HRM 11.09 by Key Media

Screening candidates

The war for Chinaâ&#x20AC;&#x2122;s talent

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+ Reinventing skillsets at AT&T + Breaking barriers at Omnicom Media Group + Expat salary packages

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ISSUE 11.9

The future of employee engagement

CONTENTS hrm11.9

COVER STORY 22 Social networking – The future of employee engagement

Social media is rapidly becoming a preferred platform for employee communications. Understanding its benefits and complexities along with its inherent risks can enable HR professionals to build a more engaged and empowered workforce

IN THIS COVER STORY “At the heart of social media is conversation and the cultivation of relationships. If HR is able to implement social media with this in mind, it can possibly result in a more empowered workforce, an effective HR department and fruitful recruitment processes” Patricia Lalisan, Social Media Guru at Alcatel-Lucent Enterprise (Asia Pacific) EDITOR

TRAFFIC MANAGER

JOURNALISTS

SENIOR GRAPHIC DESIGNER

Evelyn Lim

GRAPHIC DESIGNER

Yogesh Chandiramani

Sumathi V Selvaretnam Shalini Shukla-Pandey Priya de Langen EDITORIAL RESEARCHER:

Vivien Shiao Shufen

Leizel Cabaning Amos Lee

John Paul Lozano

REGIONAL SALES DIRECTOR

ACCOUNT MANAGERS

SENIOR ACCOUNT MANAGER

GENERAL MANAGER

Natasha Vincent Charlene Lim

Kaveri Ayahsamy

REGIONAL MANAGING EDITOR

George Walmsley

MANAGING DIRECTOR

Richard Curzon

PHOTOGRAPHY BY

Rory Daniel DC Photography Studio PRINTED BY

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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hrm11.9 CONTENTS

FEATURES 16 The war for China’s talent

China is a hot-bed for foreign companies who want to make their mark in Asia. Yet, MNCs are losing favour as employers of choice, with more graduates being lured away by state-owned companies. HRM examines the unique HR challenges in this burgeoning talent market

28 AT&T: Not just talk

AT&T’s strong culture of product innovation extends to its HR management. Syed Ali Abbas, Executive Director (HR) – Asia Pacific, tells HRM how the company utilises its communication expertise to constantly reinvent its staff’s skillsets

34 Breaking barriers

When Torie Henderson became CEO at Omnicom Media Group Singapore, she had to overcome stiff hierarchy, a chronic talent shortage and lack of team work to create a more open and communicative work environment

40 Weeding out bad apples

Studies show that an increasing number of applicants are lying on their

resumes in a desperate bid to secure ‘it’ jobs. HRM finds out what organisations are doing to screen their candidates and protect themselves from bad apples

46 Creating destination: Work

Employees who have the support and appreciation of management will be more willing to go the extra mile and make a difference in the organisation, writes guest contributor Harry Paul aka Harry the Fish Guy

51 Training techies

Organisations need to keep employees updated in the latest information technology (IT) trends, with many companies spending a sizeable amount on tech training. HRM looks at the latest IT programmes in the market and discovers why they are in such high demand

56 Packaging the deal

More organisations are moving away from offering their skilled foreign employees a full expatriate package. HRM takes a look at what alternative compensation methods companies are providing and whether this trend is here to stay

REGULARS 4 Analysis

63 MICE

73 Talent Ladder

76 Twenty-four Seven

6 News

70 Resources

74 Talent Challenge

79 Talent Feature

11 Leaders on Leadership

71 Viewpoint

75 In Person

80 Executive Appointments

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

Adjusting Singapore’s

talent thermostat S

ingapore is tightening requirements for foreigners entering the country on Employment Passes (EP) yet again. Effective from January 2012, key changes include tightening the educational qualifications requirements and raising the qualifying salary for new EP applications to at least $3,000 for the Q1 Pass, and $4,500 for the P2 Pass. While the move aims to ensure that employers who need to augment their workforce hire foreigners with the right calibre and expertise to complement an increasingly qualified local workforce, the measures are not sitting well with small and medium enterprises (SMEs), which make up 90% of companies in Singapore. They say the only certainty they have is that business costs will go up, especially at a time when they are facing an uncertain business outlook and labour crunch. “The immediate concern of SMEs is really costs issues. They are faced with the double whammy of low business volume due to the current bleak economic climate and higher wage costs as a result of the new EP regulations,” says Association of Small and Medium-sized Enterprises (ASME) president, Lawrence Leow. “Employers also feel they are being further penalised for hiring foreign workers for jobs that most Singaporeans already shun or for which there aren’t enough local workers.”

Changes to Employment Pass (EP) Framework EP Type From 1 Jul, 2011 From 1 Jan, 2012 Q1 Qualifying salary ≥ $2,800 Qualifying salary ≥ $3,000 Tightened educational qualifications requirements P2 Qualifying salary ≥ $4,000 Qualifying salary ≥ $4,500 P1 Qualifying salary ≥ $8,000 Qualifying salary ≥ $8,000 S Pass Qualifying salary ≥ $1,800 Qualifying salary ≥ $2,000

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Deputy Prime Minister, Minster for Finance and Manpower Minister, Tharman Shanmugaratnam, assured employers that the move is “not dramatic”, and would translate to a one to two per cent increase in their remuneration bill, as the measures are phased in. “If we don’t make adjustments like this from time to time, (we will be) opening up a wider gulf between Employment Pass holders’ salaries and local salaries,” he told local media. “There is no perfect time to implement measures for the long term. We have to move ahead now, reinforce the measures we have already taken and make sure we are not leaving big gaps in place.” The new criteria will also affect existing EP holders. Those whose EPs expire before 1 January 2012 will receive a one-time renewal of up to two years, based on the criteria before July this year. Although the ASME understands the government’s need to tweak the EP Framework to balance the needs of employers and local workers, it believes existing EP holders should not be included in the changes. “People working on EP here have already acquired certain skills and experience that outweigh paper qualifications. Employers are content with the qualifications of current EP holders and see no need for them to be subjected to tightened educational qualifications requirements.” Others such as the Singapore National Employers Federation (SNEF) welcomed the overall EP Framework changes, endorsing the government’s emphasis that Singaporeans should remain at the core of a diverse and globally competitive workforce. Foreign talent is here to stay, making up one-third of the country’s total workforce. As PM Lee said in his National Day Rally speech last month, “We must always stay open to the world. This has attracted global winners to invest here, with diverse teams, creating jobs and prosperity for Singaporeans.”

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NEWS

ASIA

SINGAPORE

ASIA

Global leadership development boost

Wanted: Travel safety tips

Singapore will be home to a new 6,000-sq-metre global leadership development centre in mid-2012. Global consumer goods company, Unilever, will be establishing Four Acres – Singapore, a new facility that aims to build a leadership pipeline for its businesses in emerging markets. This is the company’s second training and development facility after its centre in London. Developed at a cost of S$32 million, Four Acres – Singapore will also allow Unilever to enhance its partnership with universities and business schools in

Singapore, and develop programmes that will raise the capabilities of its consumer business workforce. Harish Manwani, Unilever President, Asia, Africa, Central and Eastern Europe said that while the establishment of Unilever Four Acres here in Singapore will enable the organisation to build a powerful resource for the development of global leadership talent, it also reflects Unilever’s long-term commitment to Singapore in its ambition to become both a ‘Home for Talent’ and a centre for excellence in global leadership development. Consisting of 10 in-house residential bungalows, the centre will be located at Link@Nepal Hill, a part of one north in Buona Vista. Its first training programme is targeted for delivery in 2013.

Female business travellers want travel security advice from their organisations, according to a poll by International SOS. Some 85% of respondents polled felt that their organisation should give more advice while 57% said their company did not provide any specific advice related to personal safety for travelling female executives. The poll, based on 120 respondents representing international organisations based in the Asia Pacific region, also found that 60% would like to receive personal safety guidelines via email or from a 24-hour assistance hotline while only 20% wanted face-toface briefings. WDA is investing Dr Penelope Kinch, Deputy in a new Singapore Workforce Managing News Skills Qualifications (WSQ) Editor, Travel programme for the Waste Security Services Management industry – a joint venture between than 80% to give work International SOS safety authorities reports about the and Control Risks – explained that dangers employees face at their jobs. By female business travellers today 2015, at least 60% of workers are also make up around 45% of the total supposed to be given access to physical corporate travel market and, examinations if their work is dangerous. statistically, women are more likely Local governments will shut down to face specific threats such as businesses which fail to meet the health harassment, assault or handbag theft. requirements, according to the directive. “Companies risk failing in their In 2010, 27,240 Chinese ‘duty of care’ obligations if workers were diagnosed with inadequate support is provided to occupational injuries and their female business travellers illnesses, an increase of 50.2% before, during and after travel,” compared with 2009, based Kinch said. on figures released by the Simple prior arrangements such Ministry of Health. as arranging to be met at the airport Statistics also show that in by a company employee to having an 2009, about 200 million understanding of cultural sensitivities Chinese people toiled in can give all travellers a head start in workplaces that posed dangers to mitigating potentially dangerous their health. situations before arrival.

$5 MILLION

CHINA

Workers in risky jobs to be profiled Chinese employers are now required to keep health records for employees in risky jobs, according to a directive issued by the State Administration of Work Safety. China Daily reported that the health records will play an important role in settling disputes pertaining to occupational dangers. The directive also states that work safety authorities will be required to investigate all serious accidents that are caused by workplace dangers. Employers have to plan for several changes by 2015. The government expects more

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NEWS PHILIPPINES

ASIA

LGBT-friendly workplaces list compiled

Skilled Asian migrants prefer Asia

Nearly 80 foreign companies with offices in the Philippines have been tagged as lesbian, gay, bisexual, and transgender (LGBT) - friendly in a database managed by an HR development expert and gender rights advocate. In addition to the American and European companies already listed, the Inclusive Workplace Project (IWP) will also compile local companies that welcome talent regardless of sexual orientation in a bid to have more companies adopt a similar equal employment opportunity policy. According to reports by Business World, the IWP online portal will also have an employee feedback and whistleblowing system that will be available to job hunters. Corporations in the database include IBM, Microsoft, Accenture, Nokia and Motorola, and Dell. The list also comprises banks such as BNP Paribas, Credit Suisse and Deutsche Bank, pharmaceutical firms Abbot Laboratories, Pfizer and Merck & Co, and information provider Thomson Reuters.

More skilled Asians are choosing to emigrate to other Asian countries such as Singapore and Hong Kong over Western nations like the United Kingdom, Australia or Canada, says new research by a Thai university. The study revealed that Hong Kong had the highest rate of East Asian immigration, with 2.74 million migrants, followed by Malaysia, Japan, Singapore and Thailand. Dr Sakkarin Niyomsilpa, a researcher at the Institute for Population and Social Research (IPSR), Mahidol University said prosperity in certain Asian economies is a big reason for many

ASIA

Asia professionals emigrating to East Asia. He also noted that many Asian countries are relaxing their immigration requirements, in contrast to the United Kingdom and other Western countries which are making immigration rules stricter. Thai news website, The National, reported that the number of foreign professional workers in Thailand is likely to rise rapidly due to economic growth driven by the Asean Economic Community. In China, more workers are also travelling outside the country for work with support from the Chinese government.

THAILAND

Focus on job-skipping migrants The Labour Ministry has warned that foreign migrant workers in Thailand who change jobs will have their work permits rendered invalid. According to Somkiat Chayasriwong, permanent secretary of labour, many workers wrongly believe that their work permits are valid even if they switch jobs. However, the ministry has reiterated that changing employers automatically invalidates their work permits unless their original employers die, declare bankruptcy,

violate the employment contract, or assault them physically. Employers are obliged to inform the authorities or risk arrest when foreign employees leave their service. Illegally recruiting foreign workers is punishable by fines of between 10,000 baht (US$335) and 100,000 baht per illegal employee. Illegal foreign workers can face jail sentences of up to five years and fines ranging from 2,000 baht to 200,000 baht. To date, 1.9 million foreign migrant workers have registered their employment.

SINGAPORE

Retention requires respect Singapore workers say that showing respect towards all members of staff is the most important ingredient to creating a happy business culture. In the latest survey by workplace provider Regus, 72% of Singapore workers said that respect for colleagues is vital. Encouraging skills and knowledge sharing (52%) and vocally acknowledging the work of others (44%) were voted second and third most important factors. Helping out struggling colleagues was also nominated by 42% of respondents. William Willems, Regional Vice-President

for Regus Australia, New Zealand Top staff pleasers Singapore Global and South-East Asia, said: “The Being respectful, even to junior members of staff 72% 61% results of this survey should serve Encouraging knowledge and skills sharing 52% 49% as a wake-up call to managers among staff who may be overlooking simple, Vocally acknowledging the work of others 44% 49% practical and cost-free measures Offering help to colleagues who are struggling 42% they can take to make sure that Actively celebrating colleagues’ successes 33% staff don’t resign.” At the end of the day, workers want to be work and helping colleagues develop by valued and appreciated. Willems said: “Aside encouraging skills and knowledge sharing from salary increases and material bonuses, contribute to creating a more human and simple steps like showing respect for all staff, wholesome environment that staff are not making a point of congratulating staff on good easily tempted to abandon.”

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NEWS

ASIA

INDONESIA

MALAYSIA

ASIA

Garuda to replace foreign pilots

Hospitality industry gets talent boost

Indonesia’s national airline has hired 23 new pilots from a flight school in Bali in a bid to increase local hiring. The new pilots are scheduled to replace Garuda Indonesia’s 34 foreign pilots who will finish their one-year contracts by the end of this year. “Hopefully, as more cadets finish their education by the end of this year, the role of foreign pilots will decrease and all Garuda Indonesia airplanes will be flown by Indonesian pilots,” said Emirsyah Satar, the president director of Garuda. About three quarters of Garuda Indonesia’s pilots went on strike in July due to pay parity issues between local and expatriate pilots, causing flight delays of between two and eight hours and at least three cancellations. According to the Garuda Pilots Union (APG), foreign pilots earn US$7,200 a month, including housing benefits, compared to US$5,000 for Indonesians.

Malaysia’s hospitality and tourism industry now has a dedicated national training and development centre. The Malaysia Centre for Tourism and Hospitality Education (MyCenTHE) will train more skilled personnel for the industry. MyCenTHE uses a unique work-based learning format that allows the tourism and hospitality students to work and earn money with members of MyCenTHE’s tourism and hospitality network as they train for a diploma in tourism and hospitality. Higher Education Minister Datuk Seri Mohamed Khaled Nordin said: “With better training, the workforce would have access to better remuneration packages, lifting their economic and social status.” The centre has already signed memorandum of agreements with various hotels in Kuching which will guarantee work-based learning allowances and full-time employment to students.

Hong Kong is tops for international business

INDIA

Workers don’t want to retire Eighty per cent of Indian employees are ready to work for a further two years beyond their age of retirement. The Ma Foi Randstad Workmonitor 2011 – Wave 2 study has found out that while the employees are ready to work beyond their retirement age, they also welcome a wage increase of 5% to extend their work life. People in the higher age groups of 45 – 54 (89%) and 54 – 64 (100%) are happier to work beyond their retirement age compared to people in lower age groups. People with higher level of education (82%) intend to work beyond the retirement age, as compared to those with moderate education (75%). All employees with lower education levels (100%) intend to work beyond their retirement. Amongst all the countries surveyed, India has the highest mental mobility index of 146. This is in line with the findings that emerged in all the previous six quarterly surveys conducted since Q1 2010. While the finding per se is not new, its consistent trend over six surveys confirms that the war for talent continues to be a major challenge for organisations in India. Commenting on the findings of the report, E. Balaji, MD & CEO of Ma Foi Randstad said, “Older employees are ready to continue working beyond their retirement age while the younger employees are not excited about it. This reflects the mind-set of the younger working population who are more focused on the current times and the opportunities rather than about the long term future.”

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The world’s largest companies are opting to locate their offices in booming Asian economies such as Hong Kong, reflecting a shift in global economic power. According to the study, Business Footprints: Global Office Locations 2011 by CB Richard Ellis (CBRE), Hong Kong is the most popular city for international businesses, with 68.2% of international companies surveyed represented there. The combined impact of rapid growth in mainland China’s major markets, easy access to other major Asian economies, and Asia’s world-leading emergence from the global recession have enabled Hong Kong to act as a gateway between east and west. The city also boasts the world’s third-lowest tax regime globally; corporation tax at a maximum of 16.5%, personal income tax at a maximum of 15% and no sales tax or VAT – providing an enticing scenario for international companies and workforces. Hong Kong is closely followed by Singapore, home to 67.5% of surveyed companies, and then by Tokyo (63.9%). At fourth position is London - the only city in the Western world to be ranked in the top five most popular cities worldwide, alongside the rapidly emerging Eastern powers. The top five is completed by Shanghai (61.4%) which is increasingly adopting the role of financial and business capital of China. Among countries, the US ranks first with 89.6% of global companies represented there. This reflects the expansive size of the United States, which offers international companies numerous choices of major cities from which to access its markets.

NEWS

INTERNATIONAL

Diversity a top priority in federal workforce

L&D managers face strategic obstacles Learning and development (L&D) teams are so busy with day-to-day tasks that it is a challenge to focus on strategic learning and talent issues, a new survey by Knowledge Pool has revealed. According to the survey, L&D managers cite a lack of resources and a lack of support for this situation. Of the 104 L&D managers surveyed, more than two-thirds (69%) say that their training department does not have enough resources, while another 42% claim that they do not receive adequate support from senior managers. However, only 56% of respondents stated that their training and development

The federal workforce in the US is set to see more diversity in the years to come. President Obama recently issued an executive order to the numerous federal agencies to develop government-wide plans to improve workplace diversity in their agencies. According to the Washington Post, a council of deputy agency chiefs will be created to develop a diversity framework EUROPE within three months. The order is seen as a response to a lack of diversity found in senior level positions within the federal workforce – white people still hold more than 81% of Northern European leaders do better than these positions. their counterparts in the South or In an interview with the newspaper, Mediterranean when it comes to creating a John Berry, Director of the Office of good working environment, says a new Personnel Management, stated this would report by Hay Group. be a “special opportunity” for the federal According to the study, Russia and government to lead by example. the Ukraine lead the way with over half After the plan is of managers creating an released, the different energising or high-performing agencies will set up work climate for their staff (55% their own diversity each), followed closely by plans including Scandinavian business leaders The number of US people initiatives in areas (52%). Some 49% of leaders in claiming unemployment such as recruitment Germany, Switzerland and benefits and promotion. Austria do the same.

activities added value to their organisation. Al Bird, Learning Consultancy Director of Knowledge Pool, stated that due to constant fire-fighting by L&D teams, they do not have time to be strategic. “This means organisations are missing an opportunity to vastly improve performance at every level,” he noted. The survey also highlighted L&D managers’ long-term goals with 80% saying that training could improve their organisation’s ROI, while a majority (82%) state that they would like to develop a closer working relationship with line managers in order to help them plan ahead.

Northern Europeans make better leaders

7.34 MILLION

In contrast, more than two-thirds (68%) of Italian managers are creating a demotivating or at best neutral climate for their workforce – the highest proportion in Europe. French and Spanish managers come in a close joint-second with 64% failing to create a positive working environment. Dr Georg Vielmetter, Regional Director for Leadership and Talent, Hay Group in Europe, stated: “Whilst it is challenging for senior leaders to comprehend the organisational climate as their employees experience it, they must acknowledge their own role in fostering a positive working environment.”

Source: US Labour Department of Labour

GERMANY

Training to communicate with dying patients Doctors have the difficult task of telling some patients that they are dying. A short training programme might be able to help them communicate better with their terminally-ill cancer patients, according to a clinical research paper. The research, which was published in the Journal of Clinical Oncology, accessed the first training programme created to specifically improve oncology doctors’ communication skills when talking to dying

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patients as well as their family members, reports Reuters. Tanja Goelz, one of the authors of the study at the University Medical Center in Freiburg, Germany, said that doctors avoid straight talking with their patients in such situations. Goelz and her other colleagues developed the training programme, named COM-ON-p, which encompasses a 1.5 day communication workshop and 30-minute coaching session to help doctors.

To test the programme, the researchers randomly chose over a dozen doctors they had videotaped during consultations (with actors pretending to be sick) and put them through the training. According to the study results, after five weeks, doctors who had undergone the training were better at communicating with their patients in such areas as explaining transition to end-of-life care and they even enquired about their actor-patient’s families.

leaders on leadership

Social media at work What are your concerns surrounding the use of social media at work and how are you dealing with them? Lee Chown How Country General Manager, Lenovo Singapore

Lenovo fully supports social media. It can be successfully applied for quick dissemination of information. Internally, we use engines such as wikis, internal blogs and forums to engage with our employees. Besides having a global social media team in place, we also have social media policies and tools to encourage responsible employee blogging and to educate them on the key dos and don’ts such as etiquettes and security considerations. When it comes to employees using social media at work, our guiding principle is “moderation”. Employees should be familiar with our policies and use common sense to ensure they do not accidentally share company confidential information inappropriately or prematurely with an external audience. We treat employees as adults and therefore do not believe in implementing processes where staff are required to seek approval when sharing content on social networks. Instead, we encourage an open environment and awareness of policies and the right personnel to approach when they are uncertain about whether to share certain content.

Phillip Raskin

Managing Consultant, Text 100 Singapore

Actually, one of our core areas of work now is social media – we manage Facebook and Twitter accounts for clients, and help other clients develop and implement social media strategies. We also use social media to keep up on trends and news. In addition, we have young staff who are already active on social media. With a group of staff so accustomed to sharing online, we have to be very clear about what client or staff news we Tweet about, or what type of mood updates we might put on Skype or Facebook. For instance, if someone has a tough client meeting and then changes, his/her online status to “I hate my client”, it’s quite dangerous since our clients tend to be on all our social media lists and they can easily put two and two together. A departing staff, incoming client or embargoed product announcement can likewise be inadvertently announced to the world. Overall, though, social media is a vital part of our business, and we work with staff to ensure they understand the boundaries of the playing field. And after that, it’s up to them to enjoy and use it.

Michael Loh Partner, Clifford Law LLP

We recognise that people need to communicate and relate. Social media has fulfilled that need with its ease of access from the very computer that staff work on. The good thing about social media, strangely, is that staff can engage in social media while working at the same time. This seems like a more efficient use of time to kill two birds with one stone, so to speak. Our first concern is the basic worry that time and quality of work will be affected. Also, in our line of work, standards of confidentiality of information, content and documents are inviolable. Therefore, we are concerned with the possibility of some stray remark being let slip in the midst of such communications which could compromise the trust between our firm and our clients. This is worsened by the near immortal permanence of any entry. On a more mundane note, passing by a screen on the social media page is rather irksome, giving rise to an impression that no work is being done although the worker may have been very efficient and so happened to be on that page at that time.

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Celebrating 10 Most Popular Back by popular demand! HR Summitâ&#x20AC;&#x2122;s best speakers return to celebrate our 10th Anniversary. Joining them are 50 new international speakers and HR experts from across the globe showcasing Asia-exclusive presentations at what promises to be the biggest and best HR event of the year.

The Orange Revolution

Nanovation

Fishy HR Ideology

Chester Elton International Speaker and Motivational Expert

Dr. Kevin Freiberg Thought Leader & Author

Kenny Yap Executive Chairman & Group CEO, Qian Hu Corporation Limited, Singapore

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10th Anniversary Special

9 & 10 May 2012 • Marina Bay Sands • Singapore

Years of Asia’s HR Event Greatest Hits HRM in Emerging Markets: Untold Stories John Vong, International Speaker & Leadership Expert

Leadership Matters Peter Baines, International Speaker & Leadership Expert

Branding Through People – Positively Reflecting Your Organisations’ Image Christina Ong, Branding Expert

The 8 Enemies Masterclass for HR Success in the New Marketplace Kevin Panozza, Engagement Expert & International Speaker

Managing Your Demographic Risk Cheryl Liew, WorkLife, Gender & Generation Expert

Vision Critical…How to Redefine Your Future, Grow Your Business And Improve Your Bottom Line Donald Cooper, Business Speaker & Coach

Low Peck Kem, Divisional Director, National Human Resources Division, Ministry of Manpower (MOM)

Growing the Leaders of the Future Karen Shmidt, International Speaker & Leadership Development Expert

Engaging Generations Y & Z Amy Lynch, Author and Generation Y Expert

HR & ROI – Myth or Reality? David Cohen, Business Strategist & International Speaker

PLUS: Leading Flawless Execution From The Top

10th Anniversary Special

9 & 10 May 2012 • Marina Bay Sands • Singapore Strategy & Leadership GOOGLE - World Exclusive HR & MD Joint Presentation

D N Prasad, Program Manager People Operations APAC

Julian Persaud, MD South East Asia

Hardwired Humans: Successful Change Management Using Human Instincts Andrew O’Keeffe, International Speaker & Author

The Talent Wave: If Succession

Diversity & Inclusive Leadership Christina Lu, Vice President HR, Volvo East Asia

HR Lessons in the Face of a Natural Disaster – Christchurch Earthquake Case Study Leeanne Carson-Hughes , General Manager HR, Christchurch International Airport

How HR can Create Value to Impact Company Results Karl-Heinz Oehler, VP – Global Talent Management, The Hertz Corporation

Inspiring Tomorrow’s Leaders Today Avril Henry, International Speaker

The Future of Equality Management Susan Bulkeley Butler, International Speaker and Women Leadership Expert

The Future of HR Rick Von Feldt, HR Futurist & International Speaker

Planning Works, How Do the Wrong People Get to the Top? David Clutterbuck, Management Thinker & Author

PLUS: • HUAWEI - China • TATA - India Inside Case Studies:

Performance & Engagement High Performance Under Pressure Janelle Barlow, Enterpreneur, International Speaker & Author

Flexibility and Work Life Integration – American Express Case Study Sonia Cargan, VP Human Resources – East Asia, American Express International

Worklife Continuum – A New Proposition on Staff Engagement Stephen Tjoa, Partner Human Resources, KPMG

Corporate Climate Change Catherine De Vrye, International Speaker & Motivational Expert

Performance Management - Nokia Siemens Networks Case Study Ciaron Murphy, Head of Business HR Sales East & Head of HR APAC, Nokia Siemens Networks

Progressive Discipline – How to Motivate or Terminate the Difficult Employee Bernadette Vadurro, International Speaker & Author

Employee Value Proposition During Times of Change Varun Bhatia, VP Human Resources, Kraft Foods APAC

Highly Effective Criticism, Discipline and Feedback Skills for Managing Employee Performance Pamela Jett, Speaker, Author & Communication Skills Expert

Employee Engagement Across a MultiGenerational Workforce Pauline Chua, General Manager, Human/ Organization Resource & Development, Fujixerox

Value Match & Job Fit Elizabeth Martin-Chua, HR Expert & Author

Driving a Culture for Success Lydia Goh, Managing Director, Excelsa Consulting

Practical & Effective Retention Strategies Michael-Joerg Ivan, HR Policies, Processes and Projects Africa-AsiaPacific, Daimler AG

Talent & Innovation Creativity - The Most Important Human Resource Fredrik Härén, Creative Thinker, International Speaker & Author

The Secret World of Employees Egos Graeme Newell, International Speaker & Trainer

Unlocking Culture - The Key to Executive Adjustment Peter Allen, Head Alumni Programme - Talent Mgt. Group Learning & Talent Development, Standard Chartered Bank

Talent Assessment and Profiling to Create a Thriving Organisation Hilti Case Study Low Khim Wah, Head of Human Resources, Hilti Far East

Growing Giants: Career Development in the Creative Industry Sue Olivier, Regional Director, Talent Management, Asia Pacific, Ogilvy & Mather

Priceless Strategies: How to Thrive in Challenging Times – Innovation in HR Alexander Blass, Innovator & International Speaker

Leading Innovation in Your Organisation Michael Stanleigh, Innovation and Change Expert

Social Media Strategies for HR William Chin, Director, Staffing, Asia Pacific, Qualcomm

Aparna Kumar, Vice President, Human Resources, Asia Pacific, DB Schenker

Employee Learning & Development Games Trainers Play Ed Scannell, International Speaker & Training Guru

How to Move a Tech Giant in the Right Direction – L&OD Leading Change & Transformation Patrick Lew, Leader, Learning & Development, Dell Global (Singapore)

Developing Introverted Leaders: Building on Their Quiet Strengths Jennifer Kahnweiler, International Speaker

Identifying, Developing & Retaining High-Performance Employees Lawrence Lee, Head of L&D, APAC, Hilton Worldwide

Leadership Development in Asia Tom Pedersen, Head of Learning & Development, DBS Bank

How to Build an Award-Winning Service Culture Ron Kaufman, International Speaker, UP! Your Service

Reverse Mentoring- Turning Traditional Learning on Its’ Head Steven Murphy, Regional Director, APAC North, Text 100 International

The Art of Our Craft - Learning and Development with Heart Glenn Carter, VP, People Development, Deutsche Bank AG

The 7 Key Steps to Creating Outstanding Teams Charles Kovess, Motivational Speaker

Grooming & Developing Future Leaders Geraldine Fraser, HR Director, Asia Pacific, Diageo

Building a First Class Talent Pipeline Pete Baker, HR Director, Asia Pacific, Maersk Line

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hr country report

The war for

Chinaâ&#x20AC;&#x2122;s talent China is a hot-bed for foreign companies who want to make their mark in Asia. Yet, MNCs are losing favour as employers of choice, with more graduates being lured away by state-owned companies. HRM examines the unique HR challenges in this burgeoning talent market By Sumathi V Selvaretnam

ith a population of 1.3 billion inhabitants, China would appear to offer an endless supply of human capital. Yet in recent years, businesses in the republic have been facing challenges in hiring and retaining the right talent. One reason for this is that the Chinese talent pool has become better educated. According to the latest data released by Chinaâ&#x20AC;&#x2122;s Bureau of National Statistics, the number of university graduates has doubled over

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Hard to let go Laying off or letting go of employees due to the past decade. Out of performance or disciplinary issues can be every 100,000 Chinese challenging in China. The Contract Law introduced in people, 8,930 now have a 2008 makes it far more difficult to terminate a university education Chinese employee’s contract without strong evidence compared to 3,611 in 2000. of underperformance or wrongdoing. Foreign As they gain greater companies who have fired employees without clear academic qualifications, documentation that they had informed the employee Chinese employees are they were underperforming or breaking company beginning to expect more rules have been subject to lawsuits,” says Saikumar from their employers. Shamanna, Associate VP - HR, Infosys Technologies. They are also constantly Meeting minutes recorded along the way can help on the lookout for new serve as documentation. Additionally, employees opportunities. “The should be provided with a written notice regarding primary challenge their performance on a quarterly or biannual basis in employing which they should sign as further tracking of Chinese staff is performance, he adds. their willingness to stay and grow with a company over a longer timeframe,” says Elisa Wong, VP of HR at Hilti Asia Pacific, a manufacturer of tools for the construction industry. Indeed, the market is so hot that the average length of service in China is around three years.

The young and the restless

Understanding the needs and expectations of the Chinese talent pool will help companies better cope with the HR challenges in the region. The psyche of the Chinese employee has changed significantly over the years. In the 1980s and early 1990s, China saw an outflow of rural workers from villages seeking a better life in cities. These workers were willing to take on low-level jobs. Today’s generation of Chinese workers are better qualified and more ambitious. In general, white-collar Chinese employees are very well educated with particularly strong technical skills and a solid foundation in core business skills, says Conrad Schmidt, Global Research Officer, Corporate Executive Board. “They are also

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extremely hard working and motivated – qualities clearly valued as strengths,” he adds. However, Schmidt feels that these same qualities sometimes translate into high levels of personal ambition that create unrealistic expectations about career progression and workplace expectations – a detrimental weakness. Young Chinese talent want fast-track career opportunities and attractive career packages, says Wong. “Every two years, they typically start to look for new challenges and career advancement opportunities,” she explains. They also look for more autonomy at work and prefer jobs which provide them with freedom to act, and those that are more entrepreneurial in nature.

Overcoming hurdles

DNA of the Chinese employee

Strong technical skills Swift learner Ambitious Quickly deployable 18

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Strong understanding of local customers Hardworking Likely to job hop

There is a unique set of obstacles that foreign multinational companies operating in China need to overcome. Engagement levels are pretty low in the country, leading to disengaged or partially engaged employees, according to Saikumar Shamanna, Associate VP – HR, Infosys Technologies. Employees do not emotionally attach themselves to their jobs and this makes it easier for them to leave the organisation or deliver low-quality output. To counter this, Infosys has rolled out several engagement initiatives involving leadership and other stakeholders to improve employee morale and increase engagement levels. China’s tight labour market also makes it challenging for HR to attract and retain key qualified talent. “Western companies with aggressive growth goals in China (and Asia) are hard-pressed to hire qualified employees to fuel this growth, says Schmidt. The technology sector, for example, is experiencing a shortage of talent for senior level positions, says Saikumar of Infosys. With an abundance of university graduates available, the issue is not talent but suitability, says Elizabeth Martin-Chua who was formerly

hr country report

Senior Vice-President, HR, Greater China and Co-ordinator, Asia at Philips Electronics. Many of the talented individuals may not fit the kind of jobs that are available as they lack the relevant experience and skills, putting a great deal of pressure on training, coaching and mentoring. “In China, HR has to possess the mindset that you hire for values and train for competence. Trying to get a good fit in all aspects is unrealistic,” she says. Auto parts manufacturer Tenneco, for example, has seen a shortage of experienced engineers in the market place. It is tackling this issue by developing from within, says Dora Hang, the company’s HR Director for China. The company selects high potential graduates from universities to embark on a two-year training programme which aims to develop their capabilities. Selected employees are also sent for training at Tenneco locations throughout Asia, Europe and North America. Companies in China are also facing the consequences of market overheating. According to a recent study by Hewitt, multinational corporations (MNCs) in China are increasing their headcount at around 25% whereas local privately owned enterprises are growing at a rate of 42%. “The talent war has resulted in higher turnover rates, shorter tenure in jobs and ‘over promotion’,” says Wong. The immobility of the Chinese talent pool is another weakness, says Pierre Zhang, Managing Director, Bo Le, China, a partner of the RGF Group. “With China’s current tax and “Hukou” (the system of 'class system' residency permits), many professionals especially senior executives are reluctant to leave the city where they were born and raised and migrate to a new city.” This limitation resonates with Hilti, which faces the challenge of rapidly providing new opportunities to match the fast-track career ambitions of senior local talents. These employees are less interested in overseas jobs as they want to capture the growing opportunities in the local Chinese market, says Wong. “As a result we can only leverage local job openings to meet the increasing demand for career advancement,” she says.

Health Management International

MNCs losing favour

In the past, competition for talent was mainly amongst Western multinational corporations. However, recent trends show that graduates are being lured by local enterprises. State-owned companies are growing and maturing rapidly, making them look increasingly similar to Western MNCs in terms of compensation, development and career growth, says Schmidt. These issue 11.9

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Managing industrial relations employers are also able to draw on strong nationalistic sentiments within the Chinese workforce. “There is a good deal of pride associated with working for a Chinese company – especially one that is seen as progressive, technologically sophisticated, and able to offer a compelling career,” he says. Despite all of these challenges, China with its population of over a billion represents a market that is ripe with opportunities. It is clear that talent recruitment and development will give companies an edge over the competition. As Hang says: “The growth of the market here in China has been remarkable. We will continue to work with our employees to ensure that their skills grow at the same pace as business opportunities.”

Industrial relations (IR) is an important part of HR work in China, especially in areas such as manufacturing. It is important for HR to have very clear policies and staff councils that are active and well managed, says Elizbeth Martin-Chua who was formerly Senior Vice-President, HR, Greater China and Co-ordinator, Asia at Philips Electronics. Good industrial relations professionals are invaluable when there is a merger or acquisition exercise, business closure or serious staff dispute. “Although I am quite experienced in IR, in China I had to tread carefully. I found the help of my local IR experts extremely useful. They provided the local perspectives and I gave them the company’s policies and viewpoints.”

+ Elisa Wong from Hilti and Dora Hang from Tenneco will be speaking on Sep 29 at the Singapore Human Capital Summit.

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Social networking

The future of employee engagement

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he use of social media has spread like wildfire in the corporate world. More than 75% of companies globally use social media networking for business, a recent survey by the Proskauer International Labor & Employment Group revealed. Of these businesses, 70% only started doing so in the last three years. The use of social media clearly has its advantages. It opens up new channels for feedback, and companies that HRM spoke to reported high levels of collaboration and employee engagement through its use. The appeal of social media is in its interactive and approachable nature, says Patricia Lalisan, Social Media Guru, Alcatel-Lucent Enterprise (Asia Pacific). “People are more likely to reach out if they feel they are being heard, or if there is potential for dialogue. This makes it an effective tool for an HR department to use.”

“Digital information has a way of coming back to haunt you so you have to be more careful with what you post or share” Damien Cummings, Online & Social Media Director – Consumer & SMB at Dell on social media usage

Cruising the social media highway

Social media is rapidly becoming a preferred platform for employee communications. Understanding its benefits and complexities along with its inherent risks can enable HR to build a more engaged and empowered workforce By Sumathi V Selvaretnam

HR must be able to adapt to the changing face of social media in order to connect with the employees it seeks to develop and manage, says Lalisan. “At the heart of social media is conversation and the cultivation of relationships. If HR is able to implement social media with this in mind, it can possibly result in a more empowered workforce, an effective HR department and fruitful recruitment processes.” Alcatel-Lucent uses several social media tools in its business, including internal social media networks created specifically for employees. Within this framework, employees can engage and converse with each other about pretty much anything. “We’ve had people enquire about recruitment processes, share innovative ideas that the department could use in the future and express their opinions on company policies. It’s a great way to get employee feedback,” she says.

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Developing a social media policy + Creation – Do you have a policy in place? If not, decide if you want to engage an external specialist (preferred) or develop it in-house + Training – Teach employees how to use social media tools like Twitter, LinkedIn, Facebook and company blogs + Delegation – Appoint an employee or team to manage the company’s social media efforts + Monitoring & measurement – Regularly review social networking activities to ensure compliance with the policy

At Dell, social media is becoming a part of everything that employees do, says Damien Cummings, the company’s online and social media director for the consumer and SMB market. It is used in internal collaboration, product development, social commerce as well as talent acquisition. Some of the social media tools embraced by Dell include Salesforce.com’s Chatter tool for internal social networking as well as a number of internal blogs and instant messengers. “These are great for sharing information, forming project-based or interest-based groups and generally breaking down the silos you’d expect in a large organisation,” says Cummings. The company’s founder, Michael Dell, is also a huge advocate and often engages personally with employees through the corporate blog, Twitter page and Chatter, Cummings says.

Avoiding casualties

The freewheeling nature of social media coupled with an absence of guidelines can expose a company to indiscriminate posts that affect its reputation. Stupid or inappropriate behaviour can often be amplified by social media, says Cummings. An employee’s rant about having a bad day can be captured permanently. “Digital information has a way of coming back to haunt you, so you have to be more careful with what you post or share,” he says. From a company perspective, brands can be harmed and the public relations fallout can be damaging. (See case study) Domino’s Pizza in the US faced a social media nightmare when two employees posted a video prank of themselves tampering with customers’ food on YouTube. The company’s president then posted a video response to the incident and also set up a Twitter account to answer queries from concerned customers. Despite the risks associated with social media, 45% of all businesses in the Proskauer survey said that they do not have a social networking policy in place. More than 40% of the survey’s respondents also said that they had to deal with employees misusing social media websites.

Setting limits

In order to harness the benefits and minimise the risks of social networks, employers need to set distinct and specific policies and practices for their use, says Betsy Plevan, co-head of Proskauer’s International Labour & Employment Group. “Relying on employees to exercise good judgment is simply not enough.” Should companies restrict access to social media sites altogether to protect An effective social media policy their reputation? Probably not. The reality is that employees can access should explain what social media is, social networking sites like Facebook and Twitter on their mobile devices what platforms should be used, and anyway. “Up to 60% of social media usage is mobile, so having workplace how and when someone should restrictions on it really doesn’t work,” says Cummings from Dell. Employees identify themselves as an employee, will resent the company for taking away their “rights” to communicate with says Cummings. Other points to family, friends and colleagues and find a way to gain access, he adds. consider include the tone of voice and style of communication, how to

Should social media websites be banned at work?

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respond to customer service issues and how to adhere to company policies. Companies should also have standing instructions disseminated to all employees about posting any sensitive work-related information on the Internet, says Jenny Tsin, Joint Head of the Employment Practices, WongPartnership. “Employees should be educated on these policies and made to sign them to signify the agreement to the same.” Companies could also monitor internet traffic periodically to see if corporate information or sensitive information has been wrongfully released, she adds.

Social Media Congress 2011 – Essential Workplace Strategies 19th October 2011, Grand Hyatt, Singapore This one-day congress will enable you to harness the many benefits of social media, whilst avoiding potential pitfalls. Experts from Facebook, WongPartnership, Alcatel-Lucent, Aviva and Dell will share many useful, take-home strategies. + For more details, please visit www.hrmcongress.com

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Voyager of the Seas

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Comprehensive Meetings, Incentives, Conferences, and Exhibitions (MICE) Facilities Being one of the largest business centres at sea, Voyager of the Seas offers a variety of meeting venues, from the lounges and bars for an intimate, casual ambiance, to the 1,347-seater theatre and the 400-seater Conference Centre for more formal functions.

What’s more, its Voyager of the Seas – the largest and most exciting cruise ship to be based in Asia – is coming to Singapore for the first time next year! This 15-deck, 3,840-guest ship, measuring 311m long and 48m wide, will wow you with its innovative onboard activities and entertainment never seen before in Asia, such as the Royal Promenade, ice skating rink and full-sized sports court. From the active and adventurous to those seeking to relax and unwind, there’s always something onboard for everyone. First-Ever Onboard Amenities in Asia Royal Promenade At the heart of the ship is the bustling 136m long, 4 storey-high boulevard, lined with shopping, dining and entertainment options. The Promenade also comes alive with energetic nightly street parades filled with music, laser and lights. Studio B ice skating rink Learn to skate or watch spectacular ice shows in the 700-seater Studio B. It can also accommodate a multitude of activities such as game shows, variety shows and trade fairs. Full-sized sports court and more Have your pick of team-building activities on the sports deck, from basketball and volleyball team tournaments on the full-sized court, to in-line skating, mini-golf and rock-wall climbing.

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CONGRESS

SERIES

www.hrmcongress.com

SOCIAL MEDIA

CASE STUDY

Employee fired over Facebook comments reaches settlement

ESSENTIAL WORKPLACE STRATEGIES 19th October 2011 Grand Hyatt, Singapore

Social media also opens up a new legal minefield and companies need to In 2009, Dawnmarie Souza, an employee with American learn how to protect Ambulance Response – an ambulance company in the US themselves. For – was fired for making derogatory remarks on Facebook example, if a company about her employers. The National Labour Relations Board, has an official forum, however, raised a complaint against the company, arguing disclaimers could be a that the woman’s comments were protected speech under useful means of federal labour laws. Both parties reached a settlement this protecting itself, says year where the company agreed to change its policies that Tsin. “The company banned employees from criticising the company or its could also consider supervisors on websites, blogs, and in online having official communications with one another. moderators present to moderate discussions on such forums.” Lastly, educating employees on social media usage and etiquette could help prevent hiccups in the long-run. Dell has established a Social Media and Community University to teach employees how to effectively and correctly engage in social media. The programme consists of a number of training modules that cover the basics of social media to courses on how to use platforms like Facebook, RenRen, Twitter and LinkedIn. “So far we have over 10,000 employees trained and we are still going strong!” Cummings concludes.

Attend this intensive one day HRM Congress to harness the many benefits of Social Media, whilst avoiding the potential pitfalls. Featuring Social Media Expert Speakers: Madan Nagaldinne Head of HR Asia Pacific FACEBOOK

Damien Cummings Online and Social Media Director DELL

Patricia Anne Lalisan Social Media Guru ALCATEL-LUCENT ENTERPRISE

Recruitment 2.0

Jenny Tsin Joint Head of the Employment Practices WONGPARTNERSHIP

More HR departments are realising the power of social media as a recruitment tool. Social networking sites like LinkedIn, Facebook and Twitter have millions of users, opening up recruiters to an untapped talent pool. “A lot of recruiting and HR departments don’t have the budget for a large amount of recruiters and staff. Social media is inexpensive and allows you to have that reach without adding headcount,” says Conrad McGinnis, Senior HR Project Consultant, Toyota Financial Services. People also trust their own networks and this makes is easier for recruiters to determine the quality of candidates based on their connections, says McGinnis. The instantaneous nature of social media also allows for quicker responses, he adds.

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Tony Tan HR Director AVIVA

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hr insider

AT&T:

Not just talk With formidable roots stretching back to 1875 – when founder Alexander Graham Bell invented the telephone – it comes as no surprise that AT&T’s strong culture of product innovation extends to its HR management. Syed Ali Abbas, Executive Director (HR) – Asia Pacific, tells HRM how AT&T utilises its communication expertise to constantly reinvent its staff’s skillsets By Shalini Shukla-Pandey

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T&T and its legacy companies have been leading the way in telecommunications for over a century – indeed, it would be no exaggeration to say that their innovations have dramatically changed the world. It all started with Alexander Graham Bell’s historic first phone call, and over the years included the first long-distance and transoceanic phone calls, terrestrial broadcast of video signals which led to TV transmissions, wireless transmission of voice which led to the mobile phone, and video transmission on wires which led to video conferencing. With one new patent added daily, AT&T is clearly big on continual innovation. And it’s not just products and new technology that have benefited from this drive: one key area of focus is internal training and development. The engine room behind the company’s training and development strategies is AT&T Learning, which was ranked as the ‘No.1 Learning + Total number of staff in Asia Pacific: 2,800 Elite Organisation’ by Chief Learning Officer + Size of HR team in Asia Pacific: approximately 50 Magazine for delivering exceptional learning and (including team members in global roles) development programs. AT&T Learning was also + Key HR focus areas: Business Partnership, Region identified as the ‘Editor’s Choice in Business HR Strategy, Compensation & Benefits, Staffing, Performance Results’ by Chief Learning Officer Global HR Data Management, Local HR Magazine for best aligning learning and development with business objectives.

At a glance

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Who’s who in HR? And considering the logistics behind implementing strategies for such a large number of employees – AT&T has over a quarter of a million staff across the globe – receiving such accolades is no mean feat. “With a workforce of over 265,000 people spread across the world and working in a complex business, our efforts in this area have to be a truly collaborative effort on the part of HR and business leaders,” explains Syed Ali Abbas, Executive Director (HR) – Asia Pacific, AT&T. Syed Ali Abbas

Jayne Fong

Executive Director (HR) – Asia Pacific

HR Service Delivery Manager – Asia Pacific

Evelyn Wong

Quek Seok Leng

HR Leader – ASEAN Region

Compensation & Benefits Manager – Asia Pacific

Amitabh Nigam

Lee Pei San

HR Business Partner – Global Customer Service Assurance

Country HR Manager – Singapore

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Moulding leaders

Led by a core HR team of subject-matter experts and practitioners, the design of the learning and development strategy is carried out in consultation with the company’s top leadership. The training is then delivered through a combination of instructorled sessions, live webcasts, conference calls, online portals and printed materials. T University, AT&T’s award-winning corporate university, plays a key role in driving the business and supporting innovative technologies via training. The university runs the ongoing flagship leadership development programme, ‘Leading with Distinction’ (LwD). Now in its fourth step, the programme was launched in 2008 – at the peak of the worldwide economic recession – which clearly shows the company’s commitment to training and development of staff, even in troubled times. The LwD programme is almost a mini-MBA programme, training current and future leaders of the company in areas as diverse as the AT&T leadership model, Financial Management, Employee Engagement, Customer Service, Innovation, Change Management, Building Employee Loyalty and Business Simulations. “The programme even includes a ‘Corporate Athlete’ module which teaches leaders how to manage their demanding work commitments without harming their physical and mental health, and personal relationships,” says Abbas. Once again, the numbers and the logistics involved are impressive: in 2011 so far, approximately 140 senior VPs, 650 VPs, 7,500 directors and associate directors and more than 107,000 managers and employees from across the company have attended LwD programmes.

Promoting from within AT&T follows a ‘promote from within’ philosophy, so the vast majority of leadership roles are filled by people who are already in the company. “In fact, I can count on the fingers of one hand the number of times we have had to hire an external candidate to fill a leadership role in the 10 years I have been in various HR roles with AT&T in Asia,” says Syed Ali Abbas, Executive Director (HR) – Asia Pacific, AT&T. All jobs, including leadership roles, are advertised internally which helps level the playingfield for employees who may not have extensive internal networks. The company also supports lateral job rotations, international assignments, international transfers and short-term developmental project assignments to help employees in their journey to becoming leaders. “So, every employee has a chance to move into a leadership role if their performance and skills qualify them to do so. Their job is to be ready when the opportunity comes up,” says Abbas.

hr insider

107,000

managers and employees from across In addition to the LwD programme, AT&T have attended ‘Leading with many diverse leadership resources are Distinction’ programmes so far in 2011 available to employees. For instance, the ’Virtual Management Summits‘ provide an opportunity for staff to attend live webcasts where AT&T’s top leaders share their experiences and strategies. “We also have major initiatives running in related areas like mentoring. There are a significant number of self-paced leadership programs available and a broad selection of business books, including translated versions in major Asian languages,” says Abbas. “There is also access to the catalogue of leadership content from the Harvard Business School as well as free access to the Harvard Business Review.”

Up-skilling techies

Not every employee wants to be a leader, nor is every employee made of ‘the right stuff’ to be in a leadership position. Along with leadership training, AT&T also places much importance on general skills development for staff. More than 10,000 courses on business areas such as sales, customer service, engineering and telecom networks are available to employees. These programs are further supplemented by additional content from various internal centres of excellence – like the AT&T Labs R&D organisation – and from external vendors whose products and services the company uses to support their customers. Monthly live webcasts from global experts are organised and are open for all employees to attend. Examples of speakers in the past year include Malcolm Gladwell on innovation, and Lynda Gratton. AT&T also supports external training, certification and degrees for employees when appropriate, and employees are meant to track progress with their managers using an ‘Individual Development Plan’ which they must maintain for themselves.

Reaching out

Communication is is also a priority at AT&T, fitting for a company dealing primarily with telecommunication services. Naturally, a good flow of communication is expected within the organisation. HR is closely aligned with the business – having close interaction with and support of business leaders across the board – allowing it to be seen by employees as a trusted source of informal information across functional and geographic boundaries. “We serve as a sort of ’organisational glue’ in terms of helping employees understand the vision and direction and key priorities of the business,” says Abbas. “Hence, a lot of information on the business cascades through HR to keep employees updated.” Apart from face-to-face conversations, the organisation boasts a wide range of infrastructure allowing staff to communicate remotely – conference calls, web-based meetings, webcasts, Telepresence, blogs, chat and even an internal social network called T-Space. issue 11.9

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“I can count on the fingers of one hand the number of times we have had to hire an external candidate to fill a leadership role in 10 years” Syed Ali Abbas, Executive Director (HR) – Asia Pacific, AT&T

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“These are all extremely important in helping people communicate and build relationships with each other across the company, regardless of location, job or level,” says Abbas. “However, the infrastructure to communicate is just an enabler. The real heart of communication within any company is an open culture and the commitment of top management to listen to feedback from their employees, something we have plenty of in AT&T.” Effective communication is also enhanced by a relaxed and informal office atmosphere where employees can easily approach leaders – no matter how senior – if they want to talk or ask questions.

Always connected

This free and easy communication is also evident in day-today work at AT&T. The company places great emphasis on enabling employees to work remotely and flexibly. The regional or global nature of the business, customers and services feed the need for employees to be able to work out-of-office. Also, AT&T is headquartered in the US and has significant teaming across all continents, so working across time-zones is a fact of life. “This means that most of our workforce cannot do their roles in traditional nine-to-five working hours, even though they may be working a normal number of hours per day,” says Abbas. “So they need to be able to access their office and tools ‘everywhere they live and work’, just as we promise our customers.” Due to demands on employees’ time outside normal working hours, as a company, AT&T provides them with the tools and flexibility to manage their schedules so they can still maintain a good work-life balance. Having a workforce that is enabled to work remotely also has a huge benefit during times of crisis. If there is a situation in a particular city or country where employees are at immediate risk, the company can quickly reach out to them to establish that they are safe and to get further instructions to them. “If a crisis continues and employees could be exposed to any danger at home or by commuting to work, being able to connect remotely enables them to continue working while relocating to a safer place or avoiding any travel risk,” says Abbas. Proof that AT&T’s flexible working options are a success came when an 8.9-magnitude quake hit Japan in March this year. The company moved a majority of its staff in affected offices to a remote working arrangement, using its virtual private network (VPN). Also, during the Thai political protests last year, all 24 staff at AT&T’s Bangkok offices worked remotely for a week with some working off-site for a longer period of time – testament to AT&T’s flexible and adaptable philosophy.

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leaders talk hr

Breaking barriers When Torie Henderson stepped into the role of CEO at Omnicom Media Group Singapore, she had to overcome many hurdles such as an ultra-hierarchical workplace, a chronic talent shortage and a lack of teamwork- all in the wake of a global financial crisis. HRM finds out how she broke these barriers, creating a more open and communicative work environment By Priya de Langen

f there was ever a difficult time to take over the reins of a company, the height of a global financial crisis would have to be it. Torie Henderson, CEO for Omnicom Media Group (OMG), Singapore recalls that when she took over the media and adverting firm’s operations (for the renowned PHD and OMD brands) in Singapore in 2009, not only was it a tough time, but “people were terrified of me since I was the new boss”. It was not an easy ride for Henderson initially, heading the team in less than auspicious circumstances. She says that when she was transferred from the Hong Kong office, she knew only a handful of employees in the Singapore team. Moreover, her predecessor had left after only six months, so she had the difficult task of building confidence and trust with her new team.

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Bio Brief “One of the things I had to do was to tell them about myself, the things I expect and what they could expect from me as an individual. There wasn’t a lot of organisation confidence and building that has been a critical ongoing mission,” she says.

Tearing down barriers

Torie Henderson became the CEO for Omnicom Media Group Singapore in 2009. She oversees the overall operations for both award-winning OMD and PHD brands in Singapore. She began her career in media in New Zealand, working in the media departments of full service agencies, after which she moved to London. After three years, she returned to New Zealand to work in local market media operation for McCann-Erickson and after six years, she moved to manage Universal McCann’s China operations. She relocated to Hong Kong in 2006 to join OMD, a division of the Omnicom Media Group, to lead business development and global accounts for OMD Asia Pacific. In her Hong Kong-based role, Henderson led the team that managed OMD’s global and regional accounts including McDonald’s, Intel, Shangri-La and FedEx. She has also won a number of awards including the Asia Pacific Media Planner of the Year and was named as one of Internationalist Magazine’s Global Agency Innovators in 2007.

Top on the list of challenges Henderson faced when she started with OMG Singapore was to make the business financially successful. To do this, she cut down on a lot of expenses in an attempt to maintain jobs, a strategy that proved to be successful – the company did not reduce its headcount and employees did not have to take pay cuts. “This was a good thing because it sent a message to the people; they knew it was not just about the financials [to the company],” she says. Other issues Henderson had to address concerned breaking down barriers and connecting with the team, as well as ensuring that the team members worked with each other. She says that prior to her joining the Singapore office, there was very little exchange between the various teams. “One of the things that we needed to do was to break down the hierarchical and siloed mentality and to turn it into an operation that was collaborative, and work towards one common goal,” she explains. “It was about making us the ‘jewel in the crown’ within the Asia Pacific business, since we aren’t the biggest team.” She set about the task by changing the physical office environment and did away with the cubicles – these posed physical barriers to “exchanging ideas and having fun in the workplace”, Henderson says – instead creating open seating areas (except for offices for the CEO and the CFO) where different teams could see each other, making it easier to interact. Henderson notes that it was difficult at first for the employees to adapt to this new environment, but they ended up relishing the increased communication and teamwork the seating allowed. “People started to focus on what goes on in the company rather than what happens just in their own team.” The management also decided to introduce a company vision and values to integrate into the corporate culture – a vision of love for the work that they do and values such as leading by example, and winning and losing as a team. Henderson explains that the Singapore team is working towards these goals. Henderson also says that as a leader, she “likes to show the human side of the boss” which is important to her and helps her connect with her employees. She says she keeps official memos to a minimum as she prefers

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interacting personally with her employees. Also, as a leader with a personal touch, she says she does not like to address her employees with the moniker but prefers to call them her ‘people’. In fact, she even gives nicknames to her colleagues, saying that it is a term of endearment.

Short on talent

A major obstacle for any company in the media planning and advertising industry is the lack of talent, as well as the difficult task of retaining talent, according to Henderson. She says the industry is particularly lacking mid-level talent (those with three to four years of experience) in Singapore. There are several reasons for this talent shortage, says Henderson, but one is that the industry does not attract a lot of outside talent “as it is a specialised field that needs people with specialised skill sets”. Moreover, she says not many people are interested in working in an industry that OMG Singapore has a requires long work hours and high levels of stress. Consequently, Henderson says there is fierce competition within the industry, with competitors or clients poaching talent, especially those of mid-level. in its business plan for “People are either getting out of the employees to attend award business or being poached.” Moreover, functions and for those who win there is also a lot of industry movement, with talent leaving Singapore to go to bigger markets such as China. To counter the gap in the lack of mid-level talent in Singapore, Henderson says OMG imported foreign talent. “In the Singapore operation, we have just over 100 people. The team is made up of 60% locals and 40% foreigners who are Caucasian, Indian, Filipino and Malaysian. We had to bring these people in to fill the talent gap, as well as make sure there is good training for lower-level personnel,” notes Henderson.

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Nurturing and developing employees

Unfortunately, importing talent just isn’t sustainable in the long term, says Henderson. That is why OMG Singapore is tackling the talent challenge by placing extra attention on nurturing and developing talent in Singapore. “We need a robust industry, and not just in Omnicom – as we keep fishing from each other’s pools, the talent costs go up more than the revenue from our clients,” she explains.

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me-myself-i Developing local talent starts with the newbies, and OMG Singapore has internship programmes with local universities such as the National University of Singapore (NUS). The internships have been a “good feeder” for the company as it has employed a number of people who have worked as interns. “What we try and do with the interns is to get them right through the organisation, so we can judge their skill sets,” Henderson says. Omnicom (the parent company) makes sure that it is not just the young employees, but also mid-level and senior management, who have their fair share of training and development. The organisation offers AMP (Advance Management level Programme) and SMP (Senior Management level Programme) leadership opportunities for senior personnel that are conducted globally. Moreover, SMP was developed in conjunction with the Harvard Business School faculty in 1995. Henderson says that thus far, four senior managers from Singapore have attended the SMP and others will soon join the list. Employees are also given secondment opportunities to help engage them and improve their skill sets. “It is important for us as an organisation to challenge the employees, so we give them fresh opportunities,” states Henderson. Employees in the Singapore team are given opportunities to work with an Asia Pacific or international team on another project, which helps them “utilise their core skills as well as challenge them to work with new skills”. Consequently, providing secondment opportunities or helping to facilitate an employee moving overseas to work with another team helps retain talent within the organisation. Henderson candidly states that since the business is pretty unforgiving, “I would rather move somebody than lose somebody, especially to competition”.

+ I love: Transparency and honesty + I hate: Dishonesty and deception + My inspiration: Different people who have influenced and inspired me + My biggest strength: My ability to be human + My biggest weakness: Impatience + In 5 years’ time, I’d like to be: Lying in a hammock under a palm tree + My favourite anecdote: Innovate or die

Rewarding hard work

OMG Singapore strives to recognise the hard work of its employees through special rewards and compensation initiatives. There are long-term cash incentives for employees who work in the company for three, five or 10 years, or more. Plus, Henderson says that the company financially rewards employees who win awards for the company – OMG Singapore has a special six-figure issue 11.9

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“The most important thing for me as an individual is seeing people grow and building a legacy” Torie Henderson, CEO, OMG Singapore

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budget in its business plan for employees to attend award functions and for those who win. “If you are working on a project that wins at Cannes or the Festival of Media, you can get a $2,000 cash prize which will be shared by the team, or for an individual. We have cash rewards for winning regionally or locally as well as for people awards,” she says. Moreover, Henderson says that the previous twice-ayear evaluation was done away with to make it “less straightjacketed so that it could be done at any time of the year”. If an employee is doing a good job, a hike in remuneration or promotion can be done at any time of the year. Besides financial rewards, the Singapore team has a quarterly ‘fun programme’ where they go out for different team activities, from barbeques to movies, to help them unwind. Henderson says that ultimately, building a legacy is what she is interested in. “The most important thing for me as an individual is seeing people grow and building a legacy, because at 60 or 70 years of age, that is what I’m going to remember – not the financial results,” she concludes.

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Weeding out

bad apples Studies show that an increasing number of applicants are lying on their resumes in a desperate bid to secure ‘it’ jobs. HRM finds out what organisations are doing to screen their candidates and why background checks can protect organisations from the ‘bad apples’ By Priya de Langen

inding the right candidate is never easy, especially if there is a slew of applicants lining up for a position. Subsequently, those searching for jobs realise the importance of marketing their skills on paper and in person. However, some applicants are taking the ‘marketing’ part too far, with research showing

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that more than a handful are padding their resumes – and some are downright lying. In a recent study of 198 graduates conducted by the NUS Business School, it was revealed that a majority (82.3%) embellished their resumes in various areas, for example their language proficiency. Another survey conducted

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by the Chartered Institute of Educational Assessors in the UK concluded that more than 30% of job applicants lied on their CVs in an attempt to increase their chance of landing a job. So, how do organisations separate the facts from the fibs? Organisations have moved away from the simple ‘what and why’ questions to grilling applicants through various behaviouralcompetency interview questions, even to conducting psychometric tests (Myers-Briggs) in order to find the right fit for a position. Besides interviews, companies are taking steps by utilising external screening companies to conduct thorough background screening of the candidate or new hire.

Common fibs found on resumes

Experts say that before applicants put a halfbaked lie in their resumes, they should think twice – even white lies have the tendency to follow a person throughout their careers. Employers agree, but also understand the reasons behind the lie: candidates market themselves well on paper to catch the eye of a recruiter. Anuradha Naik, Head of Organisational Development and Learning of Coca-Cola Singapore Beverages, notes that applicants nowadays are careful to create CVs that catch the eye of the recruiter. “In many cases the CV describes keywords that match the job description or profile. It is difficult to really understand how much of it is true and how much of it is false,” she states. Employers highlight that there are various areas of the resume in which a candidate may lie, such as padding job titles in order to look as if they have much more expertise than they actually possess, saying that they have language or technical skills that they are not proficient in, or saying that they possess a degree when they do not. In fact, one recruiter told Forbes in an interview that an applicant had given a woman’s

name but turned out to be a six-foot male, claiming that he was waiting to go through a gender-changing operation. Mavis Ang, Talent Acquisition Manager at Symantec (Singapore), notes that another common misrepresentation she has seen is gaps in employment history. “Candidates probably omit details of organisations that they have worked for, especially for a very short duration, because it isn’t relevant to the job they are applying for or it’s a freelance job.”

The first bulwark: Interviews and tests

Whichever the discrepancy, employers note that the interview process is definitely the first step to weeding out unsuitable candidates. Moreover, many organisations are using behavioural-type interview techniques – these focus on experiences, behaviours, knowledge, skills and abilities that are job-related – that are in-depth, to ascertain candidates’ abilities. Naik of Coca-Cola Singapore quotes some example questions that she has asked interviewees, saying that questions are formulated to enquire about their core competencies. For example: “Tell us about what you’ve done to develop new and creative solutions to business problems. What were the factors you considered in coming up with the solution?” She adds that the organisation uses “competency-based behavioural questioning techniques” such as STAR framework. This framework helps recruiters find the four major areas (Situation, Task, Achievement and Results) to question applicants’ behaviour and what skills they used to achieve a result. issue 11.9

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“These days, candidates are very smart in creating CVs that catch the eyes of recruiters, as in many cases the CV describes keywords that match the job description or profile. It is difficult to really understand how much of it is true and how much of it is false” Anuradha Naik, Head of Organisational Development and Learning, Coca-Cola Singapore Beverages

Ang says that Symantec “uses a blended approach of competency-based behavioural interviewing and performance-based interviewing”. She gives an example, saying that if the organisation wanted to test the candidate on ‘adaptability to change’, they would ask the candidate “to describe a situation which demonstrated these skills”. Tan Kwang Cheak, Senior Director for Operations, Brand Extensions, Business Planning and Human Resources at McDonald’s Restaurants Singapore, states that the questions he asks are formulated to learn various qualities the candidates possess, such as the value and integrity of the individual, the drive and motivation of the person and their thinking skills. Subsequently, Tan notes that McDonald’s conducts screening tests in the form of Harrison Suitability Assessment which “integrates a personality test, interest inventory, work values inventory and work preference inventory”. However, employers also add that in order to test job skills of interviewees, they conduct other relevant tests such as written tests. McDonald’s and Symantec conduct written tests for applicants who are planning to work in the communications department to check their linguistic ability. Also, Tan says that in McDonald’s, if the candidate was meant to work in the operations area, he or she is put through one to three days of on-the-job training to ascertain his or her skills.

Sorting facts from fibs

Organisations realise that face-to-face interviews and screening tests are just the first part to finding the right person for the job. They

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Spot the fibber Handwriting analysis or graphology is one of the latest also realise the importance of conducting recruitment tools used by some organisations. This reference checks and background screening to process can be used to not only ascertain the personality verify the information given by the applicant. of a candidate but also if the person is lying or trying to “My assessment is normally through hide information. background checks on their current salaries, S.Sulianah, consultant at handwriting analysis qualifications and referees as well as through organisation, Grapholistic International, says that there their answers in the interview process,” says are a few indicative factors in a candidate’s handwriting Tan. He says that so far, the common false that could show if the person is lying. Firstly, explains Sulianah, if a person’s handwriting does not look fluid information that he has encountered in resumes and shows a pause, it could mean that the person is is regarding educational qualifications and trying to hide something or had stopped to re-think an current salaries. idea. She gives an example, that if a candidate writes the Symantec’s internal HR conducts reference sentence, “I resigned from the job because …” and checks on its applicants and new hires. pauses at the word “because”, it could mean that the However, it is one of the organisations that is candidate was hesitant about revealing something. utilising screening specialists to conduct more The pressure on the handwriting also plays a part, she in-depth background screening on all its new says, as the amount of pressure a person applies in their employees. This is not a covert affair though, as writing can show their level of determination. new employees are informed of the screening in their contracts. Ang says this type of screening takes time and it varies with each case as it depends on the amount of information that the screening organisation is able to obtain. Interestingly enough, she says that though there has been a “fair share of + Candidate listed her dog as reference discrepancies”, usually + Candidate said he just wanted an opportunity to show off his new tie involving the dates of + Candidate was fired from different jobs, but included each one as a reference employment, the + Candidate included that he was arrested for assaulting his previous boss organisation allows some + Candidates –a husband and wife looking to job share –submitted a leeway for minor co-written poem + Candidate listed the ability to do the moonwalk as a special skill discrepancies. She + Candidate wrote to say that he was a "good asset to the company," but failed believes that some to include the "et" in the word "asset" candidates might have + Candidate's email address on the resume had "shakinmybootie" in it gotten the dates or months + Candidate included that she survived a bite from a deadly aquatic animal wrong or they might not + Candidate shipped a lemon with resume, stating "I am not a lemon" want to mention that they Source: CareerBuilder spent less than a few months in a previous job.

Top 10 bizarre items written on resumes

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Common resume lies + + + + + + +

Experts say that background screening can prevent organisations from making the mistake of hiring a fraud. Wayne Tollemache, Executive Managing Director International of First Advantage – a global employment background screening company – states that though this “does not guarantee that something untoward will not happen”, it is a “strong and effective risk mitigation strategy for companies” since applicants falsifying information or with

Padding education qualifications Omitting gaps in employment history Inflating titles Padding language or technical skills Exaggerated (sales) figures Lying about age Increasing previous salary

criminal records tend to avoid organisations that do regular screening. Tollemache says that compared to small companies, the demand for “background screening comes from industries that have high recruiting and compliance requirements” such as IT, banking and financial services. Also, he explains that depending on the degree of verification, background screening can take from five to 30 days. Ultimately, whichever combination of recruitment tools (from interviews to background checks) that an organisation uses, the full spectrum of the person’s capabilities can only be revealed while he or she is at work.

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guest contributor

Creating destination:

Work Employees who have the support and appreciation of management will be more willing to go the extra mile and make a difference in the organisation, writes guest contributor Harry Paul aka Harry the Fish Guy

tâ&#x20AC;&#x2122;s scary out there. Competition is now on a global scale and comes at you from every direction at any time day or night because of technology and the Internet. Whatâ&#x20AC;&#x2122;s even scarier is that according to a Towers Perrin Global Workforce Study, only 31% of employees are fully engaged in their work. The remaining 69% are somewhat engaged or not engaged at all. The cost of this to the world economy is staggering. This trend must be reversed if businesses are to effectively compete When people are treated with and thrive in the global marketplace. What can businesses do to turn this around? They must focus on their people, those folks then they start to make good things showing up for work everyday. Making sure they happen, and quickly have everything they need to be their best. Having the support and appreciation of management so they can accomplish the goals and mission of the organisation, a mission that is clearly communicated. And give their people the information, tools and training they need to do their jobs more effectively.

CARE AND RESPECT

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guest contributor

And when management believes in and trusts their people, they will believe in themselves, then people will feel obligated to ensure that the trust is not misplaced and the success of the organisation is paramount. They know they are recognised and appreciated for their hard work. When people are treated with care and respect, they start to make good things happen, and quickly. An instant turnaround takes place. Why? People will turn on their Discretionary Effort. That’s the effort that is like spare change in your pocket waiting to be used. Discretionary Effort that cannot be bought or bribed – it will only be turned on if people feel valued, appreciated, cared for, trusted and respected. When this happens, your organisation delivers everything, from service to products, with seamless excellence. And work becomes a destination; a place where people want to go, not feel that they have to go. Your workforce becomes fully engaged! The programme to get your people fully engaged is called Destination: Work. There are four principles when followed will take your organisation to a place where you will not measure success by quarters, but by decades.

Focus on people not just the performance numbers

Many times our communications from management is based on a scorecard. When managers give feedback based only on the performance numbers, it sends a clear message that these numbers are more important that their people; they don’t trust them and they’re expendable. This will only motivate people to be far less productive and to look elsewhere for job fulfillment when things get better – at a great cost to the organisation. issue 11.9

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THE FR ASER COLLEC TION

BAHRAIN BANGKOK BEIJING BUDAPEST CHENGDU

DOHA DUBAI EDINBURGH GLASGOW HANOI

HONG KONG ISTANBUL JAKARTA KUAL A LUMPUR LONDON

MANILA MELBOURNE NANJING NEW DELHI OSAKA

PARIS SEOUL SHANGHAI SHENZHEN

SINGAPORE SUZHOU SYDNEY TIANJIN

BANGALORE (2012) CHENNAI (2012) GUANGZHOU (2012) PERTH (2012) WUXI (2012)

guest contributor

Motivate with trust, not fear

Show people you care about them, that they are important, without a hidden agenda. People will work harder, perform a higher quality of work, take more initiative, be more accountable, not be afraid of change, and work better with each other. This will lead to an increase in productivity and profitability.

Turn work into fun

Work should be enjoyable and fun. People need to be more light-hearted at work. They need to take their work seriously, themselves a little less and seriously. Bringing a sense of humour to work increases energy, makes work more enjoyable and keeps people more engaged.

Management must be a team player

Management must be visible, providing positive, relevant feedback and sharing information needed to accomplish the mission and goals of the organisation. When managers get involved it shows they care. Employees will work harder and take performance to the next level. When the principals of Destination: Work are put into use, your people will wake up in the morning and say, “Wow! I get to go to work today. I get to make a difference. Lucky me.” + Harry Paul is a professional speaker and the co-author of six international best selling books. Visit www.harrythefishguy.com to sign up for his free newsletter and other tools and downloads.

“Work should be enjoyable and fun. People need to be more light-hearted at work” Harry Paul, professional speaker and co-author of FISH! A Proven Way to Boost Morale and Improve Results

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corporate learning

Training

Techies Organisations big and small understand the need to keep employees updated in the latest information technology (IT) trends, with many companies spending a sizeable amount on tech training. HRM looks into some of the latest IT programmes offered in the market and discovers why they are in such high demand By Priya de Langen

recent study by Glasgow University revealed that employees spend up to one month a year trying to learn a new software programme or solve tech problems in the office. This information might be surprising but it only emphasises the importance of information technology (IT) in our daily lives, be it professional or personal. The same study also mentioned that half of employers believe their employeesâ&#x20AC;&#x2122; lack of IT skills adversely affects business productivity. Consequently, employers realise how vital it is to have employees trained up in this area â&#x20AC;&#x201C; regardless of whether they are IT or non-IT personnel. issue 11.9

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corporate learning

“Infocomm professionals need to stay at the forefront of technological advancements and continuously upgrade to prevent obsolescence of their skills in the dynamic infocomm industry”

Business benefits

For those IT professionals, it is essential to keep updated on the latest technological developments, especially since it is such a fast-moving industry, says Azzli bin Jamain, Director, Creative and Professional Services Division of Singapore Workforce Development Agency (WDA). “Infocomm professionals need to stay at the forefront of technological advancements and continuously upgrade to prevent obsolescence of their skills in the dynamic infocomm industry.” Organisations in Singapore have a virtual smorgasbord of programmes to choose from, through a variety of service providers and some of these programmes are tied in with the government’s national employment and training Azzli bin Jamain, Director, strategy. Companies can apply for subsidies of up to $20,000. (See sidebox). Creative and Professional Services Division, WDA The Institute of Systems Science (ISS) at the National University of Singapore (NUS) for example, offers more than 30 professional courses for the IT industry. Some popular programmes include Project Management for Information Systems, Business Process Reengineering, and Certification in IT Project Management. CASE STUDY There is also an increasing interest in programming modules for mobile platforms, says Jamain of WDA. Other technical courses in demand include software and application development courses in .Net, Java as well as technology Agilent Technologies, a test and measurement company with businesses in Life management courses such as IT Sciences, Chemical Analysis and Electronic Measurement, provides IT training for all its employees, whether it be to update them on basic IT knowledge or for governance and technopreneurship. specialised study. Post-course surveys conducted by ISS Lawrence Fu, Singapore IT Site Host Manager and Global IT Applications Support have shown that there is a clear business Manager for Agilent Technologies, notes that the training given to IT employees is case for IT training. For example, 96% of “specific to their function” and a training and development plan is drawn up at the all participants responded that they were start of the year for each IT employee with their managers. able to apply the taught skills to their work, Fu says that the organisation sends its IT employees to at least one training says Lim Swee Cheang, Director & CEO course every six months to a year; the course could be related to their job function of ISS, NUS. “Also, 95% responded that or it could help them learn or improve skills needed on a specific project. He gives they were able to perform better at their as an example an IT engineer in the applications area who would probably take jobs after the training.” courses in Oracle, a database management system. Experts agree that IT training should be He adds that IT personnel are also required to learn from the Information Technology Infrastructure Library (ITIL) - a widely accepted approach to IT service part of a company’s larger plan to foster management. This teaches them how to “provide good IT services to customers as talent, and should not be developed in well as understand IT as a service for customers”. isolation. Indeed, Lim advises companies Agilent Technologies also provides annual web-based IT training for all to maintain a “holistic approach” to employees, such as the IT Security Awareness Test. According to Fu, this test is developing IT talent; he explains it is best relevant for all employees as it teaches them to protect company information, such to define the organisation’s strategy and the as taking care of documents of sensitive nature and encrypting hard disks in order employee’s job competency, and “analyse to minimise the loss of data. the competency gap and develop a curriculum design”.

Agilent Technologies develops IT talent

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EMPOWER yourself for

The future for HR professionals is exciting and full of opportunities, but are you training for tomorrow?

The fact is, even experienced HR practitioners need to sharpen their knowledge base and skill sets. This is especially so due to the rapidly changing business environment that places new demands on HR professionals. That’s why Shaun Ee, an HR professional with over eight years’ experience, enrolled for courses that led to him becoming a Certified HR Professional in Recruitment and Selection.

Shaun’s certification is one of six nationallyrecognised certification tracks under the HR WSQ framework. Since its launch in October 2008, more than 4,600 HR professionals have benefitted from HR WSQ competency-based training. Another HR practitioner who has gained from HR WSQ is Elizabeth Lui, a recruitment consultant at Accredit HR Consultancy. As an HR business partner to her clients, she recognises the need to enhance her HR knowledge and effectiveness through continuing education and training.

Not only did the courses sharpen his interviewing skills, they also enhanced the McDonald’s recruitment manager’s abilities to develop recruitment and selection strategies, as well as implement them in today’s tight and dynamic labour market.

She has already attained the Certified HR Professional (Recruitment and Selection) certification, and is now working towards becoming a Certified HR Professional (Remuneration and Benefits). Through the modular and progressive HR WSQ, these certifications will help her work towards achieving the WSQ Professional Diploma in Human Resources (Human Resource Management).

Shaun said: “The greatest value-add for me came during the sessions where participants networked and shared ideas, knowledge and best practices. That’s something you can never get from books or just sitting in classes.” Shaun’s opportunity for learning came from Singapore Workforce Development Agency’s (WDA) Human Resource Workforce Skills Qualifications (HR WSQ).

Amongst other things, she sharpened her skills in strategy building and networking. “The modules I took broadened my perspective and showed me how to work beyond my boundaries. I learnt how to win my clients over, assist them well and keep their business.”

The HR WSQ, comprising 100 HR competencies, is a robust and comprehensive framework endorsed by senior HR practitioners. It not only equips HR leaders, managers and executives with the requisite HR competencies, it also helps them stay up-to-date with industry best practices.

Just as Shaun and Elizabeth’s experiences show, getting empowered today for tomorrow’s HR challenges is the smart thing to do. So go on, give yourself that agility too.

WSQ enhances your performance at the workplace. For more information, please visit www.wda.gov.sg/hr_wsq, email hr_wsq@wda.gov.sg or call 68835885

corporate learning

Subsequently, experts also say that it is essential for organisations to monitor if the training courses have been effective in improving employee skills. Indeed, a study by IT and business skills provider, Global Knowledge revealed that 21% of businesses in the UK failed to monitor their ROI in training – they did not check if their IT training programmes have been effective. Lim of ISS concludes: “Equally important, after the course has been delivered is to measure the training effectiveness and achievement of the organisation’s goals.” To date, more than 65 courses of WDA have been taught by its partner organisations while over 3,000 participants from 400 organisations have received training from ISS.

NICF promotes IT training In order to help strengthen and increase relevant skills of IT professionals, the Singapore Workforce Development Agency (WDA) and the Infocomm Development Authority of Singapore jointly produced the National Infocomm Competency Framework (NICF) offering specialised training and development programmes to organisations. NICF courses are taught by partner organisations and are for IT professionals working in IT and non-IT sectors. The NICF is used by WDA as part of its Workforce Skills Qualifications (WSQ) system to cater to skills upgrading, manpower conversion and overall manpower development for the infocomm industry. Participants who complete the course will be given a WDA accredited certificate that is nationally recognised. Also, in order to prompt organisations to offer IT training to their employees, the WDA is subsidising course fees. Jamain of WDA explains that under the NICF Skills Talent and Recognition Scheme (NICF-STAR), companies can get subsidies up to S$20,000 which can be used to improve various areas in IT learning and development, such as developing job profiles, setting up performance assessment and appraisal frameworks, as well asnd in-house training curriculum.

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feature

Packaging

the deal More organisations are moving away from offering their skilled foreign employees a full expatriate package. HRM takes a look at what alternative compensation methods companies are providing and whether this trend is here to stay By Priya de Langen

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feature

here is always demand for top talent, whether it be local or foreign – and organisations are often prepared to fight tooth and nail to secure such talent for themselves. However, the costs that come with hiring top performers cannot be negated; often, organisations need to offer good remuneration in order to entice them and hold them. Organisations need to offer the right type of compensation for skilled foreign employees; getting it wrong can mean losing the potential hire to your competitor. According to research, many organisations use an expatriate package that is normally based on the employee’s home currency, plus a range of incentives such as housing allowance and personal insurance to attract employees into the country. Experts also say that such a package is used to attract foreign employees with specialised skills into industries that lack local talent. However, there is a growing trend of companies looking to cut the costs of expat hires. The alternative remuneration packages these companies offer include national local plus – a local salary with fewer benefits or benefits converted to cash allowance. According to consultancy firm ECA International’s ECA Alternative compensation and benefits survey, about 53% and 56% of organisations in Hong Kong and Singapore, respectively offer this type of compensation. Employers say that this option helps decrease the burden of cost of a full expatriate compensation package. Also, they state that this remuneration suits junior level employees as well as those who would like to remain in their host countries.

Sweetening the deal: Foreign or local?

Which type of remuneration and benefits will attract talented foreign workers, especially if they have a family to relocate? This is something each company needs to weigh up against the potential cost. According to a Benefits Survey by ECA International, school fees for international students in Singapore can be 80% higher than what locals are charged, so education benefits come in handy when attracting a skilled expatriate with a family – but it will also cost the company more. Brent Tignor, Regional HR Manager Asia-Pacific of manufacturing organisation Stepan Asia-Pacific, says that for his company, the reason for offering a salary with numerous added incentives is two-fold: the company gains a talented employee, and the employee gains the opportunity to acquire new experiences during secondment. issue 11.9

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“In many cases, the primary reason for providing these incentives is to motivate a ‘high potential’ employee to move overseas, to not only fill a particular role here in Asia but to also gain some experience” Brent Tignor, Regional HR Manager Asia-Pacific, Stepan Asia-Pacific

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“In many cases, the primary reason for providing these incentives is to motivate a ‘high potential’ employee to move overseas to not only fill a particular role here in Asia but to also gain some experience outside of the US for future global roles,” he notes. Stepan Asia-Pacific offers a full expatriate remuneration package with a range of benefits to these high-potential employees on international assignments. “We will typically offer them a traditional expat package that involves covering all costs related to the assignment including relocation, housing, car and children’s education,” he says. Also, the expatriate is paid in home currency, which is in US dollars. However, for foreigners hired from outside of the company, Stepan Asia-Pacific offers a local plus package that includes a basic salary and a monthly lump sum payment to offset living costs, explains Tignor. Saturno Marda, HR Director, Asia-Oceania of Heidelberg Cement Asia, says that her organisation offers two out of three compensation packages to expatriate employees – a full expatriate package and a hybrid-expatriate package. Only “international assignees”, those who are expected to return to their home countries once their assignments are completed, are offered a full expatriate package. This deal comes with a great many perks which include relocation, housing, transportation, schooling, home leave allowance, full medical, hospitalisation and life insurance, and tax equalisation. However, Marda highlights that though all levels of employees who are in this group enjoy the numerous benefits, the limits are dependent on the positions in the company. Another group of expatriate employees, known as “transferees”, who work in different locations but have not committed to going back to their home countries, are given a hybrid-expatriate package. The package includes some of the same items as in the full expatriate packages, such as housing allowance but not tax equalisation. “The hybrid-expatriate is responsible for his or her own tax,” she says. In addition, most benefits are converted and given as cash allowances which gives expatriates more flexibility to manage their own costs. As Heidelberg Cement operates in a specialised industry – manufacturing building materials globally – finding local talent for specific positions is no easy feat, explains Marda. For example, some positions have taken over a year to fill. Despite a succession planning framework as well as development plans, Heidelberg Cement Asia has to

feature

Relocating with ease Relocating is no easy feat, especially if the expatriate employee is moving for the first time or with a family. They normally have various concerns from security issues to the process of transporting personal belongings, says Lilian Tay, Corporate Services Executive of Crown Worldwide, a global relocation company. Finding the right place to set up a home is another top concern. “The location of the serviced residences and the convenience of facilities that are available in the vicinity play essential roles in easing the process of settling into the new environment,” says Patrick Fiat, General Manager of 8 on Claymore Serviced Residences.

Here’s how HR can help employees with the big move:

+ Provide all critical employment information in advance + Advise employees to create a detailed inventory list and budget finances for moving + Provide information about the host country’s culture and environment + Create a list of housing and schooling options available + Provide information on how to set up basic services (water, electricity, cable, internet, mail and banking) + Offer language immersion classes if the employee needs to use a new language at work + Connect employees with social or business networks in the host country

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employ more foreign talent. “We therefore rely much on expatriates and continuously take care of them,” she says. Companies also say that foreign employees have opportunities to negotiate their salaries, but this is limited. Tignor explains that though his organisation tries to keep benefits consistent with the assignments, additional benefits can be given to the individual due to the “level of the position, criticality of having a particular internal candidate in the role or a location that is particularly unattractive”. In such cases, signing bonuses or extra perks can be given, such as an increase in the home leave trips provided, he notes.

The curious case of the shrinking package

Experts say that many organisations around the Asia Pacific region (and also globally) are moving away from offering their foreign employees full expatriate packages. A recent Mercer study of 36 multinational companies revealed that two-thirds offered local plus packages to their foreign employees. Experts and employers alike attribute this change to many reasons, but cite a major factor as reducing costs incurred through employing expatriates, especially those in junior positions. Also, employers believe that they do not need to dangle many carrots in order to attract foreign talent into mature markets. Tignor affirms this statement, saying that he believes that Singapore and some other Asian cities are becoming global, which make it easier to attract expatriates to work in Asian destinations without providing many extra benefits. As a contrast, research shows that developing countries like to sweeten the deal more in order to attract skilled foreign talent. Another study by Mercer showed that some expatriate packages include a full-time driver with a vehicle. Over 60% of expatriate packages in Mumbai and Bangalore include this benefit compared to only 10% and 15% in Singapore and Hong Kong, respectively. Marda notes that though she thinks organisations are moving towards offering expatriate employees more local or hybrid packages, it will depend on several factors including the maturity of the industry, unavailability of local talent and willingness of expatriates to stay longer in the host country due to lack of opportunities back home, or their preference for their host country.

feature

A survey of 200 organisations by ECA International showed that

21% OF EXPATRIATES

Ultimately, it is understandable that companies would like to keep their costs down, but full expatriate packages are not going to be done away with anytime soon, if ever. have accepted local plus packages, In order to attract the best talent, the organisation needs to with trimmed benefits sweeten the deal as much as it can, particularly for senior roles, since they are a different kettle of fish when it comes to core skills and expertise. â&#x20AC;&#x153;For more senior level positions, expat packages still seem to be quite common as companies are willing to pay whatever it takes to have the right leadership in their regional offices,â&#x20AC;? concludes Tignor.

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mice feature

Party on! Year-end parties are a great way to recognise and reward employees for their hard work over the past twelve months. HRM looks at the latest party offerings and what some companies are doing to create a night to remember

ompany parties provide the perfect opportunity for bosses and employees to mingle and get to know each other in a non-work environment. They are also an ideal platform to recognise the contributions of hardworking employees. Such gatherings are a good morale booster and help employees bond with the company, says Jhoi Clamor, a communications executive at Innovate Art & Design. “Employees are informed about the company’s performance, the trials and successes and most importantly, their involvement in the company’s goals and objectives for the next year,” she says. Some factors to consider when planning a party include venue, date and time of the event as well as the type of food to be served, says Clamor who has organised several such events. Employees should be given ample notice about the party so that they can clear or block off their schedules. Setting a issue 11.9

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mice feature

Planning the perfect party + + + +

Set a budget Come up with an theme that is easy to follow Review food choices and dietary requirements Choose a location that is easily accessible or offer free transportation + Send out paper or online invites to ramp up the excitement level + Plan a lucky draw. Everyone loves a good prize + Offer the numbers of taxi companies or drive-home services for employees who have had too much too drink

Gaelic Inns

food budget also helps, she says. “We had to get several quotes from different caterers before we decided on which best suited our requirements.” Restaurants and caterers offer a variety of dining and entertainment options to suit different budgets. Companies can also engage the services of an in-house party planner to enjoy a fuss-free event.

Fancy a traditional Christmas celebration?

Gaelic Inns offers a host of party possibilities for companies looking to usher in the yuletide season. Known for its traditional Irish and English pubs, the company offers traditional Christmas menus featuring favourites such as Roast Turkey, Yorkshire Pudding, mince pies and a special Winter Vegetable Medley. Companies can choose from a festive buffet spread or a set meal of 3 to 5 courses. Parties can be held at five different Gaelic Inns venues. Durty Nelly’s at Marina Square offer the largest capacity, catering up to 300 guests. Those looking for a more intimate venue might want to consider Scruffy Murphy’s at East Coast which can host up to 30 guests. What’s a party without some great entertainment? Gaelic Inns has a pool of bands who perform at Muddy Murphy’s and Dirty Nelly’s. Their repertoires range from classics to modern day hits. “Depending on the theme of the year-end party, clients are also able to hire these bands through us and hype up the atmosphere,” says Jasmine Arika, Marketing Manager, Gaelic Inns. Other entertainment options include quizzes, pole dancers, magicians and live photo sessions. In one interesting party, guests came up to ‘jam’ on the stage, playing hits from their home countries, which they missed over the Christmas season, says Arika.

Order in a feast!

Companies that want to organise a party in the comfort of their own office premises or an outdoor location might want to consider hiring a caterer. Harvest Foods, the catering arm of Zingrill Holdings offers DIY barbecue packs which come with succulent cuts of meat, fresh seafood and marinades. Companies can also request for a team of waiters to serve guests as well as an onsite chef to help with food preparation. Innovate Art and Design held a quarterly dinner gathering at a chalet and ordered in a buffet dinner from Harvest Foods for over 50 employees. The

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Hotel

@ Pearl’s Hill

Your ideal event space Whether you’re planning for your company dinner & dance, seminar workshop or conference meeting, Hotel Re! has the ideal space for you! From Re!Joice Grand Ballroom, accommodating up to 600 guests, to Re!Tune & Re!Call Meeting Rooms, ideal for brainstorming sessions for up to 20 pax each, you will be assured to achieve the varied objectives of your events held with us. Rest assured your event will be a smooth-sailing journey from planning to execution, as our dedicated Events Team will work hand in hand with you, to deliver an event beyond expectations.

Re!lax in ro t e R n r e Mod ! t r o f m o C Located at the heart of the city, Hotel Re! is the perfect choice be it for your accommodation or event requirements.

Hotel Re! @ Pearl’s Hill 175A Chin Swee Road Singapore 169879 www.hotelre.com.sg

mice feature

Harvest Foods

company requested for outdoor seating, including a special VIP table. A chef was on hand to serve piping hot barbeque items. “The chef definitely added a nice touch to the event and our staff enjoyed the freshness of the barbecued food,” Clamor says. Festive menus are also available at JP Pepperdine, whose signature dishes include Roast Striploin of Beef, Roast Leg of Lamb, Honey Glazed Ham and their star item- Spit Roasted Baby Lamb. Other add-ons include a full beverage service, crockery and cutlery, linens and flowers. JP Pepperdine caters for a minimum of 20 guests to a maximum of 1,500 guests. Companies can choose to have a buffet-style event or a formal sit-down meal. A good party is when everyone including the host themselves have a great night not just because of the fun and entertainment or food and drink but because the event ran smoothly, says Arika. This is where restaurants, caterers and party planners make the difference.

Rather than the conventional hotel ballroom, plan your company’s D&D at either One Rochester or 1-TwentySix! With the versatility to handle small group meetings to grand gala events, we are able to successfully cater to a multitude of needs that a corporate establishment may require.

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Our professional planners will assist corporate clients with all arrangements: Event consultation Entertainment Customizing of menus Programme flow

DISCO

Address: 19A Neil Road, Singapore 088813 Tel: 6773 0060 Email: info@onerochester.com Website: www.1-host.sg

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HOLLYWOOD RED CARPET

S I N G A P O R E

advertorial Tawandang

A potent brew of

East &West Have your next company event at Tawandang Microbrewery. Whether it’s a year-end party, business meeting, seminar, product launch, promotion, or birthday party, Tawandang Microbrewery is the best choice in Singapore for corporate hospitality

Tawandang Suntec

awandang is the world’s best ThaiGerman bar and restaurant (as noted by Time Magazine in 2003). Established in Bangkok as the Tawandang German Brewery in 1999, Tawandang has become one of the premier nightlife destinations in Asia and is often regarded by Thais as the most famous and successful bar and restaurant in the country. The Tawandang concept revolves around three elements: modern Thai cuisine, original German beer, and lively entertainment. This unique concept has attracted loyal followers throughout the world and given Tawandang the label as the World’s First Asian Microbrewery.

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With modern Thai cuisine from some of the top chefs of Thailand, freshly-brewed German beer from a professional Bavarian brewmaster, and lively entertainment from a professional six-piece Thai band, all in an Asian Style Microbrewery setting, Tawandang offers something for everyone and an enjoyable time for all. And it’s all available right here in Singapore as well. Tawandang Microbrewery is the perfect destination for your next company event with a convenient location at Dempsey Hill. With lush greenery and old world charm in a historical location, Dempsey Hill is the premier lifestyle

advertorial Tawandang

Tawandang Dempsey

destination in Singapore and the ideal setting for any company event. Tawandang Microbrewery @ Dempsey Hill offers a seating capacity of 370 with air-conditioned, terraced and al-fresco dining. The restaurant features a large parking lot, an in-house brewery, entertainment stage, state-of-the-art sound system, and a 120-inch projection screen. Tawandang Microbrewery offers happiness and fun for all with genuine Thai hospitality. Why go to Thailand for your next company event, when Tawandang brings Thailand to you in the lush greenery of Dempsey in the heart of Singapore? The staff at Tawandang Microbrewery is extensively trained in Thai hospitality and committed to service excellence and customer satisfaction. The dedicated and professional staff will ensure that all of your needs will be served and that your company event is a success for everyone. As the leading venue for corporate events in Singapore, Tawandang will work closely with you in organising interesting themes to make your event unique and truly memorable. Tawandang has hosted various company themed functions such as retro, movie star, superhero, fancy dress and traditional Thai nights. Each function was a one-of-a-kind experience that could not be found anywhere else. Some notable events we have done in the past include a Philips

Production Launch, a Cisco Costume Event and a Fair Price Chinese New Year celebration. Tawandang is also able to arrange many games, activities and courses that will enhance your company function and make it exciting and unforgettable for everyone. Whether it’s beer drinking competitions, singing contests, Feel free to visit beer appreciation courses, Tawandang Microbrewery at Block 26, brewery tours, or Thai cooking Dempsey Road. We are open daily classes, Tawandang from 11:30 to 15:00 and 17:00 to 1:00 Microbrewery will guarantee an enjoyable time for all and ensure that your next company event is a success. We are able to accommodate any of your events’ dining needs. Whether it’s buffet style, a la carte, or a canapé cocktail party, Tawandang Microbrewery has tailor-made packages to suit every taste and budget. With an ideal location at Dempsey Hill, a unique concept, large seating capacity, impressive restaurant facilities, unsurpassed experience hosting large-scale events, and a commitment to service excellence, Tawandang Microbrewery is the perfect choice for your next company event. issue 11.9

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resources

Managing the impossible

t is no easy feat to manage an unruly employee but not all hope is lost, say authors Anne Loehr and Jezra Kaye in the book, Managing the Unmanageable: How to Motivate Even the Most Unruly Employee. The book does not give a cookie-cutter solution but offers practical advice to help managers deal with difficult employees. The authors start off the book by giving a sympathetic view of the managers facing such a problem but state that bad work attitudes can be turned around to benefit the company. Furthermore, Loehr and Kaye advise managers to not take whatever problems that they are facing with their employees at face value as they could be indicative of other underlying problems within a team instead of just the individual. As such, they explain that it is essential for managers to analyse and assess the situation and the individuals. They explain this with the ‘The 5 C’s’

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methodology – Commit or Quit, Communicate, Clarify Goals and Roles, Coach, and Create Accountability – that offers a framework “to observe, evaluate, diagnose, communicate and finally resolve” the challenges posed by the employee. According to the authors, no bad employee is alike so the book classifies employees into different categories such as The Excuse-Maker, The Egomaniac, The Loose Canon, and The Wallflower. In each chapter, the challenges by the particular type of employee are shown via case studies and frameworks. Ultimately, Managing the Unmanageable provides managers Managing the Unmanageable: How to with ideas on how to understand what Motivate Even the Most Unruly Employee is driving a difficult employee and Written by: Anne Loehr and Jezra Kaye teaches them to communicate effectively Published by: Career Press with the individual in order to manage, Retail Price: S$21.50 motivate and retain the person.

At a Glance

viewpoint SIMA

The Chinese language advantage Chinese is becoming an essential business language for organisations expanding into Asia. Suchana Swangsrisuthikul, Founder of Success Power International and Jai Thai Group of Restaurants, shares her learning experience

hinese language proficiency is critical for business people looking to make new inroads into Asia. Apart from China, the language is also widely used in places such as Hong Kong, Macau, Malaysia, Singapore and Taiwan. A 2010 survey by the Modern Language Association of America revealed that Chinese is the seventh most studied language in US college campuses. Although it is considered tough to master, the introduction of Hanyu Pinyin or the Romanisation of Chinese characters has made it easier for non-natives to learn it. The SGP International Management Academy (SIMA) conducts Business Chinese on Tuesday and Friday evenings. Apart from business people, the class also draws housewives and non-Chinese who feel that they should know basic Chinese for everyday interactions such as ordering a meal in a food court. In my class alone, there were eight nationalities and this cultural diversity created a fun learning atmosphere.

Proud of BCP

Suchana swangsrisuthikul Founder of Success Power International and Jai Thai Group of Restaurants The Business Chinese course aims to equip students with language fluency for common situations. Highly-qualified in-house lecturers use role-play and group practices to help students experiment with the language in various contexts. They also shared vocabulary in Hanyu Pinyin, English and written Chinese text. There was never a dull moment as we went through situation after situation in Chinese, pushing the lecturers to teach us new words. They motivated us to learn, to be bold and

speak the language as well as open our minds to a whole new world. While I may not have mastered the language in this short time, I have acquired the basic conversational skills to confidently engage in social discourse with a Chinese-speaking person. This is an achievement in itself. + SGP International Management Academy (SIMA) Block 106A Henderson Crescent, Singapore 151106 + Tel: +65 6773 8792 + Fax: +65 6773 8796

BCP Class

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WebsiteÊ:Êwww.chinoisspa.com.sgÊÊÊ|ÊÊÊEmailÊ:ÊÊcontact@chinoisspa.com.sg

talent ladder Jennifer Chan

Regional HR Manager – SEA, Konecranes

Sylvester Lau Senior HR Executive, HOERBIGER KT Asia Holding

Jennifer Chan has been appointed as the new Regional HR Manager for Southeast Asia operations at Konecranes. With nearly 30 years of HR experience, Chan is a generalist and is able to excel at all aspects of HR. Having recently completed Job Leveling and Salary Benchmarking for the Southeast Asia region, Chan is now working on Compensation and Benefits for the region. She is also tasked with identifying the right talent for a job rotation scheme. On top of that, Chan is working on creating an efficient and effective succession plan for Konecranes. “I look forward to being able to identify good successors and retaining the top 10% of performers at Konecranes. My objective is to mould the young generation as future leaders/managers of the company as we have our mature workforce.” Hoerbiger KT Asia Holding has hired Sylvester Lau as its Senior HR Executive. Prior to this appointment, Lau was working with Sentosa Leisure Group. He started off his HR career back in the days of regular service in MINDEF in 2004. While he is a full spectrum regional generalist, recruitment has always been Lau’s forte. His role is not limited to being an HR Business Partner in Singapore but also as an intermediary between different offices, integrating practices, policies and such towards a common HR platform for the entire region. “I am working towards building up the HR fundamentals and belief within the company. I sincerely believe that HR is all about the people and it is with everyone’s effort and support that we can achieve a common vision towards a thriving business.” C

CMY

Vivian Wong

Assistant Manager – HR, The St. Regis Singapore

The St. Regis has appointed Vivian Wong as Assistant Manager – HR. She has seven years of experience in HR, of which four were dedicated to the hospitality industry with hotels such as Traders Hotel Singapore and The Fullerton Hotel Singapore. Wong’s passion lies in training and development but she also seeks growth in other areas of HR. Currently, her focus is on fulfilling the recruitment needs of The St. Regis Singapore, as well as increasing employee engagement to boost satisfaction and retention. “The St. Regis Singapore is the epitome of luxury service and innovation. It provides an environment that strives for continuous improvement and personal growth, allowing me to accelerate my learning and development in HR.” issue 11.9

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talent challenge

Managing stress How can HR create a performance culture at work whilst keeping employee stress levels in check? In todayâ&#x20AC;&#x2122;s work environment, it is important for employees to maintain and perform optimally in his/her work place. It is equally important to inculcate a sanity check to Adrian Wong ensure they maintain a healthy work-life balance without unnecessary undue stress. HR Director, A good personal health check question for my employees would be this: Do you Asia Pacific, The McGraw-Hill have sufficient rest? Prolonged work hours may not be the best solution sometimes Companies because they may be fatigued and not thinking optimally. I would advise them to better plan their work priorities and involve their superiors in the discussion. Setting realistic timeframes and a good checklist would also help employees cope with stress. In our organisation, we have a mentoring culture for employees to reach out to seniors and we also have employee resource groups to assist employees in finding right solutions to assist them in their work. Creating the right performance culture is important to bring together a cohesive team. HR ought to be ready to support, motivate and listen to employee issues and help direct them to the right channels within the organisation to prevent unnecessary stress.

Sandra Lee

For organisations to create a performance culture, the right balance of work stress can be beneficial for the employees. The absence of reasonable work challenges can make employees bored or unfulfilled. On the other hand, employees who are overwhelmed by prolonged stress will either be unproductive or suffer burnout. Thus, it is necessary for HR professionals to have micro awareness at the workplace and understand the causes of stress to mitigate escalation. Organisations can provide support to help employees manage stress by bringing in psychologists or healthcare consultants to give talks on mental wellness, stress management or encourage employees to make time for exercise. Learning and development programs for employees to improve work competencies, and mentorship programmes for both HR and Managers to connect closer with staff and colleagues are other ways to encourage and engage the employees. When employees are able to manage stress in the workplace, it does not only improve their physical and emotional health, but also make a difference on the work quality or productivity level.

Senior Vice President, HR and Administration, YTL Starhill Global Property Management

Winter Peng

We recognise the importance of helping our employees to manage stress whilst maintaining a high level of work performance. The various initiatives that we have in Head, HR, place allow our employees to manage both their performance and stress levels. OCBC Property Services In terms of performance, our employees are involved in the setting of KPIs for themselves at the beginning of each year. This helps them to stay focused to achieve their personal work objectives and contributions towards the organisationâ&#x20AC;&#x2122;s overall performance at the same time. The supervisors in our organisation devote a minimum of 1,200 hours per annum to provide specific work-related training to their staff to enable them to perform well. We also give due recognition to staff who perform well and reward those who go the extra mile. Our staff appreciate our open-door policy that encourages communication across different levels. This enables us to identify issues early and resolve them efficiently. We support work life balance and ensure that our employees enjoy quality time with their loved ones by putting in place measures such as a buddy system as well as family and wellness programmes.

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in person

Joanne

Low

Manager, HR, Sa Sa Cosmetics Co. Ltd.

Articulate and Cascade Organization Core Values

Years in HR? About ten years now. Why HR? I enjoy managing people-related issues, as they are different every day. HR is a profession anyone can be in but not everyone can be good at it. As part of the management, I must be able to adapt to different management styles and cultures. This is because HR is the bridge between management and the employees. Since, high turnover is the norm for the retail industry, I like the challenge of coping and overcoming this hurdle. Sometimes compensation and the job scope are not the main indicating factors that will result in turnover. There could be other issues so it is our job to find out what the problem is, provide a solution and move on. It is not easy but I do enjoy this line of work. Why Sa Sa Cosmetics? Although I have experience in the service and manufacturing industry, I like the vibrant, ever-changing and fast pace of the retail sector. It is necessary to adapt to changes in business needs because of the evolving nature of the retail climate. This company provides an environment which allows me to be creative, resourceful and motivated. Biggest achievement? It would be the recognition for my efforts in business expansion for staff recruitment, as retailers always face situations where people shun jobs with retail hours. This does not hinder us from opening more outlets and instead, it pushes me to my limit time and time again. Family? Either chilling out with friends or having dinner with my husband. Relaxation is required for re-charging. What happens after hours? Weekends are reserved for family gatherings as quality time with family is important. I strongly believe that a successful professional must be able to manage both work and family.

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Live Out Organization Core Values Align Policies and Practices with Core Values Implement Initiatives for Sustenance of Core Values

twenty-four seven 3:00pm HR meeting at our football-

Selene Lim HR Manager, Adidas Singapore

8:30am Arrive at the office. Head to the

1.00pm Lunch with colleagues!

pantry for a quick pick me up Milo as I am extremely caffeine sensitive… bouncing off walls sensitive!

2:00pm Meet one on one with an

9:00am Get ready for management meeting with department heads chaired by the adidas Singapore Country Manager. We are expanding the retail team, so I have to take down notes on recruitment requirements. Marketing team has requested departmental heads and staff to participate in a flash mob dance at our Brand Day at Zouk.

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employee who has requested for a transfer. Have a discussion with employee on the proper process of an internal transfer out of Singapore. I go through and explain our adidas Career Scout; which is the online e-recruiting system that allows our internal staff to build their own career profiles and have access to job postings within the adidas Group in over 100 countries in the world.

themed meeting room. Discussion with our HR team on developing a new work flow to support the implementation of HR SAP.

4:00pm Return to my desk and pick up ringing phone. HR work resumes…

5:30pm Meet up with social committee which is currently working on making adidas Singapore “a Home at Work.” This is an initiative in response to our Employee Engagement Survey of 2010. Following up on the activities and events that we have planned for Q3. Ice Cream for everyone in our pantry- Check! Crazy Funky Dress up Day - Check! X-Box Kinect Dance Off Night – Check! Excited about it!

6:30pm Mental note to check payroll tomorrow. Now, off for dinner with ex-colleague! Important to have work-life balance.

talent feature

Jobs in 2030 Hays, together with Oxford Economics, have released a report on global labour markets and how they will develop over the next twenty years. Ash Russell, Senior Business Director of Hays in Singapore, discusses the main findings

Ashleigh

russell Senior Business Director, Hays Singapore

he world’s working-age population will increase by over a billion people over the next 20 years, but all growth will come in developing economies. However, at the same time, the developed world will see its workforce shrink and age. Our report Creating Jobs in a Global Economy, compiled in partnership with economic forecaster Oxford Economics, shows that Singapore’s working age population will see a reduction of 338,000 people by 2030. The Russian Federation tops the list of countries that will experience the sharpest fall in working age population, contracting by 16.9 million people by 2030. Overall, the size of developed economies’ population of working age adults will contract by one million people. In contrast, the increase in working age population will come from less developed or least developed nations. Topping the list is India, which will add 241.1 million people to its working age population by 2030.

occupations that computers and machines cannot replace, like cooking, cleaning, building, catering, driving, transport, home maintenance and hairdressing. The same can be said of occupations where face-to-face contact cannot be replaced with a machine, such as those in healthcare and education.

Skills in demand by 2030

Finally, the report identifies four key sectors or issues expected to define the skills in high demand over the next 20 Hour-glass labour market years. The first is the financial sector, Another key finding from the report was followed by healthcare given forecasts the creation of an ‘hour glass’ labour of the increasing number of elderly market, as technological change forces people across the globe. Next are green out the middle group of semi-skilled energy professionals, in response to workers. Typically, these workers have climate change. Finally, the jobs that can be outsourced. Already industrialisation of some of the larger we’ve seen this trend in the workplace, emerging markets is likely to lead to such as in the manufacturing sector, demand for skilled construction and where jobs involving repeated, routine engineering professionals. These four actions are being issues will replaced by obviously not be the Download your free copy of our report automated only issues or ‘Creating Jobs in a Global Economy, machines and changes to impact 2011-2030’, at http://haysoxfordeconomics. robots. The call on the skilled clikpages.co.uk/globalreport2011 centre industry, in labour market over particular call the next 20 years; centre operation but they give good roles, is also likely to be affected. guides to what skills will be needed and Bookkeeping and data processing roles how employers can ensure businesses’ are other examples of jobs also under needs are met most efficiently. threat from technological change. On the other hand, demand will + For further information, please contact increase for high-skilled occupations, Ash Russell, Senior Business Director of Hays such as managers, doctors and in Singapore on ash.russell@hays.com.sg or consultants, and for routine low-skilled phone +65 6223 4535 issue 11.9

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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 152 offices across 32 countries.

Learning and Development Manager

HR Site Services Manager

Strong Visibility | Young & Dynamic Team

Employee Centric Organisation | Join a Global MNC

Our client is a multinational company with a global presence. Due to dynamic business needs, they are now seeking a seasoned learning and development specialist to be part of their high performing team. The L&D Manager will support the Talent Development Division in implementing region-wide projects including mentoring, performance management, succession planning and talent acquisition. They will work with key stakeholders in developing and delivering learning programmes while providing a necessary level of programme and training administration.

We are working with a multinational company with an established foundation in Europe. They are expanding their presence in Singapore, opening up an opportunity for a recruiter to join their ranks. Handling the whole recruitment cycle, you will be required to look into the hiring processes and to identify and implement best practices.

Contact Shyan Hwei Phua for further information. Ref:H945600

HR Business Partner Business Partnering Team | Well-established Financial Institution Our client is a well-established financial institution and they are presently looking for a Business Partner to join their team. You will be responsible for supporting, coaching and advising clients in employee relations matters. This includes executing key HR processes in timely and cost effective fashion to manage compliance with applicable employment laws and company policies. You will also be partnering with Subject Matter Experts to deliver HR services, including recruitment, compensation & benefits, diversity, learning & development, talent management and succession and international mobility.

Contact Lianna Tian for further information. Ref:H875720

Regional Compensation & Benefits Manager Reputable MNC | Highly Visible Role Our client is one of the worldâ&#x20AC;&#x2122;s most successful global corporations in the FMCG sector. As part of its ongoing commitment to improve their business in Asia, they are seeking a high calibre experienced Compensation and Benefits Manager to join their team.

The ideal candidate must anticipate and respond to HR related issues and apply their knowledge of human resource programs, policies and practices to meet key business strategies. You should possess a degree, and must have at least 8 years HR experience.

Reporting to the Regional Head of Compensation and Benefits you will guide business leaders in developing and implementing compensation strategies that are aligned with corporate needs. You will be the key focal point to lead annual salary reviews and develop compensation plans that are both equitable and competitive. Additionally, you are expected to manage cross border/international assignments from a compensation, benefits design and administration perspective. Ideally you should be degree, qualified and have a minimum of 7 years experience in C&B and team management. A generalist background and a strong foundation of local compensation practices, legislations and trends is highly advantageous.

Contact Cherry Wu for further information. Ref:H954000

Contact Ling Quek for further information. Ref:H935420

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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#11936 Licence No: B565705A Business Registration No: 99804751N

Degree qualified, you will have 5-8 years relevant experience in learning and development, and will ideally have some experience in stand-up training and delivery. You will possess strong PC skills and are fluent in written and spoken English.

We are looking for applicants with at least 4 yearsâ&#x20AC;&#x2122; experience managing both volume and executive senior recruitment requisitions. You should be comfortable working within an entrepreneurial and fast-paced environment with a certain amount of ambiguity involved. Excellent spoken and written communication skills is essential in interacting with people across the globe.

executive appointments

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: IRENE CHAN MAUREEN HO SUGAR RAHIM

HUMAN RESOURCES MANAGER US Industrial Company HR Business Partnering and Operational Role Singapore Based with a View for Relocation to China A leading manufacturer, our client is listed on the New York Stock Exchange and has a strong Asia foothold. Due to increasing business needs, it now seeks a dynamic HR Manager to join its Singapore operation. Partnering Business Leaders based in Singapore, you will support HR strategies and manage a full spectrum of HR activities. As an individual contributor, you will drive the implementation, communication, deployment and execution of all HR initiatives. You will also support and coordinate Asia corporate HR projects and assignments as required. Degree qualified, you have minimum 6 years of progressive HR generalist experience including strong operational and corporate HR experience within a MNC. You are a hands-on operator with high adaptability working in a dynamic matrix environment, possess exceptional communications, interpersonal and influencing skills, and will be willing to relocate to China if required. Contact Maureen Ho quoting HRMP/31458/MH.

LEARNING & DEVELOPMENT MANAGER, ASIA Global Technology Company Fast-paced and Dynamic Environment Asia Region A leading player in its field, our client seeks an experienced Training & Development expert to head up its Asia operation. Reporting to the VP of Human Resources, you will design effective and innovative People, Learning & Development programs including training, career and succession planning and leadership development in support of the company’s HR strategy. You are responsible for the overall training budget, and will lead a team to ensure training objectives are met and programs are executed accordingly. Degree qualified in HR Development and/or other professional training certifications, you have a minimum 6 years of domain expertise with regional experience. Experience and proficiency in managing training budgets, designing and conducting training courses in Chinese language is required. You have demonstrated capability in people management and development, project management and possess excellent interpersonal, communications and engagement skills. Contact Maureen Ho quoting HRMP/30766A/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_07.indd 1-2

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executive appointments

REGIONAL COMPENSATION & BENEFITS MANAGER Global MNC Exciting and Rewarding Opportunity Individual Contributor Role A global company, our client currently seeks a dynamic Compensation & Benefits Manager to support and manage functional initiatives across Asia. An individual contributor, you will support the development of C&B strategies and are responsible for all salary reviews and bonus exercises. You will manage a global content incentive plan, all compensation benchmarking and benefits surveys as well as conduct analysis and recommend solution plans to ensure market competitiveness. You will provide internal consultancy to line managers and HR business partners, and ensure adherence to policy guidelines and governance requirements. You are degree qualified with C&B certifications, have 8 years of specialized C&B experience including 2 years at managerial and regional level. Experience in global mobility and benefits are preferred. You are strategically strong in implementing initiatives and are capable of operating independently in a demanding environment. Excellent Excel, HRIS, project management, communication and interpersonal skills are crucial. Contact Maureen Ho quoting HRMP/31536/MH.

HR DIRECTOR High Value HR Business Partner Director Level Position in Top Tier Foreign Bank Salary Circa $300k An opportunity has arisen within a top tier foreign bank for a highly experienced Director of Human Resources to take on a strategic business partnering role. You will be responsible for executing HR Business Strategies across a number of key business lines within the bank focusing on talent management, succession planning and cost and budget management for the division. Responsibilities will include implementing key HR change programs focusing on supporting future business growth. You will work very closely with internal business heads and will be responsible for providing high level advice and solutions for all HR related matters. The successful applicant will possess a minimum of ten years relevant experience within a Global Bank or Financial Institution in addition to strong business partnering skills. You will be an exceptionally strong communicator and will be able to demonstrate a strong track record of success throughout your career. Contact Sugar Rahim quoting HRMP/31547/SBR.

8/17/2011 2:47:53 PM

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executive appointments

Returning the Human to Resourcing

VP HR, International Operations

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.

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.

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 â&#x20AC;&#x201C; 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.

Aggressive Expansion Salary circa S$180k - S$250k + bonus Our client has its Global HQ in Singapore and is aggressively expanding. There is now an excellent opportunity to be part of a highly dynamic and pioneering team as a VP HR, International Operations. Working closely with senior management, you will manage all HR issues relating to a startup. You will develop and implement HR policies, practices and guidelines. You will manage the full suite of HR including recruitment, talent management and organizational development for their international operations. As they are expanding their global footprint, you can also expect to work on M&A projects. You are HR qualified and have worked a minimum of 12 years in a progressive and dynamic environment, preferably within services. You are operationally hands on, energetic and dedicated. Strategic to have a broad based perspective and operational enough to roll up sleeves. You are a strong team player and have a positive â&#x20AC;&#x2DC;can-doâ&#x20AC;&#x2122; mindset. You must be able to work in a fast paced, dynamic and fluid environment. Experience working within ambiguity will be advantageous. To apply, please submit your resume to Cecelia Koh at ck@kerryconsulting.com, quoting the job title and reference number CK3444\HRM, or call (65) 6333 8530 for more details.

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

Global Tax Specialist

Learning & Talent Director

HR Business Partner

Global Portfolio

Industry Leader

Established Conglomerate, HQ in Singapore

Financial Services

Global Role

Global Portfolio

Salary circa S$180k - S$220k + variable bonus

Business Focused

Base Salary circa S$120k + bonus

Our client is a leading financial services firm looking for a dedicated and professional senior team member to join them as a Global (Employment) Tax Specialist.

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.

You are degree qualified and possess tax technical expertise relating to international employment tax matters. You have strong international tax experience, particularly in relation to international assignees. Numeric and attention to detail, you have strong stakeholder management skills. You possess strong communication and interpersonal skills and have experience in project management. To apply, please submit your resume to Cecelia Koh at ck@kerryconsulting.com, quoting the job title and reference number CK3510\HRM, or call (65) 6333 8530 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 companyâ&#x20AC;&#x2122;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 companyâ&#x20AC;&#x2122;s values.

You will work closely with the business functions you support in ensuring 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 8 years HR experience, of which some should be within a regional capacity. 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 CK3511\HRM, or call (65) 6333 8530 for more details.

Licence No: C690801Z

Your key responsibilities will be in the area of ensuring excellence in design, communication and implementation of employment tax related policies and processes on a global basis. You will be the process owner for employment taxes including the implementation and execution of strategies in managing employment related tax risks, planning and reporting, consistent with external taxation regulations.

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executive appointments

youR cAReeR in huMAn ResouRces vp, RegionAl BenefiTs

hR Business pARTneR

RegionAl hR MAnAgeR

RegionAl exposuRe invesTMenT BAnKing

Top 25 MosT vAluABle BRAnd Business pARTneR Role

TAlenT developMenT (seA) foRTune 500

This is prestigious investment bank that offers unparalleled financial services globally and it is looking for a VP, Regional Benefits with strong analytical and project management skills.

A leading European organisation with diverse portfolios of products and service offerings is currently looking for a HR Business Partner to engage with its businesses in the full spectrum of HR.

A fortune 500 company is looking for an HR Manager for the SEA region. This will be a 1 year contract, with potential to renew / convert to a permanent role.

Key Responsibilities: • implement global benefits initiatives for the APAC region • participate in global benefits inventory and cost review • review all benefits proposals and facilitate approval processes to ensure compliance with compensation and benefits strategies and regulations • co-ordinate employee share purchase scheme • manage the regional master service agreements with regional benefits providers • participate in due diligence activities and manage the harmonisation of benefits programs post acquisition Key Requirements: • degree in HR or other business related subject • minimum eight years’ relevant C&B experience; preferably in financial services • some experience in designing pension plans is advantageous • excellent knowledge of local legislations, market trends and competitors • strong communication, consulting and influencing skills • track record of delivering results and driving innovation and change Interested applicants should email their CV Vincent Romano at vincent.romano@robertwalters.com.sg or call (65) 6228 0218 quoting Ref. No. 47114

Key Responsibilities: • build a trusting relationship with business stakeholders to develop HR solutions, plan and support implementation to ensure that compliance requirements are met • execute HR strategies in accordance with targets defined by the Country Head of HR • be involved in projects accentuate HR policy-related aspects and ensure closer integration in the business strategy • responsible for data quality in order to ensure proper execution of HR processes • provide consultation for employees and managers in recruitment, development/ cooperation, consulting and implementation of specific individual measures • consult on (individual) skills development, coordination of employee interests/ placement and individual/team coaching Key Requirements: • over five years’ relevant HR experience in a HR Business Partner role • exposure to project management • SAP knowledge is necessary • good communications skills with the ability to manage stakeholders • comfortable working in a diverse and multicultural environment Interested applicants should email their CV Gwen Lim at gwen.lim@robertwalters.com.sg or call (65) 6228 0294 quoting Ref. No. 468080.

AsiAMoney heAdhunTeRs poll 2010 Best headhuntIng fIrm for BankIng mIddle / Back offIce recruItment In asIa

www.robertwalters.com.sg

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Key Responsibilities: • report to the HR director, Emerging Markets, and oversee the L&D function for the entire SEA region • undertake some countries in the SEA region • work closely with the vice president, regional managing director, and each countrys’ general mangers • focus on sales competency, leadership development and succession planning • responsible for working with the regional managing director on communication strategies to build an engaged workforce • work with the global and APAC teams to drive the L&D programme Key Requirements: • degree or equivalent • proven track record within the HR function; with a minimum five years’ experience in HR • experience in HR legislation across different countries is advantageous • able to manage issues proactively, take ownership, be responsible and accountable for projects • effective influencing skills and ability to interact at management level Interested applicants should email their CV to Yolanda Yu at yolanda.yu@robertwalters.com.sg or call (65) 6228 0282 quoting Ref. No. 446820.

The RecRuiTeR AwARds foR excellence 2010 Best InternatIonal recruItment consultancy award

Our Singapore office provides a complete, fully integrated recruitment service that focuses on the placement of HR professionals at all levels into both financial services and commercial sectors regionally. Business Registration No: 199706961E. Licence No: B550103E.

executive appointments

hR opeRATions MAnAgeR – singApoRe And MAlAysiA

gloBAl hR leAd

leARning & developMenT consulTAnT

foRTune 500 coMpAny Business pARTneR Role

gloBAl congloMeRATe Business pRocess & iMpRoveMenT

full specTRuM l&d oppoRTuniTy RegionAl BAnK

This global manufacturer and marketer of differentiated products is known for its rapid and integrated growth in petrochemicals. Due to a HR transformation, it is seeking a dynamic individual to join the HR team.

This reputable global organisation has an exciting opportunity for an individual to join its team as a Global HR Business Process & Improvement Lead.

This is a leading regional bank that leverages upon its reputation and financial strength to build relationships with consumers and corporate and institutional clients alike.

Key Responsibilities: • ensure the standard process and data designs remain simple and in line with governance protocols; to improve performance • support the business in developing a high performance culture and monitoring process functional excellence • drive governance of the change environment and business requirements through to central governance model with the Group Information Management team • liaise with cross functional groups to ensure processes and improvement initiatives are designed from an “end to end” perspective • ensure that SAP processes and data designs are optimised for improved functional performance • support the development of training delivery modules required to support the rollout of improvement activities and processes

Key Responsibilities: • drive learning and development initiatives, and ensure implemented programmes are aligned to the Groups’ strategy and existing systems and policies • support HR relationship managers in analysing the needs of internal stakeholders • consult business leaders in identifying learning and development needs, and developing corresponding plans • design learning and development solutions and follow-through mechanisms to accomplish core goals • design and drive training while simultaneously ensuring that such interventions create impact and meet business needs

Key Responsibilities: • business partner for regional corporate functions, support HR service requirements and consolidate corporate reports • formulate agreed HR priorities and services to support people management requirements • provide expertise to on-site managers on all aspects of employment to meet business and function needs, and to comply with local legislations • drive standard processes and procedures to guide HR related programs and services • partner closely with counterparts in Centre of Expertise in recruitment, payroll and expat management Key Requirements: • bachelor degree with at least 10 years’ relevant HR experience • experience working with diverse nationals and work culture, and is familiar with a matrix environment • able to work with senior clients to establish priorities and lead the team in delivering HR services in a professional and timely manner • strong communication and interpersonal skills; with good influencing skills • adaptable, flexible and able to multi-task Interested applicants should email their CV to Daphne Tan at daphne.tan@robertwalters.com.sg or call (65) 6228 0200 quoting Ref. No. 472230.

Key Requirements: • degree qualified, with significant HR process knowledge within an MNC • proactive, credible and influential, you relate well to people at all levels • possess strengths in multi-tasking, organization and strong follow-up • proficient in HR information systems and technology solutions in a SAP HR environment is advantageous

Key Requirements: • degree holder with eight years’ relevant work experience • financial services experience in the consumer banking or institutional financial services front line, credit analysis or approval, operations, or service quality • training design and delivery experience will be highly advantageous • ability to build enduring relationships with clients and to energise counterparts towards achieving training objectives • strong sense of accountability and drive to deliver

Interested applicants should email their CV Vincent Romano at vincent.romano@robertwalters.com.sg or call (65) 6228 0218 quoting Ref. No. 470700

Interested applicants should email their CV to Justin Lim at hrm-sg@robertwalters.com.sg or call (65) 6228 0265 quoting Ref. No. 470930.

The AsiAn BAnKeR suppoRTing indusTRy AwARds 2011 the asIan Banker achIevement award for strategIc executIve search to the commercIal BankIng Industry

For a confidential discussion, please contact:

Joanne Chua, Manager HR and Supply Chain divisions T: (65) 6228 0200 E: hrsg-hrm@robertwalters.com.sg

hR vendoRs of The yeAR AwARd 2010 wInner, Preferred recruItment fIrm (mId range / hIgh end roles)

Vincent Romano, Manager HR division T: (65) 6228 0200 E: vincent.romano@robertwalters.com.sg

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executive appointments

Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly速 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.

TALENT ACQUISITION SPECIALIST US MNC

Regional exposure, Singapore based role

Our client, a US MNC who is a diversified technology and industrial leader is looking for a Talent Acquisition Specialist for Asia Pacific. This role reports to the Regional HR Manager and is responsible for managing talent acquisition activities in the Asia Pacific region. You will lead efforts in all aspects of the recruitment function operations and leverage the competitive advantage related to the business. In this exciting and challenging role, you will work closely with regional line managers to create talent attraction plans and strategize the execution of hiring plans. You will also be required to maintain and analyze statistical reports relating to all recruitments. To be qualified for this role, you are degree qualified and have 7+ years of regional recruitment experience with international companies. Besides having sound knowledge of business processes, recruitment tools and best practices, you should be extremely operational and hands-on as this is a single contributor role. The successful candidate should have good communication skills and able to work effectively in a highly matrix company. To submit your application, please email your resume in word format to lili_kang@kellyselection.com or contact Li Li Kang at 6645 3514 for a confidential discussion.

SENIOR HR GENERALIST US MNC

Business partner role with local coverage

Our client is a leader in providing products and services to the oil & gas industry. They are looking for a Senior HR Generalist who will contribute to their business through the provision of HR generalist services. You will partner HR colleagues and Divisional Managers in providing the full spectrum of HR services and ensuring the smooth running of HR Operations. You will be expected to work independently in a highly matrix environment. Key focus areas include Employee Engagement & Industrial Relations, Talent Management, and harmonization of regional initiatives. The successful applicant will be a degree qualified HR professional with a minimum of 7 years generalist HR experience of which at least 3 years should be in a business partner capacity. You should be someone with extensive generalist experience working with a large workforce. You excel at building relationships and will partner a wide range of managers. You possess excellent communication and influencing skills and have experience in matrix, fast moving environments. Ability to initiate and drive solutions is essential along with a strategic perspective whilst maintaining a hands-on approach. To submit your application, please email your resume in word format to lili_kang@kellyselection.com or contact Li Li Kang at 6645 3514 for a confidential discussion.

HUMAN RESOURCES kellyservices.com.sg

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executive appointments

Trusted

Experienced

Connected

MANAGER â&#x20AC;&#x201C; HUMAN RESOURCES Global marketing communications firm

HR Leadership role in dynamic work environment

Our client is a market leader in the marketing communications industry and is currently seeking a creative and commercially savvy HR Manager to oversee the day to day HR needs for the Organization. Providing HR leadership in the Singapore office, you will cover talent acquisition, office general affairs, annual performance management, change management, talent management, compensation & benefits, training & development and employee relations. You are expected to develop and implement HR policies and strategies to enhance employee morale and productivity improvement, etc. You will also develop and implement talent management strategies and build talent pool for Singapore offices. You should be a graduate with minimum 5+ years of strong HR generalist experience. You should have at least 3 years managerial experience from within a dynamic and constantly evolving professional services or agency environment. You should be operational and hands-on as well as possess the ability to think strategically. With a good understanding of local labor law and legislation, you have good knowledge of HR issues and best practices. Ability to function in a cross-cultural environment is essential. To submit your application, please email your resume in word format to Adeline_Chew@kellyselection.com or contact Adeline Chew at 6645 3513 for a confidential discussion.

REGIONAL TALENT ACQUISITION MANAGER Global media company

Vibrant, fast moving environment

Our client, a global media company is currently looking for a resourceful and dynamic regional talent acquisition manager to join their HR team. Reporting to the Head of HR, you will manage the full cycle of recruitment from identification, acquisition, selection, compensation proposals to on-boarding of new hires. In this exciting role, you will engage business and senior key stakeholders to understand workforce needs and provide proactive recruitment for their current and future vacancies. You should be a graduate with minimum 5+ years in staffing/recruitment, preferably with in-house and/or external search experience. You should have a global mindset garnered from working and recruiting across the regions. You should have experience recruiting for IT/technology roles, preferably in digital media and be process-oriented. You should possess energy, resourcefulness and creativity. To submit your application, please email your resume in word format to Adeline_Chew@kellyselection.com or contact Adeline Chew at 6645 3513 for a confidential discussion.

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executive appointments

Human resources professionals speak to tHe experts regional Hr Director Be part of a fast growth organisation in asia.

Global rewards manager lead from the front.

This UK based organisation within the energy industry is expanding rapidly throughout the globe and has a growing presence in Asia. Reporting to the Regional Operations Director in Singapore, you will provide professional generalist HR support to the Asia Pacific region in the areas of employee reward or compensation and benefit, development, relations and resourcing. Providing support and guidance to managers and employees, youâ&#x20AC;&#x2122;ll understand the differing employment regimes in each country in the region.

This leading global shipping and logistics organisation is seeking a Global Rewards Manager to review, develop and implement global rewards programs that are relevant, competitive and aligned with global reward philosophy. Partnering with the regional compensation and benefits lead, regional HR and appropriate business leaders, youâ&#x20AC;&#x2122;ll ensure that programs are effectively communicated across the regions. You should have a minimum of eight years C&B experience and preferably be degree educated.

learning & Development aVp â&#x20AC;&#x201C; corporate Banking own the l&D strategy across se asia.

Vp level Hr Business partner - private Banking critical advisory role.

This prestigious bank has a global presence and plans to increase its foothold across SE Asia. It is seeking a learning and development specialist to align with the APAC corporate banking businesses. You will quickly understand the complexities of the business and handle end to end learning and development, from stand up training to conducting learning needs analysis and implementing strong programmes. A large part of this role will be handling the execution side, where you will be engaging stakeholders from mid to senior level management on appropriate solutions and execution processes.

A major global financial services organisation, with great presence in Singapore and Asia, is looking for an HR Business Partner to support their private banking function. This is a fantastic opportunity to have regional exposure, as such you must be proficient in Mandarin or Bahasa. As well as providing strong HR support, you will participate in global HR projects and implement new initiatives. A pragmatic approach and the 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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executive appointments

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executive appointments

Your success

is our

ACHIEVEment!

Since 1990, the ACHIEVE Group of companies has been the sterling human resource outsourcing partner to conglomerates and Fortune 500 mncs operating within the asia Pacific region, providing manpower solutions through recruitment and staffing strategies for their human capital needs.

1) team manaGeRs (RecRuitment) • • • •

5-digit monthly income Exciting and forward-looking Company Supportive Management Team Overriding Commission of up to 15% *

Job Description: You will lead and manage a team of Recruitment consultants and motivate them towards meeting the team sales target. You will have the responsibility of displaying strong leadership quality and people management skills for smooth operation of the entire team.

Requirements: • Diploma/Degree holder • minimum 3 years of experience in related recruitment industry or at least 3 years of sales experience at managerial level • experience in managing a sales team • strong motivator and result-driven person • Good track record of success in sales • able to plan and strategize to ensure the team hits its monthly, quarterly and annual targets • Possess excellent communication and interpersonal skills if you have what it takes to lead a dynamic team, we would like to hear from you. the remuneration package will commensurate with the qualifications and experience of the successful candidate. interested applicants who meet the above criteria, please email detailed resume to:

alison@achievecareer.com We regret only short listed candidate will be notified. all applications will be treated with the strictest confidence. * terms and conditions apply

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2) RecRuitment consultants/ senioR consultants • • • •

$5k to 5-digit monthly income Great and fun loving environment career advancement opportunities 30% commission *

Job Description: • identifying new business opportunities and ensure repeated assignments from current clients • understanding clients’ business and identifying their recruitment needs • short-listing, interviewing and selecting the right candidates according to clients’ requirement • managing clients and candidates expectation • Provide good customer service and build good rapport with clients and candidates.

Requirements: • Diploma holder • self-motivated, target-oriented and sales-focused, with good follow-up skills • achieve sales target as assigned by the company • Possess high energy level and enjoy working in a fast-paced environment • Possess initiative with a positive attitude, able to work independently and a team player • Good communications and interpersonal skills • Fresh graduates from universities and Polytechnics are welcome to apply

www.achievecareer.com

Scan this page and receive 10% oﬀ!

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