Strengthening soft skills
Paving careers
hrm
Data security
+ Managing mobile talent + On-the-job training at Crowne Plaza + Open communication at Equinix
make • believe Price inc. GST $9.95
ISSUE 11.8
Narihiko Uemura on Sony’s talent philosophy
CONTENTS hrm11.8
COVER STORY 22 make.believe
Sony Electronics is known for its culture of innovation and creativity. HRM finds out how a culture of open communication and opportunities helps the organisation retain creative talent
IN THIS COVER STORY “All Sony employees and their ideas, opinions are valuable to me; and I make it a point to ensure that there are many channels of communication available to them to share these ideas and know that they are heard” Narihiko Uemura, MD, Sony Electronics Asia Pacific & Sony Electronics (Singapore) EDITOR
Sumathi V Selvaretnam JOURNALISTS
SENIOR GRAPHIC DESIGNER
Amos Lee
Shalini Shukla-Pandey Priya de Langen
GRAPHIC DESIGNER
TRAFFIC MANAGER
REGIONAL SALES DIRECTOR
Patsy Ang
John Paul Lozano Evelyn Lim
SENIOR ACCOUNT MANAGER
Yogesh Chandiramani
ACCOUNT MANAGERS
Natasha Vincent Charlene Lim
GENERAL MANAGER
PHOTOGRAPHY BY
REGIONAL MANAGING EDITOR
PRINTED BY
Kaveri Ayahsamy George Walmsley
MANAGING DIRECTOR
Richard Curzon
DC Photography Studio Times Printers Pte Ltd MICA (P) 158/07/2010 ISSN 0219-6883
Published by: Key Media Pte Ltd 121 Telok Ayer Street #02-01 Singapore 068590 • T: +65 6423-4631 • F: +65 6423-4632 • E: info@keymedia.com.sg
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hrm11.8 CONTENTS
16
32
38 FEATURES
12 Charting The Path To Success
Planning the career path of your employees can lead to higher levels of engagement and better performance. HRM looks at what companies are doing to assure their workforce of a bright future
16 Data Gatekeeper: How HR Can Manage IT Security
In today’s digital age, simple employee devices like the thumb drive can prove to be a data security risk in an organisation. HRM looks at the measures HR can take to protect proprietary information
28 Managing Mobile Talent
Green HR essentially involves environmentally-friendly HR practices and the preservation of knowledge capital. HRM examines what “going green” can mean for HR and businesses
32 Routing Talent
Data centre services provider Equinix seeks to “store, power
and connect the Internet.” HRM talks to its HR director Cecilia Chan to find out how the company manages its most crucial ‘data’ – staff
38 Workplaces Of Choice
Talent, like magnetism, involves attraction and repulsion writes author and international business speaker, Terry Williams
43 Strengthening Soft Skills
Companies are increasingly realising the importance of soft skills and are sending their employees on various training courses in an attempt to enhance them. HRM finds out what programmes are in demand
48 Crowning Glory
It’s tough to engage a workforce – and to keep them that way – but Crowne Plaza Changi Airport has accomplished this feat, thanks to the hotel’s many learning and development programmes
REGULARS 4 Analysis
53 MICE
58 In Person
62 Talent Feature
6 News
56 Resources
59 Talent Challenge
64 Executive Appointments
10 Leaders on Leadership
57 Talent Ladder
61 Twenty-four Seven
Contact us: Read something you like? Or something you don’t? Perhaps there’s some insight we haven’t considered? Have your say on HRM’s news, features, and contributions by emailing: info@keymedia.com.sg
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analysis
Beefing up workplace safety T
he extended Workplace Safety and Health (WSH) Act will come into effect from Sept 1, covering all industries and benefiting 1.4 million workers across Singapore. Some of the new sectors that will be included under the extended Act include education, retail and business services. These sectors contributed to 29% of all workplace injuries and 6% of workplace deaths in 2010. By extending the Act to all workplaces, the government hopes to reduce fatality incident rates to less than 1.8 per 100,000 workers by 2018. Under the Act, employers must ensure that they provide employees with clear plans and resources to keep their workplace safe and remove or control risks at work. It also requires employees to follow safety procedures and report unsafe Workplace Safety and Health (WSH) Act work conditions or behaviours. will come into effect from Companies across Singapore are preparing themselves to meet these safety requirements. SMRT for example, has programmes lined up to educate, train and prepare staff on the extended Act. It is using various communication platforms to educate staff, including awareness talks, safety circulars and training, said Neo Seng Lee, Acting Deputy Director, Safety Services of SMRT. The company is also conducting safety audits and has established guidelines and procedures for risk assessments and incident reporting. According to Neo, some of the common safety hazards that SMRT employees face include slips, trips and falls as well as ergonomics-related injuries.
SEPTEMBER 1
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To prevent this, the company has appointed safety ambassadors. “Throughout the company, we have appointed safety ambassadors in every department. They engage fellow colleagues, conduct audits and ensure compliance,” said Neo. Over at NTUC Learning HUB, a WSH committee has developed safety and health guidelines. The company has also been educating its employees about the extension of the Act through training. “The team itself has also been beefed up in terms of skills through training in risk assessment and management. This in turn helped us to put in control measures to alleviate the risks identified in the company,” said Bryan Quek, General Manager, Trades & Industry Skills of NTUC Learning Hub. The government has been giving assistance to help smaller companies adopt and implement risk management strategies. The Risk Management Assistance Fund (RMAF) for example, helps SMEs defray the cost of engaging consultants to build in-house risk management capabilities. The Ministry of Manpower and the WSH Council have also been conducting free clinics to educate employers and employees alike. Employers agree that WSH Act 2018 will be useful in ensuring that companies will take workplace safety seriously. “Many organisations especially those low-risk ones have been taking a back seat when it comes to safety. However, we have seen that a small risk can potentially cause loss of lives. Therefore, we are of the view that this Act will ‘force’ organisations to have a safer working environment,” concludes Quek.
it’s time to lead
it’s time to lead: 2011 world of work report
According to Randstad’s 2011 World of Work Report, almost a third (28%) of business leaders say attracting talent for the next phase of growth is the single biggest human capital challenge they face, followed by retaining top performers (16%). To succeed in today’s business environment, leaders need to adopt comprehensive attraction, engagement and retention strategies, informed by industry trends and research. In essence, to remain competitive and lead through ever-changing market conditions, they have to strike the right balance — they need to get it right with the employees they have, while attracting the right talent for the next phase of growth. To receive your personal copy of Randstad’s 2011 World of Work Report, email kathy.hough@randstad.com.sg
NEWS
ASIA
INDIA
CHINA
Hiring ramps up
Wage guidelines issued
Indian companies plan to bump up hiring in the remaining part of the financial year, with IT businesses leading the hiring activity. According to research conducted by MyHiringClub. com, 52% of employers surveyed propose to appoint new employees from July 2011 through March 2012, up from 39% during the same time last year. MyHiringClub.com founder and CEO Rajesh Kumar said, “Last year, certain sectors were producing jobs. This year, India is seeing job creation in all industries, functions and company sizes.” During third quarter this year, 32% of
SINGAPORE
Service gets boost The government is injecting S$84 million into the services sector to boost service excellence efforts over the next five years. The extra funding is aimed at getting more companies involved, especially SMEs. The GEMS (Go-the-Extra-Milefor-Service) Up committee pledged the sum, focusing on helping companies embark on Customer-Centric Initiative (CCI) projects
ASIA
Talent management and leadership under spotlight Retention and succession planning have been identified as primary challenges of companies in Southeast Asia, according to a recent study by Aon Hewitt. Voluntary attrition was higher across all
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employers aspire to increase their head count, up from 26% during the corresponding period last year. The hiring mood in the country was positive during the June quarter and even showed an upward trend, with recruitment by the IT sector growing by 32%, followed by fast moving consumer goods sector by 21%, the survey noted. Moreover, the healthcare and banking and financial services sectors both posted a 19% growth in hiring activity compared to the same period a year ago. Automobiles and manufacturing and telecom sectors hiring rose by 14% and 12%, respectively.
and training for service staff. Introduced in 2005 to elevate companies’ service levels, CCI has been well- received by the service sector. CCI was launched in the retail sector and since then has extended its reach into the food and beverage, healthcare, land transport, hospitality and travel sectors. Some 7,800 establishments and 183,000 workers have to-date benefitted from CCI, which is about 50% of establishments and workers across the six sectors. SPRING Singapore said the focus will remain on retail and food and beverage (F&B) companies as they have the greatest interaction with the public.
employment levels, with overall attrition at double-digit levels in the Philippines (14.8%), Malaysia (14.4%), Singapore (14.1%) and Thailand (10.5%), according to the study. Indonesia was the lowest at 9.8%. Companies need to take a more customised approach towards managing talent, says Samir Bedi, practice leader for broad-based compensation, Southeast Asia, at Aon Hewitt. “Rewarding talent appropriately based on the employees’ contributions through variable pay in addition
Beijing has advised enterprises to give their employees a wage rise of about 10% and no less than five per cent this year. According to a living cost adjustment guide issued by the Beijing Bureau of Human Resources and Social Security, enterprises that are not able to implement the recommended wage rise, can offer an increase of less than five per cent provided wages do not fall below Beijing’s minimum wage, which is 1,160 yuan (US$179) a month. According to the bureau, the guide also stipulates that executives should not get a rise unless staff members do. The Ministry of Human Resources and Social Security of China also said that the minimum wage across the country will rise by an average of 13% every year for the next five years. Statistics from the bureau show that the average annual salary in Beijing last year was 74,446 yuan (US$11,510), a 28.6% increase compared to 2009.
to the organisation’s reward strategy is a critical enabler of retention.” The study also found that last year, in terms of having a critical pipeline of talented individuals in place, across Southeast Asia, more than 60% of companies have a process to identify high performers. “To ensure continuous and future success, a robust pipeline of leaders is critical to any organisation,” said Bedi. A total of 223 companies were surveyed in March and April across the region.
NEWS
ASIA
SINGAPORE
Corporate fraud on the rise
Companies in Singapore are being hit harder by cases of fraud – from the inside, resulting in costs increasing from $5.3 million in 2008 to $6.5 million this year. The latest KPMG Singapore Fraud Survey 2011 has found that
more than one in five companies is likely to have experienced some kind of fraud since 2008, with 64% being “inside jobs”. Employees continued to be responsible for the largest proportion of fraud incidents (47%), while external parties such as customers or vendors and company management made up 36% and 17% of the fraudsters respectively. The survey findings also show that 17% of fraud is carried out by senior members of a company. “These individuals set the ethical tone for the organisation and are in the position to do
SOUTH KOREA
MALAYSIA
Workers’ loyalty decreasing Korean workers are becoming less loyal towards their company. A poll conducted by Incruit, a Korean recruitment website, shows that employees only gave 4.6 points out of 10 on average when asked about their rate of commitment to their companies. The rate averaged 6.4 points three years ago. Loyalty tended to be lower among younger employees. Those in their 20s showed 4.1 points on average, whereas workers in their 50s gave 5.4 points. About 38.2% of participants said they are never proud of their company. Others felt more committed when their companies gave satisfactory salaries and bonuses, achieved high accomplishments in their field, provided clear work processes and contributed to society. Respondents also said that in order for a company to encourage worker commitment, it should provide sufficient salaries, have executives and managers who trust employees, foster a harmonious atmosphere or enhance external reputation.
the greatest harm,” notes Bob Yap, Head of Forensic at KPMG in Singapore. Unfamiliarity with red flags of fraud, weakness in IT security, and management oversight were identified as three “very significant” causes of fraud. While 36% of respondents said that their organisation has completed fraud risk assessments and 31% had conducted fraud awareness training for staff or management, 62% said their organisation had no plans to design and implement a fraud incident response plan.
50% highly skilled workers by 2020 Malaysia targets to have highly skilled workers make up 50% of its entire workforce by 2020. Currently, only 28% of its 11.8 million workers are highly skilled. “As such, the government seeks to empower and to mainstream the range of skills in this country in order to achieve the target of 50% highly skilled workers by 2020,” said Human Resource Deputy Minister Datuk Maznah Mazlan. In view of this, the Public Service Department (PSD) has recognised certain skills and
approved and created a scheme of service for 13 positions, including draughtsman, photographer, computer technician, land scheme supervisor, vocational training assistant officer and audio-visual expert. “With this scheme of service available, those skilled workers who have been working in the private sector or are self-employed can now work in the public sector,” Maznah added. Singapore currently has 50% highly skilled workers, Taiwan and Hong Kong has 40% and Japan, 70% to 80%.
ASIA
Tokyo: Asia’s most expensive city Tokyo, Osaka, Singapore and Hong Kong remain the most expensive destinations for expatriates in the Asia Pacific region. New Delhi is India’s most expensive city followed by Mumbai and Bangalore. Karachi is the region’s least expensive city. Nathalie Constantin-Métral, Senior Researcher at Mercer commented, “Most Asian cities have moved up in the ranking as availability for expatriate accommodation prices is limited and demand is high.” Globally, Luanda in Angola is the world’s most expensive city for expatriates for the second year running.
Country
Ranking (Asia) Ranking (Global)
Tokyo
1
2
Osaka
2
6
Singapore
3
8
Hong Kong
4
9
Nagoya
5
11
Seoul
6
19
Beijing
7
20
Shanghai
8
21
Guangzhou
9
38
Shenzhen
10
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NEWS
INTERNATIONAL
UK
US
Employees frustrated with bosses
Telco pays $20 mil for discrimination against disabled workers
UK employees feel that their bosses are unapproachable and their behaviours bring about stress, according to a latest survey by Chartered Management Institute (CMI). Figures reveal that 39% of employees feel that their bosses’ behaviour increases stress levels while over a third (34%) say that their bosses negatively affect the enjoyment of the job. Also, one in ten employees attribute their declining health to their bosses. Employees are mainly concerned that their employers are unapproachable and nearly two thirds of employees (61%) highlight that they wanted the bosses’ help in making a decision but were not given an opportunity. Subsequently, this is affecting employee engagement levels, reveals the survey. About one-third of the employees (23%) worry about making decisions at work while more than a third (32%) have lost respect for their managers. Survey results also show that employees think that their employers are not providing them with enough training to help them develop their work skills. Reasons cited by respondents for not approaching employers include fear that that their bosses would think badly of them, concern that they will not be taken seriously, and embarrassment for asking for help. Ruth Spellman, Chief Executive of CMI says that in order to have higher engagement and productivity levels from their employees, employers need to “demonstrate competence and confidence in their role” as well as make themselves available for their employees. CMI surveyed 2,000 employees across the UK.
Verizon Communications Inc., the second largest telephone company in the US has to pay $20 million to settle a discrimination lawsuit over unlawful policies for disabled workers, reported Bloomberg News. The Equal Employment Opportunity Commission (EEOC), which oversees US employment discrimination laws, revealed that workers from Verizon and its The shortage of qualified workers 24 subsidiaries were in Germany by 2025 disciplined or fired Source: Federal Agency for Labour (BA) when they needed more time off than that allowed in the companies’ policies. order to work in the country. The proposed The company has a rigid quota for package will lower this minimum wage to the number of absences for employees €40,000. but did not make exceptions for its Also, von der Leven said that the employees with disabilities, stated the German government might consider Commission. abolishing the priority test, under which The company released a statement local labour offices need to check if a that the settlement gives a clear guidance German qualifies for a vacant position from the EEOC regarding providing before offering it to a foreign professional. additional leave “as a reasonable Germany’s Education and Research accommodation under the Americans Minister, Annette Schavan says that the with Disabilities Act.” government will also “simplify law related The Act prohibits discrimination to the recognition of foreign degrees.” based on disability.
6.5 MILLION
EUROPE
Germany’s package to attract foreign talent Germany has drawn up a policy package to attract more foreign talent including doctors, engineers and other professionals needed urgently by local companies. The package will call for changes in immigration laws and will introduce new talent test systems that will help attract qualified foreign doctors and engineers, said Labour Minister, Ursula von der Leven. The new package might also reform the minimum wage for foreign workers, reported Xinhua. Currently, foreigners must earn €66,000 or over US$94,000 annually in
UK
UK unemployment to peak 8
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Unemployment in the UK will peak at 8.7% (2.7 million) in mid-2012, a slight decrease from the previous forecast of 9.5%, according to a report. The Chartered Institute of Personnel and Development (CIPD) report revealed that the decrease is due to a lower than expected
unemployment in the first quarter of 2011, weak growth in labour productivity and modest pay rises. It also highlighted that outlook for jobs will deteriorate if economic growth is weaker than expected or pay rise accelerates.
leaders on leadership
Getting C-suite ready What does it take for HR to reach the top of the C-Suite?
Andrew Carmichael
Regional Principal, Woodhead Architects
To get a seat at the C-Suite table, HR professionals need to start speaking the language of the boardroom and develop C-Suite level thinking. Additionally, if they want to be a true strategic partner, they need to be able to contribute to overall business conversations, not only HR topic conversations. The HR leader must work with senior executives so that they understand the full impact of people strategies and how they can contribute and assist the overall business. Currently, many senior executives perceive HR simply as a cost centre that doesn’t contribute to the bottom line or strategic direction of the business. To demonstrate their value, HR needs to present initiatives as a business case, which not only outlines the initiative but also has a focus on the broader organisation structure and benefits. To be able to contribute in this manner, HR leaders need to fully understand the business and be able to advocate and direct a congruent human capital strategy in the context of the organisation’s overall strategy.”
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Bert Wong
Managing Director, Fuji Xerox Singapore
A successful HR executive is one who provides strong leadership in core HR areas such as talent management, succession planning, compensation, organisation development, quality HR services, corporate social responsibilities, etc. However, exactly what does it take for a HR executive to reach the top of an organisation and become the CEO? The requirements go well beyond just having the relevant HR experience. He or she must learn how to be a strategic partner to the CEO and be able to demonstrate a clear and sound understanding of the corporate strategies and sales and marketing operations. Equally important, the executive must also be a “People Leader” - one who is capable of creating an acceptance and following of a shared vision. The success of a leader is ultimately dependent on the team and of people behind him or her. The person must be able to motivate the team constantly by being an inspiration to them, have the foresight and courage to be a change agent.
Ananda Arawwawela
Managing Director, The St. Regis Singapore
Moving to the C-Suite begins with mindset. HR professionals should think of themselves as business owners – therefore thinking broadly, strategically and critically about the business, rather than just tactically about their immediate function, is paramount. Skills should not be confined to only designing and implementing HR programs, as this will lose sight of the broad business focus and the return on investments. Financial acumen and relationship building skills are essential skills for HR to reach the top of the C-suite. Behaving as business owners implies a paradigm shift that includes viewing HR programmes and services as business products and services. Programmes should be designed in tandem with business objectives and customers in mind. These programmes also need to be launched by a team who are aboard for their capabilities and value add, and whose work philosophy and principles are aligned with the company’s brand promise. It is also important that internal HR programmes are marketed and promoted to customers, staff members, through various communication channels.
Trusted
Experienced
Connected
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Adhoc and volume workforce solutions that include temporary, contract, permanent placements and vendor on-site.
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Global innovator of managed outsourcing and HR consulting solutions.
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kellyservices.com.sg
feature
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feature
Charting the
path to success
Planning the career path of your employees can lead to higher levels of engagement and better performance. HRM looks at what companies are doing to assure their workforce of a bright future filled with growth and opportunities By Sumathi V Selvaretnam
I
n the best-selling book The 7 Habits of Highly Effective People, Stephen R. Covey advises readers to "Begin with the end in mind." These words resonate with HR as creating long-term career goals for employees is critical for future business success. “Career path planning is a proven retention mechanism for employees. It encourages employee commitment, reduces turnover and makes the organisation attractive to potential recruits,” says Che Yaneza, Assistant Vice President, Learning and Development at MediaCorp, one of Singapore’s largest media organisations. Although an organisation may have new talent coming in, it still needs to grow its existing talent, upskilling them to meet future business needs, says Patria Hyndman, director of talent management at travel retailer DFS Venture Singapore. With this
in mind, her organisation conducts total talent reviews twice a year and every employee also has an individual performance plan. According to Hyndman, talent management should not be left to top executives or HR alone. “There is a need to establish a talent management mindset, which embeds ownership and accountability for optimising talent and potential – every manager needs to be accountable for identifying and developing talent,” she says.
Early engagement
If a company hopes to attract Gen Y job-seekers, career development needs to be at the core of their HR strategies. A joint global survey released by the Association of Chartered Certified Accountants (ACCA) and Mercer in December issue 11.8
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2010 revealed that young professionals in the finance industry expect dynamic career progression where career paths are fluid, changing quickly and continuously evolving. DFS is an example of an organisation that believes in engaging candidates early. Its management trainee programme fast-tracks fresh graduates into management roles after a year of hands-on experiential learning, says Hyndman. Through the programme employees get the opportunity to experience a variety of roles both at its shop front and back office. For example, a management trainee attached to the company’s merchandising office in Hong Kong will learn about how products are selected, bought and displayed at the shop floor. “Talented people learn by being stretched,” Hyndman says. Promising management trainees are placed on stretch assignments covering strategic projects like the development of a new store. Those who do really well can expect rapid succession. “Within five or six years, three of our current General Managers were promoted into
Career navigation From an HR standpoint, it is important to package and position all the information to manage employees’ careers and make decisions for their learning and growth, says Manish Verma, Global Lead, Talent Management, Nokia Siemens Networks. “HR is the key facilitator in providing career consulting to line managers and employees.” NSN has developed Career Navigator – an online portal that helps employees plan their future with the organisation. It shows what career paths are available for a chosen line of business. Positions and roles with job grades as well as job profiles and related competencies transparently show the respective career progression, says Verma. “With that, the navigator provides orientation to employees in creating their career vision, preparing them for the dialogue with their line managers on personal development planning.”
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their roles from joining DFS in the management trainee programme,” she explains. At MediaCorp, Gen Y employees are given a variety of assignments that enable them to channel their creativity, says Yaneza. They are also assigned “buddies” who work in the same department but have many more years of experience. In addition to classroom teaching, MediaCorp also uses social media tools like internal chats and forums to promote learning. Social media platforms allow employees from its radio, TV and print clusters to share information.
Multiple career tracks
There is no one-size-fits-all approach to career path planning. Instead, successful organisations create personalised development plans to meet the different goals and aspirations of its employees. Not every employee aspires to become a manager. DFS, for example, runs an “Apprentice to Master” programme for its sales associates. Here, employees receive training in language skills and also partner with vendors to gain category and product expertise, says Hyndman. The programme grooms them to provide “the ultimate customer experience”. At Nokia Siemens Networks (NSN), employees can choose from a dual career path that offers opportunities for both experts and managers. Those on the expert track are responsible for specialised subject matter and have the opportunity to deepen and broaden their knowledge in those areas. Employees on the managerial track are responsible for people and the business. They are expected to inspire leadership and develop others. “NSN highlights that career enhancement and development includes not only vertical but lateral movements,” says Manish Verma, Global Lead, Talent Management, NSN.
feature
Developing a talent pipeline Different generations, different aspirations
Patria Hyndman, Director, Talent Management, DFS Venture Singapore, offers some pointers on effectively building a talent pool.
There has been a + Know what you need noticeable shift in the Manpower planning: current and future talent needs career goals and + Know what you have priorities of each Internal talent resource information generation. + Find, attract and place in position Organisations need to Develop a talent pipeline and be able to identify understand the key potential talent for immediate and future needs characteristics of each group and find out what motivates them. At MediaCorp, employees who have been with the company for seven to 15 years come under Gen X. This group is open to lateral job moves and challenging projects, says Yaneza. They appreciate professional training and development. Employees who are keen on building their professional expertise are sent overseas to study the latest developments in areas such as high-definition television, broadcast journalism and movie-making. Upon their return, they share their knowledge through training sessions with colleagues. “When you conduct training, your knowledge of the subject matter becomes deeper,” she says. Baby Boomers at MediaCorp have typically been with the organisation for 30 years. These employees want to be acknowledged for their contributions and seek stability in their roles, Yaneza says. “Very few of them want additional challenges.” Less academically-inclined, this group of employees has strong craft-based skills, she adds. To tap into their wealth of knowledge, MediaCorp conducts interviews with Baby Boomers to document knowledge about work processes. They are also encouraged to share their expertise in areas like camera and sound operations at the Singapore Media Academy, the company’s training arm. issue 11.8
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Health Management International
15
feature
Data gatekeeper How HR can manage IT security In today’s digital age, simple employee devices like the thumb drive can prove to be a data security risk in an organisation. Data theft is also becoming more rampant as electronic documents can be easily copied and transferred. HRM looks at the measures HR can take to protect proprietary information by Shalini Shukla-Pandey
I
n the 21st century, digital data is the name of the game. With computers and other tech devices infiltrating every facet of business, data security risks have never been more pressing. According to Robert Half’s recent “CIO Insomnia Report”, 65% of Chief Information Officers (CIOs) estimate their firms suffer three or more IT security breaches annually. Ten per cent gave a more nightmarish scenario of 26 security violations each year. The biggest risk of IT security breaches is information is lost annually from US businesses theft, which is usually the theft of confidential, secret or due to employee theft proprietary data such as contracts, pricing, product plans or state secrets. According to Darren Cerasi, director at e-discovery and digital forensics firm, i-Analysis, this can be done by outsiders such as the current crop of hacking incidents by computer hacker groups, Anonymous and Lulz Security, or by an insider.
US$50BN
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“As more and more data is generated, it creates ever-increasing opportunities for people to steal it as most companies pay lip service to information security. Then when something happens, they buy more firewalls!” says Cerasi. “What they should be doing is treating the information as a valuable corporate asset, applying the right technology and processes and training their people.” Eric Roring Pesik, Associate General Counsel, Seagate Technology International, says any type of information that a company wants to keep confidential can be the target of information theft. “The fact that information is confidential is what makes it valuable to someone who would exploit it,” he says. “For example, confidential information can be exploited by competitors to get an unfair advantage in the marketplace. The same information might be used by hedge funds for insider trading.” Employers have the right to protect their business and to impose rules and regulations, as long as they are reasonable. Thus, employers can create policies ranging from access to the actual use of information so as to prevent information theft and keep data secure.
HR’s job
Since a new employee’s first official contact with the company is through the HR department, HR is in a unique position to create and enforce measures to prevent information theft from the very beginning of an employee’s tenure. Pesik says preventing information theft can involve physical and electronic security to stop information from being accessed by unauthorised persons. HR can manage this by issuing unique passes to staff, specific to locations and information vital to their role. Lam Chung Nian, Partner, WongPartnership LLP says preventive steps should also involve a review of IT policies, including controlling access to portable storage devices, and also to remote storage services. “Security protocols should be reviewed and policies set for password protection, encryption and control of access to data and the ability to remotely wipe sensitive information,” he says. “Bear in mind that the organisation may be required by the courts to particularise the confidential information which has been stolen, hence there must be processes in place to facilitate this.” HR can also impose terms and conditions to employment, such as confidentiality clauses. According to the Society for Human Resource Management, just over half of employers require their staff to sign nondisclosure agreements. Reasonable restrictive covenants can also manage risk associated with subsequent use of the information by competitors. Apart from rules and regulations, Cerasi says HR should ensure that HR policies are aligned to information security policies, and that staff are made aware issue 11.8
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“Employers have the right to sweep an employee’s computer if necessary” Darren Cerasi, Director, i-Analysis
of this through training in order to mitigate occurrences of information theft. HR should educate employees on how to treat confidential information so that it does not become at risk of unauthorised access. “I am a strong believer in education and training,” says Pesik. “I believe that most people want to do the right thing – and this is where HR can help. HR can provide guidance to teach employees what is right and wrong. When told the right thing to do, most people will do it.”
Plan of action
Although HR may work tirelessly to prevent information theft from occurring, chances are that they might still happen. “Companies are now more often than not exploring cloud computing or remote storage solutions, but they may not have considered the risks of leakage that these may pose,” Lam says. If and when data security is breached, there are several things HR can include in its standard operating procedure in order to minimise damage. According to Neptali B Salvanera, Partner – Labour and Employment, Angara Abello Conception Regala & Cruz Law Offices CASE STUDY (ACCRALAW), HR should first identify who is responsible for the theft and subject the person to the disciplinary process established by the In February this year, the US Securities and Exchange Commission brought charges employer. This may include preventive dismissal against several hedge funds and individual managers and analysts who used if it is in accordance with the law. confidential information in a $30m insider-trading scheme. The information allegedly “During preventive suspension, the employer came from several companies in the high-tech industry, including Seagate, its may prevent the employee from gaining access to competitors and its customers. The information was used to buy and sell stock in the his computer, files and other company issued relevant companies, and included confidential sales forecasts, earnings numbers, property,” says Salvanera. “The employee may performance data, revenues, and other non-public information. “This is an interesting case, because it involves so-called ’expert networks’ – people even be excluded from local network access. The working within the high-tech industry who learn confidential information about other employer may prevent the employee from gaining companies as part of their jobs,” says Pesik. “In this case, they did not reveal their own access to the company premises in general.” company’s confidential information, but revealed what they learned about other companies.” HR should also immediately attempt to For example, when Seagate needs to disclose its product roadmap to a key customer remediate the theft to protect the company against so that the customer will understand what products will be available to them in the next the loss of the information. fiscal year, the information is disclosed when protected by a nondisclosure agreement. “The legal department may be involved if the The problem occurs if one of the customer’s employees works as a consultant or expert information is critical and the company needs to for a hedge fund. “The fund may pay the employee to disclose our confidential take legal action to prevent it from being used or information. The hedge fund might not trade the customer’s stock, but instead trades our disclosed,” Pesik says. “Another department that is stock, illegally using our confidential information to gain an unfair advantage,” says Pesik. critical for identifying and tracing the source of Seagate has since developed specific training for employees whose jobs involve discussing the organisation’s information with other companies – particularly sales information theft is the IT department.” staff. “We want our employees to be advocates for protecting our confidential The easiest way to steal information is through information along with that of other companies,” Pesik explains. email, instant message, or simply copying to an external hard drive or other storage device. IT
Seagate
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Protecting trade secrets According to the, most businesses engage in the following to protect their data: Data Protection Tool Employees sign nondisclosure agreements forensics teams can reveal exactly what Departing employees are reminded to protect trade secrets confidential information has been copied and sent No steps are taken to protect trade secrets outside through all of these methods. Written policy is developed on protecting trade secrets HR should also contain further leakage of Procedures are developed for reporting/investigating trade secret violations information but be careful not to tamper with any Employees are trained on laws prohibiting disclosure of trade secrets evidence of unauthorised information theft, secure Employee communications are monitored for trade secret violations backup copies of email and other external New employees sign document agreeing not to disclose previous communications which relate to the affected individuals. employer’s trade secrets “Seek legal advice as quickly as possible to see Source: Society for Human Resource Management if any steps can be taken to secure injunctions or other court orders against the further dissemination or use of the information,” Lam advises. Lam also encourages consideration of whether there are notification obligations to regulators (for instance, the Monetary Authority of Singapore which requires prompt disclosure of such incidents by financial institutions). Law enforcement agencies should also be notified if there is an offence disclosed. “Consider also informing recipients of the information that the information they have received is confidential,” Lam adds.
Percentage 51% 35% 30% 19% 13% 11% 7% 7%
Privacy matters
In most cases of data security breach, an employee’s computer becomes the epicentre of investigation procedures. “Employers have the right to sweep an employee’s computer if necessary,” says Cerasi. While this is a privacy issue, Cerasi says privacy laws in most of Asia are rare. “Only Japan and Hong Kong as far as I am aware have such legislation; I am told that Singapore is enacting a privacy act in 2012 so we’ll see what happens,” he says. “As there is no law against it, most companies just grab the computers and scan them. Most staff are told that their computers are for business purposes only and that they reserve the right to monitor them.” In the Philippines, although there are laws protecting the privacy of persons, there are no specific privacy laws which govern the use of computers in the workplace. “We are of the opinion that the employer shall have such right to search the computer of the employee when it owns the computer assigned to the employee for official use,” says Salvanera. “Nevertheless, since Philippine laws inherently lean in favour of labour, it is important that rules and regulations pertaining to the monitoring and searching of computers and other devices, even if they are company property, should be clearly communicated by the employer to the employee.” In Vietnam on the other hand, while the labour laws do not have specific provisions regarding employees’ privacy and employers’ monitoring rights, ownership of all computer software and data collections developed or made by an employee during his or her course of employment are retained by the issue 11.8
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CASE STUDY
Singapore Lam Chung Nian, Partner, WongPartnership LLP says there is no specific legal definition of ’information theft’ in Singapore. “However, broadly speaking, the law provides remedies where there has been the unauthorised access, use, disclosure or removal of business or proprietary information of an employer, and this can extend to subject matter such as trade secrets, confidential information, customer databases and so forth.” Most commonly, contractual undertakings in an employment agreement or a specific confidentiality undertaking typically define an employee’s obligations in relation to employer information. Employee are expected to maintain confidentiality of trade secrets. The law also imposes a duty of confidentiality which prohibits disclosure of information that is confidential to third parties. According to The Computer Misuse Act, it is an offence to have unauthorised access to computer systems and data. “Government sector employees should also bear in mind statutes such as the Official Secrets Act and the Statutory Bodies and Government Companies (Protection of Secrecy) Act,” says Lam. “Certain sectors also have special rules relating to preserving the confidentiality of customer information (e.g. banks, telecommunications companies, etc…), which can expose the organisation to prosecution if there should be a breach of these requirements.”
employer. Such computer software and data collections are the sole property of the employer, while the employee is generally obliged to keep the findings confidential. According to the general principle for data protection stated under the Civil Code, technically the employer may monitor communications if such communications are related to the business of the employer, if the collective labour agreement or the internal labour regulations so provides. “To improve the enforceability, the labour contracts, collective labour agreements or the internal labour regulations should specify the confidentiality of the information and the intellectual property of the employer,” says Dang The Duc, Managing Partner, Indochine Counsel.
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Electronics giant Sony is known for its innovation in products – and its workplace culture is no different. Narihiko Uemura, MD, Sony Electronics Asia Pacific & Sony Electronics (Singapore), explains that a culture of open communication and opportunities helps the organisation retain creative talent By Priya de Langen
R
emember the first walkman or the first CD player that you listened to? The credit for those incredibly innovative products can only go to Sony Corporation. Over the past 60 years, the company’s portfolio has expanded from creating consumer products to the music, entertainment and financial businesses. Regardless of which business arm they are under, all Sony employees embrace the ‘make.believe’ philosophy, the innovative and creative corporate culture of the organisation, according to Narihiko Uemura, MD, Sony Electronics Asia Pacific & Sony Electronics (Singapore). “As well as being loyal and energetic, Sony employees are focused on our global mantra ‘make.believe’: Anything you can imagine, you can make real,” says Uemura.
Creating an innovative and open culture
It is not surprising that employees have embraced this culture since the philosophy is shared by leaders at the top. “Our Sony DNA includes open-mindedness, a pioneering spirit and endless curiosity, which you will find in all our employees,” he says. “As a leader, I believe that focusing on the strength of our brand and our people is the key to delivering business success.” As MD for the Sony Electronics Asia Pacific and Singapore teams, Uemura has thousands of employees under him and communication is the key for effectively leading teams of such numbers, he says.
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make
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• believe Narihiko Uemura on Sony’s talent philosophy
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In fact, he says that “there is no such thing as over-communicating”. He maintains regular contact with his employees through emails, e-newsletters and staff intranet portal, as well as face-to-face meetings, such as lunches, with various departments. He even encourages employees to drop him an email directly if they need to communicate with him. Also, Uemura says that it is important to earn the respect of employees and listen to their views. “All Sony employees and their ideas and opinions are valuable to me; I make it a point to ensure that there are many channels of communication
Working with Uemura “I would say that Mr Uemura has a very open style with a focus on coaching, communication and learning. Often leaders like to ‘laminate it’ when they communicate values and priorities, but Mr Uemura ‘lives it’ as a way of showing others his vision. He is good at focusing on the details to ensure we hit our targets, but also looks longer-term to steer the business towards opportunities. He understands HR and the value strong HR practices can bring, and whilst this brings high demands on the function it also raises the bar” Hew Evans, Director, Regional Human Resources, Sony Electronics Asia Pacific
available to them to share these ideas and know that they are heard.” This open communication is especially useful when employees are working on key projects. He states that when a team is set up to work on important assignments, he usually gives the direction and ideas on what he wants accomplished. However, the team is encouraged to problem-solve and input their ideas to accomplish the goals, which he says helps them improve their skills, as well as fosters teamwork.
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Also, Uemura engages his employees outside of the formal setting of his office. He set up a running group due to his love of the sport, and employees of all ranks join in. He says that this helps him be aware of their views. “It is through such informal runs that I learn more about them individually, their opinions, their feedback, as well as their life at Sony. They have also given me some fresh perspectives and ideas which would probably have not been voiced out in a formal office setting.”
Developing a creative pipeline
For Sony to continue with its business success it has to attract talented people, and Uemura says that the brand name with its many accolades has helped in this aspect. The company currently has 4,500 employees across the Africa, Middle East and Asia (AMEA) region in electronics, sales and marketing sectors. Though he could not give an exact figure for the turnover rate for the AMEA region, he says that it is at “healthy levels”. However, he candidly states that the reputation of conservative corporate culture in Japanese companies sometimes might work to Sony’s disadvantage. “Japanese companies tend to have a reputation overseas for having a conservative management and long working hours, and we find that this perception can work against Sony.” He says that he does not practise this in the Singapore office as employees “have various flexible working practices” such as working from home and flexi-time. Sony believes in long-term development of its employees and typically recruits graduates starting out in their careers, he says. “We have recently stepped up our graduate programme in our regional headquarters, offering a two-year rotation programme ending with an overseas placement. The response has been overwhelming, and we will have our first local intake in July,” states Uemura.
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The organisation also has an array of programmes as part of their employee development strategy – high-potential employees in the organisation across the region are identified and are sent for leadership training. Also, the company participates in courses organised by Sony University in Tokyo to “work with some of the top US business schools to develop our leaders across our electronics, music, pictures and financial services companies”. Employees are also given the opportunity to take part in secondments or overseas assignments to add to their work experience. “International experience is critical for career success in Sony, and we actively encourage this with global job boards for employees as well as more focused assignment management for our top talent,” explains Uemura. The headquarters in Tokyo is making an effort to increase the company’s international presence – the Asia region saw a 50% increase in the transfers of non-Japanese employees last year, Uemura says. Moreover, talented individuals from the AMEA region are moving to new markets, as well as US, Europe, China and Japan to work. Besides company-related programmes, Uemura has brought about many initiatives since he took over as MD to help retain and develop employees. One of his first initiatives was the Marketing Academy, which gives lectures on various topics each month. It “allows staff to learn from the wisdom of their colleagues in various business groups and upgrade their skills and knowledge”, he explains. Presently, other departments such as IT support are following this concept to educate their employees. Another was the ‘Applause’ programme, which allows employees to acknowledge each other’s good work. “It allows staff to officially give online kudos to their colleagues who have done a great job and be recognised and rewarded by the company for it.”
Coping with challenges
No company is without challenges and Uemura says that there are several in Sony that he faced due to its large and complex organisational structure. He says that the biggest challenge when he took over as MD was the unity of the teams within Sony Electronics Asia Pacific (SEAP). “Back then, there were quite a few employees that were working without seeing the bigger perspective – they knew they had a job to
Bio brief Uemura joined Sony in 1981. He was instrumental in establishing Sony’s business in the Middle East in the 1980s as Chief Representative. He then moved on to oversee marketing in Sony Switzerland. One of his key roles was to expand Sony’s coverage to the undeveloped markets in Asia when he was based in Singapore in the early 1990s. He moved back to Japan Headquarters in mid-1990s and was in charge of various operations including IT, marketing, customer solutions, and audio and video business. He was posted to Singapore in April 2009 and is currently the MD of Sony Electronics Asia Pacific and Sony Electronics (Singapore).
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me-myself-i + I love: People + I hate: Lack of teamwork + My inspiration is: Katsuya Nomura, a Japanese baseball player and later, a successful team manager + My biggest strength: Driving and motivating people + My weakness is: Driving and motivating people too much! + In five years’ time, I’d like to be: Interacting with my staff on an even greater level + Favourite anecdote: “People who have built successful businesses are average in life. Those who have nurtured another person are at the top of the league.” Shinpei Goto, Japanese statesman
complete but were unable to see how their efforts contributed to Sony’s business here in Asia Pacific,” he says. Another challenge is to manage the expectations of different groups of employees – there are 11 different nationalities comprising various generations of workers. “Staff may
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understand the ideas I’m trying to explain, but not always well, so I am constantly thinking about how I can get them to truly understand the direction in which I would like all of us to work towards to make Sony better.” He says communicating effectively in the right channels helps in managing employee expectations. Recently in March, Sony was affected by the tragic tsunami that hit Japan. The organisation had to close a few manufacturing plants, and employees based in the affected areas of Tokyo and Sendai were given a choice to transfer away until the situation stabilised. Uemura says that though the “effects of the disaster will take time to fully [materialise] due to the integrated nature of the semiconductor industry in that location”, the organisation will work hard at re-building.
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feature
The convergence of globalisation and technology is changing the way we work. No longer deskbound, employees of today are reporting from different work locations, geographies and time zones. HRM finds out how organisations are adapting to a workforce that is constantly on the go By Sumathi V Selvaretnam
Managing
mobile talent M
obile working is fast becoming a strategic necessity in today’s competitive marketplace. Companies want their employees out on the road meeting clients, delivering services and forging new relationships. As mobility continues to play a key role in enabling companies to achieve greater productivity worldwide, research firm IDC expects the global mobile worker population to increase from 919.4 million in 2008 to more than 1.19 billion in 2013, representing nearly 35% of the worldwide workforce. This new business reality is making organisations re-think their employee strategies and offer more flexible, mobile working arrangements.
Benefits of a mobile workforce
It is evident that there is a clear business case for a mobile workforce. Companies that HRM spoke to cited better employee engagement, retention and organisational performance as some of the key benefits of such an arrangement. Financial services company American Express (Amex) recognises that offering flexibility is critical in helping its employees achieve work-life
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Different strokes for different folks American Express offers formal flexible working
effectiveness. “We want to offer our employees the flexibility arrangements, called Blue Work, where employees can – and by this we mean the choice and control – over the how be designated as a: and when their work gets done, within the remit of customer, + Hubber: Someone who works primarily in the office colleague and individual needs,” says Sonia Cargan, VP HR, + Clubber: A person who splits their time between East Asia, Amex. “It is with choice and control that our the office and a home office employees have shown they can better manage their work-life + Homer: A team member whom works exclusively from home effectiveness and are therefore considerably more engaged.” + Roamer: A person who shifts between office, home Called Blue Work, flexible working arrangements at and other locations Amex create a win-win that meets employee needs while lowering costs, increasing organisational performance, yielding higher earnings and increasing shareholder value, Cargan says. A mobile workforce also provide a business advantage in contingency situations as the company has people who are ready and set up to work from home or other locations, she explains. IT giant IBM is another organisation that embraces mobile working. More than 60% of its global workforce is mobile at any given point. Under its mobility issue 11.8
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CASE STUDY
Home-working at Amex + Name: Katherine Arkell, Centurion Travel Executive, American Express Australia. + Job function: Plan and organise the travel itineraries of a very exclusive group of clients. + Time spent working from home: Entirely home-based. However, Katherine goes to the office when required, such as for training courses. + How it works: Katherine used to work at the American Express office in Sydney city, but left when she relocated to northern New South Wales. She rejoined the company when Amex launched its flexible working policies and was told she could perform her job entirely from home. + Why it works: Katherine loves the flexibility that comes with working from home. In addition, she finds that she is able to get a lot more done as she doesn’t have any of the typical distractions of an office. In fact, Katherine is the most successful member of her team in terms of sales performance. + Ensuring accountability: Katherine maintains regular contact with her manager through phone, email and Office Communicator. Her work system is set up so that her manager can see when she is logged onto her computer. + Challenges: “Working from home, there is always the temptation to log into the computer and work outside of normal working hours. Also, it can be a bit isolating as there is a lack of social interaction with your peers.”
programme, employees are technically equipped to work at any location, such as the client’s office, while telecommuting, or at home. In most cases, customer-facing employees are on this programme, says Charmaine Sim, Human Resources Director, IBM Singapore. The programme has increased employee retention, enhanced productivity, and lowered absenteeism. “With the flexibility that the mobility programme offers, employees have more ‘face time’ with their clients, and can better serve their needs. This enhances client satisfaction and leads to better business results for IBM.” Financial services company Credit Suisse believes that there is a close link between employee productivity and the promotion of a healthy workplace culture. “We also recognise that to sustain the commitment and performance of employees, we must provide a flexible working environment that enables them to remain fit and healthy while fulfilling their professional and personal duties,” says Niki Kesoglou, Head of Talent Agency (APAC & Swiss regions), Credit Suisse. Her organisation offers flexible working arrangements such as part-time positions, job sharing and telecommuting. Employees at Credit Suisse are also given authorised remote access to its corporate network so they can complete some of their work from home. “A significant number of our employees support global markets in different time zones as part of their role, and giving them flexible work options with remote working tools enables them to do their job efficiently and effectively,” Kesoglou says.
Work arrangements
Setting up the right infrastructure and support services is essential for a successful mobile working arrangement. At IBM, employees are equipped with the tools and technology to work from any location with an internet connection, says Sim. “Our Lotus suite of solutions comprises instant messaging capabilities, virtual communities, software for scheduling meetings and conference calls, databases for team documents, calendaring, social media applications and more. It’s a great set of tools for enhancing remote collaboration and enhancing productivity.” Communication from HR is important to equip managers and employees with necessary resources and awareness about working effectively while mobile, or on other flexible work options, according to Sim. At IBM, clear policies are posted on the intranet for both managers’ and employees’ easy reference. Regular communication about flexibility options, education, resources and employees’ testimonials are released monthly through newsletters.
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Hot-desking at IBM At Credit Suisse, all office locations are fitted with tools such as video conferencing facilities and shared servers with remote access, which facilitate collaboration. “More recently we have also looked to create an avenue for employees to take part in communities of practice, leveraging online technology to facilitate exchange of information and knowledge, and promote expansion of networks across divisions, countries and regions,” says Kesoglou.
Hot-desking is a popular arrangement used in organisations where employees are constantly on the go. Instead of a fixed workstation, employees set up their temporary workspace at designated common areas. It is widely used at IBM since more than 60% of its workforce globally is mobile at any given point in time. Client-facing employees are issued with laptop computers as well as a locker for their belongings. Every one out of six workstations at IBM is a mobile workstation. This work set-up lets IBM save a great deal on costs and office real estate, says Charmaine Sim, Human Resources Director, IBM Singapore. It is also more flexible and employees do not have to stick to one workstation. There are hot-desking stations available on most levels of the IBM office. This makes conducting meetings more convenient as employees can set up a temporary workspace on the same floor as the meeting room, Sim says.
Leading a mobile team
Trust and empowerment are essential for companies trying to get the most out of a mobile workforce. This is where good leadership makes all the difference. Managers do need to change their work styles somewhat – they have to be more focused on outcomes, be better at communication and more explicit about their expectations, says Cargan. “They might have to arrange more short, frequent calls to ensure they don’t lose the ‘walking by the desk’ communication moments.” Credit Suisse supports it mobile work teams by providing information through ‘how to’ guides and training programmes. These empower employees and managers and ensure they are knowledgeable on how to be productive and mobile using technology, Kesoglou says. How do managers evaluate the performance of an employee whom they have little ’face-time‘ with? At IBM, employee performance is evaluated on business outcomes and not on time spent in the office, and this is constantly emphasised by leaders, says Sim. “If needed, employees can deal with any pressing personal commitments even during ‘traditional work hours’ and choose their own time of day for working in consultation with their managers, as long as their business results are delivered on time.” Employees just need to ensure that they can be contacted by their colleagues at all times. Companies that HRM spoke to agreed that employees who are given a choice about their work arrangements tend to be more driven and engaged. “It provides them with great freedom and flexibility and thus maximises their inclination and ability to perform at their best,” Sim says. issue 11.8
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Routing talent
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In this information-driven age, one company seeks to “store, power and connect the Internet”: Equinix. And with its internet exchanges routing over 90% of the world’s internet traffic, it is safe to say that the company is succeeding. HRM talks to Cecilia Chan, HR Director for Equinix Asia Pacific, to find out more about how the data centre services provider manages its most crucial ‘data’ – staff by Shalini Shukla-Pandey
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Who’s who in HR? Cecilia Chan HR Director, Equinix Asia Pacific (HK)
quinix’s internet exchanges (IBXs) have been likened to “international airports where passengers from many different airlines make connections to get to their final destinations” by former CEO and current Executive Chairman Peter Van Camp. During an interview with The Wall Street Transcript, he explained that these internet exchanges route traffic between more than 600 telecommunications networks worldwide. Equinix IBXs alone route over 90% of the world’s internet traffic. With the data centre services provider hosting so much information in its data centres, Equinix’s successful data management expertise naturally filters through to the way it manages staff – arguably the company’s most valuable ‘data’. “Equinix is a very people-oriented company and we advocate teamwork in an open environment,” says Cecilia Chan, HR Director for Equinix Asia Pacific. “Unlike more traditional global companies, we believe in the importance of being a flat and transparent organisation without boundaries. “As part of this belief, our management maintains open communications with employees. We also encourage a learning culture within the company, and continuously develop this.”
Training techies Nena Ui
Lina Poh
Senior Manager, Human Resources (SG)
Assistant HR Manager (SG)
Daphne Soh
Sally Pun
HR & Administration Specialist (SG)
HR & Administration Specialist (HK)
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As a company that is always dealing with new industry technologies, HR is constantly on the lookout for more training opportunities for staff, says Chan. “Much like our drive to be competitive in the business, we ensure that this mindset is translated to employees, who are equally driven and excited by new developments in the business.” While HR usually manages initiatives for leadership training, learning and development at Equinix is a joint effort with other functions. “In order to drive constant education, HR works closely with managers to identify the areas for improvement and provide the training required,” explains Chan. This way, more specific training sessions are created, which are dependent on requirements from different company functions including operations, engineering and sales and marketing; this allows HR to better identify areas of focus that are best suited to employees. Online training courses and materials on a wide range of topics including operations, health and safety, IT and HR, are available at the Equinix University, an e-learning platform for employees to develop specialised skills within the company. Employees can apply through a self-nomination arrangement or by assignment. Learning and development at Equinix also plays a big part in the creation of new paths for employee career progression. “To keep up with the competitive pace in the data centre industry, we continue to create opportunities for employees to reinforce their areas of specialisation through training, seminars and workshops,” says Chan. “We do this while training staff to eventually move into leadership positions.” HR speaks to employees about their career aspirations, goals and aims, evaluates their strengths and looks for opportunities to progress in new fields within the company. For example, an IBX field engineer may consider a move into sales with his knowledge of data centre operations, good customer interactions and outgoing personality.
hr insider
Green data Communicating data
Just as the company is responsible for the transmission of data between different enterprises, content companies, systems integrators and network service providers, Equinix also handles communication between HR and its employees in a similarly thorough manner. Equinix conducts an employee survey biennially. Through this initiative, HR listens to employee feedback about the company and their role within the business. Regional quarterly all-hands meetings also play an integral role in contributing to employee relationships at all levels. As part of initiatives to build and sustain relationships between employees and management, country managers across Asia Pacific facilitate in-country functional meetings. “This method of open communication helps HR and management to accurately set priorities and considerations in the workplace,” explains Chan. Aside from listening to employees, Equinix is also aware of the call to action. By increasing the visibility of employee concerns, the company is armed with the right information to address employees’ feedback, contributing to overall employee satisfaction. Employee engagement is further boosted through social teambuilding activities within each region. Some of these activities include family days, teambuilding sessions through sporting activities such as fun runs, community service and charity event participations and ‘happy hour’ sessions after hours. “In line with our aim to localise employee relations, many of these initiatives are localised and proposed by country managers within each region,” Chan adds.
Equinix is a responsible and sustainable company. “Despite our technical background and aggressive expansion strategies, we never forget to give back to the community and take part in initiatives that benefit the environment,” says Cecilia Chan, HR Director for Equinix Asia Pacific. The company also follows strict global guidelines to decrease carbon emissions. For example, Equinix uses recycled NEWater in Singapore to cool its data centre, and has installed energy-saving blue LED lights, which drive down energy consumption. These initiatives vary between regions and countries depending on the types of natural resources available. CSR activities differ in each country as well. In Singapore, the company sponsors activities like Bike and Blade, which benefits the less fortunate. Last Christmas, the Equinix Singapore team also visited Peace Haven, a nursing home for the elderly, and conducted a short program for the residents. In Japan, the company also sponsored Run for Hope Tokyo, an annual fund raising run/walk to support cancer research.
Rewards & recognition
Recognition of sterling work and of proactive team members who take the lead in planning, organising and extending help outside of their scope of work is essential, according to Chan. By recognising positive contributions to the company through competitive remuneration and informal appreciation, Equinix has managed to further nurture and develop talents to ensure that the + Name of company: Equinix Asia Pacific company employs the best-in-class in the data + Total number of staff in Asia Pacific: Global centre industry. – 2,100+, APAC – 322 (As of end May 2011) “Aside from the remunerations and incentives, + Key HR focus areas: Talent attraction, succession we acknowledge our employees’ hard work and career planning, training and development through awards during our quarterly all-hands meetings,” says Chan. “We work with managers on nominees across the region and give out four to six awards during these events.” Other forms of recognition include: » Employee of the month » Equinix President’s Club – A special ‘Club’ that recognises exceptional contributions across different functions in the company (for instance sales and marketing)
At a glance
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“We believe in the importance of being a flat and transparent organisation without boundaries” Cecilia Chan, HR Director for Equinix Asia Pacific
Troubleshooting
Even with checks and balances in place, Equinix has hit some firewalls along the way. One key challenge the company faces is talent attraction. “While hiring specialised talent within the industry with specific IT expertise may be slightly easier due to our strong industry reputation, it’s relatively difficult to hire for generic functions, such as finance or IT, due to our brand perhaps not being as well known outside of the industry,” says Chan. “This often results in possible candidates accepting offers from bigger names, such as banks or multinational corporations they are more familiar with.” To address this challenge, Equinix has continued to communicate the company’s strengths in the industry. The company’s commitment, aggressive expansion plans and consistent performance are all strong tools and selling points to target candidates. “Still, while Equinix is currently on an aggressive expansion strategy – having opened its third IBX data centre in Brazil – we want to ensure that new staff in each country can blend in well, feel welcome and create a positive contribution to the success story that we are creating,” Chan emphasised. Another industry-specific challenge is recruiting experienced candidates as they are usually settled in their current jobs. “However, this gives us the opportunity to focus on entry-level candidates and our training program, which will allow us to nurture fresh talent and build a firm foundation for the company based on strong human resources,” says Chan.
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Call
Email sales.sg@iqDynamics.com
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WebsiteÊ:Êwww.chinoisspa.com.sgÊÊÊ|ÊÊÊEmailÊ:ÊÊcontact@chinoisspa.com.sg
guest contributor
Talent, like magnetism, involves attraction and repulsion writes author and international business speaker, Terry Williams
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he recent international economic turmoil highlighted many HR issues. 21st century labour is highly mobile and the greater the skills of that labour, the greater their mobility. Talent goes where it is prized, moving within organisations, within nations and across borders. It’s not just about money. What else can employers offer, and be seen to offer, that makes them an employer of choice, a workplace of choice? Companies aren’t just competing against other companies in the marketplace; they’re competing for talent. Research shows that there are many reasons why people leave or stay in a workplace. The bulk of those reasons can be collated under the heading ‘the nature of their relationship with their boss.’ Exit interviews and so forth identify the factors influencing people’s employment. Which of those are within the power of bosses to influence? Which are the most influential? An employee that leaves makes that choice just once but an employee that stays makes that choice each and every day. An employee that doesn’t want to be there but stays is a negative influence. What criteria regularly turn out to be
Workplaces of Choice the most decisive? Employee engagement is the primary driver of employee attraction and retention. But what drives employee engagement? It’s probably not what you think. How can you become a magnet, attracting engaged talent to your workplace of choice?
Employee Engagement
Average workplaces are 9% disengaged, 30% engaged and 61% ambivalent. Whilst we’d all love to attract inherently engaged people to shift those stats in our favour, the real opportunity lies in those already inside and on the fence. Target the 61%! Create regular and personal feedback loops so they can feel that their contribution is personally valued. Organise work so that they have opportunities to personally achieve. Ensure they clearly know high standards are expected. Channel them towards development opportunities.
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guest contributor
Case
I ran one operation which included a contact centre. Before I started, one in five callers gave up before they were able to get through. With the help of some magnets, we turned it around and 85% of callers got answered within 10 seconds. One rep was especially exceptional and respected by staff in the contact centre staff and throughout the organisation. Her buy-in and support would be critical in the turn-around. She had never gained her driver’s licence. Driving had no part in her work yet we encouraged and supported her in her efforts and eventually she became a legal driver. That development opportunity, amongst other ideas, engaged her in our changes and she became our most powerful internal advocate. She moved from rep to second-in-charge to a technical role and, years later, got head-hunted by a multinational telecommunications company. For that job, paying twice her previous salary, she needed her driver’s licence...
Encourage workplace-appropriate fun. Nurture a sense of belonging. Paint a vivid picture of your workplace’s future that includes them. Don’t just listen to their opinions but ensure that they feel their opinions are listened to. Provide structure and communication that makes it clear that their work is part of something bigger. (“I’m helping to put a man on the moon.”) And, make it crystal-clear that the 9%’s behaviour is unacceptable in your workplace.
Case
I recently ran a leadership workshop at a store in New Zealand’s largest supermarket chain. The owner keeps an independent financial adviser on retainer to be available at a regularly scheduled time to provide advice to all the hundreds of staff, regardless of position. The law requires employers to contribute a percentage to retirement savings but he chooses to add this service even though he doesn’t have to. Their future is now associated in a positive way with their relationship with their workplace. You should have heard how positively they spoke about this being available.
Become Talent-centric
These few things drive engagement. Oddly enough, I asked earlier, how you could become a magnet, attracting talent to your workplace of choice. I also stated that the primary repellent for employees who leave was the negative nature of their relationship with their boss. A good question and a true statement but not the right question. It’s too ‘you’-focused. It needs to be about them – talent-centricity. The real magnet for your workplace shouldn’t be you. It should be them, more specifically, the 30% who are already there and already engaged, plus the others from the 61% that you can “turn away from the dark side.” Genuine talent wants to work with other genuine talent and, in a mobile world increasingly interconnected by technology and social media, that talent talks with each other and attracts attention. You can fool yourself into thinking that you can control what’s said about you in the cloud but you can’t. However, you can positively influence the
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guest contributor
“Develop a recruitment model for leaders that weights relationship building skills at least as highly as technical skills” Terry Williams, Author and International Business Speaker
+ Terry Williams is the author of The Guide: How to Kiss, Get a Job and Other Stuff You Need to Know. He is also an MC, comedian and business coach. For more information, visit www.seriouscomedy.co.nz
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talent you already have (and are building) to talk amongst themselves and with their extended peer groups. Like attracts like. Birds of a feather flock together. Insert your own cliché here. At some level, if you change your focus and apply the effort, your workplace can reach the critical mass, the tipping point. Your engaged talent becomes magnets, lots of magnets. Some will leave, promoted, starting their own businesses, retiring, and they will still be your magnets.
Is it worth the effort?
It all sounds warm and cuddly but does it pay off? Workplaces with predominantly engaged employees have significantly higher return on assets, revenue per employee and lower staff churn, with all its associated direct and indirect costs. So, yes, I think it’s worth it. It’d better be because it’s hard work with a pay-off that isn’t immediate. If you’re in HR or the executive leadership team, then once again the hard work I’m talking about won’t be coming from you. It’s still true that talent leaves mainly because of ‘the nature of their relationship with their boss.’ It’s those line managers, supervisors and team leaders that can help or hurt your workplace’s magnetism. Develop a recruitment model for leaders that weights relationship building skills at least as highly as technical skills. Measure and develop those skills. Value them because they create value. Supporting, listening, encouraging, accepting, trusting, respecting and negotiating differences and diversity – these are skills needed in workplace relationships. Magnets are great. You notice them and the magnetism that surrounds them. They take an active interest in the workplace. They not only express satisfaction in their job but openly advocate for their workplace. Imagine an iceberg. The bulk of that iceberg lies underwater, dangerously invisible to you. Just the tip of the iceberg can be observed. People say of fellow employees, “Oh, they’ve got a good / bad attitude” but you can’t see an attitude. All we can see is their behaviour – what they say and what they do – the tip of the iceberg. Driving that behaviour is their invisible attitude, supported by feelings and beliefs. Magnets can impact that part of the iceberg in their peers, within and outside your workplace. And that is a very powerful force indeed.
corporate learning
Strengthening
soft skills Companies are increasingly realising the importance of soft skills and are sending their employees on various training courses in an attempt to enhance them. HRM finds out what programmes are on offer and why companies want their employees to have the ‘soft touch’ By Priya de Langen
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cademic qualifications can only get you so far in your career – accumulated work experience and a variety of skills also play a large part in occupational success. Technical skills, known as hard skills, are needed by employees in order to accomplish their everyday tasks. However, there is another set of skills that employers are paying attention to and would like all their employees to possess – soft skills. The moniker might not make much of an impact, but soft skills are not to be shrugged aside, according to experts. Also known as ‘people skills’, they are a part of an individual’s behavioural traits which help them interact with others; these skills are essential in daily life as well as in the workplace. In Manpower Group’s yearly study, The Top 10 Skills Employers Want, employers in the US rated good verbal and written communication skills, honesty and integrity, and interpersonal and teamwork skills amongst the top five traits that they wanted their employees to possess. In another report Critical Skills Needs and Resources for the Changing Workforce, employers stated that skills such as adaptability, flexibility, critical thinking and problem-solving are needed more in the workplace nowadays compared to two years ago.
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corporate learning
Top 10 soft skills wanted by employers + + + + + + + + + +
Verbal and written communication skills Honesty and integrity Interpersonal skills Teamwork skills Strong work ethic Motivation and initiative Flexibility and adaptability Computer skills Analytical skills Organisational skills
As such, organisations are increasingly sending their employees on training programmes which will help them hone their interpersonal skill areas across a broad base, whether it is providing good customer service, a client presentation or learning to communicate well within a team.
Soft skills programmes
Organisations are spoilt for choice, with numerous training centres offering courses that can help better their employees’ soft skills. John Seow, Chief Operating Officer of Training Vision Institute, states that the company offers about 25 to 30 courses but also provides customised Source: Manpower Group training solutions to fit its clients’ needs. Seow explains that “technical competencies or domain knowledge” alone is not sufficient to survive and thrive in a workplace. “There is a strong need to augment these with specific soft skills for one to do well and to excel in his or her career, as well as to maintain a collegial and positive working relationship with all the stakeholders,” he adds. Some of the generic soft skills programmes that Training Vision Institute offers employees from operation to managerial levels are ‘Learning and Personal Development’, ‘Communication & Relationship Management’ and ‘Personal Effectiveness’. Seow says that the two programmes which are in the greatest demand are ‘Communication & Relationship Vopak Asia, a global provider of conditioned storage facilities (for bulk liquids), operates in 30 countries and Management’ and ‘Problem has over 5,000 employees globally – with about 1,000 employees based in Asia and over 300 in Singapore. Solving and Decision Making’. The Rachel Lee, Regional HR Manager, Vopak Asia (Singapore Representative Office), says that Vopak pays former helps participants improve special attention to training its employees, in areas ranging from presentation skills to leadership skills. their interpersonal skills as well as Also, as many of the employees are usually dealing with clients (the company’s main task is handling handle conflicts, while the latter the rental of tanks for companies), providing good customer service is essential for Vopak. Initially, the company’s management wanted to standardise the service for clients; in 2008, Vopak teaches participants to identify used tailor-made programmes from Ron Kaufman’s UP! Your Service to teach service standards to its problems and evaluate and develop employees in Singapore. Now, the service training has evolved to an entire HR framework named iCare, alternative solutions. which encompasses the service culture of the organisation, under which Vopak employees are trained in Another company offering soft various soft skills. skills training is the British Council The ‘Customer Service’ programme is divided into two phases and is attended by all employees. The Professional Development Centre. first phase is basic training on service standards and how to serve clients, which is a two-day It offers over 50 professional programme. The second phase is about how to handle difficult customers, which is a three-day course. programmes and numerous softEven the back-office support employees attend a one-day awareness programme. skills related ones. Some of these ‘Presentation Skills’ is another soft skills course that Vopak employees are trained in. Lee says the courses include ‘Team Work’, purpose of the course is for employees meeting clients “to be trained to say the same thing which ‘Written Communication’ and standardises our approach to external clients”. Currently, it is a two-day programme, which includes ‘Personal Performance’. stand-up presentation skills.
Vopak employees learn people skills
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corporate learning
“There’s a strong need to augment [technical competencies] with specific soft skills for one to do well and to excel in his or her career, as well as to maintain a collegial and positive working relationship with all the stakeholders” John Seow, Chief Operating Officer, Training Vision Institute
Alan Whitehead, Assistant Director of British Council Professional Development Centre, says that companies must be particularly interested in improving their employees’ communication and interpersonal skills, since these courses are proving to be immensely popular. “There is a lot of demand for our ‘Written Communication Skills’ and ‘Interpersonal Skills’ courses,” Whitehead explains. “Many employees have to write professional documents, including emails, reports, proposals and minutes.” Whitehead also says that the ‘Personal Performance’ course (which focuses on issues such as EQ and managing one’s personal image) is popular with organisations. “EQ is increasingly understood to be an essential area of development for workers [at different levels], including leaders, managers and customer service executives. It is the cornerstone of soft skills development.” However, Whitehead emphasises that learning only helps in so much as the lessons have to then be applied in the workplace. Moreover, he says that it would be better if an organisation were to send its employees for soft skills training as part of its development plan. “If participants come to us as part of their development planning which is embedded in the structure of the company’s performance management/ talent management process, then there is a much higher chance that the learning will carry through and be further developed back in the office and on the job,” he explains. Seow too emphasises that though people cannot change their behaviours overnight, the training will serve as a starting point to + The external trainer must have a good reputation help participants for quality training and customer service “improve and/or + The service provider must have experienced and maintain positive qualified trainers relationships, manage + The service provider must have a good subordinates, service understanding of your company’s training needs and customise solutions to fit them clients, which could + The service provider must provide posteventually yield consultancy training positive results for the organisation”.
How to find the right trainer for your organisation
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corporate learning case study
Crowning
It’s tough to engage a workforce – and to keep them that way – but Crowne Plaza Changi Airport has accomplished this feat, thanks to the hotel’s many learning and development programmes. HRM finds out what programmes are being offered and how they help to retain the company’s top talent
glory By Priya de Langen
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corporate learning case study
Chef Alvin of Azur restaurant at Crowne Plaza giving subordinate on-the-job training
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rowne Plaza Changi Airport hotel may have opened its doors only three years ago, but it has already chalked up numerous awards such as ‘Best Employers in Singapore 2011’ by Aon Hewitt as well as being recognised as the ‘Best Airport Hotels in the World’ for two consecutive years by Business Traveller. Those accolades may not have been an easy feat, but they certainly come as no surprise considering the number of training and development programmes that Crowne Plaza Changi Airport provides for its employees – it has an all-encompassing HR framework for learning and development (L&D) comprising basic training courses such as food safety, and career progression courses such as leadership development.
Crowne’s HR framework
“At Crowne Plaza Changi Airport, we value the
individual passions and talents of our people,” says James Lee, the hotel’s director for HR. “We create an environment where they can grow, develop and make a difference. Hence, central to our training and development is our ‘Room to be Yourself’ programme.” The ‘Room to be Yourself’ programme is the hotel’s HR framework for L&D for its employees. It is divided into four areas: ‘Room to having a great start’, ‘Room to be involved’, ‘Room to grow’ and ‘Room for you’. Training starts from the minute the employee joins the hotel. In the ‘Room to having a great start’ programme, detailed onboarding is given to all new employees (managers, supervisory and frontline staff). They attend a three-day orientation and during the two weeks of onboarding, employees will be assigned with a buddy to help them become familiarised with their work. The ‘Room to be involved’ programme helps engage the hotel’s employees; they are given opportunities to work in teams and participate in projects. Moreover, engagement surveys are conducted bi-annually and department heads will discuss action plans to see how they can further engage their teams at work. ‘Room to grow’ helps all employees know where they stand in their career paths and under this programme, they go through a ‘Talent Review’, according to Lee. Also, their managers help “identify their training and development needs”, says Lee, as well as the career direction of the individual employee. This is especially essential as Crowne Plaza has a policy to promote employees from within the organisation, rather than sourcing talent externally. Under ‘Room for you’, employees are given compensation and benefits. In addition, they are sent for training programmes on workplace safety
“It is a challenge to maintain the balance between operational requirements and training needs … However, once the culture of learning and development prevails, it can be overcome” James Lee, director for HR, Crowne Plaza Changi Airport
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corporate learning case study
In brief + Organisation: Crowne Plaza Changi Airport hotel + Background: Crowne Plaza Changi Airport is operated by the InterContinental Hotels Group (IHG), which has seven brands under its umbrella, including InterContinental, Holiday Inn and Crowne Plaza. Opened in May 2008, Crowne Plaza Changi Airport has received numerous accolades including the Business Traveller’s ‘Best Airport Hotels in the World’ for two consecutive years. In April 2011, together with three sister properties and the Corporate office, IHG was named the ‘Aon Hewitt Best Employers in Singapore 2011’. + Employees: 250 + Current training priorities: • Leadership competencies training: Training employees to be better leaders, and aligned to IHG’s leadership competencies • ‘Brandhearted’ training: To put their brands at the heart of all their actions, behaviours and decisions • Courses that lead to certifications which aim to elevate the competencies, and increase the ‘value’ and esteem of their workforce • Safety and security awareness training: To promote a safe and healthy workplace environment + Training budget: 10% of total budget
Trainer, Michael Vincent giving a food and safety talk to Crowne Plaza employees
and health, workplace harassment and ethics to help “drive the value of each individual beyond work”, Lee explains.
Training needs
The hotel’s L&D programmes are provided by in-house and external trainers. Various trainers across InterContinental Hotel Group’s (IHG) properties take turns to offer training to Crowne Plaza’s employees. Also, “about 10% to 15% of our programmes are conducted externally, which may be content-specific to jobs or functions such as HR- or finance-related topics,” says Lee.
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All employees attend an average of five programmes or 40 hours of training and development in a year, notes Lee. Ultimately, the L&D courses help employees to better their skills in their various fields of work – from providing guests with the best customer experience to managers learning how to lead a team. For improving customer experiences, employees attend a half-day workshop called ‘Crowne Plaza Global Guest Experience’. It helps employees understand the hotel’s brand, guest profile, service standards and behaviours as well as how to handle feedback and complaints. The hotel also has other mandatory courses that employees undertake, such as a Performance Management workshop and Food Safety Management System workshop. The food safety workshop, also known as Hazard Analysis Critical Control Point (HACCP) Awareness, is essential for employees to understand and maintain impeccable food safety standards. It runs for two hours and all food and beverages (F&B), kitchen and front office employees for the hotel’s Club Lounge must attend. The training is repeated each year. However, there are some challenges when it comes to training hotel employees due to scheduling issues, notes Lee. “It is a challenge to maintain the balance between operational requirements and training needs. Occasionally, training programmes have to be rescheduled due to insufficient people or operational requirements. However, once the culture of learning and development prevails, it can be overcome.”
Developing and retaining the best
The hotel has also benefitted from L&D programmes that have helped attract and retain top talent. “While the industry turnover can amount to 5% to 7% monthly or 60% annually, we are able to keep our monthly turnover at less than 3%. This is credited largely to ‘Room to be Yourself’ programmes in place,” explains Lee. Crowne Plaza also provides opportunities to develop employees as well as give them recognition. “Our employees become motivated when they see that HR practices are recognised.
corporate learning case study
We purposefully look out for opportunities to recognise our people practices, be it organisational or individual,” adds Lee. The hotel sponsors its employees for specialised diploma education in “accordance with their personal development plans”, says Lee. The hotel along with Singapore’s Workforce Development Agency (WDA) has implemented recognition of prior learning (RPL) schemes in order for students to attain Diploma (in Tourism) certifications. The one-year programme was initiated in June this year and currently, eight employees are enrolled in it. Also, the hotel is working with the Singapore Tourism Board (STB) on a cross-deployment
project, which will help employees in multiskilling. “Staff of the front office and F&B areas can learn each other’s jobs for cross-deployment, with the goals of productivity, efficiency and higher service levels in mind.” Thus far, 15 hotel employees have taken this programme. In addition, employees are given opportunities to develop their skills beyond their workplaces as “coaching, mentoring and development must be extended beyond the classroom or on-the-job training”, according to Lee. Crowne Plaza’s Chef de Partie participated in MediaCorp’s Chef Apprentice programme and emerged Champion. Also, the hotel’s Front Office Manager was sent for London Olympics secondment opportunities.
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orporate incentive trips are a great way to recognise and reward employees for their hard work. They also create an opportunity for employees to let their hair down and mingle with co-workers in a non-work environment. Such trips can be organised at a local or international location depending on your organisation’s needs, budgets and interests.
Nature escape
A quick corporate retreat is one of the best ways to recharge tired employees and help them return to work with renewed focus By Sumathi V Selvaretnam
A nature-themed getaway is the perfect antidote for city-stressed employees. Located at the coastline of Kota Kinabalu city centre in Sabah, Malaysia, the Sutera Harbour Resort is a good base for adventures in the great outdoors. The resort encompasses two 5-star hotels- The Magellan Sutera Resort and The Pacific Sutera Hotel. The resort offers team-building activities at Manukan Island, one of five stunning islands that are a part of the Tunku Abdul Rahman Marine Park. Telematches, treasure hunts and nature trail trekking are some of the fun activities that can be organised for employees.
Employee getaways
Mesilau River, Sabah, Malaysia
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Dinner by the beach at Sutera Harbour Resort
Outdoor activities can also be arranged at three breathtaking locations – the beachside, the dramatic marina boardwalk or beautiful lush gardens. The Sutera Harbour Resort also owns five lodges in Kinabalu Park, Laban Rata, Mesilau Nature Resort and Poring Hot Spring and Nature Reserve. The facilities at these Sanctuary Lodges are ideal for team-building events. For a touch of luxury, you could also take your employees on a sunset cruise on the The Puteri Sutera, a private yacht. Other interesting activities close to the resort include the North Borneo Railway, one of the few functional steam locomotives in the world. It offers a trip back into time and is a great way to take in the sights of Sabah’s rustic countryside.
Bonding through cooking
If getting the whole team out of the country for few days is too much of a logistical challenge, consider a fun day retreat at a local place of interest. The Sentosa Resort and Spa offers a novel corporate team-building activity inspired by the original BBC television series, “MasterChef”. Its new Sentosa Iron Chef package promises to get groups out of the Sentosa Iron Chef corporate team-building boardroom and into the kitchen. Participants are divided into equal groups and issued chef hats and aprons. The “Master chef” (a chef at resort) will then describe in detail what the group will be making over the next 3 to 4 hours. This includes identifying the ingredients used and a demonstration of how each dish is cooked. The chef will also give suggestions on different preparations and encourage teams to try out variations for each dish. Teams will need to work together to create three dishes for judging by the chef, and each dish will be scored on originality, taste and cleanliness. Writing material is also provided so that teams can make notes during the demonstration. Teams can decide amongst themselves on their respective roles in the kitchen and the work delegation. Sherry Goh, a corporate affairs manager who attended an Iron Chef session, was impressed by its uniqueness. “Team-building doesn’t get better than this. I have attended many corporate retreats, but the Sentosa Iron Chef activity was a breath of fresh air and a lot of fun! I have never before thought of cooking as a bonding activity but this exercise proved me wrong.”
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resources
Leading a
global business I
n today’s knowledge-driven economy, having great leadership skills alone will not set one apart from the competition. The book, Where’s My Safety Net: Leading on the High Wire of Global Business examines global leadership challenges and offers eight key principles that leaders must professionally execute to achieve success. Where’s My Safety Net is divided into chapters that focus on the key competencies needed by a successful leader. In the first chapter, author Emilia Gallo looks at global leadership and how having a clear and defined vision for the business, being inclusive and culturally sensitive will help mobilise employees. Other chapters address various key areas of business challenges for a leader, such as leadership engagement and transparency to build
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trust and commitment with employees, managing talent effectively in order for the business to remain competitive, and the value-add of coaching skills for a business leader. The book also highlights that leaders should embrace “messy creativity” instead of always sticking to orderly and logical processes in order to come up with new ways of approaching business challenges.
At a Glance Where’s My Safety Net: Leading on the High Wire of Global Business Written by: Emilia Gallo Published by: Excel Global Consulting Limited Online purchase: wheresmysafetynet.com
talent ladder Mary Titus
Head, HR – Asia Pacific, Cable&Wireless Worldwide
Caroline Stevens
Vice President of HR, Minor Hotel Group
Cable &Wireless Worldwide (C&W Worldwide) has appointed Mary Titus as the head of HR for India and the Asia Pacific region. Titus will be based out of Bangalore, India, and will be responsible for spearheading various HR programmes in the organisation including talent development and acquisition, as well as focusing on colleague satisfaction levels. She will also work towards enhancing the company’s position as an employer of choice in these markets. Nick Lambert, Managing Director – Global Markets, C&W Worldwide said, “Mary has a proven track record of growing the talent base through strategic hiring and HR practices and I am sure she will be a great asset for our organisation.” Titus was leading the total rewards function for SAP in India before joining C&W Worldwide.
Minor Hotel Group has announced the appointment of Caroline Stevens to the role of Vice President of HR. Stevens joins Minor Hotel Group from Hilton Worldwide where she most recently held the role of Vice President of HR – Middle East and Africa. Prior to Hilton, she worked in regional and property roles with Jumeirah and Hyatt International. “The success of a company is only as great as its people, and with Caroline at our HR helm we can certainly be assured of great things to come,” said Dillip Rajakarier, Chief Operating Officer for Minor Hotel Group. “Caroline joining us heralds the next step in our global hotel expansion, and we’re delighted to have such a talented human resource specialist on-board.” C
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Low Huiyin
Assistant Manager, Compensation & Benefits, Samsung Asia
Low Huiyin is the new Assistant Manager, Compensation & Benefits at Samsung Asia Pte Ltd. An HR generalist with ten years of experience in the HR field, Low worked at Eastman Chemical Asia Pte Ltd as a Regional HR Representative for more than five years prior to joining Samsung. She had a great learning experience there and enjoyed working with people from different countries and cultures. At Samsung, Low is working on a Compensation & Benefits project to create and implement a consistent Sales & Marketing Incentive scheme across the South East Asia & Oceania region. “I’m looking forward to new challenges at Samsung and developing more in-depth knowledge and experience in the Compensation & Benefits area.” issue 11.8
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in person
Arun
Bajaj
Division General Manager, Global Talent Management, HR, Nissan Motor Company Years in HR? I have over seven years of experience in HR. I went into HR later on in my career after having spent the first phase of my career as a lawyer. Why HR? HR is about people and for me there is nothing more interesting, challenging and rewarding than being involved in the development of the people at Nissan. Why Nissan? I am a car guy so I grew up reading car magazines and was a big fan of the Nissan Z cars. The idea of working for a car company was a dream. After having built a career at Nissan, what I truly appreciate is the people I work with,
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their passion for the product and dedication to innovation. Biggest achievement? I have been particularly proud to work with our local HR teams on the hiring and training of talented people in the emerging markets over the past four years that directly supported Nissan’s rapid growth in these markets. Family? I live with my wife, my seven-year-old son and five-year-old daughter in Tokyo. What happens after hours? I am an avid runner. I also enjoy photography and travelling with my family, particularly in Asia.
talent challenge
Developing leaders What are your most innovative strategies to build the capacity of new leaders? Our strategy includes a competency assessment which involves gap analysis and interventions to bridge gaps between an organisation’s current leadership Yash Pal capabilities and those that are needed in the future, so as to prepare potential Singh Kanwar leaders to occupy higher positions of responsibilities. Deputy General Talent management and leadership development efforts also need to be clearly Manager, HR, aligned to meet business needs. Mind-set needs to be changed to be open to Oil and Natural Gas Corporation looking at issues differently and positively. A spirit of experimentation and ability to take difficult bold decisions needs to be inculcated. The socio-cultural issues, diversity of the workforce, gender sensitivity and ability to work in multidisciplinary teams are important dimensions that need to be taken care of. In addition, creating learning aspirations, a well-designed mentoring framework to harness the tacit knowledge in the organisation and effective use of technology to devise creative and innovative solutions to the business issues is imperative in building the capacity of new leaders.
Nina Dankfort Nevel-Nijs
At one company I joined, the HR team was fragmented – each team supported one division and there was no cooperation and sharing among the HR teams in different offices. Upon joining, I set out to share and build the idea of “One HR”, HR Director, Asia Shanghai, PRC, using Dave Ulrich’s model of the four roles of HR – Administrative Expert, GE Energy, Asia Change Agent, Employee Champion and Strategic Partner. A vision and action plan was mapped out for my team of 20 HR business partners. Under my coaching and guidance, we worked towards unifying the HR department. Our efforts started to pay off and the 12 managing directors and general managers began to trust and respect HR. The HR team was appreciated and rewarded accordingly for their effects and dedication. After three years of hard work and leading by example, the HR team now works together, trusts each other and believes in “One HR”. I was recognised for the efforts and positive impact I made on the HR team and awarded the Leading HR Leader Award in 2010 by Singapore Human Resource Institute.
Joyita Poddar
While past performance record is always a great hiring criterion, we also place enormous emphasis on the potential that leaders bring into the organisation. We place due emphasis on how the new leader can grow into larger roles. That is testament as to why Sabre and Travelocity as organisations have developed and groomed truly successful leaders in the company. Our approach to ‘growing capabilities’ of new leaders can be categorised by the 70:20:10 approach. A large part of growing individual capability comes from first building self awareness. As an organisation, we invest in resources to help leaders understand and internalise their own development needs. The second big piece of the development puzzle comes from experiential learning and giving leaders the opportunity to work in ‘real life’ situations. With the above two in place, it becomes easier to build facilitated programs. To ensure the success of these programmes, HR works towards customising them piece by piece to tie in with the values and vision of the organisation.
HR Director – Asia Pacific, Sabre Holdings
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twenty-four seven 1:45pm Informal chat with colleagues on daily work and activities.
Uthaya Prakash Santhanam Regional L&D Manager, Huawei Technologies
7:45am A quick roti canai and teh tarik at hawker stall, before heading to the office.
8:30am Clock in and spend 15 minutes at our newspaper corner, quickly glancing through daily. news
8:45am Go through to- do list for the day. 9:00am Reply to urgent emails and follow the schedule prepared a day ahead.
9:30am Quick meeting and update with HR team and possibly sit-in with
department heads to further understand and ensure actual implementation of their L&D needs.
1030am Start working on new L&D initiative and proposal based on business needs and departmental targets.
12:00pm Respond to email and
2:00pm Discussion with L&D Specialists on daily and weekly implementation and issues to be resolved. Monitoring of mentoring system, monthly induction program, e-learning usage level, on-job training, managerial training, intercultural communication programme and customisation of leadership programme.
4:00pm Tea with colleagues. 4:15pm Support department competency development plan and manage other training and development initiatives in the region based on business requirements. At times, certify internal trainers.
teleconference calls with HQ and country office. Work on pilot project if any for the week.
5:00pm Initiate and participate knowledge
1:00pm Lunch with colleagues.
6:00pm Time for friends.
sharing session with respective departments. Conduct classroom-based training if any.
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talent feature
Why employee retention makes good sense Improving employee satisfaction and retention goes beyond a monthly pay check or the occasional reward for good performance. Karin Clarke, Regional Director, Singapore & Malaysia, Randstad outlines a more holistic approach towards nurturing a workforce for the long-term
Karin
»
clarke
Regional Director – Singapore & Malaysia, Randstad »
E
mployees come to work each day expecting and wanting to be productive. They look for helpful policies and processes, they want to work with managers who enable them to do their best, and they need to be recognised appropriately for their contributions – in ways that go beyond just pay. Organisations who are successful in retaining talent have leaders who are passionate about the importance of their people, connect them to their organisational strategies, ensure practices are consistent and inspire outstanding performance – therefore delivering the most compelling employment experience. Improving employee satisfaction and retention is not necessarily an expensive exercise. Research tells us the true satisfiers can’t be bought – career growth, meaningful work, respect, appreciation, feedback and being able to influence how work gets done are far more powerful than gifts and prizes offered in recognition and
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reward programs. Initiatives that are difficult or expensive to deliver become short-term fads and fail to provide the long-lasting benefits employees really want. Every organisation is unique and has its own set of challenges, however, from many lessons learned, the core attributes that play an important role in retaining talent include: » Ethics and integrity – everyone at every level should know honesty and integrity are non-negotiable within an organisation. » Career advancement prospects – employees need to know they can start at entry level and go anywhere, with the right career planning and talent mapping tools in place. » Caring – encourage a culture of looking out for each other. » Challenge – ensure your people are constantly challenged and stretched. Encourage innovative thinking –
»
»
challenge your people to look at how you do things and how things can be done better. Excellence – hire the right people who are committed to excellence, it’s the starting point of any good retention strategy. Skills can be developed but personality traits are very difficult to change. Reward and recognise high performers. This can be as simple as public recognition by saying ‘thank you’ – and it can go a long way. Leadership – commit to identifying and developing the best leaders, these people will contribute to the ongoing and future success of your organisation. Learning environment – provide lots of opportunities to learn new things and similarly allow your business to learn by asking for feedback through employee and customer surveys. And don’t forget exit interviews. Get to know why your people leave and use this data to build effective retention strategies. Customer and results focus – focus on the outside as much as the inside. Collaborate in teams to encourage natural innovation, and for senior leaders in any business, always remember what it’s like to walk in your people’s shoes.
+ To find out more, please email Karin Clarke, Regional Director of Singapore & Malaysia at karin.clarke@randstad.com.sg
R
GLOBAL NETWORK SINGAPORE
executive appointments
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executive appointments
GLOBAL EXPERIENCE. LOCAL EXPERTISE. Michael Page Human Resources. Providing expert career advice to the Singapore market for more than 15 years.
Michael Page Human Resources sets the benchmark in specialist recruitment with a quality of service that is second to none. As part of Michael Page International, we can draw on more than 30 years of global recruitment experience and the resources of 148 offices across 32 countries.
APAC Learning & Development Manager
Human Resources Manager
APAC focused (Extensive Travelling) | Autonomous Environment
Leading Media Organisation | Business Partnering
We are working with a global MNC that has consistently been featured as an employer of choice and have thrived through an open, autonomous structure within the organisation. This role will look into developing soft skills for the organisation in terms of its interaction with customers. With observation you will need to look into bridging the gap, either independently or in conjunction with external vendors. Extensive travelling is required (up to 70%).
Our client is a US MNC and leader in the marketing communications industry. Their key clients include those in the Fortune 500 and they are currently looking for a Human Resources Manager to join their team. Reporting to the Regional HR Director, this is a generalist role with a focus on talent acquisition. You will ensure that HR policies, practices and resources are aligned with overall business objectives. The organisation is expanding locally and in emerging countries, thus the bulk of recruitment will be for talent there. The successful applicant should have at least 5 years’ strategic HR experience, preferably from a media background. You must be adept in the process of talent acquisition for mid to senior level candidates. Excellent communication and presentation skills are necessary.
Contact Lianna Tian for further information. Ref:H887220
Contact Ling Quek for further information. Ref:H909820
Rewards Operation Manager
HR Site Services Manager
Managerial Position | Asia Pacific Coverage
US Listed Multinational | Industry Leader
Our client is a leader in the agriculture business with an established presence in over 90 countries. With the continuing demands of the business, they are seeking a C&B Operation Manager to join their team. You will be required to support the communication, implementation and ongoing maintenance of the compensation and benefits policy and schemes for APAC, including salary benchmarking, salary review and short term incentive and other regional/local schemes. You will be involved in the delivery of reward services from a shared services centre, and assist on HR projects and initiatives as assigned. Additionally, you will be required to manage the implementation of online compensation tool using SAP Compensation Module.
Our client is a leading chemical MNC employing more than 50,000 employees globally, possessing a strong track record of success. Due to dynamic business needs in Singapore, there is now a need for a high calibre HR Business Partner to join the team. Reporting to the Regional HR Director, you will be responsible for partnering the Singapore leadership team, providing advice on best industry practices and implementation. You will be the recruitment lead on all talent acquisition matters and act as a HR consultant to the business in all aspects of talent development.
The ideal candidate must have 3-4 years’ experience running and managing compensation and benefits schemes. You must have knowledge of SAP Compensation Module and be highly numerical, analytical and possess strong project management skills.
The successful applicant must possess a degree specialising in HR management, with at least 10 years’ experience in a HR Generalist role in an MNC, having prior experience in talent acquisition and talent development. You possess a positive attitude with excellent communication skills. You should also be adept at building rapport at all levels within the organisation and proactively provide leadership guidance to the business.
Contact Cherry Wu for further information. Ref:H889200
Contact Shyan-Hwei Phua for further information. Ref:H917640
To apply for any of the above positions, please go to www.michaelpage.com.sg/apply quoting the reference number or contact the relevant consultant on +65 6533 2777 for further details.
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#11763 Licence No: B565705A Business Registration No: 99804751N
We are looking for candidates with at least 8 years’ experience in a corporate L&D environment, having designed and ideally delivered programs targeting sales and marketing professionals for B2B markets. You should have experience partnering countries in the APAC region. Ability to converse in mandarin is essential to this role as you will interact with personnel from China.
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HUDSON IS CELEBRATING 15 YEARS of successful partnership with our clients and candidates in Singapore. 15 years of positive impact on the performance of top companies and talented individuals by finding the best fit for them.
GROWING TOGETHER WITH YOU OVER THE YEARS
With your support, we have evolved, grown and emerged as Singapore’s premier Recruitment Service Provider. And through each year, we better understand your needs and continuously strive to serve you better. Continue to grow and improve with us. Contact our HR specialists at 6339 0355: GEORGIE CHONG MAUREEN HO
SENIOR HUMAN RESOURCE MANAGER Healthcare Organization Challenging and Rewarding Role Asia Pacific Region A challenging opportunity has arisen for an experienced HR professional to join one of the leading companies in the healthcare industry. You are responsible for the full spectrum of HR functions, both strategically and operationally. You will work closely with business leaders, serve as advisor and change facilitator to the business, and initiate, design and implement HR programs, and translate objectives into HR deliverables. Degree qualified, you possess professional HR qualification and minimum 12 years of solid hands-on and progressive HR managerial experience within an MNC. You are a strategist and hands-on operator with demonstrated leadership capability, and experienced in managing HR operations. An excellent communicator, you possess exceptional interpersonal and influencing skills, and ability to work in a fast-paced and dynamic environment. Contact Maureen Ho quoting HRMP/31333/MHH.
HR BUSINESS PARTNER Diversified Industries Dynamic and Challenging Environment Excellent Career Development Opportunity Leading players in diversified industries, our clients have urgent requirements for a dynamic HR professional to join them in Singapore and regional capacities. Partnering Business Heads, you are a strategic HR Business Partner in providing expert advice and acting as a consultant to influence organizational change, and coaching leaders at all levels to enhance organizational performance and retain human capital. You will work in a highly matrix environment to drive and implement organizational objectives. You are degree qualified with minimum 10 years of solid hands-on HR generalist experience in MNC. You are strategically minded and have demonstrated hands-on HR management expertise. With exceptional communications and interpersonal skills, you are able to work independently in a fast-paced and demanding environment. Contact Maureen Ho quoting HRMP/28051C/MH.
To apply please enter the relevant reference number in the ‘Job ref number/keyword’ section of jobs.sg.hudson.com. Alternatively, email your resume to sgresume@hudson.com quoting the relevant reference number.
HRM_2p_06.indd 1-2
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RESOURCING MANAGER, ASIA PACIFIC Established Market Player Newly-Created and Challenging Role Asia Pacific Region
LEARNING & ORGANIZATION DEVELOPMENT MANAGER US Industrial MNC Newly-Created and Challenging Role Asia Region
A global service provider and an established market leader, our client seeks a high caliber and dynamic professional to lead the Resourcing efforts in Asia Pacific.
Due to increasing business needs, our client seeks an experienced HR Practitioner to play a critical role in its learning & organization development requirements.
As subject matter expert, you will design, consult, implement and manage Resourcing programs for the region. You work closely with your internal stakeholders, responding to business needs and ensuring operational efficiency including policies and processes, search methodology, vendor management and talent pipeline building. You will recruit key hires, provide resourcing data and participate in regional projects.
You will lead and drive overall people development strategy including learning & development and talent management to create a high performing workforce and develop HR programs that propel organizational effectiveness. Working closely with senior management in identify training needs and high potentials, you also partner with in-country HR team in service delivery.
The ideal candidate comes with ten years of HR management and extensive resourcing experience at a supervisory level. Highly operational and strategic, you are capable operating in a fast-paced, matrix and multicultural environment. Prior experience in setting up the resourcing function is a plus. You possess excellent communication, engagement and influencing skills. Contact Maureen Ho quoting HRMP/31333/MH.
Degree qualified with professional training certifications, you have minimum 10 years of HR management experience and in-depth knowledge in talent management, competency evaluation, and training & development. You are a hands-on and energetic team player with excellent influencing, communication and project management skills. Highly independent, you require minimum supervision and can travel up to 50%. Mandarin proficiency is required. Contact Maureen Ho quoting HRMP/29297A/MH.
7/12/2011 2:24:28 PM
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executive appointments
Returning the Human to Resourcing
HRD Singapore
Compensation Consulting Senior Leader
HR Business Partner
Newly Created Position
Global Consulting Firm Financial Services Sector China / Hong Kong-Based
Premier Bank
This premier global human capital consulting firm specializes in compensation consulting for financial services sector.
This premier bank has a strong global franchise and has recorded impressive business growth in the region.
Working closely with senior management, you will manage all HR issues relating to a startup operation. This will encompass setting up proper policies and procedures, implementing best practices, recruitment, and other functions of HR as the business requires. As this is a newly created role, you may also be expected to work on HR projects.
Reporting to the Asia Pacific Head of Financial Services Practice, you will build the compensation practice and execute consulting services for major international or regional financial services companies in the region. Consulting services cover market surveys, valuation services, compensation consulting (covering executive, equity, sales and employee compensation) and analytic services. You will deliver excellent services & solutions to existing clients and continuously originate new clients.
You are HR qualified and have worked a minimum of 10 years in a progressive and dynamic services environment. You are energetic and committed. Strategic, yet operationally hands-on, you also work well in dynamic and fluid/unstructured environments. Experience working within ambiguity will be advantageous.
Reporting to Senior HR Leader, you will provide HR advice and services to the Support Function Group (including Technology, Operations and Finance). You will enhance functional performance through appropriate advice and facilitation of robust and integrated people management tools and processes. You will play a diverse role covering performance management, reward and talent management so as to align people objectives with business strategies.
Degree qualified, you will have at least 10 – 15 years of experience gained in a major human capital consulting firm with a strong focus on financial services sector or a major financial institution. With strong business development, execution and consulting skills, you are entrepreneurial, driven and commercial in your approach.
Degree qualified, you will have at least 10 years experience gained in a major MNC or bank, including few years covering the support functions. You are proactive, mature, credible and tenacious. You are able to influence priorities and build relationship at all levels.
To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA2992\HRM, or call (65) 6333 8530 for more details.
To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA3005\HRM, or call (65) 6333 8530 for more details.
Fast Growth Salary circa S$150k - S$200k + bonus Our client is a startup in the healthcare services industry. Due to business expansion, there is now an excellent opportunity to be part of a highly dynamic and pioneering team.
To apply, please submit your resume to Cecelia Koh at ck@kerryconsulting.com, quoting the job title and reference number CK3421\HRM. Only successfully shortlisted candidates will be contacted.
banking | finance | human resources
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Highly Visible Role Senior Manager
executive appointments HRM Awards 2009 Sponsor of the Best HR Manager of the Year Award Asiamoney Headhunters Poll 2009 Best Headhunting Firm - Middle/Back-Office category No. 2 in Asia
HR Business Partner
Manager, Global Reward Programs
Learning & Talent Director
Industry Leader
Industry Leader
Globally Well Respected
Global Role
(Corporate Functions) Global Portfolio Business Partnering Role
Progressive Organization
Business Focused
Salary circa S$250k - S$280k + variable bonus
Globally respected as one of the World’s leading companies in its field, there is now an opportunity for a high caliber C&B Manager to join them.
Our client is a premier shipping & logistic services company with an established network globally.
Our client is a leading multinational with a significant global footprint. An opportunity now exists for a strategic business partner to join them in this generalist role.
Ideally, you should be Degree qualified and have a minimum of 6 years experience with solid C&B experiences. Good knowledge of compensation practices, legislations and trends is highly advantageous. You are proactive, possess a “can-do” attitude, and a proven leader with strong communication and influencing skills. You are confident and have no issues dealing with senior management. To apply, please submit your resume to Susan Lim at su@kerryconsulting.com, quoting the job title and reference number SU3339\HRM, or call (65) 6333 8745 for more details.
Reporting to the Group Head of HR, you will be responsible for the Talent Management & Organisational Development functions globally. You will develop a comprehensive learning & development strategy, and conceptualise and design innovative and effective learning & development programs in support of the company’s strategic people agenda. You will coach, develop and engage learning & talent development team to deliver aligned professional services that meet business expectations and upholds the company’s values.
Reporting to the Head of HR and working closely with the rest of the senior management teams, you will ensure that HR policies, practices and resources are in alignment with overall business and corporate objectives. This also includes leading and implementing key long-term and short-tem HR initiatives that impact overall compensation, succession planning and recruitment strategies.
You will have at least 10 - 15 years of learning and development experience gained in a MNC with a proven track record in conceptualization and design of learning and talent management programs that drive business performance. You will be driven and possess strong influencing skills.
Ideally, you are Degree qualified with a minimum of 10 years HR experience, of which half should be in a team management role. You possess strong working knowledge of HR practices across the region as well as have a broad overview of certain specialist functions. You are excellent in managing client relationships at senior levels and have the ability to articulate and implement these initiatives on the ground.
To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA3011\HRM, or call (65) 6333 8530 for more details.
To apply, please submit your resume to Cecelia Koh at ck@kerryconsulting.com, quoting the job title and reference number CK3243\HRM, or call (65) 6333 8530 for more details.
Licence No: C690801Z
Reporting to the VP, Global Reward Programs, you will lead the review and development of the Global reward programs and processes for the organization in line with the global reward philosophy. You will assess the internal equite and external competitiveness of the reward programs. You will plan and manage the annual review process and communication to ensure the region HR are aligned and met.
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Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. KellyÂŽ offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, contract and permanent basis. Serving clients around the globe, Kelly provides employment to more than 530,000 employees annually. Revenue in 2010 was $5 billion.
HR DIRECTOR Educational institution
Business partner opportunity
Our client is a globally recognized school known for its high quality Bachelor Degree and MBA programs. Due to rapid growth, they are now on the lookout for a creative HR Director to lead their human resources policies in Singapore and build an even better workforce. As part of their key management team, you will be responsible for managing the full spectrum of HR processes and driving new strategies which are aligned to business objectives. On top of leading compensation & benefits policies, you will direct industry standard quality & compliance certifications and accreditations. You should have a post-graduate Degree in a relevant discipline, about 9-13 years of HR experience, and have prior background with People Developer standards. Familiarity with the education industry, and an ACTA certification or equivalent, is highly desired. This is a great opportunity for an experienced HR professional to move into an educational institution within the private sector. If you meet the above criteria, please email your detailed CV in word format to iryani_kamal@kellyselection.com or call Iryani Kamal at 6645 3515 for a confidential discussion.
AVP, CAMPUS RECRUITMENT Global investment bank
Exciting growth opportunity and attractive remuneration
Our client, a highly regarded Global Investment Bank is currently seeking an experienced HR professional as an Assistant Vice President to join their Campus Recruitment team. Working within the APAC campus recruitment team, you will manage the full cycle of campus recruitment including candidate selection, attraction, on-boarding and induction; MI and analytics reporting and relationship management. You will work closely and build strong internal relationships with business leaders, HR generalists and campus recruiters across the APAC region. You will be involved in the organization’s branding initiatives and effectively promote the organization as the Employer of Choice. You should be a graduate with at least 5 years of graduate recruitment within a large corporate environment or investment bank. You should possess expert administration, organization, presentation and communication skills. An ability to thrive in a high pressure environment is essential to succeed in this role. If you meet the above criteria, please email your detailed CV in word format to Adeline_Chew@kellyselection.com or call Adeline Chew at 6645 3513 for a confidential discussion.
HUMAN RESOURCES kellyservices.com.sg
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Trusted
Experienced
Connected
HR MANAGER Attractive benefits
Regional opportunities
Our client is an internationally known organization recognized for providing supply chain solutions which are environmentally friendly. Their services span over 50 countries with Singapore being the corporate headquarters for the Asia Pacific region. Due to business requirements, they require a hands-on HR Manager to be part of their human resources team. Together with the HR operations team, you will be responsible for the day-to-day running of HR including payroll, training and HRIS. Besides supporting the delivery of global HR policies and procedures, you are required to manage relevant local and regional recruitment. You should have a degree in a relevant discipline, about 7 years of payroll background, and 5 years experience within Organizational Development. Familiarity with the People Developer system and the supply chain industry will be advantageous. This is an excellent opportunity to be part of an organization which has a green mindset and possess patents to its forward-thinking technology. If you meet the above criteria, please email your detailed CV in word format to iryani_kamal@kellyselection.com or call Iryani Kamal at 6645 3515 for a confidential discussion.
SENIOR OD MANAGER Leading industry player
Significant regional exposure
Our client, an Asian based company, is an established leader in its market and trusted name in its industry. They are currently looking for a Senior OD Manager to join the HR team. Reporting to the Group HR Director, you should be familiar with a matrix environment. You will bring new perspectives and refreshing ideas to existing procedures. You will need to manage succession planning for the Senior Management via graduate intakes and development. In this challenging role, you will be required to be a trusted advisor and internal consultant. You will effectively influence and work with all stakeholders within the Company and overseas divisions to drive organizational development initiatives to create a high performing workforce and develop HR programs that propel organizational effectiveness. You should be a senior and experienced HR specialist, ideally with 10+ years of experience with strong leadership skills to lead people through organizational change process. Flexibility combined with strong drive and the desire to make a difference is also important. You will have an excellent track record in building and maintaining relationships at all levels within a business. Due to the regions covered, you will be required to be conversant in English and Mandarin. If you meet the above criteria, please email your detailed CV in word format to lili_kang@kellyselection.com or call Li Li Kang at 6645 3514 for a confidential discussion.
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Human resources professionals speak to tHe experts regional Hr Business partner transport yourself into an exciting opportunity.
change manager/organisational effectiveness manager roll out new initiatives/changes across apac.
This global transportation and logistics company is well known in Singapore. The business unit you would be responsible for has a headcount of 80 employees and solves supply chain challenges by offering international logistics services. With a global remit, you will report to the HR Director and collaborate with the HR centres of excellence – compensation, learning & development, HRIS and shared services. Partnering with business leads, you will implement and execute HR initiatives. Ideally you have a minimum of eight years regional HR experience as a generalist in a global multi-national company, with some expertise in compensation.
A superb opportunity has arisen within a global organisation for an OE Manager to become part of their regional and global implementation team. You will drive key areas of the global agenda across Asia Pacific and partner with the business to design future operating models and identify emerging and future capabilities. With the ability and credibility to work with and influence senior stakeholders as well as demonstrated experience managing large scale complex change initiatives, you have the confidence to engage across the organisation regardless of geography, culture or function and have a good understanding of how to fit diverse functional teams together.
Group compensation & Benefits manager strategic c&B role with global exposure.
senior Hr Business partner- oil & Gas strategic support for a dynamic business.
A Singapore based conglomerate, with a reasonable portion of its business in the oil and gas industry, is looking for a Group C&B Manager with a strong hands-on yet strategic mindset to head up the team (including payroll for onshore and offshore employees). You will develop sound C&B policies and framework for all businesses globally. Ideally you possess ten years of regional or global compensation work with a good understanding of the different fixed and variable C&B programs.
This exciting and growing Singaporean energy multinational is looking for a Senior HR Business Partner due to recent expansion. This is a fantastic opportunity to gain regional exposure, working for a dynamic and fast growing organisation. As well as providing strong HR support to the business, you will be participating in global HR projects and implementing new initiatives. A pragmatic approach and ability to work with and influence key stakeholders across a range of different cultures is essential.
please contact ash russell, mamta shukla, thomas Girling or Vargin Yeke at hr.singapore@hays.com.sg or +65 6303 0721.
hays.com.sg
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Your success
is our
ACHIEVEment!
1) HR MANAGER
• Attractive remuneration • 5 days • North
A well-known and established MNC (Manufacturing industry) is inviting suitably qualified candidates fill the position as a HR Manager.
Our client is a very established gaming company. They are currently looking for an Assistant HR Manager to join them in the expanding business.
Responsibilities: • Oversees the implementation of HR programs and monitors administration to established standards and procedures. Also identifies opportunities for improvement and resolves any discrepancies • Develops and administers programs, procedures and guidelines to help align the workforce with the strategic goals of the Company • Leads the implementation of the performance management system • Establishes and leads the recruitment process and procedures necessary to recruit and hire a superior workforce • Formulates and recommends Human Resources policies and objectives for the company with regard to employee relations so as to establish a positive employer-employee relationship thereby promoting a high level of employee morale and motivation • Partners with management to communicate Human Resources policies, procedures, programs and laws • Administer compensation, benefits and performance management systems and recreation programs • Maintain, record and analyse statistical reports concerning personnel-related data such as hires, transfers, performance appraisals and absenteeism rates so as to identify and determine causes of personnel problems and develop recommendations for improvement to the Company’s personnel policies and practices • Any other duties as directed
Requirements: • Degree in HR or other disciplines • At least 5 years’ HR experience at a managerial level, with experience in payroll processing • Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labour relations and negotiation, and personnel information systems • Knowledge of business and management principles involved in strategic planning, resource allocation, leadership technique and coordination of people and resources • Knowledge of the relevant labour legislations, precedents, government regulations etc • Proficiency in both English and Mandarin (spoken & written)
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2) ASSISTANT HR MANAGER
• Salary Negotiable • West • 5 Days work week
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Responsibilities: • Manpower Planning, Succession Planning and Recruitment, including Expatriate Recruitment • Familiar with the preparation of Job Descriptions and Specifications • Initiate and Deliver Programmes for Employee Engagement and Well Being • Prepare and Manage the Manpower Budget for the organization • Able to play the Advisory Role to the Line Managers on HR matters • Spearhead assigned HR projects • Cover/Assist the HR Manager on her absence
Requirements: • Degree in HRM /or related discipline from a recognised University (Candidates with Part-Time Degree must have at least a Full Time Diploma from Polytechnic) • Minimum 4 to 5 year(s) of solid HR generalist role: o Some Comp and Ben experience would be beneficial o Involved in recruitment of Executives & above, ie. Conduct Interviews, Proposal Salary, etc o Manage HR Projects • Experience working in large organisations would be preferred • Matured attitude • Highly self-motivated, committed and resourceful with strong interpersonal skill • Good writing and communication skills • Singaporean/PR Interested candidate please submit your updated resume in MS WORD Format to: Position1: vital5@achievecareer.com Position2: aspire5@achievecareer.com We regret only short listed candidate will be notified. All applications will be treated with the strictest confidence.
www.achievecareer.com