HRM 11.12

Workplace 2020 Nurturing hi-potentials Building the brand

hrm Toxic

leadership Price inc.

GST $9.95

ISSUE 11.12

Dealing with bad bosses

+ Why Zappos.com is an employer of choice + Engaging young guns at Groupon Singapore + HRM Awards finalists

CONTENTS hrm11.12

COVER STORY 14 Toxic Leadership

The number one reason people leave a company is due to their relationship with their manager. Bad managers exist in every organisation which has far-reaching and serious implications for employee morale, and disastrous consequences for staff turnover and profitability. What’s HR’s take on this issue and how can it manage bad leaders and employee complaints? HRM finds out more.

IN THIS COVER STORY “In my opinion, a horrible boss is one who doesn’t show empathy for employees, has nothing positive to contribute and often abuses employees in the presence of others” Carolyn Khiu, Brand General Manager, Clinique Singapore

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

David Teng Photography 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

issue 11.12

hrmasia.com

1

hrm11.12 CONTENTS

10

18

26 FEATURES

10 Coupon to success

In just over 11 months, Karl Chong transformed his fledgling group buying start-up into a business worth millions. Now the CEO of Groupon Singapore, he shares the successful people strategies that led to his company’s meteoric rise

18 The right fit at Zappos

Just over a decade old, online retailer Zappos Family of Companies has become well-known for its quirky culture and convivial work practices.

Hollie Delaney, director of HR at Zappos.com explains that the organisation’s strong company culture and its drive to connect with its employees and customers are its core strengths

22 Nurturing high-potentials

Identifying and developing high-potentials is essential to keeping key employees in organisations. HRM discovers what companies are doing to grow their best talent

26 The 2020 Workplace Changes Everything

Globalisation, five generations in the workplace and the convergence of

social and technology will paint a very different role for the HR leaders and professionals in the future. Guest contributor and HR Futurist Rick Von Feldt looks ahead to the year 2020, and shares the dramatic changes that will be required of HR

32 Building the brand

Organisations know the importance of building and promoting employer branding in order to secure the best talent. HRM takes a look at what employers are doing to cultivate a great reputation

36 Finalists revealed...

Honouring the best and brightest in the HR industry, HRM Awards 2012 is set to be an unforgettable night of glitz and glamour. In its ninth year, this highly-anticipated industry event will see the addition of three new award categories

50 Present with health

Absenteeism and a high number of sick days taken by employees generally take a toll on an organisation. HRM looks at what companies can do to keep their employees healthy and fighting fit

REGULARS 4 Analysis

56 MICE

61 In Person

64 Talent Challenge

6 News

60 Talent Ladder

62 Resources

65 Executive Appointments

9 Leaders on Leadership

61 Twenty-four Seven

63 Talent Feature

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

2

issue 11.12

hrmasia.com

Trusted

Experienced

Connected

Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. KellyÂŽ offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, contract and permanent basis. Serving clients around the globe, Kelly provides employment to more than 530,000 employees annually. Revenue in 2010 was $5 billion.

Kelly has been at the forefront of the recruitment industry for over 60 years and has set the industry benchmark with our innovative recruitment and retention strategies. We pride ourselves in delivering a high level of customer service and providing the right talent in accordance with our clients’ requirements. All our candidates undergo a stringent screening process to ensure they are the best possible fit for the job.

Our global operations, coupled with our unique strengths and extensive experience will add value to our stakeholders wherever they operate around the globe.

Adhoc and volume workforce solutions that include temporary, contract, permanent placements and vendor on-site.

Specializes in placing engineering professionals in temporary, contract and permanent employment across all disciplines.

Specializes in mid to senior level permanent and contract IT recruitment.

Executive search and selection practice in the mid to senior professional space.

Global innovator of managed outsourcing and HR consulting solutions.

Offers talent acquisition, consulting and management services for CEO and senior level searches around the world.

kellyservices.com.sg

analysis

Work-life balance

requires renewed mindsets

W

orking from just nine to five is increasingly becoming a rarity in the modern 24/7 workplace where technology innovations have fostered an ‘always on’ culture. It thus comes as no surprise that achieving work-life balance is an issue that many organisations are grappling with.

A recent study by the Employer Alliance- a network of organisations that aim to raise awareness of the benefits of work-life integration, revealed some interesting results. It found that if paid work continues to function within a rigid paradigm which takes dominance over family life, in the short term, employees will simply adapt.

According to the study, Evolving with the times – The Only changing landscape of WorkLife Integration in Singapore organisations can no longer operate on a one-size fits all model. They have to consider employees’ needs at the various of businesses in Singapore offered stages of their lives and offer at least one form of flexible work flexi-work options accordingly. arrangement in 2010 The study also found that part-time workers are often seen as less committed, and suggests that companies move away from the model idea that workers should be working full-time and instead try to cultivate a culture of trust and flexibility.

Though experts are encouraging companies to offer flexible work options such as part-time or telecommuting, to name a few, the idea is yet to take hold with many of the companies in Singapore. In order to promote this flexible working culture and defray costs for companies, the Ministry of Manpower (MOM) offers grants – the Work-Life Works! (WoW!) Fund and FlexiWorks! under which companies can receive up to 80% of costs subject to a maximum of $20,000 and up to $100,000, respectively.

35%

4

issue 11.12

hrmasia.com

However, statistics by MOM in 2010 revealed that despite government support, only 35% of businesses in Singapore offered at least one form of flexible work arrangement, part-time work being the most common.

Dr Paulin Tay Straughan, Vice-Dean of FASS and Deputy Head of the Department of Sociology at NUS, who conducted Evolving with the times, says that businesses need to rethink how to define commitment at the workplace since clocking hours and face-time are no longer as relevant with the evolution of technology. “In a tight labour market, it makes sound business sense to provide conducive work conditions that will encourage those with contesting family demands to continue meaningful engagement in paid work,” she explains.

She says that employers would have to eventually deal with workers that have commitments with childcare or eldercare. “Flexi-work programmes that are well-planned will definitely raise productivity, as employees strive for efficiency so that they can use surplus time to manage family demands, and nurture loyal employees.”

Moreover, she adds that the younger generation (Gen Y) workforce ideals are different from those of the earlier generations, preferring a work-life balance that can be accommodated by flexible work arrangements.

Experts also say that for flexi-work arrangements to catch on, middle-management has a role to play.

Even though the business outcomes of such arrangements might not be seen immediately, employers should consider the long-term effects.

“We have to be mindful that the outcomes will have longer gestation periods and the KPIs of middle management should reflect these efforts (for example, retention rates and attrition rates) and not be focused on short-term productivity indicators,” concludes Dr Straughan.

Voted No. 1 Recruitment Website

MEET THE FUTURE WORKFORCE IN OUR BIGGEST CAREER EXPO EVER!

CAREER EXPO 2012 @SUNTEC CONVENTION

RUNNING FOR THE 5TH YEAR!

CENTRE HALL 404

OVER 70,000 VISITORS MORE THAN 700 EXHIBITORS

012 23 March C2itizens and

*Singapore Residents only Permanestnbte 16-years-old and above. u

*All visitors m

2012 h c r a M 5 2 24 c ubli

Opens to p

10am - 7pm

daily

Call us at 6861 1000 or email to careerexpo@jobsdb.com.sg to book your booth now!

NEWS ASIA INDIA

KOREA

Shopping on the job

Five-day paternity leave approved

The majority of IT managers in India believe that employees’ use of devices, such as the same smart phone for office work and for personal activities like online shopping, exposes the company to information security risk.

According to the India edition of the 2011 Shopping on the Job Survey: Online Holiday Shopping and BYOD Security by global IT association ISACA, nearly 60% of IT professionals in India say that their enterprise prohibits employees from accessing social media websites from

work-supplied devices. Thirty-eight per cent limit the use of work-supplied mobile devices for personal use and 45% prohibit employees from shopping online using a work-supplied device.

Yet 92% of respondents say employees will spend at least 2–4 hours shopping online during work hours.

CHINA

Apple is employer of choice in China Apple has replaced China Mobile as the most ideal organisation to work for among young professionals in China, according to a survey by consulting firm Universum.

Despite past accusations that its suppliers are running sweatshops that exploit Chinese workers, it has climbed three positions to emerge at the top of both the engineering and business lists.

The State Grid Corporation of China came in second on the business list, while telecommunications giant China Mobile came in third.

For engineers, China mobile was second choice, with Google coming in third.

Chinese companies are still the employers of choice in their home country, with seven out of the top ten positions on the lists occupied by Chinese Companies, including Bank of China, PetroChina, Sinopec and China Investment Corp.

The survey was conducted among 17,000 young professionals in China.

The Korean Cabinet has approved a set of employment measures that will allow up to five days of paternity leave, in an attempt to raise the country’s low birth rate. The country currently allows male employees to take three days of unpaid leave, but the revised law will allow three days of paid leave with two additional days of unpaid absence if necessary.

Employees can also ask for reduced working hours for parents of children under age six, and employers could face a penalty of 5 million won (US$4,600) if they reject the request without special reason.

The government will also allow greater flexibility – subject to employer/employee agreement – in accessing the 90-day unpaid family care leave.

In some exceptional cases, such as where there is a risk of miscarriage, a female worker will be allowed to split up her maternity leave in such a way that more days are taken before childbirth. At present, more than 45 days must be taken after birth.

South Korea’s birth rate decreased to 1.15 in 2009 from 1.19 in 2008.

ASIA

Asian remuneration eclipses that of Western Europe Executive pay in Asia is increasing across the region, especially in China, India, Indonesia, Vietnam, the Philippines and Malaysia.

According to Mercer, executive salaries in Asia increased by an average of 7%. Contributing factors include continued strong GDP growth, accelerating inflation and, crucially, a scarcity of executive talent. The exception is the struggling Japanese economy which is suppressing pay – keeping it below Western levels.

6

issue 11.12

hrmasia.com

The limited talent pool in this executive employee group and the competition to attract and retain them is driving up pay in some sectors. This may prove unsustainable in the medium term but in the meantime, it is leading to the use of innovative methods of attracting and retaining staff. There is evidence of long-term incentives plans that reward not just over three or four years, but perhaps over 10 or 20 years and even up to retirement.

In China, as mobility between local and multinational companies has increased, the pay gap has narrowed. Companies in China are adopting many western European practices, such as ensuring that executive compensation is measured. In India, strong growth of around

9% has increased staff mobility and pay.

This has not been matched by increased performance or delivery, however, so greater scrutiny by boards and compensation committees on fair use of remuneration benchmarks, increased use of performance criteria, and more claw-back provisions are likely.

NEWS SINGAPORE

ASIA

Employees ‘counselled out’

Temp work gaining traction

ASIA

One of the ways companies in the auditing A growing number of workers are industry have cut their headcount is by coaxing embracing the uncertainty of contract employees to resign voluntarily, instead of employment in exchange for exhilarating being fired. The employee could be advised to work, higher salaries and a chance to accept an internal transfer to positions that are build their careers by working for big often sidelined, said a report by my paper. multinational names.

Such a practice may be utilised even if a For instance, according to Korea Labour staff member displays good performance, Institute statistics as at August 2010, the because he/she may not get along with a number of non-regular workers in South Korea has nearly doubled powerful manager, resulting in the loss of key since 2002, accounting for 33.4% of the country’s 17.05 million talent, said one auditor with a Big Four accounting and auditing firm. workers, up from 27.4%.

Also, if the company has committed to hiring more new staff, some Current contract employment uptake in Hong Kong for recruitment current staff may be let go in this way as well. firm Robert Walters is 15% against permanent employment, up from zero HR experts say that the practice is an unwritten HR policy in 2008. The number of openings for contractors for Kelly Services in practised by many multinational corporations. Harold Kwan, chief Hong Kong grew 60% this year compared to the same period in 2010. executive of HRM3 Asia, told my paper that firms do not have to pay “There’s a cultural cringe that is slowing it (contract employment) out retrenchment packages in such cases. down … but over time, it will become accepted,” said Andrew Banks, “Resigning to avoid dismissal is founder and chairman of HR and recruitment firm Talent2. also not a bad thing, as it means that Contract work came into prominence after the 2008 the employees’ work record will not recession, when Asia suffered a tight talent market for skilled have any blemishes. Employees labour. It is now commonplace in project-based jobs in the today are also smart enough to know banking, financial services, construction, consulting and, in that there is no point in overstaying particular, IT industries. their welcome,” said Kwan.

Amongst the many benefits of hiring contract workers of managerial workers in China, Tim Hird, managing director for is that small and medium-sized enterprises can save on Hong Kong and Singapore Robert Half in Asia, stressed that labour costs whilst still having a store of talent as they scale stay in a post for more than companies must ensure that back until the economy rebounds. Asian countries four years, citing career individuals who are ‘counselled out’ recognise that contract work allows the workforce to advancement as a top reason are those who really deserve to leave remain flexible and competitive, bringing in a higher (Source: Hudson Report – Q4 2011) because of poor performance. volume of highly skilled workers to the region.

“Don’t forget that the other Employers can save 8–24% with a contractor through employees in the company are watching, or will hear about how the fewer bonuses and incentives benefits, said Adecco’s CEO for Northeast situation is being handled. So, it is critical that the counselling process Asia, Cindy Chen. In some cases, an employer can save 10–20% on must be (done) in a professional and ethical way,” he said. training and promotions, as they would not apply to a contract employee.

13%

ASIA

Cheating time Employees around the world have cheated employers to get more pay, with India, China and Australia leading the pack. They engaged in activities such as clocking in earlier or out later than scheduled, having someone else clock them in or out, neglecting to clock out for lunch or breaks, adding time to timesheets, or other similar actions.

According to the Kronos Time Clock Survey, 73% of people in India who currently use a time clock admitted to engaging in one

or more of the dubious behaviours stated above, followed by 72% in China and 51% of those surveyed in Australia. Around the world, 37% of those in the UK and 33% of those in the US admitted to duping their employers with regards to time.

Joyce Maroney, director of The Workforce Institute, Kronos, said: “Organisations with employees around the world need to take a hard look at their time-keeping technologies and policies and make sure that they are using the latest methods, configuring their solutions appropriately, and setting correct policies to minimise this kind of fraud.”

The survey also found that among employed adults, time clock usage was the highest in Mexico, with 82% of employed adults saying that they currently use or have in the past used a time clock to clock in and out of work. The US was second at 77%, followed

by China with 70%, and India with 57%.

When asked how they felt when they clocked in to work for the day, the most popular response in every region except France was “looking forward to starting a good day’s work”.

In France, it was a different story, with 30% of those surveyed who clock into work having the feeling of being “bored with my job”.

issue 11.12

hrmasia.com

7

NEWS

INTERNATIONAL

WORLD

WORLD

Gen Y prefers social media freedom over salary

Employee satisfaction and engagement low

Millennials prefer to join companies that would allow them to use social media than those that do not. The freedom to utilise the internet, mobile devices and social media is a big influence on their job choice compared to salary, according to a new report by Cisco.

The second annual Cisco Connected World Technology Report revealed that one in three college students and young employees under the age of 30 (33%) stated that they would prioritise social media freedom, device flexibility and work mobility over salary in accepting a job offer.

More than two out of five college students (40%) and young employees (45%) said they would accept a lower-paying job that had more flexibility with regard to device choice, social media access and mobility than a higher-paying job with less flexibility.

About two-thirds (64%) of respondents said that they plan to ask about social media usage policies during job interviews, while 24% said that such policies will be a key factor in their decision to accept a job offer. Also, 41% revealed that their companies offered flexible device and social media policy to recruit and attract employees.

Sujai Hajela, VP and General Manager, Wireless Networking Business Unit, Cisco, stated the study showed that the “next generation of employees and their technology demands will influence job decisions, hiring and a new age of work-life balance”.

The second annual Cisco Connected World Technology Report surveyed more than 2,800 college students and young professionals in 14 countries, including the US, Canada, India, China and Japan.

UK

Employers willing to employ ex-offenders About one-third of UK employers have employed an ex-offender, reveals a survey

by CfBT Education Trust, an education consultancy and services organisation.

According to the survey, Employers Perception of Best Practice in Prison Education, more than half of employers say that they have an important role to play in helping ex-offenders back into the workplace. Of the one-third of respondents who have employed exoffenders, 58% have had a positive experience.

The common reasons for organisations to employ ex-offenders were their skills, attributes and a sense of social responsibility. The skills that were seen to be important by employers in potential employees were a positive attitude (44%) and technical skills (43%). Also, one-third

8

issue 11.12

hrmasia.com

Employee engagement and satisfaction levels in the global workforce are at the lowest levels since 2008, according to a report by Aon Hewitt.

The report, based on the analysis of employee engagement on the consultancy’s database, revealed a global engagement level of 56% thus far in 2011. According to Aon Hewitt, engagement levels between 65% and 100% represent a high-performing culture; 45–65% indicate the workforce is indifferent to organisational success or failure; and anything lower than 45% represents a serious problem with engagement.

According to the report, the largest drop in engagement this year is due to employees’ perception of how companies manage performance.

Workers worldwide believe their employers have not provided the appropriate focus or The unemployment rate for young level of management veterans, ages 18 to 24 that would lead to Source: US Bureau of Labor Statistics of employers increased productivity, said that prison nor have they connected education individual performance makes ex-offenders more employable. to organisational goals.

The report also highlighted that “A significant number of employees employers that have not employed an are not motivated enough to provide ex-offender would less likely ask for more extra effort beyond the job information about a criminal record and requirements and many anticipate more likely to automatically reject a leaving their employers in the near candidate with a criminal record. future,” said Pete Sanborn, Talent and Richard Goss, Head of Learning and Organization Consulting Global Skills at CfBT Education Trust, said that Practice Leader for Aon Hewitt. prison education is an important part in The report highlighted four key helping to develop employability skills. engagement drivers such as career Goss said that in order for employers to opportunities, recognition, tools & have more confidence in these employees, resources and senior leadership. Global a work-trial can be given. Also, he stated satisfaction scores were 42%, 40%, 51% raising awareness of prison education and and 48% for the various categories the potential skills and attributes of respectively, indicating low levels of ex-offenders could help. employee engagement.

30%

leaders on leadership

Taking on Interns What is your take on interns? What can leaders do to ensure they are a valuable human resource to an organisation?

Elaine Ng

CEO, National Library Board (NLB)

As a learning organisation, one of NLB’s goals is to facilitate and encourage knowledge sharing. We believe that the ability to embrace creative and innovative ideas is fundamental to the growth of NLB. This is where our internship programme comes in, as it invites others to give new ideas to improve the way we do things.

In essence, our internship programmes enable interns to acquire knowledge, learn on the job and contribute ideas of their own. Our interns also help us to test our operations against fresh perspectives for progress to be made.

This year, NLB partnered with Republic Polytechnic (RP) to involve some of their final year Diploma in New Media course students in media literacy training for selected primary and secondary schools.

During the four-month long internship period, NLB worked with RP’s interns to tap on their knowledge, experience and feedback to produce comprehensive and engaging content for the course.

NLB will continue to explore possibilities for internship arrangements with various educational institutions to fulfil our mission of nurturing readers for life, developing learning communities and contributing to a knowledgeable nation.

Max Loh

Country Managing Partner, Ernst & Young LLP

We believe that internship is an important journey for students. While interns may be fresh to the job, their internship experience will help them understand the job requirements when they become part of the profession in the future.

At Ernst & Young, we plan our internship programme to allow these interns the opportunities to experience the role and on-the-job training.

During their internship, the interns shadow their seniors on the job to understand what the role entails, including what goes on in client meetings. They are also given the chance to try out simpler aspects of the job to gain hands-on experience.

Part of our internship programme involves coaching by the seniors and managers. The coaching and feedback sessions allow interns to understand their development and helps their learning.

The leaders of the firm also take an active approach to engage with the interns as they are our important brand ambassadors.

Ultimately, we hope to inspire the interns to be part of the accounting profession by observing the behaviour of the leadership and appreciating that they can be part of an organisation that values its people.

Jeffrey Toh

Senior Vice President, Institutional Banking Group, DBS Bank

As DBS continues to build a leading Asian bank, we are always looking out for new talent. Internship is an avenue where we can identify potential talent and help to nurture those with interest in banking and finance.

Each year, I hire about two to three interns depending on business needs. I have observed that they are well-prepared and are able to undertake a wide range of tasks as a result of the training and exposure that they have received in school. On our part, we provide extensive on-the-job coaching to guide them through a variety of tasks.

Given their strong communication and technical skills, I would assign them to support various business functions such as research and analysis as well as taking on active roles in project work.

As a supervisor, I actively engage them and provide clear targets or KPIs to motivate them. It is also important to understand them better so I can help to maximise their potential by playing to their strengths.

Through regular dialogues, we share feedback openly and that helps to deepen mutual engagement. Interns can make positive contributions if we give them room to grow and make them feel that they have a valuable role to play in DBS. issue 11.12

hrmasia.com

9

leaders talk hr

Coupon to

success

In just over 11 months, Karl Chong transformed his fledgling group buying start-up into a business worth millions. Now the CEO of Groupon Singapore, he shares the successful people strategies that led to his company’s meteoric rise

By Sumathi V Selvaretnam

K

arl Chong was working as an investment banker in New York in 2009 when a friend introduced him to a rock climbing deal at a Groupon website.

The website, which featured a plethora of heavily discounted deals

by New York merchants, intrigued Chong. Realising its potential, he contacted Groupon in a bid to bring the business to Asia but did not receive a response. “I wanted to make something out of myself before I turned 30,” says Malaysian-born Chong.

Not wanting to waste any time, Chong together with his younger brother Christopher decided to strike out on their own and start a business in Singapore – a web savvy nation that enjoyed a good deal.

On February 2010, with an initial investment of US$50,000, Singapore’s first group buying website Beeconomic was born.

Salad days

Beeconomic started with just eight employees who wore multiple hats, handling all functions such as sales and customer service. During the early days, the team members did not have an official office space and worked out of each other’s homes. “We had a fairly casual set-up yet there was an element of urgency,” says Chong, now 30.

Every day, the team went knocking door after door to get merchants onboard with their venture. Initially, they experienced a high level of rejections as Singapore businesses were not familiar with the group buying model. But the team pushed on. They also had to try out the services being offered by merchants to ensure the quality of the service. These ranged from sushi tasting to nail services and waxing treatments, Chong shares.

10

issue 11.12

hrmasia.com

leaders talk hr

Bio brief Karl Chong is the founder of Beeconomic and CEO of Groupon Singapore. Before his foray into group buying, Chong carved a successful career in investment banking and private equity at Macquarie Bank, New York City. Prior to that, he worked as a financial analyst at Proctor & Gamble and trader at UBS Investment Bank in Australia. Chong graduated with a double degree in Commerce and Laws at the University of New South Wales and attended INSEAD for his Masters. Halfway through his Masters, Chong dropped out so that he could give his full attention to the establishment of Beeconomic.

issue 11.12

hrmasia.com

11

leaders talk hr

Beeconomic was started with US$50,000 and sold to Groupon for an estimated

US$24 million

At the end of 2010, just 11 months after its establishment, Beeconomic was acquired by Groupon for an estimated US$24m.

Acquisitions are normally marked by a period of change and transition, and can be somewhat anxiety-provoking for employees. To allay any fears, Chong immediately had a town hall meeting with his team to discuss the new changes. No jobs were cut and, instead, all pioneering members of the team were given senior management positions at the newly-minted Groupon Singapore.

Rapid growth

me-myself-i + I love: The people I get to work with every day + I dislike: Bureaucracy and office politics + My inspiration is: My parents who have shown me how hard work leads to greater success + My biggest strength: I get things done + My biggest weakness: I find it hard to settle for less + In five years’ time I’d like to be: Still learning as an entrepreneur and be able to mentor the next generation of entrepreneurs + Favourite quote: “Treat people as if they were what they ought to be and you will help them become what they are capable of becoming” – Johann Wolfgang Von Goethe

12

issue 11.12

hrmasia.com

Post-acquisition, Groupon Singapore went through a rapid expansion phase, increasing its headcount from just eight employees in December 2010 to 80 employees in November 2011.

Due to the online and social media nature of its business, the company’s current workforce is decidedly young with most employees aged between 20 and 35. The average age is 27, says Chong. Employees who perform well can expect quick career progression – a definite draw among ambitious Gen Y employees. “A fresh graduate could take on a senior management role in less than a year,” says Chong.

But how do they compensate for the lack of experience? “We look for people who are hungry to learn and grow. Those with a good attitude, willingness to learn and can think outside the box,” says Chong. Take for example, 23-year-old part-time university student Baldwin Ng, who joined the company’s customer service team in December 2010. “He came up with good ideas for a faster turnaround time in customer service and we expanded his role, making him the team lead,” Chong explains.

Groupon culture

Chong’s business philosophy is built on the simple tenet of kindness.

leaders talk hr

This is extended not just through good working relationships with customers and merchants, but employees as well.

Rewarding employees for a The concept of group buying enables job well done is one way in consumers to buy a product or service at a which Groupon Singapore drastically reduced rate, on the condition that keeps its young and ambitious the deal meets a minimum number of buyers. workforce engaged. “We For example, if a minimum of 30 people sign believed that our sales up for a car-washing service, a service provider executives should be rewarded might offer them a 50% discount. This model in a way that is consistent has been gaining popularity as it allows with how revenues grow. As merchants to showcase their offerings as well the business grows, so do their as clear excess inventory. The customer gets a rewards.” This reward large discount that would not have been structure makes its sales possible through an individual purchase. people feel like business owners, Chong says.

While Chong acknowledges that work-life balance is important, he says that this can be a challenge in a start-up environment where employees sometimes need to clock long hours. To compensate for this, the company creates a fun environment within the workplace. Team leads are given a budget every month for activities like karaoke sessions and dinner outings. Recently, all employees were treated to a day out at Universal Studios Singapore.

Employees in successful companies tend to work towards a common goal. At Groupon Singapore, Chong makes an announcement at 5pm every Friday to talk about areas such as housekeeping matters, financial matters, customer feedback and what deals they should be focusing on. “That gets everyone onto the same page. They need to know that they are here because of a bigger strategy,” Chong says.

Groupon Singapore features a flat organisational structure.

Employees have direct contact with Chong, who says he would rather sit amongst his colleagues than have his own office. He takes a hands-on approach to management and even participates in roleplaying sessions with new customer service staff to hone their skills.

Leaders should lead by example, says Chong. Even today, he heads out to meet national deal partners and C-level executives, closing sales on a daily basis. “It helps set a high-results threshold in the organisation and you earn the respect of your staff. If I can close up to four deals a day, my staff should be able to do the same.”

What is group buying?

issue 11.12

hrmasia.com

Health Management International

13

feature

Toxic The number one reason people leave a company is due to a strained working relationship with their manager. Bad managers exist in every organisation which has far-reaching and serious implications for employee morale, and disastrous consequences for staff turnover and profitability. What’s HR’s take on this issue and how can it manage bad leaders and employee complaints? HRM finds out more

By Shalini Shukla-Pandey and Vivien Shiao Shufen

14

issue 11.12

hrmasia.com

feature

leadership R

ecently released movie Horrible Bosses pulls on the heart strings of many average working adults. The ‘horrible bosses’ in the movie engage in all kinds of inappropriate behaviour, such as sexual harassment, lying and deceit, cruel manipulation, and blatant prejudice.

The movie takes things to an extreme – including a plot to kill these so-called horrible bosses – but the frustration and dissatisfaction are feelings that all too many people can understand.

Countless studies have shown time and again that the number one reason people leave their company is due to is their relationship with their manager. “A horrible boss will result in high staff turnover or employees with no passion for what they do,” says Carolyn Khiu, brand general manager, Clinique Singapore.

Mistaken identity

At times, leaders might be misunderstood and unfairly labelled as being bad bosses. For instance, a hands-off boss may think he is empowering his staff, but employees might interpret it as a failure to provide them with any direction or feedback.

“As bosses, we often see things from a different perspective to our employees,” says Khiu. “There have been times where the desire to stay in the loop and be kept informed has led to my staff feeling as if they are being micromanaged and their decision-making stifled; when in fact the rationale behind my actions

What’s a bad boss?

Experts say many bosses may be clueless about their appearance to employees. Here are five signals that suggest you may be a bad one: + Most of your emails are one-word long – bosses who only respond with one-word emails, no matter how busy they may be, are simply being rude. + You rarely talk to your employees face-to-face – bosses who hide behind technology to make tough discussions can cause employees to feel slighted and unimportant. + Your employees are out sick, a lot – employees will fake sickness to avoid a bad boss. Studies have also found that employees who were poorly managed at work were 20–40% more likely to have a heart attack. + Your team’s working overtime, but still missing deadlines – such bosses are disengaged with the needs of the team and are unaware of their limits. + You yell – even if they do not shout, bosses speaking loudly can ruin workplace relations, causing unnecessary tension and negativity in the workplace.

(Source: Wall Street Journal) issue 11.12

hrmasia.com

15

feature

“A horrible boss will result in high staff turnover or employees with no passion for what they do” Carolyn Khiu, brand general manager, Clinique Singapore

was that I could defend their decisions if needed, and help them to avert any potential problems that may not be apparent to the person making the decision.”

Sometimes, a boss who is stern but fair may also be mistaken for a horrible boss. “In my opinion, a horrible boss is one who doesn’t show empathy for employees, has nothing positive to contribute and often abuses employees in the presence of others,” says Khiu. “However, a boss that is stern but fair is one who will point out employees’ mistakes, then give them direction and feedback so that they can improve.”

Managing complaints

Dealing with toxic leadership in an organisation is a challenge that HR is best positioned to take charge of. HR must hear

Battling a bad boss Horrible bosses do not just happen in the movies – they are certainly more common than one would think. According to Yeo, a public relations executive, it happened at her first-ever job after graduation, where she encountered a ‘boss from hell’.

Her lady boss clearly disliked her from the beginning of her tenure at the global PR consultancy. For instance, she would buy snacks for the other colleagues and chat with them, but completely ignore Yeo. At first, Yeo thought that she was simply imagining things but her colleagues took notice as well, and asked what she had done to offend the boss.

“The icing on the cake was when she organised a birthday party and invited everyone who worked under her – except me,” fumed Yeo. Her boss came up to her the next day laughing, and said that she had forgotten all about her.

Yeo left soon after, for a job with “much greener pastures”. “Their loss,” she shrugged.

16

issue 11.12

hrmasia.com

both sides of the story in order to objectively handle employee complaints about a horrible boss. The first step in dealing with this would be for HR to identify the exact behaviours from a boss that are causing the angst in an employee, says Katherine Crowley and Kathi Elster, the co-authors of Working for You Isn’t Working for Me – The Ultimate Guide to Managing your Boss.

“Your willingness to help the employee really identify and clarify what the boss is doing will bring immediate relief,” they say.

Khiu says HR should then mediate a session where the two parties talk things through in order to attempt to reconcile their differences and reach a compromise.

However, wrapping words around difficult messages is as hard as learning a new language, says Donna Flagg, author of Surviving Dreaded Conversations.

“If you worry about what might happen or what someone might do or say, you create the kind of barrier that can be difficult, if not impossible, to overcome,” she says.

Flagg believes HR should focus on what needs to be said and figure out the best way to say it – having a ‘just do it’ mentality.

Khiu agrees and cites a case where a long-serving and hardworking employee was denied a promotion. “Many people in the company sympathised with him. However, they were not aware of an insight which I, as the supervising boss, was aware of,” she says.

Khiu assessed the employee’s performance but found that he was just not ready for the position yet as he had yet to develop the skills required to fulfil the demands of this position. “Thus, I was perceived to be the horrible boss by many in the company even though I had valid reasons for my actions.”

feature

CASE STUDY

The Estée Lauder way Where a leader is clearly aware that they are being a ‘horrible boss’ towards staff, HR should intervene and get the leader to change their style of leadership. This is a step-bystep process that begins with identifying negative behaviours displayed by the leader and highlighting this issue to them, followed by counselling.

“Additionally, the boss could be advised to enrol in leadership training courses to better develop their leadership competencies,” says Khiu. “At Clinique, we try to facilitate a smooth transition of our employees who take on leadership roles by ensuring that they receive proper training prior to or when they assume their leadership roles.”

Estée Lauder Companies provides a confidential hotline to staff. “Employees can call to raise concerns regarding any breach of our Company’s Code of Conduct,” says Carolyn Khiu, Brand General Manager, Clinique Singapore. “There are also constant reminders everywhere in the office to show respect and consideration for others and that bad behaviours are frowned upon.”

In addition to this, senior managers are sent for courses such as ‘Transformative Leadership’ to help them develop the necessary leadership skills to empower and retain talents in the company.

As a part of the Estée Lauder Companies’ succession planning, HR has the important role of identifying great managers, grooming future managers, and enabling great managers at Clinique, as well as all in their other brands. “We have Employee Engagement Surveys to determine how involved and enthusiastic our employees are about their work and with the organisation,” says Khiu. “This survey measures the level of engagement provided by the local and regional management teams.”

From these surveys, the HR team has identified core competencies required for a leadership role in the company, and has embarked on a series of training programmes that cascade throughout the organisation to empower employees with these skills.

“We constantly work towards bringing the best to everyone we touch and being the best at everything we do,” says Khiu.

Managing up Boss type

Coping strategy

The Micromanager has trouble delegating tasks. When assigning a project, this boss tells you exactly how, when and where to do it.

Trust is usually the issue here, so try to do everything in your power to build it. Don’t miss deadlines, pay attention to details and keep your manager informed of all the steps you’ve taken to ensure quality work.

The Poor communicator provides little or no direction. Your assignments often have to be completed at the last minute or redone because goals and deadlines weren’t clearly explained.

Diplomatically point out that by providing more information upfront, you’ll both avoid undue stress and save time in the long-run. Seek clarification when confused and arrange regular check-ins on projects.

The Bully wants to do things their way, or no way at all. Bosses like this also tend to be gruff with others and easily frustrated.

Stand up for yourself. The next time your supervisor shoots down your proposal, for example, calmly explain your rationale. Often, this type of manager will relent when presented with a voice of reason.

The Saboteur undermines the efforts of others and rarely recognises individuals for a job well done. This supervisor takes credit for employee ideas but places blame on others when projects go awry.

Make sure your contributions are more visible to others, especially senior management, so that your role isn’t overlooked. Get information in writing from this person so you have a chain of communications to refer to, if needed.

The Mixed Bag is always a surprise. This manager’s moods are typically unpredictable: they may confide in you one day and turn a cold shoulder the next.

Try not to take this boss’ disposition personally. A calm and composed demeanour is best when dealing with this supervisor. When this person is on edge, try to limit communication unless a matter is urgent.

Source: OfficeTeam, recruitment specialist issue 11.12

hrmasia.com

17

hr insider

The right fit at

Zappos Just over a decade old, online retailer Zappos Family of Companies has become well-known for its quirky culture and convivial work practices. It has even appeared in Fortune magazine’s 100 Best Workplaces in the US for three consecutive years. Hollie Delaney, director of HR at Zappos.com explains that the organisation’s strong company culture and its drive to connect with its employees and customers are its core strengths

By Priya de Langen

18

issue 11.12

hrmasia.com

N

ot many companies can boast that they get tour visits to their offices, but Zappos Family of Companies can. The US online shoe retailer receives as many as 2,000 curious visitors per month at its warehouse and offices and rumour has it that some of these onlookers include celebrities and record producers.

Founded in 1999 by Nick Swinmurn, the Zappos Family has come a long way from its humble beginnings to becoming a well-known name among American consumers. It all began with Swinmurn unsuccessfully trying to find a pair of shoes for himself, even online. The desire to find the right pair eventually led him to start an online shoe business, Zappos.com.

By 2009, the organisation had grown and joined global online retailer, Amazon.com Inc. and last year the organisation was restructured into 10 companies under the Zappos Family of Companies unit.

Zappos Family is fast gaining a reputation not only for having great customer service but particularly for being a good employer.

hr insider

At a glance Fitting into Zappos’ shoes

Earning a reputation as a good employer is no mean feat and the organisation’s quirky and open culture has helped to achieve this. This culture took some time to develop but it has now become a part of everyday work practices for all Zappos Family employees.

Hollie Delaney, director of HR at Zappos.com. says that the organisation needed to define itself and the people who would work for it, and this definition came in the form of the 10 core values (see sidebox).

“Our 10 core values are our foundation and our guide in making decisions,” she explains.

Some of these values may seem a tad silly to people outside the organisation – they include “Create Fun and A Little Weirdness” and “Deliver WOW Through Service” – but the organisation has proven that such values work for its employees.

The values came about not just from a management decision but also from a consensus

+ Total number of employees: 3,400 + Size of the HR team: Nevada, 40 people; Kentucky, 31 people (The HR team includes shuttle, travel, reception, and employee concierge teams.

The HR team is divided into two teams; one in Nevada and one in Kentucky) + Key HR focus areas: Culture, finding and retaining the right people

among employees. The organisation’s CEO, Tony Hsieh, developed a long list of values (from observing best work behaviours of employees) and sent it to the entire company for feedback. These responses were eventually summarised into the 10 core values a year later.

“The company culture is based on these values,” explains Delaney. “It is a culture where you are encouraged to be yourself; people respect each other and each other’s ideas; and you are empowered to make the right decisions and use your best judgment.” These values are so vital to the organisation’s work practices and culture that new hires have to sign a core values document to state that they understand the values and would abide by them.

issue 11.12

hrmasia.com

19

hr insider

Who’s who in HR? Hollie Delaney

Christa Foley

Shannon Roy

Director of Human Resources

Sr. Manager of Human Resources

P.E.A.C.E. Manager

Brandis Paden

Bhawna Provenzano

Erica Javellana

Abbie Morris

Recruiting Supervisor

Benefits Assistant Manager

Employee Relations Assistant Manager

ZCON Supervisor

Moreover, for the organisation to live by its values, it needed to ensure that it found the right type of employee. “Our culture is our biggest asset and we want to make sure that the people working for us really understand and believe in what we are doing and where we are going,” states Delaney.

Zappos has a vigorous interview process that is a combination of both technical and culture-based screening in order for the recruitment managers to determine if the candidate fits the team technically and especially culturally. Applicants are subjected to open-ended questions based on the 10 core values and are also given a tour of the company.

The interview assessment along with the “feedback we receive from all the employees that the candidate comes into contact with helps the recruiters make their decisions,” she notes.

In fact, the organisation goes to great lengths to secure an employee that would be the right fit.

Zappos practises the Offer, which consists of giving new hires a significant sum of money (it starts at $2,000 and increases to $3,000, and eventually to $4,000) a few weeks into their training period. To some, this might be a strange practice but the organisation assures that it helps to find committed employees. So far, less than 3% of employees have

20

issue 11.12

hrmasia.com

taken up this offer and then left, while the company maintains a low voluntary turnover rate of 7%.

Recruiting the right people is just the first stage in perpetuating a collaborative and convivial culture. The organisation also ensures that it communicates and encourages its corporate culture through various means such as the Ask anything newsletter and the Culture book.

For the monthly newsletter, employees submit questions on an internal site and relevant department heads respond to them, which is then published for all employees to read. Also, the annual Culture book has answers from all employees to the question: “What does Zappos culture mean to you?” Praise or otherwise, Delaney states that the answers are published as they are, except for changes to grammar or spelling.

Development for the long haul

As an online retail business, serving and handling customers well on the phone is imperative for Zappos and 40% of the company’s headquarters are made up of call centres. In order to serve its customers properly, the organisation has comprehensive customer services training for its employees.

Zappos Family has a dedicated team of call centre representatives, known as the Customer Loyalty Team (CLT), but it is serious about training all its employees in customer service. No matter the position, all employees go through four weeks of call centre training (not many organisations can boast this, but the CEO has undergone this training too) and another week of warehouse training. During the training, employees learn to make mock calls and eventually make real calls with a trainer. “They learn how to use our systems, learn about our culture and core values, and get some time to practise their skills before moving into their regular jobs,” explains Delaney.

As being part of a CLT is demanding, Zappos maintains an “80:20­” rule to prevent burnout of their employees. For 80% of the time CLTs are to be available or on-call, while during the rest of their work time they attend development training programmes or technical seminars. Also, CLTs spend at least 50 minutes a day writing greeting notes for customers.

hr insider

The organisation has several other learning and development programmes to develop its employees.

Various departments have progression plans for employees and learning expectations are laid out so that they can progress to another level. A Pipeline team, a training department within Zappos Family, provides optional classes for employees to learn new skills as well as the organisation’s history and culture.

Some of the classes include using Microsoft office programmes and public speaking. There are even customised classes to help support a department’s progression plans for their employees.

Besides development programmes, the organisation has an interesting way of keeping track of the development of its employees. It has an annual culture review comprising behaviour-based questions related to the core values. Delaney, however, points out that the culture feedback is not the same as a performance appraisal. This culture review is meant to show the strengths and weaknesses of employees in the core values and how they can better themselves in areas that need improvement.

Delaney adds that the Zappos Family believes that performance reviews should be done more than once a year, which is why it does not conduct traditional performance reviews. However, the onus is on the managers – they are expected to meet with their employees to give regular performance feedback. “Some managers meet weekly or bi-weekly while some have a monthly performance discussion. The HR team works with the managers to help ensure that employees get regular performance feedback.”

Receiving personal recognition

Creating a personal emotional connection, or otherwise known as PEC in Zappos Family, with its customers as well as its employees is vital for the organisation. Consequently, the organisation has several programmes to engage and reward its employees.

The organisation has a HR team dedicated to coordinating various events and functions to motivate employees called the P.E.A.C.E (Programs, Events, Activities, Charities, and Engagement) team. Quirky moniker aside, the P.E.A.C.E team also keeps track of employees’

personal events such as birthdays and even wedding anniversaries, and sends out cards.

Zappos has a Wishez programme, under which employees can submit a wish on the organisation’s internal site and other employees can grant this wish. Wishes on the list have included Christmas cookies to even a car being granted.

Employees can award their co-workers with one $50 cash bonus per month as a way of thanking them for their help or what Delaney says, when they are “wowed by them”. The HR sends a monthly newsletter to the entire organisation to show who received these bonuses and why.

Furthermore, managers can present their employees with Zollars, as a way of recognition.

Employees can use these Zollars (fake money that comes in several denominations) to purchase Zappos + Deliver WOW Through Service products such as T-shirts + Embrace and Drive Change and other merchandise + Create Fun and A Little Weirdness in the company store. + Be Adventurous, Creative, and Open-Minded Managers get these + Pursue Growth and Learning Zollars from HR. There + Build Open and Honest Relationships with is also a Master of Communication WOW programme, + Build a Positive Team and Family Spirit under which employees + Do More With Less can nominate another + Be Passionate and Determined co-worker to win a + Be Humble prime parking spot and a free car wash.

The organisation encourages the practice of ensuring that employees feel empowered, and the ZFrogs programme helps in this instance. Employees participating in this programme can pitch ideas that are evaluated by an executive team. If their idea is selected, the employee can take time off from their everyday role to work on making this idea into a reality.

Ultimately, Zappos Family is interested in maintaining its culture and taking care of its employees. Delaney states that the challenge for the organisation is to “sustain and grow the culture” while also ensuring that employees can pursue their passions.

Zappos Family 10 core values

issue 11.12

hrmasia.com

21

feature

Nurturing high-potentials Identifying and developing high-potentials is essential to keeping key employees in organisations. HRM discovers what companies are doing to grow their best talent

By Priya de Langen

22

issue 11.12

hrmasia.com

R

etaining talent is one of the major challenges that all organisations face today. However, retaining key talent or high-potential employees – individuals that significantly outperform their peer groups in a variety of settings and circumstances as described in Harvard Business Review – is no mean feat.

A study by Corporate Leadership Council of the Corporate Executive Board in the US with more than 800 high-potential employees revealed that over 25% of the respondents would like to switch jobs.

Also, 64% of dissatisfied employees said that their current job does not help them with career development.

As such, organisations realise that it is important to identify talented employees and provide them with development opportunities for career progression, less they lose them to competitors. However, employers agree that not all high-performing employees are high-potential or would like to progress to the next level (managerial roles).

Consequently, employers state that they offer this group of employees other opportunities such as lateral career movement, or help them specialise in a chosen field or role.

feature

“Performance is about what

Identifying key talent

Many organisations have processes such as formal individuals are delivering in reviews to identify their high-potential employees, their current role, whereas and line or direct managers play a big part in helping to single out these employees. potential is anticipating Caroline Bagshaw, Head of HR, Singapore and how they might perform SEA for Standard Chartered Bank, says that the in future roles and their bank has a company-wide process for reviewing internal talent. “We identify different talent pools across the capacity to progress within organisation and all individuals are classified and reviewed once a the organisation” year. One of those groups is our high-potential pool which is also divided into different categories, depending on their seniority.”

Caroline Bagshaw, She adds that line managers are important for identifying highHead of HR, Singapore and SEA, calibre employees. Line managers in Standard Chartered choose the Standard Chartered Bank talent classification group into which the employee would fit using the organisation’s talent classification “descriptors”. Subsequently, the organisation’s HR department coaches managers to understand the different talent pools and the development and support required for employees, explains Bagshaw.

In addition, she adds that the bank conducts a calibration exercise across the board that is “facilitated by HR, during which managers challenge each other on the individual classifications; this ensures consistency.”

Global luxury retail store for travellers, DFS Venture Singapore, is another organisation that of Asia-Pacific employers say loss of talent in conducts a formal performance review that “allows key skill areas is a top workforce challenge the leadership team to discuss the development of Source: Towers-Watson, Strategies for Growth employees at all levels”, says the organisation’s director for Talent Management, Patria Hyndman.

While discussions are held to find the right development opportunity for each employee, it also helps the company identify its high-potential employees and “discuss career opportunities, timelines and development needs to get them to the next role,” she explains.

54%

A leg up the career ladder

Identifying talented employees is just the first step as organisations need to provide high-potentials with career progression opportunities through various channels such as learning and development programmes, on-the-job training and projects.

Jean-Claude Speitel, CEO of Coface Asia Pacific, a financial services company, says that his organisation provides a six-month leadership issue 11.12

hrmasia.com

23

feature

How HR can retain high-potential employees

programme which helps “candidates understand their management style, improve their techniques and knowledge of leadership as well as daily management concerns.” He states that this course is compulsory for employees who are going to take up a management position for the first time. + Provide ample development and learning opportunities Subsequently, employees who have with leadership and people management courses attended this programme are given people + Provide stretch assignments – challenge this group of management opportunities for another 12 employees to get out of their comfort zones months, “so there is progress in the + Provide them with regular feedback development of high-potentials” he says.

Senior managers are also nominated to be the top management’s links in local functions or projects, notes Speitel.

HR also encourages managers to “propose opportunities for the high-potentials, such as training, projects and short-term assignments,” he adds.

Companies not only identify high-potential employees in senior roles but also those in junior levels. Hyndman states that DFS Venture Singapore has a 12-month Global Management Trainee Programme that is targeted at junior level staff – fresh graduates or employees with two to three years of work experience, who are interested in pursuing a career in luxury travel retail. “The learning opportunities take the form of hands-on experiential learning and classroom-based development programmes.” Management trainees are given job rotations and various responsibilities that include special assignments in different departments such as Store Operations and Global Merchandising.

The organisation also sends its employees to participate in other training and leadership programmes in order for them to understand the direction of the company and lead and manage a team. In addition, it offers stretch assignments and projectbased responsibilities.

Bagshaw explains that Standard Chartered provides many development opportunities for its high-potential employees using a 70-20-10 framework – 70% of on-the-job learning, including stretching opportunities within the current role, 20% of learning-fromothers, and 10% of formal learning.

24

issue 11.12

hrmasia.com

feature

The formal learning comprises professional and personal development courses such as leadership and management programmes such as the Great Manager Programme offered to team leaders, she explains.

The high-potential candidate Willing to

take on new challenges

Enterprising

Exhibits high-performance

Exhibits leadship potential

Offering alternative opportunities

Employers agree that although an employee could be high-performing, it does not mean that the person would be a high-potential as they might lack the traits needed for a managerial or leadership role. Speitel explains that a highperformer will not fit into the high-potential category if there “is no willingness to learn, has fear of new challenges, or the candidate cannot accept and adapt to change.”

Bagshaw states: “Performance is about what individuals are delivering in their current role, whereas ‘potential’ is anticipating how they might perform in future roles and their capacity to progress within the organisation.” She says, for an example, that her organisation has high-potential employees who at times are not high performing, especially if they have moved into a new role.

Employers also note that not all high-potential employees would like to take up leadership positions or move to the next level in their organisations but could be interested in moving into lateral positions or specialising in a field.

Bagshaw says that her organisation offers leadership roles as well as other career opportunities such as lateral employment such as crossfunctional moves or overseas assignments. “We are supportive of high-potential specialists moving upwards in their chosen field without necessarily having to move into general management or people leadership roles,” she adds.

Hyndman states that her organisation understands that some of its high-potential employees might not want leadership roles. However, she explains that “it is important to continue to offer and provide development and learning opportunities for this group of talent.” issue 11.12

hrmasia.com

C

M

Y

CM

MY

CY

CMY

K

25

guest contributor

The 2020 workplace changes everything Globalisation, new faces in the world, five generations in the workplace and the convergence of social and technology will paint a very different role for the HR leaders and professionals in the future. Guest contributor and HR Futurist Rick Von Feldt looks ahead to the year 2020, and shares the dramatic changes that will be required of HR for the new global workforce.

W

hat would you have done 100 years ago as an HR executive?

Would you have stopped the progression of the future? Or would you have been a human resource, talent management or learning leader of the future? This may very well be the question of this decade. But companies faced the same dilemma 100 years ago, for instance, when William Klann, upon his return from visiting a Chicago slaughterhouse, walked into the Ford Motor leadership team meeting and announced his discovery of an amazing new method for production lines. He told his story about a “disassembly line�, where animals were butchered as they moved along a conveyor. The efficiency of one person removing the same piece over and over caught his attention. As he reported his idea to Henry Ford and the management team, Ford Motor Company executives found themselves on the edge of a pivotal moment. Several members of the leadership team reportedly were very doubtful. But in the end, they encouraged him to proceed.

Within years, Ford Motor Company would be recognised as the mass catalyst for a new way of thinking about the workplace. Ford Motor Company perfected the assembly line by installing driven conveyor belts that could produce a Model T in record time. This shift in skill, process and

26

issue 11.12

hrmasia.com

guest contributor

motivation took car assembly from eight hours to 93 minutes. Autos were eventually produced every three minutes at Ford Motor Company.

Now, imagine yourself as the leader of HR, Talent Management or Learning for the Ford Motor Company. If you were sitting in that room the day William Klann walked into the room, how would you have reacted? Would you have been excited – and looked at the potential? Or would you have thought of every reason why this would not work and how it would cause trouble for the company?

Getting ready for 2020

One hundred years later – the world workplace is near to the conditions at that monumental meeting. The industrial revolution was the last major change that perfectly impacted workplace motivation, capability and culture. And today – the social and collaboration age is redefining the workplace around the world.

Within the next three years, we will divide HR, talent and learning leaders into two distinct groups. The first group will be “2020 prepared”.

They will understand the four sociological and technical shifts dramatically changing the way work is done (these are explained in detail later).

The second group will make slow but lagging changes for their preparations. Playing it safe, they will suffer with apathy, mediocre talent and a fight for a new generation of employees. The issue 11.12

hrmasia.com

27

guest contributor

2020 prepared group will be rewarded with capability, tools and a motivated workplace. This isn’t the first time that such a dramatic change in the workplace happened. But to find the last time it happened, we have to look 100 years back in history.

Strategic analysts and futurists alike believe the changes occurring in the next nine years, culminating by the year 2020 when half of the world’s working population are Millennials, will be as dramatic a shift as 100 years ago. HR executives need to understand those four dramatic shifts, and what a workplace will look like in the year 2020. If they don’t, it will cause their companies to be left behind.

Embracing change

The first workplace 2020 shift is from the impact of social media. The new social activity is having a dramatic impact in how knowledge, capability and mindset are shared across the world. Facebook is nearing 800 million participants online. One out of every eight minutes of online activity is spent sharing, learning and socialising on Facebook. Internet users spend three times more minutes writing blogs and on social networks than reading email. IBM reports 95% of standout organisations will focus more on getting closer to the customer with social media. And 74% of CIOs see collaboration and communication as a key driver in transforming their organisation.

Marketing and IT are driving a social revolution inside their companies, and HR and learning executives are scrambling to either keep up or decide how they will participate in the cultural change.

The second shift is in the rapid change and adoption of technology.

Mobile smart phones, tablets and unified communication devices are changing how and when we work. Forrester Research predicts that 50% of the workforce will be doing some part of their job virtually by the end of 2012. Younger generations are demanding to have learning activities on mobile devices. They want their learning to take place instantly and on demand. Email is being replaced with instant messaging, texting and community micro blogging. Gartner, in its 2011 CIO Agenda said the top three strategies for IT this year are implementing cloud hosting, vitalising the workplace and increasing mobile technologies. Yet only 50% of HR leaders have a strategy that includes even one of these technology shifts.

Globalisation is the third shift impacting the capability in the future workplace. The last century has been dominated by economic growth by a few superpowers. Moving forwards, two countries will account for 33%

28

issue 11.12

hrmasia.com

guest contributor

Investttttttttt

Human Capital

- Bttss Btsttsss sststtsstss ss s sss sststs stt ssssttsbtstst sstsss WsQ sss WsQss ws ssstss sts sststst tttt stssstt tt tttt qtsss stt sxssssstsse

of the world’s population of six billion.

China and India, along with Russia and Brazil will account for 40% of the world’s population. Seventy per cent of all consumer growth will happen in these emerging markets. Any company thinking about growth will need strategies to build capability and talent to both serve and be ready to do business in these countries. Large profitable companies from China and India will begin a global acquisition strategy and begin purchasing global companies. They will fuel a fight for talent and new cultures that have been dominated by Western countries for the past 40 years.

The final, and likely the most impactful, shift is that of five generations in the workplace. Starting this year, in the US, on 1 January, 10,000 Baby Boomers, born between 1946 and 1964, will reach the age of 65, and begin to retire. That is going to keep happening every single day for the next 19 years. Generation X, which followed the Baby Boomers from 1964 to 1976, is only half the size of the Baby Boomers.

There will not be enough ready leaders in that generation to take over the leadership roles. In all locations around the world, the Millennial Generation born 1976 to 1996 is the largest generation ever. For many countries, it is nearly twice or three times as large as Generation X. And they are different. They are the most intelligent generation, the most confident generation and the generation that is likely to stay single longer, be more liberal and have the highest expectations ever from employers.

sqtts tttt sstsss wtss sss sstsss st stsstss sststtsstsss sttstsststst sts stsssststsstssse Acquire these new skills ssssssssssssssssssssssssssssssssssssssssss sssssssssssssssss sssssssssssssssssssssssssssssss ssssssssssssssssssssssssss ssssssssssssssssssssssssssss sssssssssssssssssssssssssss sststtss sstsssssts sts Dsssstsssts sstsss sssDs Jtb ssssst sstsss sJss

Up to 90% Funding available eeeeeeeeeeeeeeeeeeeeeeeee

stttsss ssssstsss stt PMETs* Rank & File *sssss tssst st sttsssstttssss sstssstss sxsststsss sts ssssttststs

Are you ready?

When you add up these four major shifts, the workplace will see dramatic changes. Motivations, styles of communication, locations in which we work and even how we work will be very different than ever before.

It must have felt the same way for The Ford Motor Company 100 years ago. Fortunately for them, they adapted, embraced and thrived on the change. Another car company in the early 1800s did not adapt.

Brewsters were as upcoming as Ford. But the management team of The Ford Motor Company made a bold decision to be a part of the future.

Which choice will you make?

Ftt stts ttsttsssttt tt sss stttssss ssssss sttssss ts ss 6885 1488 tt sssts �ssstttts@sts-sts-ssbess

+ Rick Von Feldt is an HR Futurist at www.hrfuturist.com. A former HR and learning executive from Gillette, Dell and HP, he is researching and imagining what the workplace will look like in the year 2020. Rick will be a featured speaker at HR Summit Singapore 2012. During his strategic discussion, “The Future of HR” Rick will highlight the top 14 implications and evolutions HR executives will need to make for the 2020 Workplace. issue 11.12

hrmasia.com

29

10th Anniversary Special

9 & 10 May 2012 • Marina Bay Sands • Singapore Discover Qian Hu’s ‘Fishy’ HR ideology with Kenny Yap - ‘The Fish’, Chairman & Group CEO

Dr Kevin Freiberg on the talent challenges behind TATA’s world conquering Nano

World Exclusive - Google MD & HR Joint Presentation: Aligning HR & Business Strategies to Manage the Competitive Workforce Julian Persaud, Managing Director SE Asia D N Prasad, Program Manager & Head of People Technology and Operations APAC

Back by overwhelming popular demand!

Don’t miss Chester Elton only at the HR Summit

Future Talent Staffing Challenges Likely to Face Singapore Within the Next 10 Years Low Peck Kem Divisional Director, National Human Resources Division Ministry of Manpower (MOM)

HRM in Emerging Markets: Untold Stories Dr John Vong International Speaker & Leadership Expert

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

The Secret World of Employee Egos Graeme Newell International Speaker & Emotional Marketing Specialist

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

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

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

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

If Succession Planning Works, How Do the Wrong People Get to the Top? Prof. David Clutterbuck International Speaker, Author & Management Thinker

Talent Management in a Global Chinese Company: Growing Pains Steven Wood, Global VP HR Enterprise BG HUAWEI

Work-Life Continuum - A New Proposition on Staff Engagement Stephen Tjoa Partner Human Resources KPMG

Developing Introverted Leaders: Building on Their Quiet Strengths Dr Jennifer Kahnweiler International Speaker, Author & Executive Coach

Beyond HR: Orchestrating the Broader Organisation to Build Future Capability Varun Bhatia VP Human Resources Kraft Foods APAC

High Impact Talent Management Aparna Kumar Vice President, Human Resources DB Schenker

Priceless Innovation Strategies: How to Thrive in Challenging Times Alexander Blass International Speaker & Expert in Innovation

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

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

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

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

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

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

How to Build an Award-Winning Service Culture Ron Kaufman International Speaker & Customer Service Expert UP! Your Service Premium Gold Sponsors:

Special Extended Session Leading Flawless Execution From the Top Afterburner Inc.

Official Venue:

Gold Sponsors:

www.hrsummit.com.sg | booking hotline: (65) 6423 4631

V SA E 60 % *

Asia’s most popular HR event is celebrating its 10th Anniversary by offering you the greatest speakers, widest choice and best value for money from any HR Event

Don’t miss Rick Von Feldt, HR Futurist on The Future of HR only at HR Summit

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

Talent Management Diversification: How do People with Disabilities Fit Into the Equation?

Nadine Vogel Author & Expert of Disability in the Workforce

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

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

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

Wiring the Change Elements through People in a Transitional Organisation Sujata Tyagi HR Director, ASEAN & India L’Oreal

Build Loyalty and a Sense of Mission Among Your Youngest Employees Amy Lynch Author & Generation Y Expert

Branding Through People Positively Reflecting Your Organisation’s Image Christina Ong Branding Expert & Image Master

Conquering the Challenge of Corporate Climate Change Catherine DeVrye International Speaker & Motivational Expert

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

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

Siemens Case Study: The CEO Agenda and Leadership Nicolas Von Rosty Corporate Vice President Siemens AG

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

High Performance Under Pressure Dr Janelle Barlow International Speaker, Author & Entrepreneur

Leadership DNA Timothy Sebastian Group Director, Human Resources Agency for Science, Technology and Research (A*STAR)

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

The 7 Key Steps to Creating Outstanding Teams Charles Kovess International Speaker & Motivational Coach

Leading Innovation in Your Organisation Michael Stanleigh International Speaker, Innovation & Change Expert

Employee Engagement Across a Multi-Generational Workforce Pauline Chua General Manager, Human/ Organisation Resource & Development Fujixerox

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

The Art of Our Craft - Learning & Development with Heart; Techniques in Making it Meaningful Glenn Carter VP People Development, Deutsche Bank AG

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

Games Trainers Play Ed Scannell International Speaker & Training Expert

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

HR & ROI - Myth or Reality?

Dr David Cohen International Speaker, Author & Business Strategist

Leadership Matters Peter Baines International Speaker & Leadership Expert

Understanding Employee Emotions (E2) – The Key Challenge for HR Today!

David Too Vice President Achieve Group

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

Health & Productivity - The Next Generation Dr. Rajeshree (Gina) Parekh Director, Health & Wellness, Asia Pacific Towers Watson

Creativity - The Most Important Human Resource Fredrik Härén International Speaker, Author & Business Creativity Expert

Inspiring Tomorrow’s Leaders Today Avril Henry International Speaker & Author

Making Learning Stick!

Jeremy Kang, VP Head of Training Hong Leong Finance

Driving a Culture for Success Lydia Goh Executive Coach, HR & Management Expert

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

Panel Discussion: Linking Performance & Rewards

Panel Discussion: Managing Talent in Challenging Times

Caroline Buhagiar Regional Learning & Development Director and Campus Head AXA Asia

Juliana Ang Senior Director, Area HRM, ASEAN & Pacific Philips Electronics

Frances Chee Director, Compensation & Benefits, Asia Pacific InterContinental Hotels Group

Hans Han Head, Compensation & Benefits, Asia Pacific Huntsman

Hew Evans Director, Regional Human Resources Sony Electronics Asia Pacific

Anuradha Naik Head, Organisational Development & Learning Coca-Cola Singapore Beverages

* Early bird discount. Not applicable to vendors/service providers who are welcome to attend at the normal price

www.hrsummit.com.sg | booking hotline: (65) 6423 4631

Ann Ann Low Global Talent Acquisition, Mgt. & Dev. APAC, ME, Africa MasterCard Worldwide

feature

Building the

Organisations know the importance of building and promoting employer branding in order to secure the best talent. HRM takes a look at what employers are doing to cultivate a great reputation

By Priya de Langen

T

here is a saying: “Perception is reality”.

When it comes to companies promoting their brands, this could not be truer.

According to a global survey by Employer Branding International (EBI), companies that invested in developing their employer brands experienced greater ease in attracting candidates and an increase in employee engagement. Some 38% of companies stated that these are the main benefits of employer brand strategies.

Organisations in Singapore affirm that developing and building their employer brands have helped them attract the best talent as well as retain them. Koh Ying Ying, Director of Talent Resourcing, Asia-Australasia & HR

32

issue 11.12

hrmasia.com

Business Partner, South East and South West Asia for Intercontinental Hotels Group (IHG) says that especially in the services industry, “employer branding is key for us to attract and retain the best talent”.

Employers also stress that organisations need to understand how vital it is to build their reputation from within such as by delivering on the promises given to their employees.

Building the blocks

Organisations that want to build brand recognition should start by identifying their branding objectives as well as ensuring that effort and time goes into marketing them internally and externally.

feature

Melanie Hirst, Vice President, People Engagement & Marketing for Deutsche Bank AG, Asia-Pacific head office, states that, “branding is the actual act of shaping and influencing people’s perceptions of your brand.” In order to do this, she says that the Bank has a dedicated global team, called the People Engagement & Marketing team (PEM) to promote employer branding.

The team’s main responsibility is to “develop, manage and market our EVP internally and externally and to liaise with HR product owners, brand, communications and the business to ensure we deliver on our deal,” she says.

Similarly, two other well-known organisations, 3M Singapore and IHG have been putting the word out there about their brands. 3M Singapore is an advocate for outreach programmes, says Joy Roman, head of HR for the company. She states that it has reached more than 2,000 students through the Science Outreach programmes and more than 2,000 people with innovation talks. Most importantly, 3M Singapore found that there was a 95% satisfaction rating from these programmes.

Also, one of the more interesting and beneficial details of 3M Singapore’s outreach programmes is that they are led by employees on a volunteer basis. “One of the greatest compliments an employer can receive is when their employees are so enthusiastic about their company and job that they are moved to share this with others,” she explains.

3M Singapore also ensures that it receives brand recognition by participating in outside events. It signed up for the Fair Employment Pledge at the start of the year.

This is a declaration by organisations in Singapore to state that they believe in fair employment practices.

The organisation’s HR implements the brand objectives that are made by the brand globally, but one way of ensuring that they are upheld, Roman says, is that 3M Singapore looks to hire individuals “who are excited by this brand promise and then continually foster the culture.”

“One of the greatest compliments an employer can receive is when their employees are so enthusiastic about their company and job that they are moved to share this with others” Joy Roman, head of HR, 3M Singapore

issue 11.12

hrmasia.com

33

feature

Tips to promoting an employer brand + Have a clear strategy: ensure that the organisation has clear employer branding objectives + Conduct internal opinion surveys and focus groups to see if employees agree with the company’s brand assertions + Internal branding is just as important: make a collaborative effort among HR, PR and marketing to ensure that the organisation is delivering on the promises to employees + Actively partner with marketing to promote employer brand externally, from signing up for awards to conducting outreach programmes

Promoting the organisation’s brand starts from within, and IHG has embraced this. It uses numerous methods to develop its employees in order to engage them. Koh of IHG states that the organisation knows that it is important to align their internal branding with external branding.

Koh says that IHG would like to be one of the “world’s great companies and have employees who feel proud and committed to our brands.” As such, IHG ensures that it pays attention to its people’s needs, and this starts by creating an environment where employees are recognised for their work as well as given opportunities to grow.

The hotel group’s HR has developed the ‘Room to be Yourself’ programme, under which employees have four different development and progression plans: ‘Room to have a Great Start’ ensures that IHG employees have the tools they need to start their career; ‘Room to be involved’ allows for feedback and two-way communication between management and

34

issue 11.12

hrmasia.com

employees; ‘Room to grow’ gives opportunities for employees to progress in their career such as training and secondment opportunities; and ‘Room for you’ consists of rewards and recognition of employee contributions.

To market the brand externally, IHG’s HR partners with key stakeholders such as schools to promote the brand, which include tie-ups with them in order for students to embark on careers with the hotels under the group. Koh adds that it uses technology such as social media and recruiting platforms to attract talent. The hotel group also ensures that it gets industry recognition through participation in industry seminars as well as awards.

All due to the name

Promoting employer branding has benefited tremendously say organisations. Roman states that employer branding efforts by 3M Singapore has helped increase the awareness of the 3M brand on the island by over 20% within a year. This is good from a talent perspective, she says. “Talent wants to work for organisations that they know to be strong.”

She believes the brand is also well-received in recruiting events and career fairs. In fact, 3M Singapore is number three in the Employer of Choice in JobsCentral Employer of Choice Survey conducted this year.

Roman states that in Singapore, where the unemployment rate is around 2%, it is important for a company to appear more attractive than its competitors and “the work that 3M has done on employment branding has been very beneficial to us.”

Experts point out that ultimately, it is essential for companies not only to market their brand but also to deliver on the objectives to their employees. “Base your EVP on research, promise what you can deliver, and deliver what you promise, and you will drive marked improvements at every stage of the employment lifecycle,” concludes Hirst.

Finalists

revealed...

Honouring the best and brightest in the HR industry, HRM Awards 2012 is set to be an unforgettable night of glitz and glamour. In its ninth year, this highlyanticipated industry event will see the addition of three new award categories celebrating the adoption of green HR, HR’s commitment towards employee wellness and the most innovative of HR strategies and initiatives

By Shalini Shukla-Pandey and Vivien Shiao Shufen

36

issue 11.12

hrmasia.com

M

ost of 2011 was marked as a period of recovery with employers removing salary freezes, reinstating bonuses and boosting recruitment. Undoubtedly, this marked a busy time for HR as it looked for ways to attract new talent, while keeping existing employees happy with fruitful retention and employee development efforts. It was also a great opportunity for HR to showcase its strengths and value as a strategic partner.

Now, it’s almost time for HR to reap what it sowed over the past 12 months. Come Feb 23 next year, Singapore’s HR industry will honour the best of their creed, recognising the achievements of HR teams, leaders and organisations in Singapore and beyond. A premier event on the HR calendar, the ninth annual HRM Awards will see 100 finalists compete in 21 categories.

Low Peck Kem, Divisional Director, National HR Division, Ministry of Manpower, aptly describes the Awards as being an annual gathering of the best of the best of the HR industry and practice leaders and professionals.

“The HRM Awards is a well-recognised platform that gives due recognition towards excellence in HR practices and HR professionals,” she says.

issue 11.12

hrmasia.com

37

hrm

hrm

hrm

Past winners include SMRT Corporation, which not only performed strongly in the individual categories, but also took home the Aviva Award for Best HR Team in 2010, and Google Singapore, which won the highly coveted Hays Award for Employer of Choice this year. For the 2012 Awards, the internet giant is in the running for seven categories.

“The best way to describe us is to quote our founders, who have said time and again that we are not a conventional company,” says D N Prasad, Programme Manager, People Operations, JAPAC, Google, upon winning. “At Google Singapore, we do not ever intend to be one.”

The pinnacle prize – the Hays Award for Employer of Choice – is one of the most soughtafter trophies in Singapore business. Chris Mead, General Manager of Hays Singapore (Title sponsor for the HRM Awards in 2012) says, “becoming an employer of choice takes an above-average commitment to honest and innovative training and development, retention, talent management, compensation and benefits, work-life balance and health and safety initiatives, amongst others,” he says. “These (finalists) demonstrate these in full.”

New categories

The HRM Awards 2012 will see not one but three new trophies in its line-up of categories. These are: Best Environmental Practices, Innovation in HR and the Healthway Medical Group Award for Best Health & Wellbeing.

The Best This year’s HRM Award nominees come from a diverse mix of organisations.

Environmental Practices award Rank Company Number of celebrates the Nominations importance of Green 1 Land Transport Authority (LTA) 9 HR. Finalists (and the 2 DBS Bank 8 winner) of this award 3 Google Singapore 7 will be judged on 4 InterContinental Hotels Group 7 their innovative 5 SMRT Corporation 7 environmental policies 6 Sony Electronics Asia Pacific 6 and programmes 7 The Ritz-Carlton, Millenia Singapore 6 implemented within 8 Hewlett-Packard Singapore 5 the past year, employee 9 Keppel Corporation 5 awareness and 10 Singapore Prison Service 5 participation levels, 11 UBS Singapore 5 and results achieved.

Top nominees

38

issue 11.12

hrmasia.com

The Healthway Medical Group Award for Best Health & Wellbeing category highlights and rewards HR’s responsibilities towards employee wellness. It is imperative for companies to show commitment towards their employees’ health and wellbeing.

Judges will look at awareness policies and programmes and their effectiveness along with the level of management support and participation.

Lastly, the Innovation in HR award recognises the organisation that has achieved a major HR objective, or objectives, via truly innovative strategies and initiatives. Judges will consider the challenge and/or objective required, specific strategies and initiatives employed and the effectiveness of those methods.

Diverse recognition

When it comes to success, size does not matter.

Only the skills and the drive to succeed do. This year’s finalists represent the best of the best in each of their chosen categories and they range from small organisations to government entities to some of the largest multinationals.

The Land Transport Authority of Singapore (LTA) is in the lead, with the most nominations (9) this year across a wide range of categories including the Kaplan Professional Award for Best Training, Learning & Development, Best Mature Workforce Practices and Innovation in HR. The Singapore Prison Service also figured in the mix with five nominations.

Not to be outdone are the multinational companies, DBS Bank earned a place in the top list with eight nominations while Google Asia Pacific, InterContinental Hotels Group Singapore and SMRT Corporation bagged seven nominations each.

Glitz, glamour and glory

The finalists, announced for the first time here, now have a busy, but anxious, few months ahead. Each will be asked to complete a comprehensive report for HRM’s independent judging panel. Its decisions will be kept under wraps until the Awards ceremony on February 23 next year.

The gala event, at the Ritz Carlton, Millenia Singapore, will see the crème de la crème of Singapore’s HR profession gather in one place. Hosted by television personality Cheryl Fox, this key night on the HR calendar is one not to be missed.

finalists Best HR Manager Seldom in the spotlight, managers are often the quiet achievers of the HR profession. The Best HR Manager Award recognises the contributions of these outstanding HR managers for possessing qualities such as innovation, leadership and consistency that make them so valuable to their organisations.

Finalists Joanne Tan Chee Chuen

Ivy Tan

Juliana Ong

Senior Manager, HR, A*Star

HR Manager, Brother International Singapore

Cacia Lim

Lee Jin Hwui

Foo Chek Wee

Manager, HR Advisory & Operations, ASEAN/Japan/Taiwan, Invensys Operations Management

Learning & Development Manager, Land Transport Authority

Tracy Lim

HR Manager, Royal Plaza on Scotts

HR Manager, Teekay Navion Offshore Loading

HR Manager, Visa Worldwide

Champion of HR Where would HR be without the CEOs and executives that understand the importance and value of HR? The Champion of HR Award celebrates those enlightened business leaders who strive consistently to ensure best HR practices within their organisations.

Finalists Ven Raman

Lau Peet Meng

Bert Wong

CEO, Casino Regulatory Authority

President & Managing Director, Fuji Xerox Singapore

Jan Smits

Tong Chong Heong

Pollie Sim

Ashutosh Srivastava

Associate Prof.

Lim Tit Meng

Narihiko Uemura

Managing Director, Carl Zeiss SEA

Chief Executive, Asia, Middle East and Africa, InterContinental Hotels Group

CEO, Asia Pacific, Mindshare Asia Pacific

CEO, Keppel Offshore & Marine

CEO, Science Centre Singapore

CEO, Maybank Singapore

Managing Director, Sony Electronics Asia Pacific

issue 11.12

hrmasia.com

39

hrm

hrm

hrm

Innovation in HR In the ever-changing landscape of HR, employers are realising that traditional methods of doing HR is not enough. Leading the way are companies who are constantly adapting and thinking outside the box when it comes to their HR practices. The Innovation in HR is a new category that aims to celebrate organisations that are taking HR to the next level through creative means.

Finalists:

»» »» »» »» »»

Alcatel-Lucent BP Singapore Daimler SEA Google Singapore Immigration & Checkpoint Authority

»» »» »» »» »»

Keppel Corporation Land Transport Authority NTUC First Campus Co-operative Sony Electronics Asia Pacific Yahoo! SEA

Center for Creative Leadership Award for Best Leadership Development Is a great leader born or built? The answer may involve a little of both, but it is undeniable that they have to be groomed in order to shine and take the company forward. The Center for Creative Leadership Award for Best Leadership Development Practices Award honours those organisations.

Finalists:

»» »» »» »» »»

Brady Corporation Cargill Group of Companies Singapore DBS Bank Gemalto HSBC (The HongKong and Shanghai Banking Corporation) »» InterContinental Hotels Group

»» »» »» »» »» »»

K eppel Offshore & Marine Nokia Siemens Networks Singapore Prison Service SingHealth Services (SingHealth Academy) The Ritz-Carlton, Millenia Singapore Vishay Intertechnology

Best HR Team HR is not a one-man show, and it usually involves a group of people who work together as a team on behalf of the organisations and employees they serve. The Best HR Team Award celebrates HR departments that practice successful teamwork on a daily basis.

Finalists:

40

issue 11.12

hrmasia.com

»» »» »» »» »» »» »»

A*Star DSM Nutritional Products Energy Market Authority Google Singapore GroupM Asia Pacific Invensys Operations Management Land Transport Authority

»» »» »» »» »» »»

Maersk Singapore Ministry of Manpower NTUC First Campus Co-operative Park Hotel Group Resorts World Sentosa Singapore Singapore Airlines Cargo

finalists Best HR Young Achiever If you want to find the next great HR leader, take a look at these up and coming stars. Despite having less than three years’ of HR experience, these nominees are a cut above the rest and on track for great things. The Best HR Young Achiever will go to the top contender who makes the most significant contribution to his or her organisation.

Finalists Yvonne Lek Pway San

Neo HuiMei Loretta

Eileen Kieo

Michael Blanding

Low Pei Wen Fiona

Chew Shi Jie Martin

Senior Officer HR, A*Star, Science & Engineering Institutes

HR Services Manager, InterContinental Hotels Group

HR Coordinator, C-MAR Asia

Assistant Manager, HR Operations, Maersk Singapore

L&D Specialist, Cold Storage

Manpower Planning Executive, Staff Planning & Development Division, Singapore Prison Service

issue 11.12

hrmasia.com

41

hrm

hrm

hrm

Best Recruitment Strategies Companies that want to succeed in today’s competitive world need talented individuals to drive growth. The following companies understand this need, and have come up with innovative and effective recruitment strategies to source for top candidates. The Best Recruitment Strategies Award recognises companies which go the extra mile in their quest for talent.

Finalists:

»» »» »» »» »» »»

Bloomberg Booking.com BP Singapore DBS Bank Hewlett-Packard Singapore Land Transport Authority

»» »» »» »» »» »»

L’Oreal Singapore McDonald’s Restaurants NTUC First Campus Co-operative Resorts World Sentosa Singapore SMRT Corporation UBS Singapore

Best Employer Branding Some companies get talent more easily not simply because of their recruitment strategies, but due to the fact that people instinctively want to work for them. However, as our finalists would attest, this does not happen by accident. They understand that creating a successful and attractive employer brand is crucial for netting the best talent in the market.

Finalists:

»» »» »» »» »» »» »»

A*Star DBS Bank Google Singapore Hewlett-Packard Singapore IBM Singapore InterContinental Hotels Group Keppel Corporation

»» »» »» »» »» »»

Maersk Singapore Resorts World Sentosa Singapore Singapore Prison Service The Ritz-Carlton, Millenia Singapore UBS Singapore Unilever Asia

Best Work-Life Harmony Most employers recognise that in order to get the best out of their employees, they need to provide time and space for them to pursue passions outside of the workplace. The finalists for the Best Work-Life Harmony Award have shown a commitment to improving the balance between work and family.

Finalists:

42

issue 11.12

hrmasia.com

»» »» »» »» »» »» »»

American Express Brady Corporation DBS Bank Google Singapore Hoerbiger KT Asia Holding Land Transport Authority Maybank Singapore

»» »» »» »» »» »»

ational Environmental Agency N Rajah & Tann RHT Law Rockwell Automation Science Centre Singapore Sony Electronics Asia Pacific

finalists Robert Walters Award for Best HR Leader Whether the HR department will be able to serve its purpose of bringing the organisation forward depends on its leadership. The ability to inspire, direct and implement new HR initiatives can make or break an organisation and leaders with those skills are a vital resource within the HR department.

Finalists Beng Cortes

Casslynn Ong

Lawrence Lee

Carmen Wee

Anna Fok Wai Min

Seah-Khoo Ee Boon

Regional Head, Talent & Leadership Development, Fonterra Brands

VP, HR, APAC/ Global Head, HR, Software & Advanced Applications, Invensys Operations Management

Wendy Cheong Director, HR, Science Centre Singapore

Regional VP HR, Fujitsu Asia

Chief HR Officer, Jurong Health

Head of L&D, Asia Pacific, Hilton Worldwide

Senior VP, HR & Training, Resorts World Sentosa Singapore

Phan Yoke Fei VP, HR, SMRT Corporation

issue 11.12

hrmasia.com

43

hrm

hrm

hrm

Healthway Medical Group Award for Best Health & Wellbeing In order for employees to be effective and efficient, their health and wellbeing needs to be in optimal condition. Companies who care about the physical and mental wellbeing of their employees will find their workers more productive, with less employee absenteeism. The Healthway Medical Group Award for Best Health & Wellbeing celebrates companies who are keeping their workforce fit and active.

Finalists:

»» »» »» »» »»

B rother International Singapore Building & Construction Authority Certis Cisco Security Changi General Hospital IBM Singapore

»» »» »» »» »»

Keppel Offshore & Marine Kraft Foods Singapore Police Force Singapore Prison Service Sodexo Group Singapore

Best Use of Technology Technology is constantly changing the world we live in and HR has to ride on its wave to stay relevant.

The finalists for the Best Use of Technology Award have shown a strong understanding of technology and have successfully used it to improve work efficiency and enhance their HR goals.

Finalists:

»» »» »» »» »» »»

A scendas Singapore BP Singapore Daimler SEA Dimension Data (Singapore) Google Singapore Hewlett-Packard Singapore

»» »» »» »» »» »»

Land Transport Authority Microsoft Ministry of Manpower Park Hotel Group Samsung Asia SingHealth Services (SingHealth Academy)

Grass Roots Asia Pacific Award for Best Reward & Recognition Strategies Rewards and recognition strategies are not just about providing big bonuses to employees. If implemented in a suitable manner, they can be an excellent and cost-effective means to retain talent. The Grass Roots Asia Pacific Award for Best Reward and Recognition Strategies recognises companies that have shown both innovation and significant business savviness in their reward policies.

Finalists:

44

issue 11.12

hrmasia.com

»» »» »» »»

Daimler SEA DBS Bank DFS Galleria Singapore InterContinental Hotels Group

»» »» »» »»

Jurong Health Nokia Siemens Networks Sa Sa Cosmetic Co. Sony Electronics Asia Pacific

finalists Kaplan Professional Award for Best Training, Learning and Development Companies that have strong training, learning and development programmes are able to reap the full potential of their talent pool. The Kaplan Professional Award for Best Training, Learning and Development programmes celebrates organisations that constantly bring out the best in employees.

Finalists:

»» »» »» »» »» »» »»

DBS Bank Gemalto JTC Corporation Keppel Offshore & Marine Land Transport Authority National Environment Agency Park Hotel Group

»» »» »» »» »» »»

S ingapore Civil Defence Force Singapore Prison Service SingHealth Services (SingHealth Academy) SMRT Corporation The Ritz-Carlton, Millenia Singapore UBS Singapore

Best Mature Workforce Practices Older workers bring a wealth of knowledge and experience to organisations and more employers are beginning to recognise their value, especially in light of a rapidly greying population. These eleven finalists were selected for offering targeted policies to attract and retain mature workers.

Finalists:

»» »» »» »» »» »»

C ivil Aviation Authority of Singapore Institute of Mental Health Jurong Health Land Transport Authority McDonald’s Restaurants National Environment Agency

»» »» »» »» »»

Network Express Courier Services Raffles Institution Royal Plaza on Scotts Singapore General Hospital (SingHealth) SMRT Corporation

issue 11.12

hrmasia.com

45

hrm

hrm

hrm

Best Performance & Productivity Practices Performance management and greater productivity go hand in hand. Companies that monitor how well their employees perform are more likely to implement policies to help them do even better. The finalists of the Best Performance & Productivity Practices Award each have a demonstrated track record in meeting their performance and productivity goals.

Finalists:

»» »» »» »» »»

Brady Corporation Hewlett-Packard Singapore Immigration & Checkpoint Authority Maersk Singapore McDonald’s Restaurants

»» »» »» »»

inistry of Manpower M Nokia Siemens Networks RS Components Singapore SMRT Corporation

Best Regional HR Practices (Asia) As more companies set up their base here in Singapore, this new category is a timely recognition of HR playing a pivotal role within the Asian region. The Best Regional HR Practices (Asia) Award celebrates the best region-wide practices that these companies have, looking in particular at the ways HR can operate successfully across several borders at a time.

Finalists:

»» »» »» »» »» »»

AT&T Singapore C arl Zeiss SEA Daimler SEA Flextronics Google Singapore HCL Technologies

»» HSBC (The HongKong and Shanghai Banking Corporation) »» InterContinental Hotels Group »» Kraft Foods »» Tata Communications International »» Thomson Reuters Asia »» Unilever Asia

Award for Outstanding Contribution to HR Unlike all the other categories, this unique award has no finalists. Instead, the most deserving winner will be announced during a special ceremony at the 2012 HRM Awards presentation. There are no defined parameters but the winner is likely to be someone who has worked actively to advance the profession, served as a coach and a mentor to others and puts the interests of organisational HR at the top of their priority list.

Previous winners have been: 2011 – Roger Collantes, CEO, Global Learning Solutions 2010 – Tommy Ng, Senior Vice President of Corporate Services, SMRT Corporation 2009 – Caroline Lim, Global Head of HR and Corporate Affairs, PSA International 2008 – Low Peck Kem, Director of the People Matters Department, Ministry of Manpower

46

issue 11.12

hrmasia.com

finalists Best CSR Practices Companies who have great CSR practices not only benefit the community and the environment that they exist in, they also benefit their businesses in the long run. The Best CSR Practices Award recognises the efforts of these socially responsible companies which integrate sustainable development in their business strategy.

Finalists:

»» »» »» »» »» »» »»

Brady Corporation Brother International Singapore Canon Singapore Holiday Inn Atrium Singapore Hoilday Inn Singapore Orchard City Centre JTC Corporation Keppel Corporation

»» »» »» »» »» »»

Land Transport Authority NTUC Fairprice Co-operative The Ritz-Carlton, Millenia Singapore SMRT Corporation Standard Chartered Bank Starbucks Coffee Singapore

Best Environmental Practices As the world faces increasing environmental issues, these companies are going the extra mile to protect the earth. The Best Environmental Practices Award is presented to the organisation that best incorporates a green philosophy into the workplace – one which thinks, breathes and lives green.

Finalists:

»» Dimension Data (Singapore) »» Fairmont Singapore & Swissôtel The Stamford »» Fuji Xerox Singapore »» Ikea Singapore »» Holiday Inn Singapore Orchard City Centre

»» »» »» »» »» »»

Keppel Corporation Panasonic Samwoh Corporation Sony Electronics Asia Pacific Teekay Navion Offshore Loading Unilever Asia

Fair Employment Practices Diversity and fairness in hiring are two important principles practised by top employers. These finalists are leading the way in both areas. The Fair Employment Practices award recognises employers who have made substantial efforts to hire and retain talents fairly.

Finalists:

»» »» »» »» »»

DBS Bank Holiday Inn Atrium Singapore IBM Singapore Maybank Singapore McDonald’s Restaurants

»» »» »» »» »»

TUC First Campus Co-operative N The Ritz-Carlton, Millenia Singapore Royal Plaza on Scotts Starbucks Coffee Singapore UBS Singapore

issue 11.12

hrmasia.com

47

hrm

hrm

hrm

finalists

Hays Award for Employer of Choice The Hays Award for Employer of Choice is the most highly anticipated accolade of the evening. Its purpose is to honour the organisation that offers the most inspiring and outstanding work environment for its employees. In addition to being judged on the HR aspects covered in the earlier awards, these 13 employers will be judged on:

WE

Finalists: R

SUPP

GR E AT T R

012 2 rds a aw

DBS Bank

InterContinental Hotels Group

SMRT Corporation

48

issue 11.12

+ Health and safety practices and procedures + Compensation and benefits and rewards & recognition + Recruitment procedures + Workplace harmony and physical environment + Overall corporate culture + Non-discriminatory practices + Performance management

H

O

+ Management’s commitment to human capital + Communications within the company + Above average staff retention rates and innovative strategies + Talent management initiatives + Mentoring and succession planning + Training, learning and development policies and practices + Work life balance initiatives

hrmasia.com

Google Asia Pacific

Keppel Corporation

Invensys Operations Management

UBS Singapore

The Ritz-Carlton, Millenia Singapore

Hewlett-Packard Singapore

Hilti Far East

Yahoo! SEA

Sony Electronics Asia Pacific

Microsoft

23 February 2012, The Ritz-Carlton, Millenia Singapore

Don’t Miss the HR Night of the Year

BOOK NOW- SEATS ARE FILLING FAST! Yes! I want to attend the Singapore HRM Awards dinner & presentation ceremony on 23 February 2012.

Please reserve (10 seats)

table(s) at S$1888 + GST per table

Please reserve

seat(s) at S$250 + GST per seat

Don’t miss the HRM Awards 2012 which promises to be the HR night of the year. Join over 700 of HR’s finest for this black tie gala evening to celebrate the best and brightest HR people and practices in Singapore.

Name: Job Title: Company:

WE

Address:

aw ard s2 012 Tel:

Award Partners

Fax: Email:

For event information, please contact Emma Dean at (65) 6423 4631 or Emma@keymedia.com.sg For registration information, please contact Leizel at (65) 6423 4631 or Leizel@keymedia.com.sg

Fax back to (65) 6423 4632 or email: Leizel@keymedia.com.sg

www.hrmawards.com

EAT H R

Title Sponsor

P P O RT

GR

SU

Contact Person:

corporate health

Present health with

Absenteeism and a high number of sick days taken by employees generally take a toll on an organisation. HRM looks at what companies can do to keep their employees healthy and fighting fit

By Priya de Langen

50

issue 11.12

hrmasia.com

corporate health

G

37%

ood health at a workplace is of of employers would like to paramount importance. Studies increase awareness of health show that high levels of sick issues among their employees leave taken by employees, or absentee cases can adversely affect an organisation’s productivity. A survey by Irish Business and Employers Confederation (IBEC) stated that worker absenteeism costs businesses €1.5bn a year in their country alone.

Employers affirm this, saying that “operational efficiency” is hindered. Ivy Tan, HR Manager, of Brother International Singapore, states: “As our organisation has a lean structure, optimisation of our workforce efficiency is essential. Employee absenteeism will affect the efficiency and effectiveness of the organisation’s operations.”

Prevention is better than cure

Employers understand that their most important asset is human capital so many are making efforts to ensure that their employees are staying healthy. According to the Aon Hewitt’s 2011 Health Care Survey, 44% of surveyed employers would like to decrease worker health risk while 37% would like to increase awareness of health issues among their employees.

Chin Wei Jia, Group General Manager of Health Management International (HMI), states that many factors besides illness contribute to employee absenteeism. However, she says that “integrating proactive, preventive workplace strategies regarding employee wellbeing into the corporate culture is a critical part of the solution.” This would allow the company to enjoy long-term benefits such as increased productivity, worker morale and reduced healthcare costs.

As such, organisations are using a variety of methods to increase awareness of workplace health, ranging from offering medical benefits to conducting wellness programmes for their employees. “Many companies today provide medical benefits at their chosen panel of clinics. This is proof that HR managers understand the importance of encouraging employees to see a issue 11.12

hrmasia.com

51

corporate health

doctor when they are sick or feeling unwell,” says Lam Pin Woon, President and Executive Director of Healthway Medical Corporation.

Brother International is a Singapore Health Award Silver winner, and has been promoting its Work Place Health Programme since 2006. The company offers a variety of health programmes and medical benefits to its employees. “We offer health screening benefits to our employees. They are given an amount of money to pay for any health screening they might choose. We have also arranged for a vendor to come to our office to conduct health screenings,” says Tan. The organisation actively promotes the benefits of a healthy lifestyle as well as the means to attain it. Brother International Singapore has Wellness programmes need not be a chore. HRM looks at some of the more interesting workplace wellness three in-house sports clubs programmes that are offered to organisations – the Running Club, Bowling + Bellydance Discovery Club, and Badminton Club Dancing is an excellent form of wellness activity and bellydancing would be a great way of getting your – and interested employees female employees to get fit at work. Bellydance Discovery studio offers bellydancing corporate programmes can join these clubs. Healthy that can be completed between four to 10 courses. The studio also offers various dancing courses such as drinks and fruit are also Latin fusion, Bollywood, and Brazilian Samba. distributed throughout the www.bellydance.com.sg company to promote healthy eating. + Z Fencing The workplace health Why not try something swashbuckling for your employees? Z Fencing studio offers customised fencing programmes have been useful corporate programmes to actively engage employees where they can learn about the history of the sport, for the organisation, says techniques and eventually fence itself.

Tan. The average sick leave www.zfencing.com taken by an employee is 2.7 days. Moreover, Brother + Walking with Attitude International has made it easy The organisation provides outdoor walking fitness programmes by tracking the number of steps that a for the employees to take up person walks through pedometers. Interested companies can sign up for the 10,000 Steps Pedometer the offered programmes. workplace challenges in the US, UK, and Australia. Also, individual members can sign up for walking “Our wellness programmes challenges in various parts of the globe. The website includes a virtual map that tracks a person’s progress. are conducted during office www.walkingwithattitude.com hours. Our employees can participate in them without + Denver Adventures having to compromise on Denver Adventures offers indoors and outdoors adventure activities for all levels. These activities could their personal time schedule. range from quarterly events to multiple activities on a weekly basis. There are guided outdoor activities We have an award system to such as hiking, mountain biking, trail running, snowshoeing, and ultimate Frisbee. Indoor options include encourage employee wall climbing, tennis, yoga and racketball. participation whereby they www.denveradventures.com can earn points for gift redemption,” explains Tan.

Fun in wellness

52

issue 11.12

hrmasia.com

corporate health

Need help?

Assistance given Companies that would like to offer Workplace Health HR has a major Promotion programmes (WHP) to help their employees stay part to play in raising fit can access financial support from the Singapore Health awareness regarding Promotion Board (HPB). workplace wellness.

Currently, organisations can apply for up to S$12,000 but Tan explains that HR in the coming year, it will be raised to $15,000. Moreover, conducts an annual the HPB will also be setting aside $200,000 for the WHP healthy lifestyle Capability Development Grant for service providers, like survey and formulates consultants, to come up with creative workplace health programmes based on programmes for organisations.

The grant’s scope has also been widened so that it could employee feedback. include employees who have obesity problems, those Also, HR chairs the trying to quit smoking or suffer from depression and organisation’s sports chronic diseases. The issue of mental health is also being and health committee seriously considered. HPB will be introducing a workplace with members from mental wellbeing programme called “Working Minds”. various departments, HPB, along with the Association of Small and Medium to promote healthy Enterprises (ASME), will help develop workplace culture. innovative solutions in planning and Another executing WHP programmes for organisation that has SMEs. One of the solutions is the been offering Talk2Us counselling helpline that gives assistance to distressed wellness programmes employers or employees. to its employees is DHL Express Singapore. It started the programmes in 2004 and incorporated them into the company’s daily operations. The organisation has a dedicated workplace health promotion (WHP) team that organises health and recreation activities.

DHL Express Singapore actively promotes a healthy lifestyle by disseminating information through e-mail, bulletin boards, and even road shows and even designates one month as a Healthy Lifestyle Month, dedicated to healthy lifestyle activities, annually. Also, the organisation has facilities such as a gym and tennis court located in the main building for employees to utilise.

Furthermore, the organisation uses incentives in order to promote wellness among employees; wellness points are rewarded to employees with low number of sick leaves whereas flexi-points are given to employees to be used for gym membership and other recreational activities.

“Employees are a company’s valuable asset and we believe their wellbeing, be it physical or mental, is important to us. A healthy workforce with happy and engaged employees means a more productive workforce,” concludes Tan. issue 11.10

hrmasia.com

53

profile Park Avenue

High-living at Park Avenue A

Prestige Residence to call Home – this is the latest mantra that Park Avenue advocates and strives to create for every guest that stays with them. Park Avenue not only wants to make guests feel at home, it aims to provide them with a home away from home.

Actions Speak Louder Than Words

In creating this desired state of habitation, Park Avenue pays attention to even the slightest details. From the guests’ very first interaction with Park Avenue staff, to entering the designated room and eventually washing up to relieve the fatigue from their long-haul flights, Park Avenue makes every single experience a fuss-free and enjoyable one.

One never gets a second chance to make a first impression. As such, at Park Avenue, the Front Desk girls shoulder the task of being ambassadors of the brand. A chic yet professional uniform gives that extra oomph to each and every lady; accentuating their silhouettes as well as bringing out their individual personalities. Martin Chan, Director of Operations for Park Avenue is eager to showcase their in-house “It Girls” to the world, “Our girls, not only dress to impress, but also deliver their job requirements while exceeding expectations! And the crucial factor to our success is personal touch,” Chan says. True enough, be it the guests’ interests, preferred breakfasts or even remembering family members, these ladies always seem to have the information at their fingertips.

While the glamourous frontline employees are the first to impress, there is a particular group of unsung heroes that ensure the smooth operation of the business. Clad in an inconspicuous shade of beige, housekeeping staff dutifully upkeep the condition of the rooms with minimal disruption to the guests. Ryan Sun, Director of Operations religiously believes that a structured and well-thought out operation procedure is the key to impeccable housekeeping services.

“What differentiates us from the rest is the ability to do this with a smile and truly enjoy the process of doing so,” Sun says.

With the software being well-taken care of by the two gentlemen, the hardware has to live up to expectations too. At the beginning of this year, Park Avenue embarked on its plans to revamp its rooms and facilities to give the hotel a face lift.

A Class Above The Rest

With a strong track-record and operational procedures in place, Park Avenue now explores the possibility of expanding the

54

issue 11.12

hrmasia.com

Martin Chan, Director of Operations, and team

Ryan Sun, Director of Operations, and team

business via a franchising method. With more than 25 years of experience in hotel management both locally and overseas, Edmund Yeo, Director of the Group Hospitality Management, heads the Park Avenue brand towards such a direction. As franchising becomes more popular in the service sector, Park Avenue has an edge over its competitors Edmund Yeo, Director of the Group Hospitality Management with its tested and proven system. Another plus point is its competency in soliciting a secured customer-base.

Despite the fact that this might be a dream for the moment, Yeo is undaunted. After all, every great dream begins with a dreamer. And as what Ralph Waldo Emerson had said, “The invariable mark of a dream is to see it come true.”

www.parkavenueintl.com

PARK AVENUE CLEMENCEAU +65 6732 8200 • PARK AVENUE ROBERTSON +65 6732 1600 • PARK AVENUE ROCHESTER +65 6808 8600 • PARK AVENUE CHANGI BUSINESS PARK +65 6732 8200

ome

at

eel

F H

Clemenceau | Robertson | Rochester | Changi Business Park

A PRESTIGE RESIdENCE TO CALL HOME

mice feature

Magnificent Macau Often referred to as the Las Vegas of the East, Macau is the shaping itself up to be a premier MICE destination packed with luxury resorts and expansive convention facilities. HRM takes a look at some of its latest and most exciting offerings

By Sumathi V Selvaretnam

56

issue 11.12

hrmasia.com

mice feature

Galaxy Macau by night issue 11.12

hrmasia.com

57

mice feature

A

former Portugeuse province, Macau is a curious blend of East meets West. Walking through the cobblestone streets of its old town, visitors will come across Baroque-style Roman Catholic churches as well as ancient Chinese temples.

Portugal handed over Macau’s sovereignty to China in 1999. Now a Special Administrative region, Macau follows a “one country, two systems” model like its neighbour Hong Kong. In recent years, Macau has been rapidly transforming into a modern metropolis with billions being spent on new infrastructure.

A new landmark development is the Hong Kong- Zhuhai - Macau bridge, which will link the west side of Hong Kong to the Guangdong province city of Zhuhai, which is located on the west side of the Pearl River Delta. Due for completion between 2015 - 2016, it will be instrumental in reducing travelling time between the two areas. Macau is also embarking on five land reclamation projects that are expected to increase its land capacity by one-fifth, enabling 130,000 more people to reside there.

Macau’s MICE sector has been experiencing solid growth.

In this first quarter of 2011,

Macau welcomed 127,194 MICE visitors, a 42% increase over the same quarter in the previous year, according to Data from the Macau Statistics and Census Service.

Cotai Strip heating up

Visitors to the Cotai Strip on Macau’s Taipa island, will quickly realise that the area is ripe with development, with many new land parcels being transformed into resorts and casinos. Due to open in Spring 2012, the Sands Cotai Central is the one of the newest additions to the Strip. It is located close to other large resorts like The Venetian Macau, City of Dreams, and Wynn Resorts.

Sands Cotai Central will feature three hotelsthe Conrad, Sheraton and Holiday Inn. This will amount to 5,800 luxury and mid-scale hotel rooms. It also aspires to be world-class venue for meetings and events, featuring about 9,300sqm of convention space.

No MICE trip is complete without a spot of shopping. The Shoppes Cotai Central will offer nearly 100 boutiques and galleries. It will also feature an abundance of natural light and cascading waterfalls to create a one-of-akind shopping experience.

A galaxy of luxuries

An artist's rendering of the upcoming Sands Cotai Central

58

issue 11.12

hrmasia.com

Another new kid on the block at the Cotai Strip is the Galaxy Macau, which officially opened its doors on May 15 this year. The integrated destination resort features three hotels- Banyan Tree Macau, Hotel Okura Macau and Galaxy Hotel. Together, they offer a total of 2,200 five-star rooms, suites and villas.

A highlight of the property is the Grand Pool Deck which features a man-made white sand beach that leads to a 4,000sqm skytop wave pool. In addition, there are several other pools, private cabanas and gardens in the area that are suitable for corporate gatherings. Galaxy Macau also offers a number of possibilities for meetings and events. It

mice feature

Quick Facts Total population:

has meeting rooms and ballrooms of various sizes ranging from 80 to 1,330 sqm.

What’s an incentive trip without great food?

Guests at Galaxy Macau can choose from more than 50 international food and beverage outlets.

True to its focus on providing an authentic Asian resort experience, more than half of them serve Asian cuisines.

Movie buffs will be pleased to hear that Galaxy Macau will open its 9-screen, 3D, multi-function cinema theatre on December 15 this year.

A night of grandeur and excess

A grand gala evening is a great way for employees to dress to the nines and indulge in some fine food and drinks. Add in a memorable theme, and you have a night to remember.

Event organisers looking for something unique might want to consider the Grand Hyatt Macau’s latest offering. The ‘Opulence Ball’ is a Belle Epoque themed gala evening choreographed for corporate dinners and other special events. The hotel’s 1,911 sqm Grand Ballroom is transformed into a vintage party palace especially for the occasion. A collection of 8-metre-high paintings of dancing couples adorn the ballroom and pre-function lounge, setting the tone for the evening.

The ball kicks off with a champagne cocktail party.

The doors to the ballroom are then swung open, revealing a dazzling party scene to the accompaniment of Beethoven’s Symphony No.5. A gourmet fourcourse dinner is then served by butlers in tuxedos.

Event organisers can choose from inspiring vocalists, steamy ballroom dancing couples and a full orchestra playing a selection of classical, jazz, swing, tango, waltz and rumba beats.

Estimated at around 560,100. About 94% are ethnic Chinese, from different provinces, namely Guangdong and Fujian. The remaining 6% includes Portuguese, European and other nationalities.

Language

Chinese and Portuguese are the official languages, Cantonese being most widely spoken. English is generally used in trade, tourism and commerce.

Getting there

+ By Air: More than 10 regional and international airlines fly to and from Macau International Airport. Jetstar, Tiger Airways and Air Macau offer connections from Singapore. + By Sea: A ferry ride between Hong Kong and Macau takes about an hour and is available all day and all night. Regular services also operate to Shenzhen on mainland China. + By Land: Macau is connected to mainland China through two land gateways at the Barrier Gate and the Cotai Frontier Post.

Climate

Macau has a sub-tropical climate with occasional rain and typhoons from July to November. The best time to visit is during autumn season (between October and December) when the weather is sunny, warm and dry. Winters in Macau are mild with no extreme conditions.

Currency

Macau’s official currency is the Pataca (MOP$). Approximately 8 Patacas = US$1. The Hong Kong dollar (HK$) is linked to the Pataca and is used widely. The exchange rate is MOP$103.20 = HK$100.00. There is an acceptable variation of up to 10%.

The Opulence Ball at Grand Hyatt Macau

issue 11.12

hrmasia.com

59

talent ladder Linda Lim

Regional Head of People and Culture, AirAsiaExpedia

Peter Baker

HR Director, Asia Pacific, Maersk Line

Tayrius Low

Talent Development Executive, MSL Singapore

60

issue 11.12

hrmasia.com

Linda Lim is the new Regional Head of People and Culture at AirAsiaExpedia. Previously the Director of HR at RCI Asia Pacific, she was headhunted to take on the new role, and brings to the table almost 16 years of HR experience.

To her, it is a once-in-a-lifetime opportunity to work for two amazing companies – AirAsia and Expedia– where the East meets West.

Lim will be working alongside her colleagues on the leadership team to develop their people, build a high performing team, and foster an awesome work culture.

Currently, she is focusing on acquiring all the right talent in Asia as Air Asia Expedia JV is starting out. It is a challenge since the pool that her team is targeting at is small and the competition stiff.

Peter Baker has been appointed as the HR Director of the Asia-Pacific region at Maersk Line. Prior to this, he was with Procter & Gamble for 17 years as a regional HR manager.

Baker had spent the first half of his career in sales and marketing before moving into the HR industry, making him knowledgeable about different aspects of running a business. He is passionate about working as a business partner and ensuring that HR adds value to the organisation.

In his new role at Maersk, Baker wants to ensure that the HR team is getting the right people with the right skills to meet the expectations of customers. He is working on centralising some of their specialist work into a regional centre of excellence which will serve the HR teams in the local markets.

Tayrius Low has recently taken up the role of Talent Development Executive at MSLGROUP in Singapore.

He will work with the Organisational Development Director to manage the Singapore recruitment and employee retention functions. The appointment rides on the back of growing investment by MSLGROUP on the aspect of learning and people development in the Asia Pacific region.

Low started his career in the public sector, before moving into the public relations industry. Prior to joining MSLGROUP, Tayrius worked at FleishmanHillard specialising in recruitment for Southeast Asia and India, and comes with three years of experience dealing with HR matters.

“It is a very exciting time for me right now. In addition to specialising in the recruitment of communications professionals, I am also tasked with developing best employee retention practices and expanding the recruiting tool kits for the agency.”

twenty-four seven 12.30pm I undertake shipping duties, review all deliveries and shipment documentation, signing and checking.

1.30pm On a daily basis, I will have to either take care of administrative issues, HR matters or handle shipping transactions.

Tony Koh

3.30pm Have a Kit-Kat – taking a timely break with staff to recharge.

Manager, HR and Admin, Tsubakimoto Singapore

8:15am I usually reach the office 15 minutes earlier than the actual work time.

I first head to the canteen for a cup of Kopi O to kickstart the work day.

8:30am I usually conduct orientation for new employees. Besides reviewing employment terms and conditions, I have to prepare recruitment when the need arises.

9:30am I go down to the factory/warehouse to attend to any HR or General Affairs (GA)

issues. As HR deals with people, there are ever changing challenges that we must handle on a daily basis. It is important for us as HR personnel to stand firm in our implementation of policies and conducting of duties for us to be effective.

11:45am This is usually time for lunch and catch up with my ‘kakis’ in the canteen.

A simple meal would suffice to keep the momentum going. Sometimes I could go out to meet others for networking.

3.45pm At this time, I am usually involved in work-related meetings. They usually involve recruitment matters such as shortlisting potential employees, or reviewing and fine-tuning HR policies.

At other times, we could be discussing orientation or training plans and reviewing the concerns of managers.

We also go through our HR surveys during meetings to see what else can be done to improve.

5.15pm Taking care of any last issues for the day before I knock off to spend time with family.

in person

Martin

Ng

Regional HR Manager, Asia Pacific, Elliot Group me to challenging situations, combining business complexities with the dynamics of people coming together.

Years in HR? 15 good years.

Why HR? The Chinese character for people – “ren” – is rather simple to write, but it can be complex to engage with. HR is about managing people relations and expectations, and I most enjoy helping people around me to be more successful and effective in their roles. The HR role can also subject

Why Elliot Group?

Elliott Group is penetrating into the India and China markets, which not only allows me to grow within Elliott, but also gives me the opportunity to be involved in establishing new business entities in India and China. Elliott Group values good relations among its diverse group of employees. It provides a dynamic environment that challenges me to be more sensitive and resourceful by working with regional leaders to support and drive both people and business effectiveness.

Biggest achievement?

It would be the recognition for my involvement in establishing new Elliott

operations in India and China and ensuring that the appropriate legal policies, approaches and practices are in place. This is still “work in progress”. It also includes the review of compensation structures and implementing changes in compensation for global alignment and consistency.

Family?

I have been married for 18 years and have three lovely children. Helping my children in their school work, and listening to their stories is refreshing, especially when I find myself learning something from them!

What happens after hours?

I relax by walking and keeping fit. I also love the opportunities to travel that come with my job. I enjoy meeting new people, experiencing new cultures, and of course, tasting the local food. issue 11.12

hrmasia.com

61

resources

Too Many Bosses, Too Few Leaders

W

hat differentiates your average boss from a superior leader? In Too Many Bosses, Too Few Leaders, author Rajeev Peshawaria attempts to answer this perennial leadership dilemma.

Peshawaria is no stranger to the leadership development scene, having spent more than twenty years working alongside top executives at Fortune 500 companies and training them in leadership. In his empowering book, Peshawaria introduces the three core principles that he views as the foundation of the best leadership – that great leaders clearly define their purpose and values; that nobody can motivate another person because everyone comes pre-motivated; and that a leader’s job is not to directly produce results but to create the conditions that will harness the energy of others.

The book also reveals that the three elements that would provide the most leverage to an

organisation would be: the brain – setting direction with a compelling vision and clearly differentiated strategy, the bones – designing the organisation with top quality talent, supporting systems and structures, and nerves – creating a culture of excellence with compensation aligned with cultural philosophy and teamwork.

Many leadership books identify the attributes and activities of a leader, but this book identifies a key ingredient which is often missing from textbook analyses – which is the importance of the energy emanating from the leader and how to cultivate it. This is an enjoyable read by an author who knows what he’s talking about, and highly recommended for leaders or aspiring leaders in any organisation.

At a Glance Too Many Bosses, Too Few Leaders Authors: Rajeev Peshawaria Published by: Free Press Retail Price: S$25.04

Winning appraisals

T

he book Win-Win Performance Appraisals: Get the Best Results for Yourself and Your Employees make a useful read whether you are new manager or a veteran manager who has been conducting performance appraisals for years.

According to author Lawrence Holpp, performance appraisals do work and help organisations maintain focus on their strategic plan. He also writes that it is important for managers to understand that the performance appraisal is a process done with the employee and not done to an employee.

Win-Win Performance Appraisals has been divided into chapters that include setting objectives for performance appraisals meetings and how to conduct them to following-up with employees after performance appraisals. There is also an informative chapter that deals with legal issues in performance management – how

62

issue 11.12

hrmasia.com

managers should ensure that they document and record the meeting, keep employees records confidential and not show any type of discrimination.

The book also has bite-sized information boxes that include definitions and references regarding a relevant topic. As a final note, the author informs the reader to understand the organisation’s objectives, know employees’ goals and aspirations and plan well to ensure effective results from an appraisal. Ultimately, Win-Win Performance Appraisals is an informative Win-Win Performance Appraisals: Get the Best read that helps a manager to Results for Yourself and Your Employees attain effective worker Author: Lawrence Holpp development through Published by: McGraw-Hill constructive performance Retail Price: S$21.95 management techniques.

At a Glance

talent feature

Right and wrong hires – and how to avoid the latter

What every hiring manager needs to know about Talent Attraction and Cultural Fit

creating a wealth of opportunities for identifying new talent pipelines.

Mike

game

Recruit for High Performance rather than Experience

Chief Executive Officer, Hudson Asia

W

e are living and working in interesting times. The war for talent and high expectations from the new generation have caused employee retention levels to drop. Recent research suggests up to half of your employees could possibly be applying for new jobs, or passively thinking about switching careers.

While it’s important to have employee retention strategies to address this issue, employers should also implement strategies to reduce the hiring of ‘bad fit’ employees.

The effect of a single bad hire could have far reaching consequences, including negative impact to teamwork and engagement, loss of productivity, reduced staff morale and opportunity costs to your organisation.

Although there are many factors that motivate today’s candidates, the most relevant are also often the hardest for employers to assess. Jobseekers aren’t only just looking for more pay – many also want interesting jobs with career growth opportunities, strong leaders they can respect and a culture that makes them happy.

Develop Targeted Attraction Strategies and Talent Pools

With candidates shifting roles to the driver’s

seat and becoming choosier than before, it is critical that you have a tangible corporate culture. This will not only present your company as an ideal place to work, but also attract suitable talent that fits your company’s personality and expectations.

Strategies to communicate an authentic Employee Value Proposition should be integrated into your recruitment process.

Career development opportunities and salary packages should be communicated clearly and your corporate culture and values should be articulated in your messages to candidates. An effective EVP will not only attract candidates today, but also appeal to passive candidates.

Job descriptions should be expanded beyond the standard technical requirements and responsibilities. Including realistic job previews or sample ‘Day in the Life’ profiles, will allow unsuitable candidates to ‘self screen’ out of the selection process while ‘culturally’ preparing potential hires for the role at hand.

Using innovative digital sourcing strategies to help find and engage with passive candidates can help you build targeted talent pools and gather market intelligence and candidate data. New media has brought a new dimension to recruiting,

Many employers measure candidate suitability based on their technical skills, capabilities and experience as these are the easiest to gauge. Few hiring managers are equipped with the know how to measure cultural fit – the key indicator that separates low performance workers from productive high performers.

A recent Hudson study has shown that despite 91 percent of employers agreeing that cultural fit assessment has an overall effect on the performance of hires, only 6 percent of employers actually use tools to factor cultural fit in their hiring process.

Where possible, hiring managers should be trained to use motivational based questions in interviews to gauge candidate’s expectations, as well as incorporate properly structured behavioral tests designed to identify how the candidate will fit in their assigned roles. By implementing robust science-based selection methods in your interview process, you will eliminate hiring based on gut feel, and take the risk out of recruiting.

Alternatively, you can also engage experts to develop your talent pipeline and save your organisation time and critical HR resources. By increasing your organisation’s ability to attract top talent and identifying those with the right fit for your organisation, you will be well positioned to find and hire the right people. + Hudson is a world leader in recruitment and talent management services. For more information, please visit www.hudson.com issue 11.12

hrmasia.com

63

talent challenge

Developing high potentials

Many leaders believe in the value of high-potential employees, but few write development plans for them. Explain the paradox?

Most leaders know the importance of developing and retaining high-potential employees but do not even have a career development discussion, not to mention a written Daphne Ong development plan, for these employees. In my view, here are three reasons why: Director of Staffing, If leaders are not held accountable, to develop high potentials within their teams, Asia Pacific and Japan, Covidien there will not be an impetus for them to do so, given other competing business priorities. Unless leaders have benefited from previous managers who made efforts to develop them professionally, many will not have strong convictions that development plans serve any real purpose.

Some organisations choose to adopt a conservative philosophy and do not wish to create great visibility of their high potentials. They may want to avoid falsely inflating expectations or a perceived differentiation in how different employees are treated. Despite these challenges, I believe that if employees take personal accountability for their own development plans, most leaders will be inclined to support them.

Melany Sulaiman

The much higher value of the High Potentials (HiPots) versus the value of average employees can normally be felt only after a certain period of time through development actions which are a form of long-term investment. In order to bear fruit, the programme VP, HR and Communications, should be continuous and dynamic. Just like other long term development initiatives, FCI Electronics the HiPots programmes are difficult to sustain and the ROIs are not easy to measure.

Therefore, even though many leaders believe that HiPots have a much higher value, not as many put in the effort to invest for the future.

In FCI, we have a HR process called Organisation Development & People Review (OPDR) – a platform for managers to regularly assess and review our key people, including HiPots. But we must first get aligned on the definition of HiPots. They are typically those that not only perform well in their respective roles today, but can also be groomed in the next five years to eventually assume some kind of chief executive or technical/functional expert position in the long term. We also seek those who are international, adaptable and able to thrive outside of their comfort zone. Through OPDR, we identify development needs and plan for career progression of our HiPots to feed the succession pipeline of the organisation.

Joyce Yap

In today’s dynamic world of business, leaders clearly understand the value of highpotential employees and would like to have structured development plans for all of them. However, the majority do not get down to it. The main reason is that managers do not have the habit or the training to put the development plan in place. Also, managers have the pre-conception that they need to be more precise in writing the development plan, whereas the job of the manager is merely to identify the area lacking in development and document it. The rest of the solution would be from HR. Also, development plans are not always about training. It can be simply to propose an on-the-job exposure in a project or activity. Managers are in the best position to propose such on-the-job development / exposure. For instance, a need to present better may not necessarily require classroom training by some of the best in class in presentation skills. Instead, the manager just needs to give the individual more practical exposure with an observer to give feedback on progress.

Regional Head of HR, Societe Generale Corporate and Investment Banking, Asia Pacific

64

issue 11.12

hrmasia.com

executive appointments www.michaelpage.com.sg

Meet May. She’s tactful, understanding and a great judge of character.

And now, thanks to our global client network, May’s talent is being recognised in her new role as Head of HR. Our specialist consultants help people like May realise their career potential everyday.

How far can your talent take you?

HR Business Partner Leading International Bank

Talent Acquisition Leader Business Partnering Role

Our client is a market leader in the computer software industry.

Aligned with their projected business growth plans, there is a new position for a Senior Talent Acquisition in the region. You will be required to understand the various business units and their milestones, thereby integrating global programs for delivery and training. The successful applicant should have had executive recruitment experience in a multinational technology company.

You should be an active recruiter, as well as be able to lead a team in this dynamic, cutting-edge technology business. Please contact Cherry Wu quoting ref: H1039460

Senior Compensation & Benefits Specialist

Human Resources Director

US MNC

Industry Leader

Our client is a MNC with a global outlook and a clear industry leader with a recognisable brand name in its sector. As their business continues to grow in Asia, they are looking to recruit a high calibre Senior Compensation & Benefits Specialist to join their team. You will be degree qualified and have at least 3 full years of experience in C&B. You will also have a strong foundation in conducting markets surveys and analysis is an asset. In addition, experience in the manufacturing, electronics or logistics industries is preferred but not essential. You will also be an effective communicator and be highly confident with liaising with senior management.

Please contact Ling Quek quoting ref: H1062850

#12299

Newly created team leader role with regional coverage

Our client is a market leader in the banking industry poised for more growth in 2012 with a strong market presence globally. We are looking for a strong HR Partner for the retail banking business. You will be responsible for the organisational review, staffing and talent needs for the retail banking unit. To be successful in this role, you will possess a degree from a reputable industry with more than 10 years HR generalist experience. Ideally, you should have exposure to retail banking in your career. A highly rewarding and challenging career awaits the right candidate. Please contact Peiwen Teo quoting ref: H1045360

Singapore and Indonesia Focused This global organisation has an opportunity for a seasoned practitioner to lead HR initiatives for Singapore and Indonesia. You will be responsible for a sizable team, to ensure a solid foundation for best practices, as well as instilling true business partnering values within the organisation. You should have 15-20 years of operational HR experience and a proven track record for implementing change through excellent influencing and communication skills. Candidates with HR leadership experience in both Indonesia or Singapore, as well as backgrounds in the maritime, engineering or industrial sectors are welcomed to apply. Please contact Audrey Neo quoting ref: H948040

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.

Specialists in HR Recruitment

156 offices in 32 countries | www.michaelpage.com.sg

issue 11.12

hrmasia.com

65

executive appointments

66

issue 11.12

hrmasia.com

executive appointments

issue 11.12

hrmasia.com

67

executive appointments

Returning the Human to Resourcing

VP HR, International Operations

Compensation Consulting Senior Leader

HR Business Partner

Newly Created Position

Global Consulting Firm

Premier Bank

Aggressive Expansion

Financial Services Sector

Highly Visible Role

Salary circa S$180k - S$250k + bonus

China / Hong Kong-Based

Senior Manager

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.

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 – 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.

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 ‘can-do’ 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 aa@kerryconsulting.com, quoting the job title and reference number CK3444\HRM, or call (65) 6333 8530 for more details.

banking | finance | human resources

68

issue 11.12

hrmasia.com

executive appointments HRM Awards 2009 Sponsor of the Best HR Manager of the Year Award Asiamoney Headhunters Poll 2009 Best Headhunting Firm - Middle/Back-Office category No. 2 in Asia

HR Manager

Learning & Talent Director

HR Business Partner

Leading US MNC

Industry Leader

Newly Created Position

Team Management Role

Global Role

APAC Focus

Base Salary circa S$150k + bonus

Business Focused

Base Salary circa S$150k + bonus

Our client is a leading global MNC with extensive operations in Singapore. Due to continuing business needs, there is now an opportunity for a dedicated and high performing HR professional to join them as a HR Manager.

Our client is a premier shipping & logistic services company with an established network globally.

Our client is in a high growth stage with excellent opportunities in the region. Due to business expansion, there is now an opportunity for a dedicated and high performing HR professional to join them in this newly created role.

You are HR qualified and have worked a minimum of 10 years in a progressive multinational, preferably with some years spent in a manufacturing environment. Prior experience in pharmaceutical, chemical and oil and gas industries will be highly advantageous. You are hands-on, have strong knowledge around local employment practices and are overall, an excellent team player.

To apply, please submit your resume to Cecelia Koh at ck@kerryconsulting.com, quoting the job title and reference number CK3681\HRM, or call (65) 6333 8530 for more details.

Working with a team of professional and energetic colleagues, you will work closely with the management team and implement global best practices for the region. This is a generalist business partnering role encompassing issues pertaining to policy rollouts, talent management, compensation and benefits, learning and development as well as other ad-hoc initiatives. As this is a newly created role, you can also expect an administrative element to the position, especially in the onset.

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.

You are HR qualified and have worked a minimum of 10 years in a progressive multinational, preferably in the high-tech/IT software industry. You are hands-on, yet have the capacity to think at a very broad level. You are a strong team player and have a strong ‘can-do’ mindset.

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 CK3692\HRM, or call (65) 6333 8530 for more details.

Licence No: C690801Z

Working with a team of professional and energetic colleagues, you will report to the HR Director, APAC and be responsible for effective and efficient delivery of the entire end-to-end HR functions for both the local operations as well as the regional teams based in Singapore. This includes providing strategic and tactical advice to business leaders in the areas of learning and development, general C&B and talent management.

Reporting to the Group Head of HR, you will be responsible for the Talent Management & Organisational Development functions globally. You will develop a comprehensive learning & development strategy, and conceptualise and design innovative and effective learning & development programs in support of the company’s strategic people agenda. You will coach, develop and engage learning & talent development team to deliver aligned professional services that meet business expectations and upholds the company’s values.

www.kerryconsulting.com issue 11.12

hrmasia.com

69

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 SUGAR RAHIM

MAUREEN HO SURIANI NORAHIM

TALENT MANAGEMENT CONSULTANT Market Leaders in Financial Services Exciting & Challenging Growth Path Dynamic and Rewarding Environment

SENIOR HR BUSINESS PARTNER, ASIA PACIFIC Technology Industry Dynamic and Challenging Environment Strategic and APAC Role

An established player within the Financial Industry throughout South East Asia, our client is now looking to move forward with the right individual who will be the driving force behind their Talent Management team.

An exciting opportunity awaits a dynamic HR professional to join a leading technology MNC as trusted advisor to the APAC management team.

You will develop, improve and drive processes to identify and manage high potential cases within the organization and be responsible in managing established high potential individuals. You will support the Learning & Development and Talent Management leaders in succession planning analysis, reporting and talent review processes.

As a strategic HR Business Partner to the management team, you provide expert advice and act as a consultant to influence organizational development, change and coaching leaders at all levels to enhance organizational performance and retain human capital. You will work in a highly matrix environment, partnering the HR operations and Center of Expertise teams, to drive and implement organizational objectives.

Degree qualified, you have significant experience in talent management processes with a consultation and influencing background. You have strong coaching, facilitation, project management and presentation skills and love spending quality time communicating, building partnerships and helping high potentials learn and grow. Contact Sugar Rahim quoting HRMP/31750/SBR.

Degree qualified, you have minimum 10 years of solid hands-on HR generalist experience in MNC and with APAC experience. You are strategist and have demonstrated hands-on HR management expertise.

With exceptional communications and interpersonal skills, you are able to work independently in a fast-paced and demanding environment.

Contact Maureen Ho quoting HRMP/31956/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_09.indd 1-2

70

issue 11.12

hrmasia.com

executive appointments

HR PROJECTS & PROCESS ANALYST Large Financial Institution Showcase Your Project Management Skills Exciting & Dynamic Environment

HR MANAGER, ASIA PACIFIC FMCG Industry Strategic Role An Opportunity to Make a Difference

One of the world’s largest financial institutions is experiencing a rapid growth in the region, and is now looking for a dynamic and proactive individual with a sound understanding of delivering HR projects.

Guide your destiny and join a leading FMCG player in a vibrant environment. Due to an aggressive growth plan, our client seeks a seasoned HR Manager to join its Asia Pacific leadership team.

You will be working closely with the HR Shared Services team leaders to plan, organize and execute regional and global HR projects. You must demonstrate the capacity to effectively manage the development of HRSC processes. You are able to analyse, summarize and give recommendations where necessary to drive improvements.

You are a strategic business partner in providing expert advice in influencing organizational change, while educating leaders at various levels to enhance business performance and preserve human capital. You will ensure all HR practices are in compliance with local employment law and partner with HR Center of Excellence Teams in all organizational initiatives.

Degree qualified, you have strong communication skills and the ability to work with people from different levels of the organisation and across businesses. You are an excellent team player with the ability to build effective team relationships and promote an environment of trust and flexibility. You are resolution and results driven with a flexible and can-do attitude. Contact Sugar Rahim quoting HRMP/ 31937/SBR.

Degree qualified, you have at least 7 years of HR Generalist experience supporting senior level leaders in the FMCG sector, focusing in the Asia Pacific region. You are influential and demonstrated hands-on proficiency in HR management. You possess leadership and partnering abilities, have excellent communication, presentation and interpersonal skills. Contact Suriani Norahim quoting HRMP/31994/SUN.

11/8/2011 10:30:26 AM

issue 11.12

hrmasia.com

71

executive appointments

MAKE A QUANTUM LEAP Associate HR Director Newly Created Role

Active interaction with business

Our client is a leader in its market and a trusted name as a bio and pharmaceutical services provider. It has experienced significant and consistent growth both globally and in Asia. Due to expansion of their operations in the Asia Pacific region, they are looking to recruit a HR business partner to join the team.

The successful candidate will provide HR advisory and functional services to business units located in Singapore and Malaysia. In this exciting and challenging role you will partner with senior management and HR Specialist/COE to lead the overall HR strategy and execution on site, serve as a HR business partner, change facilitator, and trusted advisor to the business. You will also be required to undertake ad hoc projects.

You must have had a stable career with MNC’s, have fantastic communications and presenting abilities. Good energy levels with a strong bias for action will put you in good stead for the role. The right candidate will be degree educated and have a minimum 10 years of HR with direct line management experience. You should have an excellent track record in building and maintaining relationships at all levels within a business.

To submit your application, please email your resume in Word format to lili_kang@kellyselection.com or contact Li Li Kang at 6227 2251 for a confidential discussion.

Senior HR Manager International corporation

Attractive remuneration and hands-on work

Our client is one of the world’s leading FMCG companies with its products easily recognizable throughout the globe. With their long history in the industry, their business is currently in nearly every country within the Asia Pacific region. Due to operational requirements, they are now looking to recruit a talented senior manager to be part of their regional HR team.

Reporting to the Group HR Director, you will be responsible for meeting the full spectrum of HR needs such as recruitment & retention and be a key advisor to the respective division heads. Besides being a positive role model for your HR team, you should also lead all relevant HR services and programs.

You must possess strong communication and people skills, and have performed a hands-on operational HR role. You should have a degree in a relevant discipline, and about 10-15 years generalist background with at least 5 years in a managerial capacity. Familiarity with the FMCG industry and experience working in a matrix environment will be an advantage.

To submit your application, please email your resume in Word Format to iryani_kamal@kellyselection.com or contact Iryani Kamal at 6227 2251 for a confidential discussion.

Kelly Services is a leader in providing workforce solutions. For more than 30 illustrious years, Kelly has been partnering Singapore’s leading companies to deliver the best talent in the market. Today, Kelly Singapore operates from over 10 strategic locations island-wide. Complementing our general staffing capability, Kelly also offers great expertise in the sourcing of specialised professionals across technical disciplines such as Engineering, Technology and Science, as well as functional specialities for Finance, HR, Sales & Marketing, Procurement and Banking.

72

issue 11.12

hrmasia.com

executive appointments

Towards unparalleled career advancement with

Kelly Professional and Technical division

HR Manager Dynamic Role

Regional Opportunities

Our client is a highly successful and well-respected global US MNC in the technology industry. They are currently seeking a high caliber HR professional to join the HR team.

Reporting directly to the HR Director, you will be responsible for the full spectrum of HR functions, both strategically and operationally. You will partner business leaders to take a strong approach to areas such as recruitment, compensation & benefits, review & implementation of HR strategies, change management as well as other ad hoc HR related projects.

Ideally, you should be degree qualified and have a minimum of 6 to 8 years HR experience, preferably with exposure to the full spectrum of HR functions. You are a leader with strong employee engagement; possess strong interpersonal and communication skills. Experience working in large organizations will be an added advantage.

To submit your application, please email your resume in Word format to audrey_ng@kellyselection.com or contact Audrey Ng at 6227 2251 for a confidential discussion.

Asia Pacific Talent Acquisition Director Financial Services Sector

Newly Created Role

Our client is a leading international player in the financial services sector. As part of their exciting continuous business growth and expansion in the Asia Pacific region, they are seeking a Senior Talent Acquisition specialist to join them in this newly created role.

Working closely with the regional leadership teams, you will be responsible for building and managing a regional talent acquisition team to support the Asia business. Key objectives include meeting the hiring needs of the business in a timely and effective manner, as well as building strong employer branding in a fast paced and dynamic sector.

The ideal candidate should have a recognized Bachelor or Master degree with over 12 years of relevant working experience in international matrix MNCs in the area of talent acquisition. Candidates with in-house and agency recruitment experience are preferred with excellent communication and relationship building skills. You should be confident and well presented with strong capabilities in senior stakeholder management.

To submit your application, please email your resume in Word format to sharon_wong@kellyselection.com or contact Sharon Wong at 6227 2251 for a confidential discussion.

kellyservices.com.sg

issue 11.12

hrmasia.com

73

executive appointments

Human resources professionals speak to tHe experts Hr Director – malaysia Bring greater strategic focus.

Head of learning & Development talent management and leadership development focus.

This global brand within the manufacturing industry is going through some major changes and is looking to recruit an HR Director - Malaysia.

You will be expected to act at both the strategic and operational levels in order to realise the organisation’s goals. As such, the position is directly responsible for the management of the human resources function across Malaysia, providing thought leadership and support for 600 employees.

If you are looking to help transform and implement change across a multinational corporation, this role will allow you to create the HR strategy for the business.

This renowned insurance organisation has a strong presence in the region. In Singapore they are seeking a Head of Learning & Development. Your key areas of focus will be talent management and leadership development. You will provide expertise and consulting in learning, with HR Business Partners and other Learning Partners, to define learning and performance programs which drive business results.

With at least 15 years in L&D within a large MNC, you will demonstrate experience in both strategic and operational organisational learning and talent management.

senior manager talent Development – singapore Develop talent to achieve capabilities

aVp compensation and Benefits Be a part of a new c&B strategy

Working for a global provider of hi-tech solutions to the financial services industry, you will be responsible for the design, delivery and coordination of global and regional talent development solutions to improve technical and managerial capabilities. Knowledge of training methods and learning principles to design on the job development plans is expected and you should be a degree holder with experience in a large global, matrix work environment. An attractive basic salary is on offer.

A prestigious financial services operation requires an experienced C&B specialist at AVP level to handle the full spectrum of HR. You will be supporting an exciting rewards focused benefit program whilst heavily partnering with the business heavily and getting involved in the salary review processes to deliver new schemes and programs within C&B. The ideal candidate will be detail orientated with an ability to work and execute independently. You will have developed a good understanding of C&B theory.

please contact ash russell, mamta shukla, thomas Girling or Vargin Yeke at hr.singapore@hays.com.sg or +65 6303 0721.

hays.com.sg

74

issue 11.12

hrmasia.com

executive appointments

issue 11.12

hrmasia.com

75

executive appointments

76

issue 11.12

hrmasia.com

www.achievegroup.asia Singapore | Malaysia | Hong Kong

We want to thank all our business partners and associates who keep the Achieve Group powering ahead and soaring higher than ever before.

With your confidence and trust in partnering us throughout these 21 years, we celebrate today of our : Winning the 2011 Enterprise 50 Award Opening of our Malaysia office Launching of our new business entity - HR Consulting service This also marks a new era for us as we unveil a brand new logo, bringing us all greater future success!

Join us and earn a 5-figure monthly salary.

We offer 30% sales commission – one of the highest in the industry!

ABOUT ACHIEVE GROUP

The Achieve Group is a multi award-winning organisation and HR outsourcing partner-of-choice for local conglomerates and multinational corporations within the Asia Pacific since 1990. We are the experts in people solutions and pride ourselves on the impeccable delivery of our Talent Acquisition and HR Consulting services.

141 Market Street #13-00 International Factors Building Singapore 048944 T +65 6323 0050 F +65 6323 3006