor said.

Career development portal The career resource portal is a tripartite effort by the Ministry of Manpower (MOM), WDA, National Trades Union Congress (NTUC) and Singapore National Employers Federation (SNEF) to provide a one-stop suite of comprehensive resources for PMEs on career development, training and employment assistance.

The PCP programme is offered via Place and Train, where trainees are hired by participating employers and begin training while receiving a salary. An additional 8,000 PMEs are expected to benefit over the next six years.

PMEs who do not belong to the target group for enhanced support can tap on the current Professional Conversion Programme, which comes with more pared down subsidies for employers.

The two new initiatives complement the existing suite available for PMEs. They include CaliberLink, set up by the WDA in 2011 and the Jobs Bank, launched in July 2014, to facilitate better job matches between local job seekers and employers.

There are currently more than 1,083,000 PMEs in Singapore, which constitutes about half the total resident labour force.

This number is expected to grow to about two-thirds by 2030.

While the Singapore government does its part to help job seekers upgrade their skills, the real question is whether potential employers are convinced that mature PMEs’ newly-acquired skills are relevant to the jobs.

7 TAKING STOCK

Singaporeans are more

confident about

job prospects

More Singaporeans say that they are positive about job prospects over the next 12 months, according to the latest Nielsen Global Survey of Consumer Confidence and Spending Intentions.

The 3Q 2014 survey revealed that 61% of the 515 respondents polled were more confident. This figure is an eight-point increase from the previous quarter, and the highest since the last quarter of 2013.

However, three out of 10 (31%) felt that job prospects in 2015 would be “not so good” while 3% stated prospects would be “bad”.

Saving for the future also remains in line with claims of Singapore households spending less, with 66% of locals stating

they would stash their spare cash into savings after covering essential living expenses.

Despite the majority of Singaporeans prioritising saving over spending, they were also found to be the most-inclined globally to spend their spare cash on vacations (51%), followed closely by respondents in Malaysia (47%) and Indonesia (41%).

Vishal Bali, Nielsen’s Managing Director of consumer insights in Southeast Asia, North Asia and Pacific, said: “Rising disposable income is driving the desire to seek out lifestyle upgrades such as vacations and buying new clothes.”

8 TAKING STOCK

How to make

flexi work The Tripartite Committee on Work-Life Strategy has issued guidelines for HR practitioners and employers on implementing flexible work arrangements in their organisations.

The guidelines are aimed at promoting flexible work arrangements in Singapore, which will help employees meet their work-life balance needs, said a spokesman at the Ministry of Manpower-appointed committee.

The guidelines also provided information on how HR managers and supervisors can better manage flexible work arrangements requests from their employees.

Singapore National Employers Federation’s Executive Director Koh Juan Kiat said this step-by-step approach would help endorse flexible work arrangements in organisations.

“Flexible work arrangements are progressive employment practices which can help employers be more flexible in manpower deployment, as well as in retaining some workers,” he said. “Due to the tight labour market, employers could implement [such practices] to attract those who wish to work part-time or from home.”

According to the recent Employer Alliance Survey on Work-Life Integration, 85% of employers in Singapore offer at least one type of flexible work arrangement for their employees.

The survey, which polled 1,000 employees and 500 employers from December 2013 to February 2014, found that flexi-time or a staggered start and end time were the most common arrangements being offered by 55% of bosses. This was followed by part-time work (52%), flexible hours (45%), telework (40%), job sharing (24%) and compressed workweek (22%).

More companies adopt

progressive wage model Since the Progressive Wage Model (PWM) was introduced in June 2012, nearly 270 companies have adopted it as a way to chart career progress pathways and implement wage ladders for employees.

The model has benefited an estimated 150,000+ workers, including Professionals, Managers and Executives, rank-and-file and lower-wage workers, says NTUC, but falls short of its end-2015 target to have at least one in two companies adopting some form of progressive wages.

Singapore Airlines is one company whose schemes align with the principles of the progressive wage model. It has implemented training programmes and promoted staff based on their competencies, said Christopher Cheng, Senior Vice-President of Human Resources.

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2 8 JAN

3N1UARY

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JA

SHRI Outlook seeks to addr ess key human capital, busine ss and econom ic trends for the year ahead.

Speakers includ e business leaders and H R practitioners who will share insights on economic and financial trend s, and new appr oaches to managing peop le for tomorro w.

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1 MARCH HR Day recognises the significant contributions of HR and people managers in their efforts to boost the Singapore workforce, productivity and innovation towards achieving a world-class standard. It provides an excellent platform for professionals to engage, network and learn new approaches to human capital.

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EVENTS CALENDAR

CALENDAR EVENTS

2015

Be a part of SHRI’s exciting calendar of learning and networking events in 2015!

1 6 SEPT

EMBER

Singapo r energise e HR Congres s s the HR with inte rnationa community l human experts ca and peo p le mana pital leaders g em views on who will share th ent eir today’s most im HR issu p o rtant e s, chall opportu nities. D enges and eleg HR profe ssionals ates include , busines s leaders practitioners, a nd mana from aro gers und the region.

2MA0Y m SHRI Foru ent that v r e speak e is a multiionals s s fe ro p allows HR d share as a r an to discove f learners and yo communit tes are ls. Delega a n io s s fe pro ncurrent attend co to d e it v in various covering sessions uman t include h onal topics tha e p rs chnology, ore. capital, te ent and m developm

1 1 NOVE

MBER

SHRI Talent Management sy mposium provides insights on how organisations ca n thrive in today’s ever-c hanging workforce by focu sing on leading training, learning and development prac tices.

This event is targ eted at HR professionals, coaches, trainers, Learning & Development man agers and C-suite executive s.

10 SHRI CONNECTION

SHRI HRD

Conference 2014 This annual event tackled issues such as enhancing productivity through service.

SHRI members who attended the conference included HR managers, senior executives and consultants from diverse industries.

Erman Tan, President of Singapore Human Resources Institute, welcomed attendees at the HRD Conference.

Low Boon Seong, Managing Director, Align Group, presented the findings from the National Workplace Happiness Survey.

Understanding service excellence and the importance of service engagement between associates and guests is critical to many industries in Singapore.

Unfortunately, economic, international and multi-generational barriers result in constant challenges to service and leadership development. So how can companies improve service levels to enable their business to grow?

At the SHRI HRD Conference held in November 2014, members of the Singapore Human Resources Institute (SHRI) had the opportunity to listen to Andy Stangenberg, Founder and CEO of Q-Principle Inc, one of the top trend-setting customer service

Andy Stangenberg, Founder and CEO, Q-Principle Inc, pointed out how service excellence impacts productivity.

coaching firms in the US. Attendees were motivated by his upbeat and interactive style of using 'blended learning' to innovate and re-think strategies to improve the quality of service to customers.

Findings from the National Workplace Happiness Survey, an initiative of SHRI and Align Group, supported by Magnet, were also announced at the conference.

Based on responses from more than 5,000 participants, the survey revealed that Singapore employees "can be happier" and that more can be done to make workplaces happier. Conducted between April and August 2014, the survey aimed to chart a valid nationwide benchmark in workplace happiness and well-being.

11 SHRI CONNECTION

GOING FOR GOLD For many of SHRI Academy’s 2014 graduates, the take-aways and learnings are gamechanging in their professional careers. They learnt practical lessons and gained insights which they could immediately implement in their professional capacities.

Diversity is par for the course among SHRI Academy graduates. In the 2014 batch, there were professionals from the Singapore civil service, aspiring HR executives from a metal and machinery factory, the Head HR executive at an international school and even a Singaporebased managing director of Japan’s largest and oldest contact lens manufacturer.

Despite their diverse professional backgrounds and enrolment in different education and training programmes at SHRI Academy, two central features emerged when Human Capital caught up with this year’s graduates.

First, many of the graduates were immensely proud of their Gold Medal achievements. And second, they agreed that SHRI Academy was making its mark on the HR educational sector by focusing on the current learning and development needs of a wide variety of adult trainees and learners in the HR discipline.

Said Canadian International School’s Principal HR Executive Chua Ping Chim: “I would recommend candidates to explore (SHRI Academy) courses that meet their objectives and needs. Diploma courses will be suitable for candidates who would like to have more practical experience, while Postgraduate and Master degree programmes are suitable for candidates looking to equip themselves with necessary techniques for the professional discharge.

Since graduating, she said: “I am now able to do benchmarking, recommend staff for job improvement, undertake performance management and salary increment for certain groups of staff. My job scope has been broadened to include job analysis."

Career aspirations SHRI Academy Pte Ltd, a wholly-owned subsidiary of SHRI Corporation Pte Ltd, is a training institution that caters to the learning and development needs of a wide variety of adult trainees and learners, both local and international. With a comprehensive training and education curriculum, SHRI Academy offers lifelong learning opportunities and

a diverse range of academic programmes – from basic certificates to master degree levels under the SHRI School of Human Capital Management.

The duration of SHRI programmes ranges from two to 24 months, to accommodate working adults with different qualifications and career aspirations. The Academy also works with prestigious partner university, Edinburgh Napier University (UK).

Human Capital caught up with six 2014 graduates of SHRI Academy: •

Josiah Lee Kah Ping, Diploma in Organisational Psychology;

•

Chua Ping Chim, Diploma in Compensation and Benefits Management;

•

Juanna Chew Boone Ching, Certificate in Payroll Administration;

•

Adeline Ang Hui Xin, Diploma in Business and Human Resource Management;

•

Lam Lee Lee, Postgraduate Diploma in HR and Reward Management; and

•

Lin Nuqin, Postgraduate Diploma in HR and Organisational Development and Change;

•

Fiona Ng, Postgraduate Diploma in Human Capital Management;

•

Chin Swee, Certificate in Payroll Administration.

12 SHRI CONNECTION

There was great support from the administrative team at the Academy and the lecturers were top notch in quality.

- Josiah Lee Kah Ping

What were the key takeaways from your experience at SHRI Academy?

Josiah: The insights into what makes people think the way they do and using this knowledge to solve related issues at work. There was great support from the administrative team at the Academy and the lecturers were top-notch. I learnt so much from some of the lecturers that sometimes I found the module too short.

Ping Chim: My first module was on incentives and benefits. I learnt the different types of compensations and benefits applicable to my job. Discussions and working on projects with my classmates also broadened my HR knowledge and improved my networking skills. The module on Compensation (Salary) Management introduced me to benchmarking and various grades, which helped me to benchmark my employer’s salary grid to the market.

During discussions, we shared company practices (local and global) that I would not have learnt at work. I made many friends and learnt about different working cultures from lecturers and peers. Performance management, benchmarking, global HRM and job analysis are the key takeaways for me.

Questions and sharing of experiences were welcomed during class, which ensured we truly reap the benefits of the course.

- Juanna Chew Boone Ching

Juanna: A good understanding of the Employment Act and how to apply it to the workplace. As the CPA (Certified Payroll Administration) programme covered interpretation of the Employment Act, with added practical knowledge of different scenarios and inputs/questions from fellow course mates, I felt that this course was useful even for HR managers.

In addition, questions and sharing of experiences were welcomed during class, which ensured we truly reap the benefits of the course.

Lee Lee: Besides learning theory in the classes, the lecturers are very knowledgeable and helpful. They shared valuable advice and tips which were practical and can be applied to my work. Learning is a continuous journey and we should never stop learning.

Adeline: SHRI provides an extensive range of modules for courses in business and HR management and I have been able to apply the knowledge in my current role which covers legal, employee relations, budgeting and business management.

I am keen to further develop my HR capabilities and career in my company. Given the skills and knowledge that I acquired from SHRI Academy, I believe that I will be able to add value to the success of my organisation.

Nuqin: All the tutors are very approachable, even upon completion of the modules. They were very helpful and eager to share their knowledge, experiences and networks.

I am still in touch with some of them.

When I needed insights on HR matters, they were more than willing to support and assist me.

Do you feel that your coursework enabled you to gain a level of mastery in industry-relevant knowledge?

Josiah: I am in the public service and the management style tends to be very bureaucratic. However, the coursework helped me use the knowledge I have gained to meet other challenges.

I was impressed with the lecturer’s knowledge in the Emotional Intelligence module and his selflessness in sharing what he discovered and patented.

SHRI provides an extensive range of modules for courses in business and HR management and I have been able to apply the knowledge in my current role which covers legal, employee relations, budgeting and business management.

- Adeline Ang Hui Xi

13 SHRI CONNECTION Ping Chim: Our coursework entailed equal participation and we were able to apply benchmarking, job analysis and compensations in various case studies.

The lecturers at SHRI are very knowledgeable and helpful.

They shared valuable advice and tips which were practical and applicable to my work.

Juanna: Yes, to a good extent.

Besides this, my CPA lecturer was clear and patient in his explanations. He packed in a lot of information and teaching materials, in addition to ad-hoc tests, to solidify learning. He also took extra time before and after class to bring us up to speed, when we missed classes, and to also answer all our questions.

Lee Lee: I learnt a great deal through the coursework. Besides reading the materials given by our lecturer, I gained a level of mastery through research, sharing of experiences and discussions with my course mates. All the lecturers are very helpful – they spent extra hours after classes, helping students with their coursework.

Adeline: My coursework has helped me to explore organisational development theories and interventions which are designed to improve effectiveness and performance at work. These include areas related to payroll, running new hire orientations, interviews and improving recruitment processes.

The lecturers were very helpful in sharing their work life experiences with us and I was able to confide the issues that I faced at my workplace. The programme equipped me with the fundamental knowledge and skills to build my organisational capabilities through various Organisational Development Interventions. They were flexible and understood our needs.

Fiona: Definitely, the rigour of working on the coursework and assignments have been beneficial in helping me gain more knowledge and understanding on how HR interacts with the companies as a whole and how different practices are done in the various industries.

- Lam Lee Lee

What would your advice be to those exploring courses at SHRI Academy?

Josiah: Be aware of what you really want and then seek the advice of the Academy to check if there is a suitable course. When you enroll in a programme that you are really interested in, you will find the course enjoyable and fulfilling.

Ping Chim: I recommend that candidates explore courses that will meet their objectives and needs. Diploma courses are suitable for candidates who want more practical experiences, while Postgraduate and Master degree programmes are suitable for those who want to equip themselves with the necessary professional techniques.

Lee Lee: Studying part time is not easy but I believe SHRI Academy will be a good investment.

Adeline: Do not hesitate to enrol as the courses offered in SHRI are able to improve your understanding of the basic Organisational Development (OD) concepts, principles and tools. Acquire the necessary OD skills to develop, monitor and evaluate your organisation’s effectiveness and performance.

Nuqin: The programmes at SHRI Academy provided a good mix of theory and coursework. Attend with an open mind and participate in class discussions; only then will you benefit.

Chin Swee: The Certificate in Payroll Administration course at SHRI will surely equip the students with adequate knowledge and give them a headstart in finding a career in HR and payroll administration.

Our coursework entailed equal participation and we were able to apply benchmarking, job analysis and compensations in various industry case studies.

- Chua Ping Chim

The programmes at SHRI Academy provided a good mix of theory and coursework.

- Lin Nuqin

14 SHRI CONNECTION

A Specialised Discipline

Discovered The HR HR discipline disciplin is a highly regarded careerr choice in major m economies like the US, Canada and and the UK, where many candidates pursue dedicated courses in HR and graduate with professional qualifications.

This trend is still relatively nascent in Singapore. The good news is that in the pursuit of higher professional learning, there is a growing trend of high-level executives who have enrolled in HR programmes at the SHRI Academy.

One such graduate is Chew Hwee Yong, Managing Director of Menicon Singapore Sales Pte Ltd, a subsidiary of Japan’s largest and oldest contact lens manufacturer.

SHRI Academy recently awarded Chew the Gold Award in the Postgraduate Diploma in HR and Organisational Development and Change. Human Capital spoke to him about his foray into HR. “I was trained as an engineer. My first encounter with HR was when I was working at my company’s head office in my previous capacity.

At that time, my CEO was keen to re-strategise the organisation and I had the opportunity to lead an organisational development project in the area of succession planning and executive training. We roped in two senior executives (one from a German MNC and the other from a Kyoto-based MNC) as our external consultants.

The opportunity to interact with these senior executives (including my CEO) made me realise the importance of grooming good people to build a strong company.

I decided that I needed expert knowledge in human capital. So after settling down in my new assignment, I signed up for this Postgraduate Diploma programme at SHRI Academy.

Although my specialty was in organisational development, all the major aspects of HR were systematically covered.

What impressed me most was that SHRI Academy has a team of lecturers with comprehensive HR experiences.

I benefited invaluably when they shared actual cases they had managed in their previous work experiences.

Equally important, the lecturers knew how to encourage us to find opportunities to initiate HR practices in our respective capacities. This process of unlocking ourselves is instrumental to triggering breakthroughs.

My experience with SHRI Academy reminded me that HR is a specialised field. Many executives believe they truly understand it but in reality, may not be fully equipped to practice. This can be dangerous as HR directly impacts lives and careers.”

15 QUICK TAKES

Are your job ads discriminatory?

Bearing in mind that in many developed countries, it is against the law to discriminate on the basis of race, gender, age, physical appearance and nationality, now is as good a time as any to reflect on your company’s hiring practices. Think about what you are looking for and watch that phrasing.

A popular Malaysian chain of coffeeshops recently found itself in a mire of controversy after it posted a job advertisement which was deemed discriminatory.

Old Town White Coffee Malaysia had posted a job ad for waiters and chefs, adding that priority would be given to Malays and Chinese. It went viral on social media and attracted a great deal of bad press for the company.

The company subsequently retracted the job ad, apologised publicly and said it would investigate the matter.

Unfortunately, the coffeeshop chain isn’t the first to be caught in such a scandal. Over the years, many companies have been called out for being discriminatory in their recruitment efforts.

In Singapore, the Ministry of Manpower has already investigated several cases of discriminatory job ads which had used phrases that excluded Singaporeans, or indicated a preference for hiring non-Singaporeans, in breach of the Tripartite Guidelines on Fair & Progressive Employment Practices (TAFEP).

Last year, Winshire Education Centre advertised for a full-time teacher and indicated that it preferred “Malaysians with teaching experience”.

Another company, Accredit HR Consultancy, had posted an ad through an employment agency for an assistant store manager, indicating “Filipinos welcomed”. The company said it was not aware of the job ad and clarified that they had not indicated such a preference.

Both companies have since been asked to take the ads down and their work pass privileges were suspended for six months during the investigations.

Fair employment practices When making hiring decisions, employers and HR managers should refer to TAFEP (www.tafep.sg) to help them develop fair and progressive employment practices.

When advertising for a position, HR managers should state specific tasks and responsibilities as well as the skills, abilities, experiences and qualifications needed to do the job. The job advertisement should not give the perception that it is discriminatory and, as a general rule, should avoid stating a preference for age, race, language, gender, marital status and religion.

Here are seven criteria that are, in today’s world, no-no’s in recruitment advertisements.

Nationality Words or phrases that exclude Singaporeans or indicate preference for non-Singaporeans, for example, ‘Non-Singaporeans/[specific nationality] preferred/welcome/only’, or ‘EP/S Pass/WP/DP/LTSVP Holders preferred/welcome/only’.

Language If a job entails proficiency in a particular language, the ad should explain why. For example, ‘Mandarin is an advantage’ doesn’t cut it.

Age Words or phrases that suggest preference for candidates of a particular age, for example, ‘Below 30 only’.

Race Race should not be a criterion for selection of candidates.

Religion Religion should not be a criterion for recruitment unless the job requires employees to perform religious functions as part of the job.

Gender Words or phrases that suggest preference for job candidates of a particular gender.

Marital Status Generally an irrelevant criterion, so for example, ‘Preferably singles’ is not acceptable.

Observe these rules and much of the ambiguity and misunderstandings between job seekers and employers will disappear.

But beyond cosmetic change in the choice of words, the more challenging issue is whether Singapore employers can change mindsets and break free of the many stereotypes and typecasting which manifest themselves in the wording of recruitment advertisements.

16 COVER STORY

How to

raise

productivity Drones, ultrasonic technology, online courses and self-directed learning – just a few of the ways that Singapore companies are raising their productivity levels. As the national challenge continues, some companies are blazing a trail. Human Capital takes a closer look at how HR plays a critical role in productivity.

17 COVER STORY

The workforce also has to play its part, especially in terms of their attitude towards work.

Higher productivity can only be achieved if there is a collective change in mindsets by businesses, employees and customers. Only then can our economy truly transform successfully to ensure that Singapore continues to be an attractive place to start and run a business.

- Teo Siong Seng, Chairman, Singapore Business Federation

“We need 115,000 more people … where are we going to get these people? … You can’t just go to people every year and ask them to double productivity,” President and Chief Executive Officer of SATS Ltd, Alexander Hungate, lamented recently at the launch of Singapore’s inaugural National Productivity Month (NPM).

“We want to hire more people but there are not enough people to hire. We want to double our staff size in Singapore within five years,” Bureau Veritas’ Chief Executive Didier Michaud-Daniel told Human Capital at the recent official opening of the company’s regional headquarters in Singapore. The company employs about 700 staff, many of whom are professionals.

These are some of the HR issues that many chief executives and senior human resource experts are grappling with today.

The supply tap on the inflow of foreign talent and manpower into Singapore was tightened at the last national budget, and no significant changes or policy reversals are expected in the near term.

The national economic restructuring agenda, with the primary emphasis on raising productivity growth, is going onto its sixth year.

Prime Minister Lee Hsien Loong, in his opening speech at NPM in October 2014, said that

productivity is a long-haul objective. Referring to his meeting in the 1980s with the former Chairman of the Japan Productivity Centre, Kohei Goshi, Lee likened the pursuit of productivity to a marathon without a finish line.

Describing the dilemma faced by many companies, he said that the challenge lies in Singapore’s manpower pool being resistant to change.

“Our manpower situation is tighter, though we can still help more women continue working after they have started their families,” observed PM Lee. “We can also encourage older people to stay in the workforce and to work longer.”

He elaborated: “Companies must adopt a productivity mindset and not be afraid to implement technological solutions or change business processes to improve efficiency.

Employers must seek constantly to improve their operations, recognise their workers’ skills and value and train workers. Education and training institutions have to equip workers with the relevant skills.

“Because productivity requires changes in mindsets not just in businesses and workers, but also in customers who have to be prepared to accept new business models, including, for example, self-service formats,” he said.

18 COVER STORY Source: Ministry of Trade and Industry

12 8 4 0

Transforming the workforce On the sidelines of the same event, Singapore Business Federation Chairman Teo Siong Seng told Human Capital that many SME business owners realise that they need to significantly transform themselves.

“The workforce also has to play its part, especially in terms of their attitude towards work. Higher productivity can only be achieved if there is a collective change in the mindsets Teo Siong Seng, of businesses, employees and customers.

Chairman, Singapore Business Only then can our economy truly transform Federation successfully to ensure that Singapore continues to be an attractive place to start and run a business.”

Raising productivity in Singapore is also top of the agenda of Singapore International Chamber of Commerce (SICC), which represents large and small international and local companies in the island republic.

“Increasing productivity is absolutely essential for the sustainability of our economy and, therefore, of our country and the quality of life we have built in the last 50 years. That is why SICC is so focused on it,” Chief Executive Victor Mills told Human Capital.

“We can increase productivity if we focus on doing so, which is what all multinational companies do as part of their DNA. They work Victor Mills, out where they want to be in terms of market Chief Executive, share and business goals and then map out SICC how to get there measuring progress all the way,” he said.

“The first thing we all need to do is to take a cold, hard look at our attitudes. I would argue we need a mindset reset across our workforce as a whole. Thanks to the success of our Pioneer Generation too many of us have developed a misplaced sense of entitlement.”

These attitudes are manifested in behaviours like excessive job hopping, unreasonable remuneration expectations and seeing frequent promotions as a right rather than something to work for.

“So, what can we do about this? If more companies embed behavioural key performance indicators as part of performance management, this will help move us to the mindset reset we all need,” he added.

SICC is ready to work with all partners – prospective employees, existing employees, educators, employers, unions and government – to help with mindset reset, said Mr. Mills.

Reduce competitive growth Singapore’s pursuit of productivity growth in its manpower pool has even blipped on the radar of the International Monetary Fund (IMF). In a recent report obtained by Human Capital, the IMF said that Singapore’s plans to cut reliance on foreign workers could reduce its competitiveness and growth potential.

“Productivity improvements might take some time to materialise and may not fully offset the effects of declining labor force growth,” the report stated.

-4 -8 H1

H2 2011

H1

H2 2012

H1

H2

H1

2013

2014

Productivity Growth by Sector Services

Construction

Manufacturing

Overall

The aggressive pursuit of productivity has become a key focus in Singapore, for businesses as well as from the national perspective.

The macroeconomic statistics are compelling.

Labour productivity growth in Singapore averaged a mere 0.1% from 2011 to the second quarter of 2014. Singapore has now set the objective of 2% to 3% annual growth in productivity for the next 10 years, slightly lower that the target growth rate of 3% to 5% a year that was set out in the Economic Strategies Committee.

Why the focus on productivity?

Speaking at the annual Forbes Global Conference in Singapore in October 2014, PM Lee said that restructuring of the economy is important so that “you keep on bringing in sunrise businesses and gradually phase out those that are not so successful and not so profitable. Then, we can move. It’s not magic, it’s not easy, but it is the only way we can do it,” he stressed.

As the message seeps into the business community, human resource experts are stepping up with a variety of strategies ranging from greater employee engagement to more intensive skills upgrading to smarter use of technology.

The common thread to all strategies lies in human resources.

As Minister for Health Gan Kim Yong said recently, the focus on human capital is the key to productivity growth.

“People are at the heart of every company. Thus, retaining and recruiting the right talent is crucial to staying competitive, especially in a tight labour market. Different employees look for different things in a job – some want to learn new skills and challenge themselves, while others want a nurturing environment where they can develop and contribute. I urge companies to think of ways to create an open and nurturing culture to better recruit and retain talent,” he said.

In describing the core of every business or organisation, James Lim, President (Greater Asia), Becton Dickinson said that “as a CEO or business leader, the only thing you really have is your employees’ commitment and engagement.”

Engaged employees have been known to contribute more by way of developing new business ideas, revamping processes and demonstrating the willingness to be cross-trained, thereby increasing productivity at the workplace, he explained.

One of the best takeaways came from Douglas Foo, Chief Executive Officer of Sakae Holdings. A believer in creative thinking, he makes it a point to incorporate innovative thinking into everything from traversing far-flung corners of the earth for new salmon supplies to incorporating new technologies into the company’s ordering systems. “If businesses operate like German companies with a just-in-time mindset, keeping wastage (of time and resources) to a minimum, they will develop a successful business,” he said.

19 COVER STORY

The HR Perspective: Get the processes right Employee engagement and finding the right balance between technology and people are two key ways to improve productivity in Singapore, said veteran human resource expert Jaclyn Lee, Senior HR Director at Singapore University of Technology & Design.

Having spent five years at a large security company which employed about 10,000 staff, Lee observes: “One appreciates the challenge in raising productivity in such a labour intensive environment.”

“It was hard to recruit people to join the company. The shortfall (in staff) was very bad and basically, we had to cope with the people we had. We knew we were never going to be able to hire the number of people we wanted. We had no choice but to incorporate technology into our work,” she said.

Empowering employees Lee said that instead of having 20 staff to manage security at a customer’s location, there were only 15. “So we turned to technology to help bridge the gap,” said Lee, who is also a member of the SHRI Executive Council.

In finding technology as a solution, there were also other challenges. “We had to ensure that people were trained and this is an important factor – training is very crucial,” she said.

In training, it is important to

impart all the necessary technical, on-the-job skills to the staff so that they can do the job well. In addition, “during training, you have to show the staff that they are an important part of the company and you are ready to empower them,” she said.

“Only when they feel empowered will they do what is good for the company.”

Right business processes Beyond this, achieving higher productivity in an organisation lies in the company getting its business processes right, she added. Technology alongside sound business practices will enable an organisation to raise its productivity levels.

Jaclyn Lee, Senior HR Director, As a case in point, she described her work as an HR Singapore University of executive in a US automobile manufacturer in Singapore Technology & Design several years ago.

“We had close to 2,000 staff delivering a certain amount of revenue. Today, that same company hires only 600 to 700 staff and delivers several multiples of this revenue. Much of this (higher productivity) is a result of improving business processes and embedding technology in areas where it can take over the human person,” she said.

“Technology has become key and it is important to train people to manage this,” she said.

Turning the focus to smaller businesses, Lee said that these businesses can undertake more strategic thinking in terms of developing a better framework to deliver on performance.

In this regard, “they can rethink their business processes - Jaclyn Lee, Senior HR Director, Singapore University and analyse how to invest and of Technology & Design incorporate technology into their businesses with regard to improving productivity,” she recommended.

It was hard to recruit people to join the company. We knew we were never going to be able to hire the number of people we wanted. We had no choice but to incorporate technology into our work.

20 COVER STORY

Productivity Best Practice

Productivity Best Practice

Trust and engagement

Use drones

SATS Ltd

Infinium Robotics

With a staff size of 12,000, SATS Ltd’s President and CEO Alexander Hungate has made it his responsibility to walk among the rank and file on a frequent basis to build trust and demonstrate constant engagement with his staff – with a view to raising productivity.

Having recently dealt with union issues, Hungate said that trust is instrumental in building productivity in the organisation.

Alexander Hungate, President & CEO, “People think trust is not measurable but it SATS Ltd is tangible and can be calculated,” he said.

He added that it is not feasible for management to approach the staff every year and ask them to double their productivity.

Recreating and improving business processes is more likely to be the answer to raising productivity, he explained.

SATS developed and internalised a culture which focuses on creating a friendly, stimulating working environment – where individuals are empowered to make improvements for their own personal development as much as for the growth of the business, and where people treat each other with respect.

In delivering on this promise, SATS has created Continuous Learning and Sharing (CLASS), a platform for self-directed learning that acts as a forum for employees to share their experiences so that everyone can learn from one another, with a view to raising personal and organisational productivity.

This portal, which employees can log into, contains a catalogue of available courses which they can sign up for and access with just a click.

This Singapore company recently made flying saucer headlines when it revealed how it used flying drones to ease the workload of waiters. The goal of the company, which is located in Singapore and Silicon Valley, is to increase productivity for restaurants and others in the F&B industry.

Infinium Robotics Chief Executive Woon Jun Yang, CEO, Woon Jun Yang explained to Human Infinium Robotics Capital the reason for all the hubbub.

Taking a truly ground-breaking approach, he said that the company had developed flying drones to serve food to customers without the presence of waiters.

It is an idea that is stunning in its bold simplicity. “The

People think trust is not measurable but it is tangible and can be calculated.

- Alexander Hungate, President & CEO, SATS Ltd

Productivity Best Practice

Intelligent use of technology Foodgnostic Pte Ltd Homegrown food business Foodgnostic Pte Ltd, a company which topped S$7 million in revenues in its first year of operation.

Founder and CEO Daniel Tay said that he had previously set up and run Patisserie-cafe chain Bakerzin. After years of offering baked goods and other products to restaurants and Daniel Tay, hotels, labour shortage took its toll Founder & CEO, on the business.

Foodgnostic Pte Ltd Tay then decided to create an innovative business proposition which infuses technology into the company’s operations. Foodgnostic, which makes French-style cake creations and gourmet cheesecakes, hired highly skilled professional bakers.

Making use of ultrasonic technology as part of the production chain, Foodgnostic was able to produce about 1,000 cheesecakes a day.

21 COVER STORY

existing waiters can then concentrate on higher-value tasks such as gathering feedback from customers,” he explained.

So what sparked the inspiration to create a server drone?

Woon shared an observation he had made in many restaurants where food was already cooked but there were not enough hands to bring them to the table. This resulted in food often being served cold, which led to customer complaints as well.

“That’s why I thought a flying robot could help serve food in restaurant autonomously,” he added.

Probably the toughest thing for Woon is to try convincing restaurant owners that the drones are safe and able to change the way restaurant operations work.

He said: “It’s understandable that people question new technologies. So we want to show that the drones are safe and that they won’t hit any customers.”

In his focus and drive for productivity, Tay said that he and his team focused on culinary skill and artistry as well as technology to deliver high quality and innovative cheesecakes.

“At Foodgnostics, what we have done is to introduce technology into our business without sacrificing the quality of our products.

As a result, most of our customers know they get great and tasty cheesecakes,” he told Human Capital.

Precisely why customers in Singapore keep returning for his cheesecake creations with names such as “Over the Moon”, “Caribbean Safari”, “Maneki Neko”, the “The Russian Whiskers” and many others.

The easy deployment and management of a technology-based business has taken Foodgnostic into a new creative realm. His online cheesecake store (www.catandthefiddle.com) does away with the need for retail space and additional staff.

“Today, it is possible to use internet technology to do many things in business,” he explained. “We have used technology to create an online store without having to create a physical shop.

With online purchasing having become part and parcel of life, it is easier to help drive our business.

“How many online shops are able to deliver 1,000 cheese cakes a day? It is because of technology that we can do what we are doing today,” he said, adding that he plans to take his savoury delicacies far and wide.

We want to show them that the drones are safe and that they won’t hit any customers.

- Woon Jun Yang, CEO, Infinium Robotics

How many online shops are able to deliver 1,000 cheese cakes a day? It is because of technology that we can do what we are doing today.

- Daniel Tay, Founder and CEO, Foodgnostic Pte Ltd

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MY VIEWS

Making it

Work Women for

Women constitute a little over half the world’s population, yet their contribution to measured economic activities is a far cry from this proportion. As governments and corporate leaders in Singapore and elsewhere work to level up the presence of women in the workplace, Japan is carving its own path in this direction. Naomi Konishi, Associate Professor at the School of Policy Studies at Japan’s Kwansei Gakuin University explains to Human Capital.

The population in Japan is aging faster than many developed economies, and the result is that Japan has the sharpest decline in its labour force. The challenge in addressing a declining birthrate and an aging population is to focus on promoting women’s contribution to the workplace.

In 2013, the World Economic Forum ranked Japan as the 105th economy among 136 countries in its Global Gender Gap Report.

The report highlighted how Japan had lagged behind other countries in terms of forming a society in which women were active.

According to reports by the Organisation for Economic Cooperation and Development (OECD), eliminating gender gaps

can lead to a large increase in income per capita, so raising female participation can boost economic growth.

To prevent this potential growth rate from steadily declining, Japan must find new ways to increase women’s participation in the labour force.

Womenomics Two years ago, Japan’s Prime Minister Shinzo Abe launched the “Womenomics” policy to encourage women to participate actively in the workplace. Specific targets included women filling 30% of senior positions in all sectors of society by 2020, eliminating waiting

25 MY VIEWS lists for childcare, providing training for mothers returning to work after maternity leave and supporting their re-employment.

The Abe administration is the first in Japan to actively promote women’s participation in society, which is a step forward for the country in accelerating the empowerment of women.

Since the Equal Employment Opportunity Law was introduced in 1986, it has been repeatedly revised to ensure companies adhere to polices relating to the equality between men and women in the workplace, as well as implementation of anti-sexual harassment measures.

While the most recent revisions to this law came into effect in July 2014, the question remains as to whether equality is implemented in organisations.

Examples of various HR measures implemented by Asahi Chemical Industrial Group and Pasona Group are illustrated below.

Case Study: Asahi Chemical Industrial Group According to the 2012 Basic Survey of Gender Equality in Employment Management (conducted by Japan’s Equal Employment, Children and Families Bureau), 83.6% of women took childcare leave while 1.89% of men did the same.

Asahi Chemical Industrial Group employs 16,000 regular employees, of whom approximately 13,500 or 86% are men.

The company was one of the first in the industry to support the participation of men in childrearing.

As part of the equal employment approach, it not only reduced the barriers for its male employees to take childcare leave, it created a corporate culture that considers it natural for men to do so. As a result, approximately 40% of the company’s male employees who have children took short-term childcare leave of five days or less (compared to around 98% of its female employees) in 2012.

Male employees with children, who took short-term childcare leave

Case Study: Pasona Group The Pasona Group, a temporary staff agency with 6,000 employees, practices diversity management and was awarded first place in the diversity section in a survey conducted by Nihon Keizai Shimbun, a major economic newspaper. The survey was conducted in 2013 on “companies that fully utilise their people”.

Currently, 43% of its managers (section chiefs or higher) and 23% of executives in Pasona are women. In addition, the company achieved a 100% continuous employment rate among its female employees after they had given birth to their first child.

40% Asahi Chemical Industrial Group

1.89% National Survey

Female employment in Pasona Group Managers

Relooking management strategy

43% 23%

100%

Executives

Continuous employment after first child

Many companies are adopting various measures to create workplaces in which staff can be active and develop corporate cultures in which employees are able to choose from a variety of flexible work arrangements.

This is one facet of corporate management strategy. Under government pressure, though, more companies have recently implemented measures to promote female workers. Nevertheless, there are many issues that Japanese companies are still dealing with and these include differences in company size and region.

Despite the Equal Employment Opportunity Law prohibiting dismissal, termination of a contract or unwanted changes to the form of employment when women become pregnant or have a child - the number of consultations regarding such illegal “maternity harassment” has increased.

In 2013, there were 3,371 consultations conducted by the Equal Employment offices set up in various labour bureaus in Japan.

This is an increase of 469 from 2012.

26 MY VIEWS

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After birth woes In the attitude survey conducted by Japan’s Cabinet Office, married women aged between 20-49 years were asked to describe workplace conditions that would support them with regard to childbirth and child-rearing.

The most popular answer was: “A workplace environment in which I can raise a child while continuing to work.”

In addition, 54% of married women were “dissatisfied” with the understanding they received from their employers when they were pregnant or had a child.

It remains difficult for women in Japan to continue working after the birth of their first child. Among those who gave birth between 2005 and 2009, 26.8% continued to work afterwards while 43.9% left e their e jobs. jobs Of O the e latter, a e, 39% left their jobs “voluntarily, because I wanted to focus exclusively on housework and childrearing.” In contrast, 26.1% said they “wanted to continue to work, but left because of the difficulty of working and raising a child” while 9% said they were “dismissed or encouraged to resign.”

In addition, it was reported that discrepancies between the wages of men and women, and the speed at which they were promoted highlighted gender discrimination. The percentage of women occupying management positions remained low.

This all proved that despite improvements in the legal system, there remain critical issues at the workplace. Old-fashioned ways of thinking – women stay at home and take care of the family while men go out to work – are still deeply embedded in Japanese society.

A recent study conducted by the National Institute of Population and Social Security Research revealed that only 14.9% of husbands take responsibility for domestic tasks; a slight increase from 11.3% in 1998. Hence, it is clear that majority of domestic tasks are still done by wives and this makes it difficult for women to take on fulltime jobs with the same level of responsibility as men.

In addition, the conservative belief that mothers should stay at home until their children start school prevents these women from working and this undermines the promotion of women in the workplace.

Negative work conditions There has been an increase in the number of cases in which a woman who works shorter hours is assigned to a post in which she cannot expect to develop her career further. Even if a woman continues working after having a child, her productivity will not increase if she is not given work that is rewarding or with better incentives.

If the corporate culture does not support the contributions of women, female employees may end up resigning from their jobs.

This trend is particularly noticeable among educated women with higher academic qualifications (such as university graduates).

Raising the number of women in employment will mean not only a larger labour force but possibly also a more skilled workforce, given that (according to an OECD report) Japan’s younger generation of women is more educated than their female peers elsewhere.

Long working hours in Japan are another issue frequently criticised by the international community.

A survey comparing HR trends in Europe and the US with those in Japan found that the tendency to work long hours was particularly noticeable in Japan, as was a high-level of rigidity in working practices. A lack of managerial competency in the workplace was also highlighted in the report.

To solve these problems, there need to be fundamental reforms in the constitutions of companies that impose long working hours on their employees and the attitudes of workers.

To maintain its international competitiveness, Japan must also promote more flexible working arrangements, as well as objective and transparent evaluation and compensation systems. It is also critical to develop the managerial capabilities of managers who are conscious of time and productivity and build strong leadership to create a corporate culture that encourages a diverse workforce to focus on the quality of work.

Regardless of whether a nation allocates a budget for promoting the contribution of women, it is ultimately the mindsets of employers and employees which need to be changed.

Will Japan be able to maintain its international competitiveness by expecting employees to work overtime and where decision-making is done only by elderly male employees?

Will Japan be able to maintain its international competitiveness by expecting employees to work overtime and where decision-making is done only by elderly male employees? Enhancing opportunities for women to work and participate in society is no longer a matter of choice for Japan, but a matter of the greatest urgency.

This article has introduced the current measures being implemented in Japan to empower women, and attempted to identify the critical challenges facing Japan. It is essential to not merely set a numerical target for securing a female labour force in the context of a decreasing population, due to a declining birthrate and aging population, but also to fully utilise women’s abilities and integrate this into a true management strategy.

If Japan can promote an open corporate culture that enables flexible ways of working to accommodate diverse lifestyles and form an inclusive society, this approach may become the source of Japan’s competitive strength and national power to boost the Japanese economy.

This article was contributed by Naomi Konishi, Associate Professor of the School of Policy Studies at Japan’s Kwansei Gakuin University. She is also the former Advisor to the President of the Asian Development Bank (2004-2007).

27 MY VIEWS

SINGAPORE: Ways to attract and retain working mothers The marketplace for working women in Singapore has improved over the years but more can be done to help make the working environment more family-friendly, said Jaclyn Lee, Senior HR Director, Singapore University of Technology & Design and SHRI Executive Council Member.

Speaking to Human Capital, she commented: “There are a lot of working mothers out there and of course, it is challenging for them to cope with the demands of the workplace as well as tend to the needs of their family,” she said, adding that she herself has raised three children.

“The workplace is becoming more receptive to flexible working arrangements now and a lot of MNCs are leading the way,” she added. “Part of the reason why small and medium-sized enterprises have less of a choice is because they don’t have a lot of people to begin with.”

Revealing her past experiences, Lee said she was fortunate to have had “a supportive boss, especially one who was supportive of the family environment.”

With such support, Lee was able to work with flexible time arrangements in order to nurture her children who are now adults.

With that positive experience, Lee has helped implement flexible work arrangement policies at her current workplace at the Singapore University of Technology & Design.

“Here, we have implemented three flexible start times one that starts at 7.30 am, another at 8 am and yet another

at 8.30 am,” she said, adding that working mothers have the choice to choose any of the staggered working hours, subject to working nine-and-a-half hours per day.

Another recent first at the university was the move to allow working mothers to work a four-day week depending on necessity.

“Some working mothers may have challenges in their families or lives, and we allow them to have a four-day working week,” she said.

Lee also emphasised that the approval processes for such requests are not stringent as long as there are sufficient grounds to offer such an arrangement.

As a case in point, Lee said that she currently has a promising staff member who is a very talented lawyer.

“She made a request for a permanent part-time position so that she can set up her family,” explained Lee. “We recognised her talent. We were very supportive of the arrangement because it would benefit her and we can continue to seize on her experience.”

So what more can be done to improve today’s work environment?

Lee said that businesses and companies need to find a judicious balance between running their organisations with the profits they desire, and nurturing and retaining good people.

This is part of a new mindset in today’s human capital environment.

28 WORKPLACE STRATEGIES

29 WORKPLACE STRATEGIES

Sniffing out

the truth!

One individual’s inflated CV made world news when it was discovered, but that was by no means an isolated incident. As the search for the best talent intensifies, it is time for companies to review their recruitment processes before hiring potential employees.

30 WORKPLACE STRATEGIES

His CV was impressive. Anoop Shankar had a doctorate in epidemiology, had graduated from India’s top medical school when he was 21 and was a member of the prestigious Royal College of Physicians.

From 2005 to 2008, Shankar was an assistant professor with the Department of Community, Occupational and Family Medicine at the National University of Singapore’s Yong Loo Lin School of Medicine. During his tenure, he wrote several papers on topics like diabetes, and was part of a research programme looking into eye diseases in Singapore.

In 2012, he moved to the US to assume a prized position at West Virginia University which would have enabled him to control millions of dollars in federal funding and research grants.

Fortunately, a routine background check revealed that not only did Shankar not have a doctorate degree, he did not graduate from the All India Institute of Medical Sciences in New Delhi as he had claimed.

While the news shocked many educational institutions in Singapore, his is not an isolated case. According to Terence Tan, Singapore Management University’s Vice-President of HR and faculty administration, there have been other candidates who tried to inflate their credentials.

Experts say that this is not uncommon at all, and advise hiring managers and HR practitioners to carry out proper background checks on candidates and not rush through the recruitment process.

Steven Lock, Founder of FutureTHINK! Training & Consultancy LLP, said: “Based on my professional experience and interactions with HR and hiring managers, most do not do proper background checks, especially on educational histories and job histories.”

The question is: Do HR practitioners and their respective organisations in Singapore practice stringent due diligence in their hiring practices? Is it also time for companies to review their recruitment processes?

Lock recently shared some insights with Human Capital on how organisations need to ensure that HR and hiring managers are kept up-to-date and constantly reminded about the importance of candidate background checks.

candidate’s educational and employment histories require HR to write to or call previous employers and educational institutions.

Cost: Deeper background checks may require HR to engage third-party services and these services do not come cheap.

Urgency: Due to time-constraints and other pressures, HR and hiring managers are often pressured to fill positions quickly and in the process, tend to overlook background checks. A CareerBuilder survey on recruitment practices in the US, for instance, found that 43% of hiring managers admitted to rushing through their hiring assignments.

In addition, the more senior the position, the less likely it is for HR to check job histories and educational backgrounds.

Some well-known examples of senior personnel who were caught out inflating their CVs include Scott Thompson, one-time CEO of Yahoo, who was fired in 2012 because he faked his computer science degree; David Edmondson, one-time CEO of RadioShack, was fired in 2006 because he used fake college degrees; and one-time CEO of Bausch & Lomb, Ronald Zarella, who was fired for the same reason.

Such cases may be rarely heard of in Singapore but they are very much existent. The lack of incidents (brought to light) either means that no one is padding their credentials – or that no one is bothering to investigate.

Recruitment practices have always been focused on CVs prepared by candidates with little emphasis on background screening. What have your experiences revealed about the hiring process in Singapore?

Yes, the claim is unfortunately true.

While some of the larger and more established MNCs perform basic background checks, most SMEs do not perform such checks for the following reasons: Time: Background checks can be very time-consuming.

For instance, checking up on a

Is there a big discrepancy in the emphasis on background screening in countries at different stages of development?

What about in Singapore and Asia?

According to a US survey cited by Harvard Business Review, only 68% of employers check job histories, and only 42% check educational backgrounds of candidates. Hence, my conclusion is that discrepancies are not so much between the more developed western countries versus the less developed economies in Asia.

The discrepancies are probably more pronounced between the more established MNCs versus the smaller organisations, even in the more developed western countries.

The larger and more established MNCs will have more resources to fall back on to do the necessary background checks, while smaller and less established firms would have much less resources in terms of budget and manpower to perform proper candidate background checks.

Steven Lock, Founder, FutureTHINK Training & Consultancy LLP

31 WORKPLACE STRATEGIES

What should companies do to beef up their background screening methodologies and practices? Is it to develop/ improve internal practices with the help of HR consultants or outsource them to experts?

In my opinion, it should be a two-pronged approach.

Internally, HR needs to beef up their internal processes and perform basic background checks during the interview process.

Basic background checks that can be done by HR include checking the candidate’s job history and educational histories. HR should also ask probing questions about the candidates’ working relationships with their peers, bosses and subordinates.

In addition, HR should also utilise external consultants to handle the more complex background checks, such as financial or criminal histories. It would not be practical for HR to carry out all the background checks themselves.

Smaller organisations with limited resources have to, at the very least, review and update current interviewing and selection processes to incorporate basic background screening processes.

How much training needs to be given to those involved in background screening practice? In what ways is this discipline evolving?

First, senior management needs to recognise that background checks are important and necessary. Once this is recognised as an essential part of the hiring and selection process, training can then be incorporated as part of the organisation’s regular training programmes. These need to be top-down driven and given the proper focus and recognition before any training programmes are set in place.

Second, training programmes have to be on-going to ensure that HR and hiring managers are kept up-to-date and constantly reminded about the importance of candidate background checks.

Some forward-looking organisations, especially the larger MNCs, are aware that thorough background checks need to be done and many are already engaging external parties to carry this out.

The problem then lies with the smaller organisations, where the lack of awareness and cost pose concerns.

32 WORKPLACE STRATEGIES

Senior management needs to recognise that background checks are important and necessary. Once this is recognised as an essential part of the hiring and selection process, training can be incorporated as part of the organisation’s regular training programmes.

- Steven Lock, Founder of FutureTHINK! Training & Consultancy LLP

What are your three key takeaways with regard to better recruitment screening within organisations?

1. Preparation & Training I know of many recruitment managers who walk into interview sessions completely unprepared because they were not trained in effective interviewing skills.

Organisations must realise that interviewing, recruitment and selection do not belong to the exclusive domain of HR alone. For an organisation to be truly effective, hiring managers also need to be trained in effective interviewing and selection skills.

As more organisations jump on the HR transformational bandwagon, the interviewing and selection responsibilities are increasingly being assigned to the hiring managers.

2. Asking follow-up questions In my interactions with HR and hiring managers, I have observed that many are quite good at asking opening questions. However, most fall short when it comes to asking really good follow-up questions. For instance, most would not have any issues coming up with open questions such as “Tell me about your major accomplishments”.

However, they have difficulties formulating really effective follow-up questions during the interviews. When interviewers fail to ask good follow-up questions, they miss out on the opportunity to find out more about the candidate.

Often, precious background information about the candidate is missed because of poor follow-up questioning during the interviews.

3.

Invest resources upfront during interviewing and selection process Never overlook background screening and checks.

No matter how senior or junior the position you are hiring, it always pays to do the proper background checks and screening prior to offering the candidate the job. Resources should be invested upfront during the interviewing and selection process to ensure that you are hiring the right people – not after the candidate has come on board.

One of the biggest mistakes many organisations make is to rush through the initial interviewing and selection process, and then spend an enormous amount of resources managing their recruiting mistakes.

33 WORKPLACE STRATEGIES

Four common mis-approaches The buoyant Singapore economy continues to create job opportunities. As the job-hunting market becomes more energised, there is greater demand for high-paying jobs which come with perks and benefits.

Increasingly, companies are adopting a “total talent acquisition” mindset to ensure that they recruit the best staff with the right skills and aptitude to succeed in the job in the shortest possible time, said independent talent expert Wayne Tollemache.

Formerly with a global background screening company, he said that the concept of “total talent acquisition” views the candidate in a holistic manner, across the different steps within the hiring process.

A candidate is assessed through a multi-faceted approach, and discrepancies or inconsistencies become obvious when the candidate misrepresents himself/herself in the documentations.

Such discrepancies not only expose character and technical flaws, but also impede the candidate’s chances of impressing his/her potential employers. These are some common ones.

1. Putting on a bigger hat: In Asia Pacific, it has been found that nearly one quarter of candidates applying for a job embellish their job titles in the hope that their prospective employer will offer them a job at a higher designation.

Some candidates create fake documents to substantiate their quest for a higher post. Many simply add the word ‘senior’ in front of their titles. Apart from integrity and honesty issues, there is a high possibility that the candidate will not have the capabilities required for the job that they are seeking.

Employers with holistic recruitment solutions can sniff out these discrepancies through background and verification checks. It would be a wise move for candidates to communicate their confidence in taking on a job of higher responsibilities and then negotiate for that position.

2. The ‘All Can Do’: Some Singaporeans fudge their abilities, claiming to be knowledgeable and experts in using sophisticated computer programmes to impress their prospective employers.

Many claim to know how to use software they cannot even launch on their computers. With good skills-checking applications, employers can test the candidate’s knowledge required for the job.

3. Professor Diploma: For every 10 resumes which employers receive, experience has shown that there are one or two occurrences of Singaporeans faking their education

Wayne Tollemache, Independent consultant

qualifications. This frequency is less rampant compared to the rest of Asia Pacific, but it is still prevalent as online university degrees are becoming easy to purchase and obtain overnight.

For those who fake their qualifications, the resulting scenario would be that they would not be able to cope in the job without the necessary skills. Furthermore, important values such as integrity and honesty are in question.

Many companies now conduct stringent reference checks to ensure fraud prevention as part of their total talent acquisition process. They also hire third-party consultancies to screen applicants to ensure authenticity of the applicants’ CVs. 4. The Wannabe: Many candidates tend to project themselves as capable individuals with a depth of experience by inflating their years in service as well as expanding their job scope to include a regional role. But a lack of on-the-job experience may lead to disastrous implications for the company.

34 QUICK TAKES

How HR managers can handle diversity among their staff HR leaders and professionals are being challenged to manage a globalised workforce of people of different ethnic backgrounds, religions and age groups, and bind them into cohesive and productive teams. How well they do this has a direct impact on relationship management, productivity capabilities and business outcomes.

At a recent SHRI forum, Howard Wallack, Vice President for Global Business Development at Society of Human Resource Management (SHRM), pointed out: “As the corporate world is becoming increasingly global, setting international HR standards is very much needed. Different countries have different policies and practices, yet HR managers are expected to engage employees across different offices around the globe.” He offered the following suggestions to help companies engage their globalised workforce: •

Global mobility: Deepen employees’ knowledge pool by offering short-term, focused opportunities to work in new markets and geographies.

•

Improve global leadership development: Middle managers are often expected to have work experience outside their country of origin. Academic education is no longer enough; travel is a strategic management development tool.

•

Get involved in efforts to create global HR standards: There is a growing convergence of HR practices across countries, functions, systems and platforms, underscoring the need for global HR standards.

•

Higher demands on the global HR function to demonstrate greater adaptability: HR managers are expected to have more exposure to global businesses in order to be effective internationally. Make HR the link between corporate headquarters and overseas operations.

•

Talent management: Diversify talent in other functions by including different nationalities and experiences. Manage talent better by increasing staff responsibilities and decision-making opportunities.

Workforce diversity requires HR managers to understand the art of managing human capital within and across borders and cultures.

Doing it well requires the ability to value and consider the perspectives and backgrounds of all staff across different offices.

Employees in Asia value titles and learning opportunities more than compensation and benefits, while for those in the US, healthcare coverage is primary, followed by compensation and responsibility.

HC_mag_Corp.pdf 1 27/1/2015 4:46:07 PM

Corporate Learning & Consultancy

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SHRI Corp is the Corporate Learning & Consultancy arm of Singapore Human Resources Institute. As trusted experts

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in human resources, we provide effective training and

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consultancy solutions across a full spectrum of HR functions focusing on improving productivity and professional development, helping businesses and individuals to thrive.

Public Learning Workshops Customized Corporate Training HR - WSQ Programmes HR Consultancy & Advisory Services Scan for more details

SHRI Corporation Pte Ltd 2 Serangoon Road, The Verge, Level 6. Singapore 218227 Tel: (+65) 6438 0012 Fax: (+65) 6299 4864 Website: www.shri.org.sg | Email: corplearning@shri.org.sg

36 TECHTAKE

The changing face of today’s classroom Forget about drab and uninspired classroom settings and embrace the slew of web-based tools designed to deliver better staff training programmes anytime and anywhere

Better and happier employees help companies flourish. As a HR manager, there are many resources available to help your company enhance staff capabilities and productivity.

When employees are equipped with the right skills to deliver their best, they can play a dynamic part in helping the organisation to be more competitive.

One excellent example is Singapore Airlines (SIA). SIA’s human resources division plays a huge role in recruitment, selection, training, motivation and retention of its employees. The airline has implemented training programmes for its staff,which has enabled them to improve their skill sets and competencies.

Speaking at the recent launch of

NTUC’s Progressive Wage Model seminar, Christopher Cheng, SIA’s Senior VicePresident of Human Resources, said: “The younger generation of people have higher aspirations so we need to put in place this [progressive wage model] career track. At the same time, we want to make sure that our existing workforce does not lag behind.”

With such a strategy in place, the airline has earned a stellar reputation in the fiercely competitive commercial aviation business by providing customers with high-quality service and dominating the business travel segments over the past four decades.

Progressive career scheme On land, SMRT Corp last year introduced its new progressive competency-based

career scheme called the SMRT Trains Career Scheme, through which the transport operator aims to strengthen the operational and engineering capability of its 4,000 strong workforce.

Core to this scheme is the SMRT Institute, the only professional rail operations and engineering training agency in Singapore.

The institute offers classroom and onlinebased programmes which include rail operations, engineering, leadership and supervisory skills and Service Excellence modules which have been developed and certified to the Workforce Skills Qualification standards.

Desmond Kuek, SMRT’s President and Group CEO, said: “We are investing in the timely and progressive training of all our

37 TECHTAKE

staff, to achieve higher productivity and effectiveness, as they grow through the ranks and with higher job grades.”

Web-based training programmes Today’s advancements in technology, especially web-based ones, allow us many luxuries in the way companies and educational organisations teach and learn.

By embracing and leveraging on these changes in technology, businesses can create more efficient and more relevant training for their employees.

The traditional one-size-fits-all approach to training is archaic and ineffective.

Just like individual students in a school classroom, each person in a business training environment learns in a different way and at a different pace.

Thus, it is important to adopt and adapt web-based training programmes, so that they are relevant to and effective for all audiences. Relevance refers to more than the content; it also refers to how such content is administered.

Here are a few ways technology is changing the shape of employee training programmes: We b c o n f e re n c i n g : A s i n t e r n e t communications have become faster and more reliable due to new methods of data transfer and new telecommunications standards such as voice-over-internet telephony (VoIP), web conferencing has grown from a difficult method of communication to a rich, real-time meeting medium.

Virtual conferences today incorporate multimedia, whiteboard capabilities and webcams to simulate an in-person meeting and have increasingly melded with webcasting and webinar services as well.

Tools such as Adobe Connect, IBM SmartCloud Engage, Cisco Unified Meeting Place, HP Virtual Rooms and Citrix GoToMeeting applications allow companies to conduct training, presentations and live meetings via the internet.

These easy-to-set up, easy-to-use online meeting places give participants the opportunity to interact, ask questions and participate in real-time quizzes and polls.

Podcasts: Podcast tools such as SoundCloud, PodBean and VoiceThread are great alternatives for delivering research content or lessons to students who need

We aim to construct a career roadmap that enables our operational and technical staff to be professionally trained and nurtured in the skills and competencies required to meet the demands of an increasingly complex system, and with the highest quality of commuter service - Mr Desmond Kuek, President and Group CEO, SMRT Corp

remedial or extended support.

While the idea is not that new (for example, recording an audio file to be played at the listener’s convenience), the delivery method of that audio file is relatively new and popular.

Once a training session has been saved as an audio file, it can be stored on a variety of online delivery sites, allowing users to download the file to their computer, phone or MP3 player.

The flexibility of podcasts means that employees can have access to training at different times depending on workload and availability.

Classroom control: Virtual learning is more than just classes and training sessions posted to a website.

Virtual learning can also refer to the resources instructors and students use to make the learning experience better and more personalised. Resources such as NetOp Learning Centre, Stoneware LanSchool and HP Classroom Manager are examples of such applications.

Through a simple dashboard, instructors are provided with access to individual users’ computers, allowing them to give feedback, monitor progress and focus on the job at hand. It also allows the learner to

interact with the trainer on a one-to-one basis.

Comprehensively training employees gives companies a competitive edge in the current market.

Today, small and medium-sized businesses see more than cost savings from their training programmes, they also reap the benefits of productivity gains and employees who are more engaged.

Overall, via technology, employee training can become more effective and improve the adoption of new initiatives.

In line with this emphasis on employee training, the Workforce Development Agency (WDA) recently announced enhancements in its Continuing Education and Training (CET) Masterplan, which will introduce additional courses using technology-based blended learning approaches.

This means that the CET programmes will combine classroom, online learning and e-learning approaches to make e-learning more engaging and accessible to working adults.

WDA’s Institute for Adult Learning will take the lead in experimenting and innovating with technology to deliver different training programmes.

For more information on the Institute for Adult Learning, check out www.ial.edu.sg.

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SKILLS DEVELOPMENT

Advance with SHRI Academy SHRI Academy provides progressive learning courses from certificates to master degree courses to help individuals reach their fullest potential. Trained by experienced and qualified professionals, learners will graduate with the industry knowledge to succeed. Bring a friend and enjoy rewards when your friend embarks on a learning journey with SHRI Academy.

Degree & Master Programmes Edinburgh Napier University (ENU) is one of the largest higher education institutions in Scotland, UK. It offers industry-informed courses which combine the optimum balance of theory and practice, to equip graduates for success in today’s competitive global job market.

In partnership with:

Master of Science in Human Resources (Top up) Duration: 6 months Commencement Date: 12 Feb, 3 Sep 2015 Achieve a Master degree in 6 months! The programme aims to develop the student’s capability to bridge the knowledge-practice gap and conduct research in human resource management that is connected to real work issues, underpinned by a wide range of business data, research resources and methodologies.

On completion, the student will have developed critical thinking and employability skills to progress a career in Human Resource Management.

Contact:

Ms Felicia Lam, email: felicialam@shri.org.sg

Bachelor of Arts in Human Resource Management with Financial Management (Top Up) Duration: 12 months Commencement Dates: 11 Feb, 10 Jun, 7 Oct 2015 In collaboration with Edinburgh Napier University (ENU), SHRI Academy offers a 1-year part-time top-up degree leading to the Bachelor of Arts in Human Resource Management with Financial Management conferred by Edinburgh Napier University. The programme aims to equip HR practitioners to become more effective managers with the ability to analyse and apply financial data to improve decision-making for contribution to Human Capital Management and effective HRM practices.

Contact:

Bachelor of Arts in Human Resource Management with Organisational Psychology (Top Up) Duration: 12 months Commencement Dates: 11 Feb, 10 Jun, 7 Oct 2015 In collaboration with Edinburgh Napier University (ENU), SHRI Academy offers a 1-year part-time top-up degree leading to the Bachelor of Arts in Human Resource Management with Organisational Psychology award conferred by Edinburgh Napier University.

Individuals graduating with a degree comprised of HRM with Organisational Psychology will have enhanced expertise in the key areas of organisational behaviour and management of individuals and be well-placed to make an effective and valuable contribution to an organisation.

Contact:

2 Serangoon Road Level 6 The Verge Singapore 218227 Tel : +65 - 6438 0012 Fax : +65 - 6299 4864 www.shri.org.sg

Ms Felicia Lam, email: felicialam@shri.org.sg

Ms Felicia Lam, email: felicialam@shri.org.sg

39

SKILLS DEVELOPMENT

Postgraduate Diploma Programmes SHRI Postgraduate Diploma is an accelerated programme which advances your knowledge beyond a degree. It prepares you for further specialisation in the desired field and the opportunity to advance to a master degree.

Duration: 6 months Contact: Ms Lynn Koo, email : lynn.koo@shri.org.sg

Postgraduate Diploma in Human Capital Management Commencement Dates: 27 Feb, 27 Mar, 24 Apr 2015 The programme aims to equip HR practitioners with the necessary techniques for the professional discharge of their daily responsibilities. The course will benefit HR and non-HR managers and executives who are a part of the growing trend of functional departments esponsible for managing intra-department manpower matters.

by systematically identifying, keeping, developing and promoting the organisation’s best people. Learning resources will include simple, efficient, easy-to-follow methods for assessing, planning and developing high-value people to meet your organisation’s current and future needs. It will help you combine your organisation’s diverse human resources activities into an integrated system.

The programme will benefit HR and non-HR practitioners including those with direct or related responsibilities for driving the talent agenda in their organisation.

Postgraduate Diploma in HR and Training & Development Commencement Dates: 27 Feb, 27 Mar, 24 Apr 2015 Dual Specialisations

Postgraduate Diploma in HR and Organisational Psychology

The programme will equip learners with knowledge of how to connect organisational excellence to people development by systematically training and developing people. It will benefit HR and non-HR practitioners in helping to drive and meet the training agenda.

Commencement Dates: 27 Feb, 27 Mar, 24 Apr 2015 The programme will help learners understand workplace behaviour and the psychological aspects of how organisations function, in order to promote healthy attitudes and organisational culture. It will benefit People Managers, Executives, Managers, HR Professionals as well as professionals looking for a change in career. It will help you contribute to organisational change, training and development in job analysis, overcoming grievances and enhancing overall job satisfaction.

Postgraduate Diploma in HR and Organisational Development & Change Commencement Dates: 27 Feb, 27 Mar, 24 Apr 2015 The programme is specially designed to equip learners with the fundamental knowledge and skills of building their organisational capabilities through various OD interventions. The programme will explore organisational development theories and interventions designed to improve effectiveness and performance. It will benefit HR and non-HR practitioners including those interested to facilitate and influence positive change in their organisation.

Postgraduate Diploma in HR and Talent Management Commencement Dates: 27 Feb, 27 Mar, 24 Apr 2015 The programme will equip learners with processes and toolkits on how to connect organisational excellence to people management

Postgraduate Diploma in HR and Reward Management Commencement Dates: 27 Feb, 27 Mar, 24 Apr 2015 The programme will equip learners with the knowledge on how to connect organisational excellence to people management by systematically developing and rewarding the organisation’s people. Learning resources will include simple, efficient, easy-to-follow methods for assessing, planning and developing high-value people to meet your organisation’s current and future needs.

The programme will benefit HR and Non-HR practitioners including those with direct or related responsibilities for driving the rewards agenda.

Postgraduate Diploma in HR and Employment Relations Commencement Dates: 27 Feb, 27 Mar, 24 Apr 2015 The programme will equip learners with knowledge on how to connect Employee Relations to people management by understanding the legislative guidelines and aligning the HR initiatives in sync with guidelines and employee expectations.

The programme will also focus on practical examples of employee relations, unions and conflict resolution processes.

The programme will benefit HR and Non-HR practitioners including those with direct or related responsibilities for driving the employee relations agenda.

40

SKILLS DEVELOPMENT

Certificate & Diploma Courses

Diploma in Compensation & Benefits Management

Human Resource Management Basic Certificate in Human Resource Management

SDF as sis UTAP f tance/ und applie ing Contac s. tS Acade HRI for mo my re info .

Enjoy $108 SDF Assistance

Duration: 3 months Commencement Date: 29 Jan, 7 Apr, 2 Jun 2015 A practical programme that provides an overview of key HRM practices. It sets a sound foundation for those who wish to move on to the Certificate in HRM programme.

An intensive programme designed to provide learners a sound foundation in Human Resource Management. It paves the way for learners to advance to the Diploma in Business & HRM programme.

Contact: Ms Karen Ee, email: karen@shri.org.sg

Duration: 16 months Commencement Date: 2 Feb, 28 Apr, 30 Jun 2015

Enjoy up to $250 UTAP funding or $300 SDF assistance

Designed to enhance the professional skills and competencies of HR personnel, this course adds a business dimension to HRM, covering topics which include business management, law of contract, labour economics, productivity management and employee relations.

Contact: Ms Elaine Lau, email: elaine.lau@shri.org.sg

Compensation & Benefits Management Certificate in Payroll Administration Duration: 2 months Commencement Date: 21 Jan, 8 Apr, 8 Jul 2015

The programme equips learners with knowledge e and skill to manage compensation and benefits for the organisation effectively to create positive results and flexibility in adjusting the business costs in response to the rapid changing economy.

Certificate in Organisational Psychology Enjoy $240 SDF Assistance

Duration: 6 months Commencement Date: 23 Mar, 25 May, 6 Jul 2015

Diploma in Business and Human Resource Management (Part-time)

Enjoy up to $250 UTAP funding or $300 SDF assistance

Contact: Ms Elaine Lau, email: elaine.lau@shri.org.sg

Contact: Ms Karen Ee, email: karen@shri.org.sg

Certificate in Human Resource Management

Duration: 12 months Commencement Date: 3 Mar, 7 Jul, 27 Oct 2015

Duration: 3 months Commencement Date: 26 May 2015 The programme introduces the foundation in the field of psychology and psychological aspects of Enjoy up to $250 organisational functioning. Students will engage UTAP Funding in discussions about psychological theories and their applications. This programme will benefit HR professionals whose job requires them to interact with others on a frequent basis.

Contact: Ms Lynn Koo, Email: lynn.koo@shri.org.sg

Diploma in Organisational Psychology Duration: 12 months Commencement Date: 26 May, 2015

Enjoy $250 UTAP funding or $300 SDF Assistance

The programme is designed to provide a solid foundation in the field of psychology. Students will be expected to critically engage on psychological theories and their applications. This programme will benefit those professionals whose job requires them to interact with others on frequent basis.

Contact: Ms Lynn Koo, email: lynn.koo@shri.org.sg

Enjoy up to $250 UTAP funding or $80 SDF assistance

The programme is specially designed to cover the various methodologies, techniques, payroll administration systems, legal issues, statutory laws and latest trends, and will be useful to HR, accounts personnel, fresh graduates and those in career transitions.

Contact: Ms Lynn Koo, email: lynn.koo@shri.org.sg

* Commencement dates and funding information are correct at time of printing.

UTAP Funding: NTUC/SHRI Plus! members can enjoy 50% course fee support or up to $250 per year when you sign for approved courses at SHRI Academy & SHRI Corp.

For more information, please call 6438 0012 or visit www.shri.org.sg

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SKILLS DEVELOPMENT

SHRI CORPORATE LEARNING WORKSHOPS (PUBLIC-RUN) - Y2015 Companies can claim up to 400% Tax Deduction or 60% Cash Payout of total training expenditure under the Productivity & Innovation Credit (PIC) scheme. T & Cs apply. For more information, please check out IRAS website: www.iras.gov.sg/irashome/default.aspx

Workshop Title

No. of Days

FEB

MAR

APR

MAY

JUN

HUMAN RESOURCES MANAGEMENT A Practical Approach to Payroll Administration (with Legal Compliance)

2

How to Interpret and Apply the Employment Act

2

Competency-based interview & Selection Techniques

2

Essentials of Project Management for HR Professionals

2

How to Develop a Business-Driven Training Plan

2

7&8 19 & 20

20 & 21 8&9 14 & 15

19 & 20

19 & 20

Talent & Succession Planning Management

2

Growing Future Leaders: Coaching & Mentoring for Success

2

9 & 10

Implementing an Effective Performance Management System

2

Understanding the Employment Act (Mandarin version)

1

Interpreting & Implementing Personal Data Protection Act

1

Fundamentals of HR Management for Non-HR

1

Compensation & Benefits Management

1

Conducting Effective Performance Appraisals

1

25

Conducting Effective Exit Interviews

1

2

15

Coaching for Performance

1

Counselling Skills for HR Professionals

1

4

6

21 & 22 5&6

18 & 19 6

5

27

7 3

11

25 12

3

Managing Multi-Stakeholder Conflicts

8

“Unlocking HR Capabilities to Drive Productivity in 7 Days” workshop series:

WEEKEND (Saturday)

Manpower Planning

1

14

23

Recruitment & Selection

1

28

Legal Compliances & Regulations

1

14

6

Compensation & Benefits

1

28

20

Perfomance Management

1

11

Learning & Development

1

25

Career Management

1

9

“Unlocking HR Capabilities to Drive Productivity in 7 Days” workshop series:

WEEKDAY (Tuesday)

Manpower Planning

1

Legal Compliances & Regulations

1

24

30 7

Compensation & Benefits

1

Performance Management

1

10

21

Learning & Development

1

24

Career Management

1

5 19 10

1-day w/shops: Members/Non-members $300/$380; 2-day w/shops: Members/Non-members $500/$600 UTAP Funding: NTUC/SHRI Plus! members enjoy 50% course fee support or up to $250 per year when you sign for approved courses at SHRI Academy & SHRI Corp.

Information here correct at the time of publication.

For more details and to register, please visit www.shri.org.sg or email to: corplearning@shri.org.sg

2 16

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SKILLS DEVELOPMENT

to our graduates

54th Joint Graduation In-absentia 30 October 2014 School of Human Capital Management Basic Certificate in Human Resource Management th

104 Intake Ang Hwee Yen @ Alice Ang Cherry Chen Zili Carrie Foo Chia Mei Halawati Binte Salleh Kavitha d/o Sedupathi Lee Li Fang Loh Shu Fen Bernette Margaret Lei Enbei Rita Parajuli Tee Hui Ling 105th Intake Aditi Kashyap Amen Miyuki Sevillino Chan Ching Yee Christine Ang Huey Kian Dhamne Aparna Atul Jyoti Lee Kar Yen Lim Lo Ee Jaclyn Noorashidah Binte Minhaj Ong Mei Juan Palaniappan Devi Paola Jane Ofrasio Fajardo Sarkar Sohini Soh Chia Yin Sunarti Nor Ayu Binte Suleman Tan Chiew Moy Voon Jiunn Tyng Zhang Yun 106th Intake Ang Hong Eng Regina Chang Siew Tzne Choo Yan Hong Goh Shiok Chin Kim Eok Liew Siew Hoong Lim Poh Tee Lin Qiuling Jessica Mattakke Veedu Ramya Neo Hui Ying Pauline Ong Sze Rui Jasmine Samantha Tan Qian Li Sharenmala d/o Narajah Certificate in Human Resource Management 81st Intake Tong Ching Wei Vivian 85th Intake Brian Teh Soon Hock Farida Bte Mohd Ali Feni Cendana Tjung Jileen Ng Sin Geok Jolene Chock An Lin Lee Guan Lin

Lotlot Tacaba Hadjilaya Mah Kah Wai Mahezabeen d/o Ali Hussen Dohadwala Ong Li En Phyllis Tang Shiow Tyng Theresa Tay Mui Hui Trinh Tuong Vy 86th Intake Arynn Al’fira Binte Mazlan Chia Heng Wai Chia Meng Moy Elina Lim Hui Qi Erra Artika Binte Azlan Piruz Harjeet Kaur d/o Harumail Singh Lim Sze Yuin Pielago Jeoffrey Odtohan Sim Cui Yu Cheryl Tan Ying Xian Michele Tiew Yan Ling Yeo Mui Ling 87th Intake Aw Siok Peng Caroline Haryani Binti Hamid Keith Ho Zheng Yu Lee Simin Jamie Loh Kia Bung Suganya d/o Sivaji Sylvia Lai Sew Huen Teng Pei Ni Teo Poi Ting Upadhyay Apurva Certificate in Payroll Administration 36th Intake Tong Siew Keen 37th Intake Huang Jinghong Karene Cheong Hui Xuan 38th Intake Chee Siew Wei Goh Beng Choon Goh Shuyan Juanna Chew Boone Ching Leow Sau Wan Muhammad Yazid Bin Zaiti S Saraswathi Tew Yeow Tee Wang Sin Huey Wong Wai Ying Yap Wai Ling Yi Zongli Zeebia 39th Intake Chai Yee Heng Chee Wai Gah Cheong Peng Mei Chin Swee Goh Ttong Heng Erik Khong Kar Poh, Christina Loh Sheue Yih Loh Sow Leng Ng Mei San

Pang Soon Fong Soh Chia Yi, Pearlyn Tan Siew Peng Tee Ping Ping Teo Siok Hoon Diploma in Business & Human Resource Management (Part-Time) 85th Intake Soh Lai Chan 86th Intake Cai Weiting Lynn 92nd Intake Huang Xueting, Pamela Yak Wan Jin 93rd Intake A Anandi Ashwini Kumar Gurpreet Kaur Hong Bee Cher Koh Bee Leng Lea Miranda Capinding Osman Bin Sulaiman Soh Luo Ying, Jasmine Tan Annie 94th Intake Ang Hui Xin Lau Jin Wei Alwin Lee Siew Cheng Lim Tek Yoke Poh Ming Zhu Poh Yu Yun, Eveline Shamini D/O Murugayah Sun Xiaoxia Tan See Teng, Sophia Tan Soo Hoon Wardah Binte Rashid Diploma in Compensation & Benefits Management 21st Intake Preeti Subramanian Tan Lin Lin Wong Poh Keng 23rd Intake Ang Li Yuin, Corinne Chua Bee Yen Sandra Chua Ping Chim Khew Vee Ling Mao Xiaojing See Jinli Seow Jing Yi Shim Yen Nee Tan Yan Ling Evelyn Teo Kai Hoe Tham Janice Wong Sze Yin, June

43

SKILLS DEVELOPMENT D

Diploma in Organisational Psychology

Postgraduate Diploma in HR and Organisational Development & Change

11th Intake Cabell Ng Hsiao Ling

8th Intake Ahmad Basheer Bin Nahood Pichay Chew Suat Hong Crizzle Allison Mary Josiah Lee Kah Ping Koh Nei Lee Lim Chun Gee, Nigel Lim Tek Hoi Melvin Ho Yew Peng Norliza Binte Alwi Rangaswamy Pragasam Wong Shi Min

25th Intake Alexeykina Eleonora Keng Song Boon

12th Intake Jessica Chia Kah Mun Lam Lee Lee Leow Su Hui Shetty Mamta Avinash

Postgraduate Diploma in Human Capital Management (Intensive Weekend) 56th Intake Ang Xiaowei Siew Hui Yi, Nicole Tan Soon 57th Intake Fong Pei Teng Ho Thi Quy Hor Chong Teck Tan Lee Ping Teh Chia Hui Esther Teo Hui Wen 58th Intake Neo Poh See See Ruinie Tan Wan Ting Zhang Wei Zhen 59th Intake Fiona Ng Yi Ru Postgraduate Diploma in HR and Talent Management 20th Intake Boey Souk Min 23rd Intake Wanda Abubakar Xiao Li

26th Intake Lee Mei Jie Li Jieqiong th

13th Intake Lam Ping Oie Sharon Loh Pei See Song Wan Yan

th

14th Intake Karen Toh Tan Lee Lee Victoria Yim Jia Yi

27 Intake Chew Hwee Yong Koh Chye Teck, Jenny Lillian Lee Yee Kan 28 Intake Tan Siew Boey 29th Intake Dexter Toh Jin En 2 Wong Pei Kiun 30th Intake Lin Nuqin Postgraduate Diploma in HR and Organisational Psychology

Postgraduate Diploma in HR and Employment Relations 6th Intake Lee Jia Jun, Benjamin 7th Intake Wong Pui Wan

24th Intake Ee Huey Yng

8th Intake Lim Xiao Fen Pang Bee Yen

25th Intake Yap William

9th Intake Cheung Tai On Tony

26th Intake Ng Wui Hean Ong Poh Hiong

Postgraduate Certificate in Employment Relations

27th Intake Hwee Yuet Fun Liam Yuexi, Jeanette Peter Elizabeth Postgraduate Diploma in HR and Training & Development 5th Intake Tran Tuyet Nhung

11th Intake Chow Song Chee

School of Financial Services & Risk Management

13th Intake Han Su-San Karlyn Lumbao Alcala Kong Libei Lau Guang Wei Liaw Chue Ping

21st Intake See Sin Kee

14th Intake Lee Yong Yiang

18th Intake Nur Fadila Bte Azman @ Gan Mei Shyan

30th Intake Hidalgo Celeste Santillan Huang Jingjing

Postgraduate Diploma in HR and Reward Management

31st Intake Andrea Celine Tan Gideon Ignatius Ying Jian Zhong Safraz Hakamali Yu Wenting

10th Intake Erica Diane Lim Mui Kian Lu Jia Lyen Meng Yi Janice Claire Wan Yanqing, Eunice

22nd Intake Ang Chen Ling Chia Mei Yen Wendi Ching Soon How Lee Lileen Lim Chern Tee Ng Siew Ching Tan Lay Koon

28th Intake Lee Jia Ying, Melinda 29th Intake Lee Li Yin Lin Yi, Beryl

Certificate in Financial Services

Diploma in Banking and Finance

consultant.pdf 1 27/1/2015 5:06:12 PM

Corporate Learning & Consultancy

HR & BUSINESS CONSULTANCY

POWERING HUMAN RESOURCE CAPABILITIES

ABOUT US C

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MY

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CMY

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SHRI's HR Consultancy team is committed to helping organisations develop their HR capabilities and best practices. We have a strong HR foundation and our success stems from our ability to help organisations reach better HR solutions by finding the right approach. We provide HR solutions that focus on people and processes to ensure business growth and sustainability. Our experienced and qualified team of consultants will work with organisations to deliver practical and holistic solutions.

OUR AREA OF EXPERTISE • Talent Management

• Leadership Development

• Employee Handbook / Contract

• Employee Engagement

• Performance Management

• HR Audit

• Competency Development

• Change Management

• HR-related templates e.g. Leave, Exit

• Coaching & Professional Development

• Reward Management

• Training & Development

• HR Metrics

Interview, Organisation Climate Survey

CONSULTANCY SERVICES Depending on the scale of the consultancy project, our services can be provided at different levels.

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Monthly retainer fees

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Ad hoc basis (cost per hour)

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Project basis

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HR Consultancy Package

For more details, scan here

SHRI Corporation Pte Ltd 2 Serangoon Road, The Verge, Level 6. Singapore 218227 Tel: (+65) 6438 0012 Fax: (+65) 6299 4864 Website: www.shri.org.sg | Email: consultancy@shri.org.sg

45

SKILLS DEVELOPMENT

SHRI Welcomes New Members SHRI is celebrating its 50th Anniversary, together with Singapore. To commemorate five decades of Powering Human Capital, we are offering a 50% discount on the entrance fee for Individual and Corporate membership applications.

Please email ivy@shri.org.sg or julia@shri.org.sg for more details.

SEPTEMBER 2014 PROFESSIONAL

1. Jantine Tanis, MSHRI Sales Director Connexys 2. Janice Tan, MSHRI Assistant HR/Admin Manager MWM Asia Pacific Pte Ltd 3. Ang Christopher Williston, MSHRI 4. Ang Hwee Hong Stella, MSHRI HR Manager Ley Choon Constructions & Engineering Pte Ltd 5. Anna Smith, MSHRI HR Business Partner & Traineeship Program Manager NEC Australia, NT 6. Sindhu Sara Varghese, MSHRI Senior Manager, Human Resources Genpact Headstrong Capital Markets 7. Julia Bookallil HR Manager Bookson Investment 8. Lim Wei Nee, Margaret Regional HR Manager Qiagen Singapore Pte Ltd

ASSOCIATE

1. Gadeer Siraj Akkad HR Supervisor International Hospitals Construction Co. Ltd 2. Chandrakumaran Keerthani HR Executive National Healthcare Group Pte Ltd 3. Gan Shing Ling 4. Goh Huini Medical Technologist Tan Tock Seng Hospital 5. Jaime Carol Chin Admin Officer Armed Forces (Army Fitness Center) 6. Kam Ee Vonne Admin Executive cum HR Search Network Pte Ltd 7. Lim Yan Yong (Lyndsey) Manager (Organisational Development) National Heritage Board 8. Low Sze Ping, Fiona 9. Naleine Ramasamy 10. Peh Pei Yan, Angela Janise 11. Qiu Jie (Rosemary) 12. Rei Ong Shuhui Assistant Accountant Antalis (S) Pte Ltd 13. Tan Hui Min 14. Tan Pei Gee HR Executive Business Partnering Press Holdings 15. Tan Xiu Ye Staff Officer Ministry of Defence (MINDEF) 16. Toh Soh Tin Head of Department Dimensions International College 17. Calingo Alexandra SY Recruitment Consultant Citadel Search (S) Pte Ltd 18. Chua Ming Shan, Florence Payroll Executive Pan Pacific 19. Chua Swee Yean Juliana Personal Assistant Marco Polo Marine Limited

20. Koh Su Yi HR Executive OMM Marketing Management Pte Ltd 21. Lim Hui Pin Manager, Process and Knowledge Management Tourism Board 22. Lim Mei Ching (Erica) HR Assistant FRP Products Co Ptd Ltd 23. Ng Mun Chee (Ellie) Employee Engagement Executive Singtel 24. Tan Wen Hui 25. Fung Man Yuk Yuki 26. Jiang Tao (Clara) Recruitment Consultant Empiric Solutions 27. Xie Beili 28. Kwon Jaehyun (Jay) Human Resource Manager Vetco Gray Pte Ltd 29. Seo Jia Li, Shelby Assistant Manager (Corporate Development) Turf Club 30. Chua Elin Manager, Corporate Strategic Planning Institute of Technology 31. Phua Qing Quan (Brian) Executive, Human Resources & Administration Bridge Mobile Pte Ltd 32. Cheong Wai Keen (Dennis) Executive, HRSS Infocomm Development Authority of Singapore 33. Phua Ying Fang, Shenn Project Officer MINDEF 34. Adityo Asmoro Putro Senior Executive Panasonic Industrial Devices Pte Ltd 35. Selvaraju Sridhar SAP Consultant Unisoft Infotech Pte Ltd 36. Ye Yanli HR & Admin Executive Lim Wen Heng Construction Pte Ltd 37. Phua Shi Ya Sophia HR Executive Brother International Pte Ltd 38. Tanabe-Kuang Makiko Monica Director RY and Kuang Pte Ltd 39. Chee Seng Onn (Patrick) Training & Development Manager Certis Management Services Pte Ltd 40. Du Beiwen (Vivian) Representative Officer Zhong Yi International Training Center 41. Leong Tiffany Motor Claims Handler Crawford and Company International Pte Ltd 42. Ng Min Feng (Megan) Senior Executive, HRBP SMRT 43. Loei Lay Beng (Elaine) HR and Admin Manager Automobile Association of Singapore 44. De Guzman Francis Carlo Cristobal Assistant Manager, Human Resources HSBC Limited 45. Tee Ping Ping Assistant Head of Department Dimensions International College 46. Lee Swee Chun HR Business Partner Syspex Technologies Pte Ltd

47. Leong Hui Peng, Linda HR Executive Clarkson Asia Pte Ltd 48. Lim Aik Hoon Regina Senior Programme Executive Institute of Management 49. Sin Song Jau (Tino) Br. Head MINDEF 50. Tan Kim Hong (Gladys) Assistant HR & Admin Manager Tanah Merah Country Club 51. Toh Chin Seng 52. Claudine Song Officer Adminstrator Velocity Electronics Asia Pte Ltd 53. He Xiaoyi Human Resource Executive Sanofi-Aventis Singapore Pte Ltd 54. Ng Kar Leng Senior Officer (Human Resource) GIC Pte Ltd 55. Adel Ong Pei Yun Public Relations Officer Sato Kogyo (S) Pte Ltd 56. Amutha D/O Ponnusamy 57. Anshari Bin Moideen Kutty HR & Admin Executive First Gourmet Pte Ltd 58. Chew Xing Mei Amy Admin Assistant Semiko Recruitment & Consultants Pte Ltd 59. Foo Mei Kuan, Sarah Human Resource Assistant @Notebook.com Pte Ltd 60. Grenn Eu Ying Qi 61. Law Wai Yee Payroll Administrator Jobline Resources Pte Ltd 62. Lim Delan Defence Executive Officer MINDEF 63. Norliyana Binte Rahim Accounts & HR Officer Digipen Institute of Technology Singapore 64. Patricia Ewe Suan Yong Manager, Accounts/ HR Emerging View Services Pte Ltd 65. Tan Kai Lee 66. Tay Mong Tiang HR Assistant Toppan Leefung Pte Ltd 67. Yeo Kong Tai 68. Yuslinda Binte Khasmadi 69. Aw Siok Peng Caroline 70. Brian Teh Soon Hock 71. Chong Wai Ling Christine Executive Office Administrator Neptune Marine Pacific Pte Ltd 72. Chow Chu Hui 73. Chua Hui Ching, Sindy Operations Coordinator Neptune Marine Pacific Pte Ltd 74. Elina Lim Hui Qi Human Capital & Development Coordinator The Pan Pacific Hotel Singapore 75. Erra Artika Binte Azlan Piruz Human Resource Yongnam Engineering & Construction Pte Ltd 76. Fareena Binte Mohd Jaffar HR & Admin Executive Hansfort Investment Pte Ltd 77. Harjeet Kaur D/O Harumail Singh 78. Lagado Janet Esguerra administration Officer SMOE Pte Ltd

79. Lee Simin, Jamie Admin Assistant Promech Engineering Pte Ltd 80. Mahezabeen D/O Ali Hussen Dohadwala Admin Executive Ezra Holdings Limited 81. Muhammad Fairul Bin Hashim Admin and Operations Coordinator Clean Solutions Pte Ltd 82. Ong Li En, Phyllis Senior Confidential Cleical Assistant Isetan (Singapore) Limited 83. Reudavey-Tee Li Ping Travel Officer Saipem Singapore Pte Ltd 84. Sim Cui Yu, Cheryl HR Associate DHI Water & Environment (S) Pte Ltd 85. Tan Ying Xian, Michele Accounts Executive Lianbee-Jeco Pte Ltd 86. Tang Shiow Tyng Account cum Admin Executive Far East Label Pte Ltd 87. Teo Poi Ting Senior HR Assistant Clearlab Singapore Pte Ltd 88. Tong Ching Wei, Vivian HR Executive Thomson Medical Pte Ltd CORPORATE

1. Connexys Singapore 2. Soon Lian Hardware Pte Ltd

OCTOBER 2014 PROFESSIONAL

1. Julie Koh HR Director, Asia Pacific Dow Jones AER Company, Inc. 2. Henry Ling, MSHRI Principal Consultant Proactive Consultants Pte Ltd 3. Steven Low, MSHRI Principal Consultant 360 Global Consulting Pte Ltd 4. Koh Kee Lee VP (Business Development) E.Mation Technologies Pte Ltd 5. Raymond Seetoh Director Credenx Pte Ltd ASSOCIATE

1. Ng Shun Xuan, Eugene HR Officer Kintetsu World Express (S) Pte Ltd 2. Ang Siew Hui Human Resource Executive Wearnes Engineering & Distribution Pte Ltd 3. Phyllis Yap Human Resource/Accounts Executive CTES Consulting Pte Ltd CORPORATE

1. CTES Consulting Pte Ltd 2. Crown Jewels Pte Ltd 3. Anderco Pte Ltd

46

SKILLS DEVELOPMENT

Corporate Friends & Members of SHRI The SHRI Corporate Friends scheme is a unique and innovative way for your company to enjoy an active partnership with SHRI. It enables member companies to derive maximum benefits and value for their employees through SHRI’s varied services, programmes and seminars. And, of course, being an SHRI Corporate Friend signifies the affiliation to Singapore’s professional HR body.

AA International Consultancy Pte Ltd Aasperson (S) Manpower Pte Ltd Aberdeen Asset Management Asia Limited Accenture Pte Ltd ACE Talent Consulting Pte Ltd Achieve Career Consultant Pte Ltd Adecco Personnel Pte Ltd Adept Manpower Solutions Pte Ltd Adval Brand Group Pte Ltd Aedge Services Pte Ltd Agency for Science, Technology and Research (A*STAR) Agri-Food & Veterinary Authority of Singapore (AVA) Air Products Singapore Pte Ltd AIRINC Asia Pacific Ltd Alexandra Health Pte Ltd Alimak Hek Pte Ltd Alliance Integrated Group (Private Limited) Ampersand Associates Pte Ltd Arup Singapore Pte Ltd Asian Women’s Welfare Association Aspire! Group Pte Ltd Atlas Sound & Vision Pte Ltd Australian Trade Commission Avanta Global Pte Ltd Aventis School of Management Avnet Asia Pte Ltd Banco Santander S.A Beautyfresh Pte Ltd Becton Dickinson Critical Care Systems Pte Ltd Bishan-Toa Payoh Town Council Black Mountain (Singapore) Pte Ltd Borneo Motors (S) Pte Ltd British Council (Singapore) Limited BTI Consultants Pte Ltd Building and Construction Authority Hamilton Sundstrand Pacific Aerospace Pte Ltd Capitaland Limited Cartus Corporation Pte Ltd Celergo Pte Ltd Central Provident Fund Board Cerebos Pacific Ltd Certis CISCO Security Pte Ltd Changi General Hospital Pte Ltd Chevron Singapore Pte Ltd China Jingye Engineering Corp Ltd Citibank N.A City Developments Limited Civil Aviation Authority of Singapore Clarins Pte Ltd ComfortDelgro Corporation Ltd Convergys Singapore Pte Ltd Coperion Pte Ltd Cosmo Gourmet Pte Ltd Credit Suisse AG, Singapore Branch Daimler South East Asia Pte Ltd Dell Global B V (Singapore Branch) DHL Water & Environment (S) Pte Ltd Dimension Data (Singapore ) Pte Ltd EADS Singapore Pte Ltd Ecom Agroindustrial Asia Pte Ltd EFG Bank, Singapore Branch Eli Lilly (Singapore) Pte Ltd Energy Market Authority

Energy Market Company Pte Ltd Entheos Consulting Pte Ltd Epson Singapore Pte Ltd Experian Singapore Pte Ltd Flexecute Pte Ltd Flextronics International Singapore Pte Ltd Fresh Start Bakeries Singapore Pte Ltd Fuji Xerox Singapore Pte Ltd Forum Asia Pte Ltd Globibo Pte Ltd GMP Recruitment Services (S) Pte Ltd Greensafe International Pte Ltd Hamilton Sundstrand Pacific Aerospace Pte Ltd Heraeus Materials Singapore Pte Ltd Hiring Boss Pte Ltd Hitachi Plant Technologies (Asia) Pte Ltd HOF Consulting Pte Ltd HPO International Institute Pte Ltd HR Quest Singapore Pte Ltd HRMS Consulting Asia Pacific Pte Ltd HSR International Realtor Pte Ltd IBM Singapore Pte Ltd Impact International (Singapore) Inavab Fumigation & Pest Ctrl Mgt Pte Ltd Infocomm Development Authority of Singapore Inland Revenue Authority of Singapore Institute of Certified Public Accountants of Singapore Institute of Mental Health Institute of Technical Education International Hospitals Construction Co Ltd IQ Dynamics Pte Ltd Jason Electronics Pte Ltd JobOne Pte Ltd Jobs DB Singapore Pte Ltd Johnson & Johnson Pte Ltd JTC Corporation Jurong Port Pte Ltd Jurong Health Services Pte Ltd K&E Associates Pte Ltd Kelly Services (Singapore) Pte Ltd Keppel Land International Ltd Kingsforce Management Services Pte Ltd KK Women’s & Children’s Hospital Kong Meng San Phor Kark See Monastery Korn/Ferry International Pte Ltd KPMG Services Pte Ltd Levi Strauss Asia Pacific Division Pte Ltd Ley Choon Constructions & Engineering Pte Ltd Liberty Insurance Pte Ltd Lilly-NUS Centre for Clinical Pharmacology Pte Ltd Lithan Education Pte Ltd Lucasfilm Animation Singapore BV Lundbeck Singapore Pte Ltd L&RUI Concept Group Pte Ltd Mandarin Orchard Singapore Manpower Staffing Services (Singapore) Pte Ltd Mapletree Investments Pte Ltd Matador Systems Pte Ltd Maximum Employment Marketing Group McDonald’s Restaurants Pte Ltd MegaZip Adventure Park Mendaki Sense Pte Ltd MHE-Demag (S) Pte Ltd Ministry of Education Ministry of Home Affairs

Ministry of Manpower Ministry of National Development MRI China Group (Singapore) Pte Ltd MSOF Group Pte Ltd Nalco Pacific Pte Ltd Nanyang Polytechnic Nanyang Technological University National Environment Agency National Healthcare Group National Library Board National University Hospital (S) Pte Ltd National University of Singapore Neo Group Limited NCompass Mobility (S) Pte Ltd NSK Consulting Pte Ltd NTUC First Campus Co-operative Ltd NTUC Income Insurance Co-operative Limited Nuvista Technologies Pte Ltd OMG Consulting Pte Ltd Ostergaard & Co Pte Ltd Origin Exterminators Pte Ltd Panasonic Asia Pacific Pte Ltd Parkway Group Healthcare Pte Ltd Par-Ex Pte Ltd Pearson Education South Asia Pte Ltd PeopleNet Associates Pte Ltd People’s Association Philips Electronics Singapore Pte Ltd PKF-CAP Corporate Services Pte Ltd Polaris Software Lab Pte Ltd Pricoa Relocation Hong Kong Limited PrimeStaff Management Services Pte Ltd Profilogy Pte Ltd PromiseLand Independent Pte Ltd PSA International Pte Ltd PSB Academy Pte Ltd Quest ontheFrontier Quotient Search Pte Ltd Randstad Pte Ltd RBC Trust Company (Singapore) Pte Ltd RecruitPlus Consulting Pte Ltd Reiss Motivation Profile Asia Pte Ltd Reliant Global Recruiting Pte Ltd Republic Polytechnic Resorts World At Sentosa Pte Ltd RGF HR Agent Singapore Pte Ltd Richard Gavriel Speaker Management Pte Ltd Risorsa Umana Solutions Pte Ltd Rotary Engineering Limited RS Components Pte Ltd S.P Jain Center of Management SAF Warrant Officers and Specialists Club Safra National Service Association SAFRA Radio Sage Software Solutions Pte Ltd Saipem Singapore Pte Ltd Sakari Resources Limited Santa Fe Relocation Services (S) Pte Ltd Sato Global Business Services Pte Ltd SATS Ltd Schneider Electric South East Asia (HQ) Pte Ltd Sciente International Pte Ltd Sentosa 4D Magix Pte Ltd Sentosa Development Corporation Sequoia Group Pte Ltd

Sheffield Employment Agency Pte Ltd Shell Eastern Petroleum Pte Ltd SHL Singapore Pte Ltd SilkRoad Technology Sime Darby Motor Holdings Ltd Singapore Academy of Law Singapore Armed Forces (Ministry of Defence) Singapore Exchange Limited Singapore First Aid Training Centre Pte Ltd Singapore General Hospital Pte Ltd Singapore Health Service Pte Ltd Singapore International Foundation Singapore Management University Singapore Petroleum Company Limited Singapore Police Force Singapore Polytechnic Singapore Pools (Pte) Ltd Singapore Power Ltd Singapore Press Holdings Ltd Singapore Technologies Engineering Ltd Singapore Technologies Kinetics Ltd Singapore Telecommunications Ltd Singapore Turf Club Singapore University of Technology and Design (SUTD) Singapura Finance Ltd Sirva/Allied Pickfords Pte Ltd SMRT Corporation Ltd SSA Consulting Group Pte Ltd Sony Electronics Asia Pacific Pte Ltd Spearing Search Consultancy Pte Ltd Starbucks Coffee Singapore Pte Ltd Starhub Ltd State Street Bank & Trust Company Stone Forest Accountserve Pte Ltd (Payroll Serve) Straits Construction Singapore (Pte) Ltd Sumitomo Mitsui Banking Corporation Superbowl Holdings Limited Talent2 Singapore Pte Ltd Talentpreneur Hub Pte Ltd TATA Consultancy Services Asia Pacific Pte Ltd TBC HR Consulting (S) Pte Ltd The Event Company Staging Connections Pte Ltd The HongKong & Shanghai Banking Corporation Limited The Northern Trust Company The Ritz-Carlton, Millenia Singapore Titansoft Pte Ltd TNT Express Worldwide (S) Pte Ltd Teamie Pte Ltd Tractors Singapore Ltd TrainingGearAsia Pte Ltd Ultimate Alliance Consultancy Pte Ltd Vanguard Screening Solutions, Inc Vishay Intertechnology Asia Pte Ltd Vital (Dept of Ministry of Finance) W L Gore & Associates (Pacific) Pte Ltd Welcomepacks Pte Ltd Wellness for Life Chiropractic (RP) Pte Ltd WiseNet Asia Pte Ltd Wizlearn Technologies Pte Ltd Woh Hup (Private) Limited Wunderman Pte Ltd YTL PowerSeraya Pte Limited Yum! Asia Franchise Pte Ltd

47 TEAM CONNECTION

Drivingme dizzy

Add a dash of adventure to your next staff bonding activity!

When corporate event organiser Wheels For Fun started in 1988, the company had one goal in mind: to add a dash of fun and adventure into its corporate incentive programmes by planning ‘discovery hunts’ and exciting driving holidays in the region.

Since then, the company has taken numerous clients off the beaten track in neighbouring countries while it has worked with others, such as AXA and Citibank, to organise car rallies around Singapore. What Wheels For Fun can guarantee are wonderful

memories of camaraderie, games, parties and scenic drives.

There is something about travelling as a team within the confines of a car – figuring out clues, navigating a new and sometimes unknown location, keeping score – that helps people to get to know each other and forge the strongest bonds. Many who met for the first time at a car rally have been bitten by the “bug” and go on to participate in other rallies, as a team that works and has fun together.

48 TEAM TECHTAKE CONNECTION

Driving outdoors Companies like Wheels For Fun and many other team-building organisers work with large and small companies and organise activities in Singapore, Malaysia and Indonesia.

In Singapore, the Changi Exhibition Centre has emerged as a popular location. Sitting on a sprawling 30 hectare site along the eastern coastline with a combined area of outdoor space equivalent to 10 soccer fields, this venue has hosted countless sports, motoring and lifestyle events.

The venue has ample outdoor spaces for motoring companies and motorsports organisers to construct one-of-a-kind race circuits and test drive arenas complete with safety features, and elevated viewing galleries on the ground or the mezzanine viewing deck.

Island vibe With a host of exciting attractions, Sentosa Island, accessible by road or monorail, has long been the city’s favourite leisure destination.

If you are on the lookout for a unique activity for a large group of people, you might want to consider the Skyline Sentosa Luge, a fun and adventurous attraction which offers an unusual outdoor experience, unlike any other in Singapore or Southeast Asia.

The Luge is a unique wheeled gravity ride that provides riders full control over their descent on the purpose-built Luge track.

The 688m Dragon Trail and the 628m Jungle Trail are specially designed with hairpin corners, long straights and exciting slopes.

Feel the wind in your hair as you zip down the tracks!

A growing number of Singaporeans are gravitating towards adventure-filled team bonding activities with colleagues. Rachel Ong, an executive at a local telecommunications company, described how she had thoroughly enjoyed a team-building car rally organised by her company recently. With all the activities focused on teamwork and cooperation, her strongest takeaway from the experience was learning to understand and interact better with her team-mates.

Powering Human Capital

Driving business success and excellence

Connect with your HR industry audience Singapore’s most established and long-running HR magazine connects you with more than 12,000 HR managers, senior managers and decision-makers mainly in MNCs, listed companies and SMEs. Overseas it is circulated through SHRI’s affiliates at Asia Pacific Federation of Human Resource Management (APFHRM) and World Federation of Personnel Management Associations (WFPMA).

HUMAN CAPITAL is a quarterly magazine published by Singapore Human Resources Institute. It is guaranteed to reach business and HR leads, providing current and relevant information, news, trends and updates impacting on the local and regional HR industry.

EARLY BOOKING FOR APRIL-JUNE 2015 ISSUE NOW OPEN! Contact SHRI or ThinkFarm cheryl@shri.org.sg/6221 0229 advertise@thinkfarm.sg/6831 1299