HRM 13.3

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Hilti’s tools for success Piloting careers at Cebu Pacific Getting Ahead – Now it’s HR’s Turn

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ARE YOU READY? PLUS: • International Women’s Day Special • Employee Privacy

HRM 13.3

Contents 22 Workforce 2020: Are you ready?

The workplace in 2020 will feature five generations, a host of new social technologies and greater demands for flexible work arrangements. How can HR prepare itself to tackle this new talent landscape? HRM explores the possibilities

WORKFORCE

EDITOR Sumathi V Selvaretnam JOURNALIST Shalini Shukla-Pandey ASSISTANT JOURNALIST Vivien Shiao Shufen EDITORIAL INTERN: Grace Koh TRAFFIC MANAGER Azimah Jasman SENIOR GRAPHIC DESIGNER Amos Lee GRAPHIC DESIGNER John Paul Lozano REGIONAL SALES DIRECTOR Evelyn Lim SENIOR ACCOUNT MANAGER Yogesh Chandiramani ACCOUNT MANAGERS Natasha Vincent Charlene Lim Rebecca Ng GENERAL MANAGER Kaveri Ayahsamy REGIONAL MANAGING EDITOR George Walmsley MANAGING DIRECTOR Richard Curzon

IN THIS COVER STORY

“Jobs will have to be re-designed to create meaningful and challenging work that will optimise the skillsets of the future workforce”

PHOTOGRAPHY BY Frank Pinckers Photography PRINTED BY Times Printers Pte Ltd PUBLISHED BY Key Media Pte Ltd 121 Telok Ayer Street #02-01 Singapore 068590 Tel: +65 6423 4631 Fax: +65 6423-4632 Email: info@keymedia.com.sg

– PRAVINA JIT, DIRECTOR – MANPOWER DIVISION, IMMIGRATION AND CHECKPOINTS AUTHORITY (ICA)

MICA (P) 137/07/2012 ISSUE 13.3

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HRM 13.3

Contents

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FEATURES 12 | Tools for success

A manufacturer of products for the construction industry, Hilti has won numerous accolades for being a great place to work. The company’s success is anchored to the personal growth of its employees and this makes talent development the top priority on its HR agenda

16 | Gender Matters: Women at work

While many inroads have been made in the area of workplace diversity, women still form the majority of the latent global talent pool. A good company culture, flexible work arrangements and a fair system of rewards are some of the ways in which HR can attract more female talent into their workforce

20 | Piloting careers

Budget airlines are everywhere these days, but Cebu Pacific stands out from its competitors with a unique culture and emphasis on career development.

HRM speaks with Candice Iyog, Vice President of Marketing and Distribution about just what makes this low-cost carrier such a great place to work

30 | Getting Ahead – Now it’s HR’s Turn The time has come for HR

professionals to rise above their perceived limitations and take their careers to the next level, says HR Summit speaker and industry pioneer Dirk Rossey.

37 | Privacy matters

As the line between an employee’s personal and professional life blurs, it gets more difficult for companies to distinguish where the boundary lies. It is imperative that HR takes ownership of the employee privacy issue to mitigate significant legal and talentrelated risks

42 | Over the rainbow

Keeping a diverse workforce is crucial for organisations that want a broad spectrum of talent. An increasing number of companies are now promoting LGBT diversity, and though this could be a controversial subject area, employers say it makes good business sense

46 | Great customer service

The customer should be at the heart of any service provision, and that means customer service training should be at the heart of any HR strategy for the service industry. HRM finds out how training can be utilised to emphasise service excellence

52 REGULARS 3 | Analysis 4 | News 10 | Infographic 11 | Leaders on Leadership 52 | MICE 58 | Talent Ladder 59 | In Person 60 | Talent Challenge 61 | Resources 63 | Restaurant Review 65 | Talent Feature 66 | Twenty-four Seven 67 | Executive Appointments

CONTACT US: Read something you like? Or something you don’t? Perhaps there’s some insight we haven’t considered? Have your say on HRM’s news, features, and contributions by emailing: info@keymedia.com.sg 2

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ANALYSIS

Workforce changes

White Paper on Population:

What HR should be aware of With its many manpower policies, HR cannot afford to ignore the recently passed White Paper on Population. HRM finds out how this paper will make an impact on both HR professionals and the organisations they work in The White Paper on Population was recently passed by Singapore’s Parliament, but the response to it has been far from positive. Aside from the public outcry, the business community has also criticised it for being heavy-handed in its foreign labour restrictions.

The biggest issue of contention has to do with the government’s tighter controls on foreign labour. In a united move to oppose the paper, nine foreign chambers of commerce have written an open letter to Acting Minister Tan Chuan-Jin. “Our members are concerned with the revision of government policies pertaining to the employment of foreign workers in Singapore and the resultant impact on the operations of foreign and local companies and the overall economy,” the letter, signed off by Australian Chamber of Commerce president Graham Lee, stated.

It also warned that further tightening of labour would result in many organisations moving their operations overseas, and with that, many job opportunities for Singaporeans.

Local firms are likewise feeling the pinch. Seah Kian Peng, MP for Marine Parade GRC and CEO of NTUC Fairprice, says his organisation is feeling the manpower crunch. Some 10% of its workers are foreigners.

According to him, staff are feeling the strain and the organisation cannot open new supermarkets as quickly as it would like to. NTUC Fairprice has to balance complaints that it employs too many foreigners, with the fact that there are still 900 vacancies to be filled across its existing business, he added.

Michael Tien, CEO, Atlas Sound & Vision, says that business is in the same predicament. “As a Singaporean SME, we make it a point to hire Singaporeans and PRs. However when we are unable to fill this with local talent, we have no choice but to turn to foreign talent,” he says.

In response to the White Paper, the Association of Small and Medium Enterprises (ASME) has proposed the setting up of a National Jobs Index. According to that plan, jobs that are necessary for the country’s growth, but less likely to be taken up by Singaporeans would attract a lower levy and given a higher foreign worker quota.

“In the end, it is most likely that only the high-tech, high profit-margin businesses can afford to operate here, and we will have less need for non- or semi-skilled foreign workers,” says Alexis Ong, Regional HR Manager, Sonoco Asia.

She explains that to compete with other developed countries, there is a need to transform Singapore’s products and services. “As the world becomes more globalised than ever with technology advances, do we need 6.9 million physical bodies in Singapore? As a regional hub, we can work collaboratively with people from different geographical locations around the world,” she suggests.

With fewer workers entering Singapore from overseas, total workforce growth is expected to slow to about one to two per cent per year, half of the 3.3% per year over the past 30 years, the White Paper found.

“While the workforce decrease may not impact us immediately as we are in a high technological industry… we may however be competing for the same, limited talent pool in the distant future as our company continues to grow, further escalating salary costs,” says Steve Melhuish, Co-founder and Group CEO, PropertyGuru.

One suggestion in the White Paper that aims to make up for the decline in foreign labour is to increase productivity, which means achieving two to three per cent productivity growth per year. According to ASME, the White Paper is overly optimistic on these expected productivity gains. Squeezing out productivity gains in the face of shrinking margins and resources only leads to rising costs, prices and inflation.

There is also the issue of SMEs not being keen to upgrade. “In a recent productivity survey conducted by Spring Singapore, 15,000 SMEs were invited to take part, but I was shocked to learn that less than six per cent took part,” says Tien.

As an SME, Atlas Sound & Vision may be limited in resources, but it certainly is taking steps to overcome obstacles such as manpower shortage.

“We anticipate that with the use of new technologies and improving our productivity and innovation, we can more than compensate for it [slower projected workforce growth],” Tien adds.

According to ASME, the White Paper is overly optimistic on these expected productivity gains

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NEWS

Asia HONG KONG

Companies falling behind on employee strategies Hong Kong companies are falling behind their counterparts in Asia’s fast-growing economies when it comes to unique employee strategies and highlighting workplace advantages.

According to the Towers Watson Global Talent Management and Rewards Survey, fast-growing Asia-Pacific markets are investing more effort in defining and delivering on Employee Value Propositions (EVPs). Close to half (46%) of organisations surveyed had a formally articulated EVP, whereas in Hong Kong, only 38% of organisations did.

In Hong Kong, only 33% of the organisations said their EVP was clearly aligned with what the company stood for in the marketplace, compared to 44% of organisations in faster-growing Asia Pacific markets. Few of those EVPs (7%) were distinctive from other competing organisations, compared to 28% in fast-growing markets.

“The notion of having a formal employee value proposition is still relatively new for many organisations in Asia-Pacific, including in Hong Kong,” said Jeffrey Tang, Director of Talent & Rewards, Towers Watson Hong Kong.

“Uncertain economic prospects, intense cost pressures and global competition for attracting and retaining employees will present all types of challenges for employers in the years ahead.

“Organisations should take a strategic approach to developing their EVP that will differentiate them from their peers,” Tang added. “This is an important aspect of the Total Rewards Strategy Hong Kong employers must pay attention to if they do not want to lose out.”

ASIA

Caution continues Business sentiment in Asia was more subdued during the last quarter of 2012, as a consequence of budgets already being fulfilled, candidates awaiting the new year bonus season, and general market uncertainty.

According to the Robert Walters Asia Job Index for Q4 2012, levels of job advertising declined across the region, down 3.7% from the third quarter, while year-on-year figures were up 2.1%.

In 2012, contracting proved to be a viable option as hiring managers faced challenges in securing headcount approval. “With this increased demand, professionals were open to a range of contract positions as they sought varied industry experience,” says Andrea Ross, MD, Robert Walters Singapore, Malaysia and Vietnam. This trend may well continue into 2013 as companies look to hire more locals.

China started to show signs of an increase in activity with roles advertised within property management up by 13.6%, following 4

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61%

further government investment in infrastructure projects. High-end consumer brands also began to establish a presence in China’s second-tier cities, supporting the growth of the retail sector.

Japan saw companies implementing growth strategies increasingly based on acquisitions and international expansion; there was also strong demand for roles associated with digital marketing, with an increase in advertisements of up to 26%.

Over in Hong Kong, the slowing retail sector has caused job advertisements in merchandising and purchasing to suffer a steep decrease of 22% when compared to the previous quarter. Advertising for training and HR roles also dropped by 16.6% as companies continued to reduce spending.

of professionals believe that women are equally represented at senior levels of their companies Source: eFinancialCareers

Global opportunities are the biggest motivator for financial services staff in Singapore, with

26%

of employees wanting international experience Source: Robert Half survey

SINGAPORE

Non-PME jobs in the line of fire According to the Association of Small and Medium Enterprises (Asme), further tightening of foreign hires could drastically hit professional, managerial and executive (PME) jobs.

Responding to the Workers’ Party’s (WP’s) population policy paper released last month, the association said SMEs are already facing “a severe manpower crunch from the Government’s drastic tightening of foreigners”.

The WP’s proposal was even more drastic, recommending that if the resident workforce can grow at one per cent, a freeze on foreign-worker numbers can then be imposed. The WP also suggested roping in more women and senior citizens into the workforce to achieve those targets.

Asme says that because many Singaporeans would likely have aspirations for PME positions, so they would be less attracted to the non-PME jobs left vacant because of a fall in foreign-worker hiring.

“The void in the workforce cannot be filled by Singapore PMEs who wish for higher-level, higher-paying and higher- comfort jobs,” Asme told AsiaOne. The association added that getting more women and senior citizens back into the workforce to fill the void is also no easy task.

Still, Asme supports the Government’s stance on promoting growth within the Singaporean workforce, albeit with progressive tightening of foreign-worker numbers so as to help SMEs with the transition.

NEWS

Asia HONG KONG

INDONESIA

Businesses are shifting to cheaper locations in Hong Kong With many companies shifting office away from Hong Kong’s Central business district (CBD) to less pricey locations, expats can look forward to cheaper accommodation.

Under the pressure of increasing rental fees and China’s economic slowdown, many companies are leaving the expensive CBD in search of less costly office spaces such as Hysan Place in Causeway Bay and offices in the cheaper Kowloon East, reports The Telegraph.

With these relocations, expats may find it to be a hidden blessing – they can now move to cheaper areas of residence near these places for work, rather than to struggle with sky-high prices for accommodation near the CBD area, said the report. According to DTZ consultancy, this has caused Hong Kong to fall from its spot of glory as the world’s most expensive place to rent an office, falling by 12%, with London taking its place.

However, expats have a part to play in the steep prices of accommodation in Hong Kong. “They (Expats) often choose prime areas in cities where international schools, embassies or social focal points are, which are the more expensive areas in the city,” said Lee Quane, ECA’s regional director for Asia. As such, the Hong Kong government introduced a 15% stamp duty for foreigners buying property last year.

Yet, Hong Kong may maintain its place as having pretty expensive office space still. “Office rents in Central should remain stable this year after last year’s decline with some Chinese companies looking to set up office in Hong Kong, and the general robustness of the Chinese economy,” said David Ji Yanxun, head of Greater China research at DTZ.

Nearly a million workers at risk Companies with a strategic approach to their Employee Value Proposition and Total Rewards are

seven times

more likely to have employees that are highly engaged Source: Towers Watson Global Talent Management and Rewards Survey

Singapore’s hotel room rates are the

third highest in the region, behind Hong Kong and Tokyo Source: Hogg Robinson Group’s Annual Hotel Survey 2013

71%

CHINA

Skills shortage to continue With a continued shortage of quality talent likely in China’s professional recruitment market during 2013, many employers will look to develop more targeted attraction strategies to secure the skills they need.

Almost half of all employers surveyed in the 2013 Michael Page Salary & Employment Forecast, China, (48%) expect their business will experience some staff turnover during the year, and 51% believed there would be a professional skills shortage.

The majority of surveyed employers (68%) believe this skills shortage will lead to salary levels increasing above the rate of inflation; an increase of 6% compared to the 6

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2012 survey. Aligned with this sentiment, most of the employers surveyed (36%) indicated they were likely to award average salary increases in the range of 8-10%. This finding was consistent with the previous year’s survey, where 34% chose 8-10% as the range for average salary increases.

“The limited availability of exceptional professionals is likely to be exacerbated by an increase in staff loyalty and the on-going shift for employees to stay with an employer for longer in a role and take advantage of training and development opportunities,” says Richard King, Managing Director of PageGroup in North and Eastern China.

of HR executives in Asia-Pacific say their department has been able to meet leadership’s requirements for merger and acquisition support Source: Mercer 2012 M&A Ready

Total pension assets in Hong Kong have now surpassed the

US$100 billion mark

Source: Towers Watson’s Global Pension Assets Study

The recent rise in the minimum wage for labour-intensive industries may cause massive layoffs in April.

According to Indonesia’s Industry Minister MS Hidayat, around 900,000 workers employed by at least 1,320 companies in the food and beverage, tobacco, textile, footwear, leather, toy and furniture sectors will lose their jobs if the wage increment is not postponed.

“Businesses cannot bear the costs incurred by the new minimum wage, which has increased by an average of 43%,” Hidayat told The Jakarta Post.

He added that companies faced difficulties in cutting the number of workers to compensate for the wage rise as severance costs for dismissed workers were extremely high.

The 2013 minimum wage was increased by between 30% and 40%, mostly due to pressure from striking workers. The figures were well beyond the 15% average rise proposed by businesses.

In response to complaints from businesses, President Susilo Bambang Yudhoyono agreed late last year to exempt labourintensive sectors from complying with the policy.

These companies need to register with the Manpower and Transmigration Ministry to receive the wage-freeze facility. As of mid-February, the ministry had approved 50% of wage-freeze applications filed by 946 labourintensive companies.

NEWS

International GLOBAL

US

Negotiating pay a challenge for women

Mid-day siestas may boost performance Workers who get a short nap during work-time may increase their productivity, according to research by Harvard Medical School. It found that one-third of American workers are not sleeping enough to function optimally and that chronic exhaustion is costing billions of dollars in lost productivity. “Presenteeism” remains a problem, with people showing up for work but operating at sub-par levels.

The answer is simple, say researchers – go sleep.

A study by NASA found that a nap of just 26 minutes can boost performance by as much as 34% and also generate a 54% improvement in alertness. Sara C. Mednick, author of the book Take A Nap! Change Your Life, says a mid-day snooze can improve a range of metrics: “I found it helps with memory processing, alertness, and learning new skills,” she told Care2.com.

Employers eager to reap the benefits of a productive workforce are making napping facilities available for staff to take a quick siesta and return to work refreshed. In forward thinking companies like Google, American Online and Cisco have napping pods, the phenomenon of sleeping at work is becoming more common. sixteen percent of US workers say their employers provide a place to nap, and 34% say naps are allowed at work.

“I think it’s just like working from home,” said Mednick. “Years ago your boss would have thought you were crazy if you asked to work from home, but now that companies see the results and the increase in productivity, it’s become more and more common. I think once companies start to see an increase in production and fewer sick days from napping, it will become more and more common as well.”

HR directors can expect pay increase of up to

13%,

a HR manager up to 9% and a remuneration and benefits consultant can command up

to 20% more this year

Source: 14th Annual Global Salary Survey by Robert Walters

New research has found that women can successfully negotiate higher salaries, but they have to be careful in their approach.

Published in the Psychology of Women Quarterly, the study asked 402 participants to watch videos in which a recently-promoted female employee negotiates her new salary using a number of different strategies. In some of the videos, she expresses a concern for business relationships. In others, she negotiates her salary while alluding to another job offer received. In other videos, she uses both strategies.

The survey participants were then asked if they would enjoy working with the woman and whether or not they would grant her the salary she desired.

The researchers found that alluding to another offer increased the likelihood that women would get the payrise desired and that showing concern for business relationships helped to mitigate potential social backlashes. However, combining these strategies was not successful.

“The anticipation of social backlash or pay discrimination is taxing for women and undermining of their human potential,” said Hannah Riley Bowles and Linda Babcock, the study authors. The researchers called for further research that will takes both monetary outcomes and social and relational factors into account.

52%

of business leaders think that HR prioritise ‘what matters to HR over wider organisation issues’ Source: Chartered Institute of Personnel and Development (CIPD)

SWITZERLAND

Swiss to vote on CEO pay The Swiss will be heading to the polls in March, with voters getting to decide whether top executives should have their compensation limited by shareholders.

More than 100,000 Swiss citizens have signed a petition to limit ‘fat cat’ pay, with a poll showing a majority are expected to vote ‘yes’ at the referendum.

Thomas Minder, a Swiss lawmaker and managing director of herbal toothpaste Trybol AG, is the man behind the petition. He blames ‘fat cats’ – or ‘Abzocker’ in German – for the financial crisis in Switzerland. If the referendum turns out successful, the proposal will give shareholders the right to ballot on executives’ pay and prevent big payouts for new hires and for managers when they leave companies.

According to a report by Bloomberg, Minder aims to eliminate sign-on bonuses, as well as severance packages

and extra incentives for completing merger transactions.

“Shameless executive payouts have very clearly come from the US,” said Brigitta Moser-Harder, an activist shareholder, who owns shares of the country’s biggest bank UBS AG and largest engineering company ABB. “People have been outraged about high earners for years.”

Not everyone is pleased with the proposal, though.

“If you have this kind of limitation on executive pay, why should an American company put their European headquarters into Switzerland,” Philip Mossiman, CEO of Bucher Industries AG, was quoted as asking. “They would leave. I’m certain of that.”

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NEWS

International EUROPE

UK

Many offices have policies that ban social media during work hours, with some even going to the extent of blocking such websites to prevent employees from getting distracted.

However, a report by CNET Australia indicates that such an approach may not be effective. According to a new study Temptation at Work by Alessandro Bucciol at the University of Verona, Italy, Daniel Houser at George Mason University in the US, and Marco Piovesan at the University of Copenhagen, Denmark, resisting the temptation to participate in social media takes so much willpower that the productivity of workers actually decreases. The authors found that using willpower consumes an individual’s energy. Once this energy is depleted, willpower can become more difficult to exercise, which in turn, can negatively impact one’s ability to delay gratification.

The study examined 60 individuals. Subjects who had to resist watching a funny video showed a significant decline in accuracy, making as many as three times the mistakes as the group who watched the video automatically.

This study further substantiates the 2011 report Impact of Cyberloafing on Psychological Engagement by Don JQ Chen and Vivien KG Lim of the National University of Singapore, which also showed that allowing staff to surf the net relaxes them, making them more productive.

New research has identified the worst attributes of poor managers.

According to a study by the Chartered Institute of Personnel and Development (CIPD), they are: not taking responsibility, panicking about deadlines, passing on stress, and giving staff ultimatums.

The CIPD found that these characteristics were considered as bad as inappropriate humour, favouritism, and undermining employee motivation or wellbeing.

The report highlighted that managers need to engage employees and prevent and manage stress in order to get the best out of people. Managers who are calm under pressure, invest time in talking to their staff, get to know staff as individuals, and also discuss their career development are likely to benefit from higher levels of employee engagement and lower levels of stress and absence.

Other positive managerial behaviours include consulting people, taking responsibility if things go wrong or mistakes are made, and regular checking on the well-being of staff.

“In tough economic times, how people are managed on a day-to-day basis becomes even more critical for organisations that want to engage and get the most out of their workforces.

Our research unpicks the behaviours that managers need to exhibit if they want to get the best out of their staff while preventing and managing stress,” says Ben Willmott, Head of Public Policy at the CIPD.

Resistance is futile when it comes to Cyberloafing

FRANCE

US boss criticises France for “three-hour work days” The boss of a US tire company has made waves by insulting the French work ethic in a leaked letter to France’s industry minister.

Titan International’s Maurice Taylor, also known as “The Grizz” for his bear-like no-nonsense style, told French minister Arnaud Montebourg that he has no interest in buying a doomed plant. He had been approached as a possible buyer of US group Goodyear’s Amiens Nord factory in northern France.

“The French workforce gets paid high wages but works only three hours. They get one hour for breaks and lunch, talk for three and work for three,” Taylor wrote in his scathing letter.

“I told this to the French union workers to their faces. They told me that’s the French way!” Taylor added in the letter, which was confirmed to by the 8

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ministry to be genuine.

“Titan is going to buy a Chinese tire company or an Indian one, pay less than one Euro per hour wage and ship all the tires France needs,” he said. “You can keep the so-called workers.”

Union leaders have hit back in a fast and furious fashion. One official Mickael Wamen said Taylor’s views were based purely on a visit to a troubled plant whose operations had been cut back, and were not a reflection of France as a whole.

In a report by Reuters, France has been experiencing a long industrial decline that has dented exports even though productivity levels rank among the best in Europe. Experts blame France’s rigid hiring and firing laws for the situation.

They also blame the country’s 35-hour work week for diminishing competitiveness with Germany.

Top attributes of the mediocre manager

Fraud committed by employees in the UK skyrocketed by over

40%

last year Source: UK’s fraud prevention service, CIFAS Fly-in Fly-out HR Advisors, Learning and Development and Training Managers have been identified as the

most indemand

HR roles right now Source: Hays Quarterly Report for January to March 2013

FEATURE

Special tribute

TOUGH ACT TO FOLLOW

One of the greatest stalwarts of HR practice and advocacy in Singapore is taking on a new role in Geneva to help fight malnutrition

One of the most prominent figures in Singapore’s HR scene, Low Peck Kem, Divisional Director, National Human Resources Division, Ministry of Manpower (MOM), stepped down from her position at the end of February to take on a new challenge in Geneva, Switzerland.

She will be joining the Global Alliance for Improved Nutrition (GAIN), an alliance driven by the vision of a world without malnutrition. GAIN’s mission is to reduce malnutrition through sustainable strategies aimed at improving the health and nutrition of populations at risk. Her new role will cover HR, Organisational Development, Operations, as well as Legal.

“I’ve been with MOM for the past five and a half years, and prior to that I was in the private sector all my life,” says Low. “My rationale for taking on this new role is to contribute back to the community as I have benefited a lot from Singapore. It is my personal passion to make this world a better place to live.”

Prior to MOM, Low was the vice president of HR at Avago Technologies for two years, and also spent seven years with Agilent Technologies in both a Singapore and a regional role. Before that, she was with Hewlett-Packard (HP) Singapore in various roles ranging from manufacturing to HR for eight years.

Low, an engineer by training, has made quite a name for herself in the HR profession, with many accolades thrust upon her. Under her leadership, MOM has won several prizes in the annual HRM Awards, including the Best Performance & Productivity Practices Award and the Best HR Team Award. She herself won the greatest

Low Peck Kem

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

prize back in 2008 for Outstanding Contribution to HR, and was awarded the inaugural Best HR Director in the HRM Awards in 2004.

With all her accomplishments, Low remains humble and attributes the success to the team around her. “My biggest achievement would be the team I work with – the people who have been very supportive as we go out and conquer the world, so to speak. There are many milestones I’m pleased to have accomplished, but it’s my team members that I am most proud of.”

One of her strongest HR memories occurred during her experience at Agilent Technologies, when HR was tasked to manage a significant retrenchment exercise.

“While I wouldn’t call it an achievement exactly, the way we handled it where people left with their heads held high and outgoing staff telling me that if the company ever would need them again, they would be back – these are the moments which really speak volumes, Low recalls. “HR made a huge difference in making a very difficult situation easier to bear.”

Among the many milestones in her career, was the setting up of the Human Capital Leadership Institute (HCLI). “It’s my baby as we conceptualised it from scratch.

It was quite a journey to convince the government and stakeholders to support and join in the alliance to create HCLI, and the national HR agenda,” she says.

In her new role at GAIN, she will also be facing an industry that is at first glance alien to her.

“It’s a field that’s completely new to me. I understand the public service, engineering and manufacturing, but nutrition is not my area of training,” she explains. “I look forward to learning new things and I hope to bring what I have learned in the last 30 years and see how I can translate that and add value to the organisation.”

Low’s MOM role is being taken over by Ow Seng Fong, the previous HR Director for the Workforce Development Agency in Singapore.

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9

HR INSIGHT

Flexible benefits

Benefits employees want worldwide UK Paid time off

DID YOU KNOW?

IRELAND Paid time off SPAIN Private health coverage FRANCE Dental coverage CANADA Paid time off

US Paid time off

CHINA Commutation assistance BRAZIL Food/gas subsidy

HONG KONG Paid time off

ITALY Retirement plan where employer’s contribution is specified

Where an additional salary increase was offered (all markets but Hong Kong), it was preferred over all other options offered.

The exception is Canada, where employees ranked an additional week of paid time off above a salary increase – not surprising, considering the country’s high value on work-life balance.

ONE SIZE DOESN’T FIT ALL Even within countries, there is a wide range of benefits that employees truly want. It looks like flexible benefits may be the way to go in the future.

In Canada, workers between 25 and 44 were particularly interested in additional paid time off, as were workers in two-parent families with young children

In China, older workers are particularly interested in salary increases, retirement plans and another week of paid time off

In Spain, women compared to men tend to rate an increase in salary as more important, while men showed a higher preference rate for insurance benefits and retirement savings products

Source: Mercer Benefits Research: Which benefits do your employees value most? - Global 10

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In the UK, younger, single employees are less interested in salary increases and more keen on a free gym membership and a session with a financial planner

LEADERS ON LEADERSHIP

Work significance

Finding meaning in work How meaningful do you find your work as a leader? How has it enriched your life?

Aditi Nayak

Chief Operations Officer, MindWave Solutions

A leader is entrusted to make decisions that impact not only the individual journey, but also set the direction towards which the team works. Personally, it has been an extremely satisfying experience to recognise good ideas from my people and being instrumental in shaping them to become reality. This is especially true when leading a technology company, where I can continuously drive the company towards innovation that create value and translate into a positive impact on the business community.

Being a business leader also means holding a responsibility for every team member’s professional development and personal growth. This gives a sense of purpose in motivating employees to achieve company goals and at the same time, inspire on a personal level through providing an opportunity to learn, to grow, a chance to explore boundaries, take up new challenges and outperform. And in the process, build future leaders who share a common goal.

Along the way, I have uncovered the value of providing the right platform for my employees to learn on their own – because these are the lessons that make the most impact and shape the decisions of tomorrow. It gives me a great sense of fulfillment as it helps me gain greater perspective to trust my team members, to give support not instructions, and empower them to be intrinsically motivated.

Navin Kapila

Managing Director, India, Inmarsat

Each of us has the ability to create value and enable others, and I believe leadership is essentially about taking this ability to the next level to touch as many lives and communities as possible. Fortunately, my role at Inmarsat allows me to do that.

Delivering lifeline satellite communications solutions to underserved regions is in itself a rewarding experience.

Imagine seeing a person in a remote village using new technologies like a satellite phone to contact his family in another part of the world or having access to the internet and for the first time, discovering a world of possibilities.

Working with the International Telecommunications Union (ITU) in the area of emergency communications in the past has also given me an opportunity to extend support to communities that have been affected by calamities. I’ve learnt a lot along the way and every interaction has enriched me personally.

Some years ago, I took part in a challenge to drive from London to Cape Town for the benefit of the Nelson Mandela Children’s Fund, and had this unforgettable experience in a village in Africa. We wanted to show them how satellite phones work, only to find out they have already been using one! These moments when we see how innovations help make people’s lives better make being in a leadership role immensely meaningful.

Ben Elliott

Chief Operating Officer, Experian Asia Pacific

Leadership is a huge responsibility, whether it’s leading three or 3,000 people.

I often stop to consider the implications my decisions have on not only the team, but also their families. This is because ultimately, the actions we take today as leaders will have a significant knock-on effect on the communities we live in, whether we like it or not.

I personally find great meaning in leadership, not only as a day-to-day job, but also as a meaningful journey as part of my career. It is fundamentally one aspect of my job that I fervently reflect upon every day to not only learn from my mistakes, but relive the positive moments. Often, I see a very close correlation between my role as a leader in the workplace, and my role as a leading figure at home – both of which offer huge rewards.

One of the most rewarding aspects for me as a leader is the opportunity to help someone develop into a great role model within my team, and move on to either replace me or even become a peer.

Similarly, the ability to play a part in helping an underperforming staff member grow to become a valued contributor also provides me with a great sense of satisfaction. Even in a leadership role, I find that I’m learning so much more from my boss, my team, my staff, my peers and my family, than I am from myself.

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HR INSIDER

At a glance • Name: Hilti Far East • Total no. of employees: 20,000 globally, 700 in Southeast Asia and 110 in Singapore • Key HR focus areas: Building a strong success pipeline, strategic career development opportunities

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HR INSIDER

Hilti Far East

TOOLS SUCCESS for

A manufacturer of products for the construction industry, Hilti has won numerous accolades for being a great place to work. The company’s success is anchored to the personal growth of its employees and this makes talent development the top priority on its HR agenda

By Sumathi V Selvaretnam “It’s our culture that sets us apart,” says Low Khim Wah, Head of HR Management, Hilti Far East. The leading professional tools manufacturer strongly believes in empowering its employees and giving them the freedom to get the job done. “When people take responsibility of their work, it creates a thriving organisation.”

Supporting the middlemen Line managers are a critical component of the performance management equation at Hilti Far East. However, they face immense pressure from both senior management and their team members, says Low Khim Wah, Head of HR, Hilti Far East.

Aside from leadership development programmes, Hilti supports its line managers by encouraging them to take their team members out for training camps over two to three days. This allows them the opportunity to interact in a non-work environment and ask deep questions about how to overcome their weaknesses and make their teams more successful. “It builds relationships and trust,” Low says.

This positivity pervades the entire business. For example, when it comes to performance evaluations, the organisation ensures that its key performance indicators measure the positives rather the negatives, such as the number of customer orders that it gets right, Low explains.

Recognition for good performance should not only come from the top but from one another, Low says.

Hilti therefore encourages its employees to recognise their peers. Someone from its sales department could write a thank you card for an engineer and pass it on to HR. The card is then pasted on the company wall and HR sends out an email notifying the recipient.

Self-reflection is another important aspect of the Hilti culture, says Low. The central tenet of all training programmes is “the mirror”. Employees are encouraged to reflect and look into the mirror and realise what their own strengths and weaknesses are.

This helps them drive their own growth, so the onus does not solely lie on the company, Low explains.

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HR INSIDER

Hilti Far East Raising awareness

WHO’S WHO IN HR

Low Khim Wah Head of HR, Hilti Far East

“When people take responsibility of their work, it creates a thriving organisation” – LOW KHIM WAH, HEAD OF HR MANAGEMENT, HILTI FAR EAST

Irene Koh HR Manager, Hilti Far East

Finding the right talent mix for the organisation is a key HR challenge facing Hilti Far East. Due to the nature of the business, the ideal employee should possess not just technical skills but good communications and selling skills, Low says. “We need more people in sales and marketing roles, especially those with a long-term and strategic mindset.”

While Hilti is a household name in the construction industry, it is not well-known outside of it, says Low. In light of this, the company has been actively trying to raise its profile and boost its employer brand. According to Low, Hilti is building strong networks with top business schools and universities in Singapore to attract potential candidates into the organisation. It also actively participates in surveys and events, such as HR conferences and engineering talks, to share more details of its work culture and strengths.

From engineers to leaders Retaining assisting engineers in the organisation has been another key challenge for Hilti Far East. A typical day for this group of employees involves them spending seven to 10 hours at a job site, being suspended on gondolas, and meeting customers. “Young people prefer office jobs. But you find the unsung heroes at the job sites,” says Low. Many of these engineers start out with basic qualifications such as a diploma or an Institute of Technical Education certificate. Hilti helps such employees work their way up in the organisation by sponsoring their further tertiary education, says Low. This is one way in which the company recognises and rewards the hard work and long hours put in by its employees.

Most engineers also come from a technical background so helping them grow into leaders requires exposing them to other parts of the business, says Low. For example, key project engineers have to work with customers and sales people, and this requires them to develop good business acumen. “We create positions that enable engineers to move from technical to business roles,” says Low.

Strategic talent development Succession planning is taken very seriously at Hilti, and 80% of its management positions are filled by

Poh Lay Hoon HR Specialist, Hilti Far East

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ABOUT HILTI Founded in 1941, the worldwide Hilti Group evolved from a small family company in Liechtenstein, which is the sixth smallest country in the world. It produces cutting-edge technology for the global construction industry and now has a presence in over 120 countries across the world.

FEATURE

internal hires. To achieve this, the company offers a number of programmes that aim to accelerate the development of talented employees.

The Southeast Asia Talent Advancement Programme is targeted at first time leaders who are typically young employees without leadership experience. It focuses on increasing general business acumen, the rapid development of general management skills, and also teaches budding leaders to look at the big picture.

The programme is delivered through workshops and project work, and is run by both internal and external facilitators as well as management. Participants receive team and individual coaching. This programme increases the attractiveness of Hilti to young talent and boosts retention of high-potential young hires, says Low. “It also provides bench strength for the future first line management positions at Hilti.”

For more experienced employees, Hilti runs the International Talent Advancement Programme (I-TAP).

Here, high performers are groomed for senior leadership positions in the Executive Management Team over a period of one to two years. This programme aims to accelerate the business acumen and commercial awareness at a senior level. “It focuses on getting things done in teams, understanding one’s own influence, and achieving aggressive targets,” says Low. Participants in I-TAP also undertake a real business project with execution potential.

“In order to create global leaders, we need to give them global perspectives and exposure,” Low concludes.

Kensington Ballroom: 400 – 500 pax

Whether for

Business or Pleasure, we have the

Perfect Venues for you

KTV Rooms: 8 – 10 pax

Hilti looks for the following attributes in its potential leaders

Beer Garden: 80 – 100 pax

Serangoon Gardens Country Club offers clients a quiet refuge complete with a variety of function rooms that are perfectly suited for any corporate or private event.

Conduct a workshop in our Casuarina Room, have a few drinks with your clients or colleagues in our Beer Garden or KTV Rooms or opt to have your company’s next dinner and dance in our Kensington Ballroom. From team building workshops to power lunches, whether for business or pleasure, we have the perfect venues for you.

• Learning agility The ability to pick up new skills and knowledge, suggest new ideas • Bringing out the best in people Ability to hire and develop people, excite them about work and discover their strengths • Crafting a direction Ability to keep the big picture in mind yet question conventional wisdom

To book your next event, call or email us today!

Tel: 6286 8888, 6398 5381, 6398 5365, 6398 5387 Email: banquetsales@sgcc.com.sg

• Drive to outperform Determined to get results, inspire and engage people

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Casuarina Room: 50 pax

22 Kensington Park Rd Singapore 557271 www.sgcc.com.sg HRMASIA.COM 15

FEATURE

International Women’s Day

@

Gender matters:

Women work While many inroads have been made in the area of workplace diversity, women still form the majority of the latent global talent pool. A good company culture, flexible work arrangements and a fair system of rewards are some of the ways in which HR can attract more female talent into their workforce

By Shalini Shukla-Pandey

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FEATURE

Evidence continues to show that employers are struggling to find people with the right skills and abilities to propel their businesses forward. With an economic environment that has evolved to be more competitive than ever before, every hire is an important one.

“Paying attention to the diversity of talent in labour markets will open up new sources of talent (businesses) have neglected,” says Dianah Worman, Advisor on Diversity & Inclusion for the Chartered Institute of Personnel and Development (CIPD).

Dyanne Ierardo, Director of HR, Asia-Pacific, Verizon concurs, saying that by embracing and promoting diversity across cultures, skill sets and gender, employers can map the right talent to the right job, and achieve good business results.

“It is also increasingly clear if any employer should discriminate against any individual, for example, because of gender or parental status, they will not only be losing out on skills and talents, but will also be potentially acting against the law,” says Ierardo.

“It is thus of utmost importance for companies today – be they big or small – to address this promotion of diversity at the workplace and further ensure that women are inspired, encouraged and ascertained that employers are actively supporting them,” she adds.

Glass ceiling The under-representation of women in senior positions in the workplace is a common global phenomenon in both highly developed economies and lesser ones.

Businesses in many countries have been struggling to address this complex issue for a long time.

“In some countries, like the UK and other European states, voluntary public policy provisions and legal obligations are pushing for change to increase the number of women at board level with varying degrees of success,” says Worman.

Still, quick-fix solutions such as the imposition of quotas do not sustain success. Underlying issues include the lack of flexible working and childcare within corporate workplaces, unpalatable boardroom cultures and office politics, and a lack of female role models to inspire women at this level, explains Worman.

While historically, access to professional power and influence has been male-dominated in many Asian countries, and especially so in the IT solutions and telecommunications industry in which Verizon operates, the last ten years has seen some positive changes.

“Modern society is growing to be less stereotypical and more sensitive towards gender inclusivity,” says Ierardo.

Globally, women comprise 40% of Verizon’s global workforce and hold more than 30% of leadership positions. In Asia-Pacific, women make up 47% of the workforce and the company is proud to have several women in its Asia-Pacific Leadership Team including

ICAEW calls for more women to step up as business mentors and role models More high-flying women are needed as business mentors in Singapore, according to ICAEW (The Institute of Chartered Accountants in England and Wales). The leading accountancy body is calling for successful businesswomen to help encourage female colleagues to take on leadership positions through its F-TEN leadership programme – an elite leadership programme which uses mentoring and peer-to-peer networking to help senior finance professionals develop the leadership skills required of today’s Chief Financial Officers.

The number of women in Singapore’s boardrooms is increasing year-on-year but the proportion is still under 10%. This is one of the things that ICAEW aims to address through its F-TEN leadership programme, which will be launched in Singapore this August.

Aimed at nurturing the business and finance leaders of tomorrow, ICAEW is also currently looking for mentors who are prepared to pass on their expertise to other businesswomen tipped for leadership. The scheme will allow greater access to career advice, encouragement and networking opportunities.

Mark Billington, Regional Director, ICAEW South East Asia, says: “To get more women into leadership positions we need two things; role models, who junior colleagues can look up to, and mentors, who can share skills and expertise with those who are just about to take the step into leadership. Mentors offer vast experience and expertise, can provide a sounding board and advice, can help with networking, and can act as both counsellor and confidante.”

“Mentoring someone else is not just about helping others. Becoming a mentor can also bring new perspectives, widen your own network of allies, and provide an opportunity to solve issues and view management from another angle,” he adds.

heads of legal, HR, network planning and finance.

There are also many more women in managerial roles in the region.

Road towards diversity Women make up the bulk of the latent workforce in Singapore and around the region, and companies are now moving to tap on this valuable resource to increase productivity.

To attract more women into the workforce, HR should take care to monitor its reward systems and practices in particular. These should ensure that women are not paid less than men for the same kinds of work.

“This can happen by default for all sorts of subtle reasons and can result in pay inequality which has a harmful and negative effect on motivation and performance,” says Worman. “It can make working at a senior level less attractive to women because they don’t see the benefits of doing it.”

While monetary benefits are undeniably important, Ierardo believes that intangible benefits are of greater importance. These include having a good company culture that supports women in their career development, and an environment that truly respects women’s parental duties.

Women occupy nearly

50% of senior roles at Courts

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FEATURE

International Women’s Day CASESTUDY

“We have a very clear business approach to diversity, but perhaps more importantly, we also have strong internal resources which help us to maximise the potential of our female workforce,” she says.

For example, Verizon has a women’s group, the Women’s Association of Verizon Employees (WAVE), that is focused on encouraging professional development for its female workforce. The communication technology provider launched an Asia-Pacific chapter for WAVE last year, and is actively engaging as many of its female workforce in the region as possible.

Kiran Kaur, Regional HR Director, Courts Asia, says that it is most important to be a fair employer and hire based on merit. “In addition to that, as an HR professional and inclusive employer, we need to listen to our staff, be flexible, provide relevant training, and be open-minded to different needs and requests,” she adds.

VMware Women are a vital part of VMware’s workforce. In the typically male-dominated technology industry, ensuring gender diversity in the workplace and promoting a culture that encourages work-life balance for female employees are especially important, says Nicholas Tan, Country Manager, VMware Singapore.

To achieve this, the company formed the VMware Diversity Council in Singapore. This is an internal taskforce that works to ensure that gender diversity and female leadership remain integral parts of the organisation’s business agenda and success.

The council invites guest speakers to speak on career planning, skills development, and offer tips on achieving work-life balance. It also organises internal networking sessions for women in the office. To ensure female employees can balance their work and family obligations, VMware has also introduced flexible work schemes, such as a compressed work week and part-time work. These are also available to male staff.

VMware in Singapore also promotes and celebrates the role of women in the broader technology industry.

For instance in November 2011, the company hosted the inaugural Women in IT Forum, which was attended by over 100 female industry professionals. Beyond providing an opportunity for networking, the event included a panel discussion on the topic of “Inspiring Change in Our Workplace” which saw attendees discussing their thoughts and views on salient issues. These included the perceived role and function of women in IT today, and the way forward for women and the industry as a whole.

“Our efforts have seen us positively growing the number of female staff and women in management positions in VMware Singapore, and we will continue to focus our efforts on making VMware a place where employees can do the best work of their career,” says Tan.

“Maternity penalty”

19.8%

of board positions in Singapore are held by women Source: Singapore Board Diversity Index

On many occasions, female workers can suffer from a “maternity penalty”, where they are penalised for prioritising childcare duties over work. That’s particularly true for those looking to be recruited.

Taking time out of work is a penalty for anyone trying to get a job because of perceptions about the currency of skills, personal motivations, and so on, says Worman.

“Women remain the dominant carer for children even though more modern fathers are keen to do their share. However, rigid workplace practices and perceptions about the importance of ‘presenteeism’ make it difficult to change mindsets and behaviours,” she says. “Change takes a long time and needs a constant push to speed it up.”

This change has already begun to take shape. Over the last couple of years, there has been increasing support for the female workforce from various governments around the region. For example, in Singapore, policies have been put in place to ensure that mothers to-be are not discriminated at the workplace, and their entry back into the workforce after pregnancy is eased.

“In addition, in today’s globalised and competitive economy, businesses have grown to understand that they have to be flexible with their HR policies and further recognise that flexibility is not a one-size-fitsall programme but a strategy that accommodates the realities of each individual person – be it male or female,” says Ierardo. “Only with this, can companies break out of the clutter and competition to retain and attract the best of talent.”

Integrating returning mums Women in IT – An annual industry event and panel discussion organized by VMware’s Diversity Council 18

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Companies can make returning mothers’ re-entry into the workforce more comfortable so that they are productive from the get-go after a period of extended leave. ‘Women Returner’ programmes to help

FEATURE

mothers pick up their careers after childbirth have become increasingly common workplace features.

“They are often accompanied by ‘staying-in touch’ schemes so that a woman on maternity leave still feels connected to her employer and is kept informed about what is going on and things she may find helpful to be aware of,” says Worman. “Sometimes these include special days and training but they are fashioned in a way that the women feel comfortable about rather than put under pressure.”

Verizon is a firm believer in supporting women back into work after maternity leave and committed to creating a family-friendly environment to help returning mothers strike a balance between family and work.

“We are open to the discussion of flexible work schemes – be it working from home, working part-time or having a compressed work week,” says Ierardo. “To further support returning mothers, we have in place a parental policy which supports them in tangible and intangible ways.”

This policy provides new mothers with additional leave for them to enjoy more time off with their newborn, as well as a leave bonus given in two phases (once, when

they go on parental leave and the rest when they return to the office). This is key in ensuring that the company is supporting returning mothers and that talent is retained.

Through WAVE, Verizon also provides regular trainings and professional development for these new mothers. Beyond aiding them in career planning, this further acts as an internal support system, and helps participating staff to get to know one another better.

Skills upgrading and training is an important component to having productive and happy employees, including mothers who have been away from the corporate world for a lengthy period of time, says Kaur.

“We provide regular training to upgrade skills of all our employees, regardless of whether they are older workers or mothers returning to the workforce after a long hiatus,” she adds. “Our induction programme is agile and rigorous to help induct them into the company culture and working pace.”

By promoting the successful return of women to the workforce, the organisation and country are able to better utilise their indigenous manpower resources, alleviate the manpower shortage, and reduce reliance on foreign workers.

Last year, Courts hired its Regional Marketing Director when she was

four months into her pregnancy

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LEADERS TALK HR

Cebu Pacific

PILOTING CAREERS Budget airlines are everywhere these days, but Cebu Pacific Air stands out from its competitors with a unique work culture and its emphasis on career development. HRM speaks with Candice Iyog, Vice President of Marketing and Distribution on what makes this low-cost carrier such a great place to work

By Vivien Shiao Shufen “What makes us so different from other airlines or other companies is the culture. We take our culture seriously,” explains Candice Iyog, Vice President of Marketing and Distribution, Cebu Pacific Air. From its inception, the airline was determined to stand out from the crowd. “The intention was to be different – to be more fun, younger, vibrant and more dynamic,” she recalls.

From the distinctive sunny yellow uniforms to the cheerful open-plan office, it is clear that Cebu Pacific is making sure that no one mistakes it for an ordinary company. “When we started out 17 years ago, there was only one airline [in the country], which was Philippines Airlines,” says Iyog.

“They are a legacy carrier – very different from who we are. At that time, travel was very exclusive and could be afforded by very few. When we came in, the intention was to open travel up to more people, making it more affordable and less restrictive,” she says.

Cebu Pacific has come a long way since then. It is now the largest carrier in the Philippine air 20

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transportation industry, operating the most extensive network in the country with 32 domestic destinations and more than 20 international destinations, including Singapore, Beijing and Osaka.

In its brief history the airline has celebrated many remarkable milestones. In November last year, it flew its 70 millionth passenger. Early on in 2013, Cebu Pacific announced plans to launch its first ever long haul flights to Dubai.

However, all these achievements come at a price.

“I think it’s because we are a leader in the industry in the Philippines; our people are very attractive to other companies,” says Iyog. “Poaching is a challenge because we have been in the business for 17 years.

There are a lot of start-up airlines in the country, so the best way for them is to hire from us.”

Being different “We try to make sure that the culture of fun, family and integrity is driven through our organisation. If you walk around the office you’ll see that we are very

LEADERS TALK HR

BIOGRAPHY Candice A. Iyog has been leading the marketing team of Cebu Pacific Air since 2003, where she served as the Director for Marketing. In 2007, she was appointed as the Vice President for Marketing and Product, successfully launching the low cost airline’s “Go fares” or year round low fares, and the airline’s re-fleeting campaign.

She launched outstanding marketing innovations for Cebu Pacific, and was recognised by Mansmith and Fielders as a Young Market Masters Awardee for Service Marketing in 2007.

A year later, she was appointed as Vice President for Marketing and Distribution, expanding her role to include passenger sales, e-commerce, call centre and ticketing.

Prior to joining the airline, she served as the General Manager of Jobstreet. com Philippines from 1999 until 2003.

Her leadership brought the company to a No. 1 position in the Online Recruitment Solutions industry.

In 1997, she was the Marketing Manager for Nabisco Philippines. She spearheaded the company’s research for Philippine Biscuit Market Segmentation and successfully launched regionally sourced Nabisco Global brands, significantly growing segment value shares and profits.

Her experience also spans to Brand Management, as she was appointed Brand Manager for various food products of Universal Robina Corporation (URC) from 1994 to 1997. URC is the Philippines’ leading branded convenience food and beverage company and one of the companies under the JG Summit, conglomerate.

She studied Business management at the Ateneo de Manila University (1994).

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LEADERS TALK HR

Cebu Pacific casual and we’re not typically corporate,” says Iyog.

“We address each other by first name. It’s an open office – there are no walls to drive that message of openness. Having this kind of set-up drives the message of our culture, which is fun, young, vibrant and open.”

Having a reputation for a fun work culture has become an effective recruitment strategy in its own right. In fact, the company says that it has little difficulty in attracting people, as it provides an environment that draws people in.

“We have a culture that attracts a certain profile that tends to be younger, not so much in terms of age, but in terms of personality and in terms of mindset,” explains Iyog.

At Cebu Pacific, hierarchies are kept to a minimum, with the organisation structure as flat as possible.

“There is no rule that we have to follow a certain hierarchy. Anybody can walk into our CEO’s [Lance Gokongwei] office; there’s no need to schedule an appointment,” says Iyog. “I have had pilots or cabin crew just come up and talk to me, saying that their village has an event that needs sponsorships and so on – it is all very open. It’s something we encourage in the organisation.”

Iyog says the corporate culture also impacts branding and performance within the airline. “If

“Because our culture is so open, leadership positions are open to anybody who has the skills” – CANDICE IYOG, VICE PRESIDENT OF MARKETING AND DISTRIBUTION, CEBU PACIFIC AIR 22

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these employees feel and live the culture, it shows in the delivery of service which is our brand. Culture motivates people, because you feel that you are with people with some expectations and you try to live up to those,” she says.

She adds that the culture also helps to retain people. “If they like the culture and environment they work in, they stay not because of monetary benefits, but because it feels like family,” she says.

Where careers take flight As Cebu Pacific continues to grow and expand, employees have an increasing number of opportunities to take advantage of, says Iyog.

“Because we are an organisation that’s constantly growing, there’s always opportunity to move department and to move operations,” says Iyog.

According to her, whenever there is an opening in a department, the airline opens it up to anyone in Cebu Pacific to bid for it. An e-mail is sent to all staff to ask if they are interested in the role, regardless of whichever position they are currently in.

“We see people in the call centre applying for positions in the commercial group, marketing and sales. We see a lot of these inter-departmental transfers and it’s not an issue to have the specific skills required for the job. What’s important is that they know the culture, they company, and the brand, and then they learn the skills,” she says.

One example is the cadet pilot programme, which Cebu Pacific started a few years ago. “We have quite a few pilots who used to be cabin crew, or in maintenance or engineering.” explains Iyog.

There are also core training and management development programmes for employees to grow their careers. “We have classroom based workshops for people being promoted to higher positions, such as to supervisors. We also have an airline management series, something we developed on our own. Supervisors have to go through to understand what each department does,” she describes.

At Cebu Pacific, gender has no impact on leadership development.

“Because our culture is so open, leadership positions are open to anybody who has the skills. It doesn’t matter whether the person is male or female – if you have what it takes, the position is yours.

Gender is definitely not a consideration,” says Iyog.

With half of seats in the boardroom occupied by women, Cebu Pacific certainly walks the talk when it comes to gender equality. The airline also famously had the first female jet captain in the Philippines back in 2003. Captain Brooke Castillo blazed a trail for other women to follow and the airline now has many female captains piloting aircraft.

LEADERS TALK HR

Me-myself-I • I love: To laugh • I dislike: Dishonesty • My inspiration is: Family • Biggest strength: Desire to learn and continue to grow and do better • Biggest weakness: My daughter • In 5 years’ time: The same thing, but better

Cebu Pacific also recently partnered with CAE, a world leader in aviation training, to set up a joint venture known as the Philippine Academy for Aviation Training. It is the first CAE aviation training centre in the Philippines, and will not only meet the training requirements for aviation professionals at Cebu Pacific, but also of other aircraft operators in the region. The centre will have the capacity to train over 2,500 pilots annually, and training for other aviation personnel such as cabin crew, dispatch, ground handling personnel and cadets is also planned for the future.

Play hard, work hard At Cebu Pacific, having fun is part of the DNA. “We have great parties,” Iyog emphasises. “Every year, we have the Christmas party and the anniversary party in March. We set up a big tent at the ramp outside and almost a thousand employees get to go,” she recalls. “There is usually a lot of food and drinks, costumes in relation to the theme, dance and decoration contests, and awards. It’s a lot of fun.”

Some of the parties have themes such as “Cowboy”, “Bollywood”, “Grease” and “White Christmas”, with the majority of employees going in full costume.

Employees not only play hard, they also work hard too. “Work hours are long, about 48 hours a week. But people stay longer,” she says.

“That’s why culture plays a big part, and you hire for attitude. If you have the right attitude you don’t watch the clock and wait for 6.30pm – you work until you’re done. If you hire right from the start, then everything follows.”

At Cebu Pacific, aside from operations positions, work timings can be quite flexible.

“The Vice President of in-flight services comes in at 5am as she wants to be home by 4pm. She’d rather be here early to do her job, as she feels she’s more effective this way. It’s her choice,” says Iyog.

Leading the way Having worked at Cebu Pacific for 10 years, Iyog has brought about many changes and developments in the organisation. In particular, she is most happy about her hand in working closer with other departments, especially in-flight and cabin crew.

One particular campaign that Cebu Pacific is most famous for involves flight attendants dancing to Lady Gaga and Katy Perry songs while giving safety instructions. To say it’s a hit is quite an understatement, and many airlines have scrambled to copy them.

“I’ve been asked why we’ve done this: the question I have is ‘why not?’ It’s still safe, it drives the message of safety, it drives the culture of fun,” says Iyog. “Why not do it if it makes people pay attention more?”

This is one example of the collaborations that she has spearheaded. “It’s a perfect example of ‘one plus one equal three’. I always say that every time we work with other departments, we are able to do magic.”

Iyog adds that staying fresh and coming up with new ideas will be her biggest concern moving ahead.

“The risk is complacency and being happy with we have achieved, especially since we are in a leadership position in the industry. The big challenge for us is to continue raising the bar,” she concludes.

Whenever there is an opening in a department, the airline opens it up to anyone in Cebu Pacific to

bid for it

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COVER STORY

Strategic HR

WORKFORCE

ARE YOU READY? 24

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COVER STORY

The workplace in 2020 will feature five generations, a host of new social technologies and greater demands for flexible work arrangements. How can HR prepare itself to tackle this new talent landscape? HRM explores the possibilities

By Vivien Shiao Shufen

For the uninitiated, the term ‘Workforce 2020’ may seem like a science fiction film involving high-tech worker robots. While that is still far off the mark, the concept – that considers some of the biggest changes to workforce dynamics that modern economies have ever seen – has certainly been the subject of much hype and speculation in the past few decades.

Nominally, this future workforce environment may still be seven years away, but many facets of this future of work are in fact, happening right now.

The rate of change over the last few years in particular has been astounding.

Technology is transforming the way people think, live and work. Cisco is one case in point: instead of staff flying around for meetings, it is implementing high-tech telepresence systems. Such technology makes it seem as if attendees are all sitting at the same table, drastically cutting down costs.

Social media, once considered play time for the younger generation, is now key to employee engagement and business success. At Dell, social media outreach extends beyond connecting with customers – internal communication and social networking platforms are being used to connect leaders with employees and enhance collaboration.

Obstacles to 2020 As the world continues its progress towards 2020, there will be many new challenges encountered by HR. “Employees have increasing expectations for flexible work arrangements that support their individual circumstances, and we need to make this work for both employers and employees,” says Stevan Hoyle, President, Asia-Pacific and Sub-Saharan Africa, Vodafone Global Enterprise.

According to Cheryl Cran, author and leadership expert, managing multiplesource workforces will also be a hot issue.

“Workers who choose to work remotely; workers who want to use their own technology when and where they want; and managing ongoing technological advances (will be some of the prominent challenges),” she says.

With constant change a consistent theme of the future workforce, most experts say it will be crucial that HR keeps up with rapid technological advances.

“The real challenge we believe will be how we embrace this technology (and make) it work for us,” explains a spokesperson from UBS. Virendra Shelar, Head of Corporate HR, Sony Electronics Asia-Pacific, also predicts that driving innovation will continue to be a challenge in the new world economy.

“Innovation will become a key differentiator and HR’s job will be to promote innovation and show how it can also become a part of the support functions,” he says.

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COVER STORY

Strategic HR Workforce 2020 at the STJobs HR Summit 2013 Cheryl Cran, entrepreneur, international speaker, and author, will be sharing her expertise on “leading with ‘2020 Vision’ – building the workforce of the future today”. She will share research, surveys, real-life examples and case studies, along with practical solutions. Her exclusive presentation will include: • A look at the trends and technologies shaping the future workplace today • Ideas for leaders and their teams to adapt personality and leadership style to the evolving workplace • Tools to successfully communicate with different generations in the workplace • Insights into how each of the generations handles change and what they expect from their workplace • Case studies of progressive companies that are creating innovative workplaces and templates for the workplace of the future • Strategies on getting staff on board with the overall vision of a company’s direction

Despite the onslaught of new problems HR will face, there are also some old challenges that will always be present.

“When it comes to the workforce of the future, attraction and retention remain as prominent challenges for HR,” says Kala Seenivasagam, Senior Regional HR Manager – Southeast Asia, Trend Micro. “In addition, rebuilding and revitalising industry veterans to keep them stimulated and passionate about new challenges are keys to retaining talent within companies.”

As put by Renata Janini Dohmen, Senior HR Business Partner – Asia-Pacific, Avaya, the challenge for HR will be to “find the right balance between the new and the traditional, (and between) the proposed and the feasible, so that it can still bring innovation to its practice and support the diverse needs of the business”.

Managing five generations One frequently discussed aspect of Workforce 2020 has to do with the congruence of five generations of employees working together for the first time. They are the Traditionalists (born before 1946), Baby Boomers (1946 – 1965), Generation X (1966 – 1976), Generation Y (1977 – 1994), and Generation Z (1995 – 2012).

With different working styles and ways of thinking, HR has to find ways to manage conflict and support collaboration among the different generations by tapping on their different strengths and expertise.

According to Cran, there is first a need for education and viewpoints from each of these groups. “There needs to be ongoing training, awareness and tools provided on how to understand, communicate and lead the generations in the workplace,” she explains.

Hoyle believes that Organisational Development (OD) strategies will play an important role in managing these changing workforce dynamics.

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“Research and statistics on traits, values and expectations of the respective generations is a good first step to use,” he advises. “Knowing where the similarities and differences are will help employees get a good handle on the potential risks, and work out how to encourage collaboration and knowledge sharing between generations.”

With greater understanding of the different generations, HR will be in a better position to take action.

“Once that is done, (HR can) create a win-win framework where each generational group’s strengths can be put against each other to lead towards organisational goals and vision. It’s increasingly important to appreciate differences and create a system that values diversity,” says Aadil Bandukwala, Talent Acquisition Social Media Advisor, Dell.

At Sony, programmes for bridging the generational gap include mentoring and coaching.

“HR should also look at reverse mentoring where the Generation Z employees can interact with traditionalists and baby boomers to keep them up to date with the latest trends,” suggests Shelar.

Going social By 2020, if not before, social media will be an integral part of businesses all around the world. It is imperative that HR accepts that this trend is here to stay, and learn how to harness its power in the workplace.

“HR has to recognise that social media is very much interwoven with our lives,” says Lee Jin Hwui, Deputy Director – HR Development, Land Transport Authority.

“Rather than resisting this phenomena, explore how HR can embrace it. The possibilities are endless.”

Social media is already being used extensively as a tool for branding, recruitment and engagement.

“It is often the first place job seekers look for employment opportunities and HR can use this to their benefit by leveraging social media platforms, such as LinkedIn, to uncover a large pool of talent for new hires,” explains Hoyle.

“HR can also exploit this trend to take its internal communication strategy to the next level, and provide employees the opportunity to share feedback and ideas in real time on internal blogs and forums,” he adds.

At UBS, social platforms are being used for graduate recruitment.

“Supporting our website and other engagement channels is the use of Facebook. For our graduate recruiting, the UBS Careers Facebook page is maintained globally with stories and news from the campus perspective in all regions,” says a HR spokesperson.

However, Dohmen cautions that improper use of social media can potentially put an operation at risk.

“HR, together with business leaders, plays a key role in educating the organisation on how to use social media and in ensuring and reminding people that such core values are not to be forgotten or taken for granted,” she advises.

COVER STORY

She suggests that HR can lead by example, by increasing its usage of social media and being a role model for others to follow in that space.

Changing job characteristics and employee expectations

BYOD and the mobile employee With the arrival of tech-savvy Generation Y and Generation Z workers, being able to work on the fly is becoming an important workforce-wide issue. BringYour-Own-Device (BYOD) arrangements are therefore a significant part of Workforce 2020.

“Being physically situated in the office does not ensure one’s productivity. Similarly, working away from office does not necessary equate to a lack of productivity either,” observes Seenivasagam.

He suggests that the first step is to assess who needs to be in the office and who doesn’t before implementing policies.

“By clearly defining everyone’s responsibilities and setting KPIs, tracking their progress away from office will be much easier,” he explains.

Lee says that HR is key to driving BYOD in the workplace.

“HR will play a key role in facilitating mindset change amongst stakeholders to embrace a more mobile workforce and the corresponding changes that come with it,” he says.

He adds that HR also has to switch from a presence-based performance evaluation to one that is based on outcomes.

At UBS, a Workplace for the Future (WFF) concept was introduced in 2010. It provides staff a modern working environment that not only meets the requirements of day-to-day working life, but also reflects different ways of working and living.

WFF distinguishes between four employee profiles in line with individual ways of working, their role in the team, the IT infrastructure required, and the time spent using the workplaces. They are: ‘fixed residents’, ‘residents’, ‘mobiles’ and ‘super mobiles’, with the ‘super mobiles’ being the least tied to the workplace.

While BYOD and flexi-workplaces can increase productivity, problems may occur, such as unknowingly making proprietary company information public.

“To make sure that an enterprise is safeguarded against such issues, the HR team should step in and create a well-defined policy which clarifies the use of BYOD. The policy should clearly outline the responsibilities of the employer and the employees,” advises Bandukwala.

Integrating work and play “The subject of work-life harmony is very important – Generations X, Y and Z are already refusing to work as hard and as long hours as their Baby Boomer parents,” says Cran.

It is a trend that is on the upswing as employees realise the desire to both work hard and play hard. HR needs to recognise this ambition and meet it.

“The volume of work is not likely to be reduced, but the way we do our work can be streamlined and made more flexible,” says Lee. “Flexibility in terms of work schedules,

HR has to switch from a presence-based performance evaluation to one that is based on

outcomes

Traditional

Workforce 2020

Security

Flexibility

Salary

Prosperity

Benefits

Opportunities

Prestige

Actualisation

Promotion ladder

Career navigation

Taking charge and getting ahead

Nurturing and growing

Personal assistant

Personalised technology

Office productivity tools

Follow-me-and-know-me tools

Vertical

Cross-functional

Multi-national

Globalised

Job description

Work portfolio

Organisation hierarchy

Intra- and extraorganisation networks

Commute

Telepresence

Consent-based decisions

Contingency-based decisions

Employment history

Personal branding

In-person face time

Virtual face time

Annual review

Individual “dashboard”

All-hands meetings

Stakeholder management

Localisation

Co-location

Occupational

Holistic

Work-life balance

Work-life integration

Job offer

Value proposition

Business unit

Working community

Managing

Coaching

Developing specific skills

Maximising potential

Goals and mission statements

Roles and aspiration statements

Company and industry focus

Market transitions and adjacencies focus

Source: Transitioning to Workforce 2020 White Paper by Cisco

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COVER STORY

Strategic HR Managing the generation gap at UBS One of UBS’ key HR initiatives is its mentoring programme, which the respective divisions manage individually. “These mentoring programmes… allow an exchange of ideas across generations, allowing a deeper understanding of the working dynamics between the different generations,” an HR representative from the bank said.

To prevent potential conflicts from arising, employees need to be aware of the differences among generations, their needs and working styles, the spokesperson said. Within HR, the UBS Business University is utilised as a learning platform. In 2012, during a session on «Managing Millennials at Work – Strategies to reshape the workplace», a guest speaker was invited to share findings from their latest research on and provide insights on cross-generational issues. A panel of UBS Graduates also shared their personal views on the challenges they face in adapting to a crossgenerational workplace.

In the bank’s three key talent programmes for senior, mid-career and junior talent, it also takes the opportunity to create synergies between them. For example, at the ED Accelerate programme for senior key talent, participants are required to “give back” by applying effective communication techniques learnt during the programme through simulated town halls attended by junior talent in the UBS Graduate Training Programme.

work locations and the like would be much appreciated by employees who have the juggernaut task of handling the needs of multiple stakeholders in their lives.”

Pravina Jit, Director – Manpower Division, Immigration and Checkpoints Authority (ICA), explains that workplace stress will continue to impact the future workforce.

“It is important that HR recognises that the demands on our workforce are escalating, which will inadvertently affect the stress and fatigue levels of our employees,” advises Jit. To mitigate this, ICA undertakes close monitoring of operational fatigue among its officers and ensures that supervisors are well-trained to detect early signs of stress and instability. The organisation also has a healthy lifestyle framework which aims to promote good health and encourages staff to adopt healthy lifestyles.

The talent war “The competition for talent will be more intense in the coming years, due to changes in Singapore labour demographics and the career aspirations of the younger workforce,” says Jit. “Moreover, with the introduction of two more publicly-funded universities in Singapore, there will be a larger proportion of higher-educated entrants joining the workforce of the future.”

To win this war for talent, HR will need to move from its transactional role to one that is more strategic.

“As a business partner, HR can help the organisation have greater clarity on its business strategy and on its human capital.

The faster we do it, the faster we are able to ensure we have the right people and beat the competition,” says Dohmen.

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Virendra concurs on the need for HR to align itself to the business. “HR must become more strategic and understand business more than ever before coming up with any new initiatives. If they do this in isolation, the organisation will lose big on talent.”

According to Hoyle, the new generation of workers will look for employers who offer attractive packages beyond big salaries and benefits. “Companies that win this war will clearly differentiate their brand and create meaningful HR programmes that will be irresistible to the talent pool they attract.”

He adds that talent attraction is only the beginning of this war. “Retaining those individuals will be even tougher and often involves significant investments over a much longer term.”

Investing in employees through training and development programmes, career planning and stretch assignments are some ways to keep talent.

Journeying to the 2020 workplace of choice There is much HR can do to create tomorrow’s workplace of choice.

“Jobs will have to be re-designed to create meaningful and challenging work that will optimise the skillsets of the future workforce,” says Jit. “HR must consistently re-examine itself and ensure that jobs are challenging, rewarding and meaningful.”

To draw the best talent, traits like diversity and flexibility, as well as corporate social responsibility, are becoming more important to jobseekers. Likewise, company culture and branding will also be key differentiators.

“HR should focus on empowering team members to work where, how and when they choose in order to maximise productivity and deliver the greatest value to the business,” says Bandukwala. “Building a strong diverse workforce, and strong employer brand and work culture that employees will appreciate.”

With the power of social media, word gets around if a company does not walk the talk, so authenticity is a must for HR. Finally, it is crucial to listen to what people want.

“The new generation places importance on work-life harmony and the need to work smart. Some areas we can focus on would be to create the right environment, providing them the right tools and resources, breaking down hierarchical barriers, allowing greater transparency in decision- making and inculcating an inclusive culture,” says Seenivasagam.

“Most importantly, it will be most important that the company’s vision and goals are aligned with the employees – if that breaks down, even the best-laid plans will fail,” he adds.

FEATURE

HR Summit speaker profile

GETTING AHEAD –

WHAT HR NEEDS TO DO The time has come for HR professionals to rise above their perceived limitations and take their careers to the next level, says HR Summit speaker and industry pioneer Dirk Rossey

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Dirk Rossey has seen it all in his 25 years in HR. While working in Dubai, he was tasked with firing all employees from 17 companies over a period of one year. “I finally fired myself as the last person in the process at the stroke of midnight on December 31, 2009,” he says. The companies had flat-lined after an initial period of explosive growth.

As businesses become more professional, it is time for HR to follow suit, says Rossey. However, to play a more strategic role in an organisation, HR first needs to get the basics right. For example, HR records have to be 100% accurate, payments have to be correct and on time, and service criteria needs to be in place for each of the major HR processes.

HR also has to understand business drivers and act accordingly. “When times were tough, I cut my department from nine to two and did most of the work myself and this was

massively appreciated by the line managers,” Rossey says.

Get more business savvy HR needs to get leaner, meaner and more business-oriented to increase its value in the organisation, says Rossey. It has to become an internal consultant and be seen to add value where line managers do not expect it. “Become indispensable by proving your worth in numbers.”

While working at JPMorgan, Rossey insisted that everyone in his team attained a Six Sigma Green Belt certification, not in HR but by doing a business project.

“We earned our stripes with the support we gave to the business teams,” he says.

Rossey also advises people to get a business job before they go into HR. “Too many students study HR and stay in it forever. I have seen examples of people who can pull it off, but I still believe that the best advice and support can be given

FEATURE

BIO BRIEF Dirk Rossey

International HR Veteran and Pioneer A true industry pioneer, Dirk Rossey has worked in talent management, leadership development, six sigma (black belt) and HR for companies such as Ernst&Young, Inchcape, JPMorgan and more recently Dubai Holdings. Having been based in Asia, as well as Wall Street, Europe and the Middle East, Rossey is very aware of cultural differences and is fully in tune with what it takes to succeed in HR within differing countries, cultures and companies.

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FEATURE

HR Summit speaker profile

y e s s o R k r i D h c t a C ‘live’ at the 3 1 0 2 t i m m u S R H TOPIC:

Getting Ahead – Now it’s HR’s Turn How to Take YOUR Career in Human Capital to the Next Level Packed with often hilarious as well as thought provoking anecdotes, Rossey’s session will unflinchingly share his views on what it takes for everyone in HR to get ahead. Themes include: • Rise Above It – Dealing with Others’ Expectations and Misperceptions of HR • All Change – Why You Must Change as the World Changes • Generation Z – The End of the World as we know it?

• Every Cloud Has a Silver Lining – How Talent Challenges are Elevating HR’s Role and How You Can Benefit with Greater Influence in the Boardroom

24-25 April 2013 Marina Bay Sands Singapore

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“You can fire me for what I’m going to say, and I don’t want you to because I am going to tell you my version” – DIRK ROSSEY, INTERNATIONAL HR VETERAN & PIONEER once you’ve been in different jobs.”

Want to go a step further? Get a specialised law degree AND an HR degree, says Rossey. HR often has to deal with the legal implications of changes in employment laws and this requires it to consult the legal department on a frequent basis. HR professionals with a law degree can better understand legal complexities and offer a better service, Rossey says.

HR should also network outside the organisation to better understand common problems and best practices. “I am still in contact with my HR teams from Ernst & Young, Inchape and Dubai Holdings.

We share and we ask for advice and there is a lot of solidarity.”

Don’t be a YES man The transactional nature of most HR departments means that they often get sucked into the daily grind.

HR has to stand up for what it believes is right as it is the voice of the people, says Rossey. “It is your task to bring messages and thoughts from employees to senior management. Your CEOs don’t want another ‘YES’ man or woman.”

Building a good relationship with the CEO can often enable HR to get away with giving harsh but truthful advice. According to Rossey, many conversations that he started with senior management began with the following sentence: “You can fire me for what I’m going to say, and I don’t want you to because I am going to tell you my version.”

GUEST CONTRIBUTOR

Get creative Offering creative solutions to company-wide issues is another way in which HR can get noticed. While working at an investment bank in Australia after a merger, Rossey introduced a programme called Blood on the Wall. “We brought members of all support departments into a room and squashed rumours by saying that the rumours were right, i.e. that there would be redundancies,” Rossey shares.

The exercise was carried out after securing the support of the top performers in each division and department. “So we managed expectations, laid out the ground rules for the way forward and allowed all present to ask questions. Some of these questions were aggressive and negative, but we used this as an opportunity to learn from people who had nothing to lose,” Rossey says.

In another instance, Rossey used interactive theatre to get employees talking. Professional actors were hired to portray scenarios that were being discussed in the company’s corridors. The actors froze at intervals to allow employees to interact with them and flesh out issues.

HR should prevent itself from becoming the middle man for consultants and service providers. This is especially the case with both learning and development and recruitment, where HR can be just a “golden postbox” between the line manager, consultants and service providers, Rossey says.

“These middle-man jobs will be cut in times of trouble and they can often be better filled by procurement departments.”

HR Polarities Numerous polarities exist around HR. To be successful, HR needs to create a culture of ‘AND’, where both aspects are represented in equally fair parts, says Dirk Rossey.

Directive culture

or

Participative culture

Centralised operations

or

Decentralised operations

Quality focus

or

Product and service cost focus

Shareholder optimisation

or

Employee/ Customer optimisation

Generalist

or

Specialist

Western culture thinking

or

Eastern culture thinking

HR enabling culture

or

HR disenfranchising culture

ISSUE 13.3

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24 - 25 April 2013

Marina Bay Sands Singapore

Early Bird Discounts Expire 21st March HR and Senior Management: A Strategic Partnership Ven Raman Managing Director, Carl Zeiss and Carl Zeiss Vision, Southeast Asia

Aligning HR Strategies with Business Goals Daisy Dai VP HR, Walmart eCommerce China (yihaodian.com)

Transformation, Leadership and Change Management Harjit Gill CEO, ASEAN & Pacific and Chairman, Philips Electronics Singapore

Succession Planning at GE Michael S G Boey Executive & Talent Development Leader (Asia Pacific), GE Healthcare

Emotionally Intelligent Leadership Lynn Leahy International Speaker & Business Coach

Lead With 2020 Vision- Building the Workplace of the Future Today Cheryl Cran Entrepreneur, International Speaker & Author

Successful Implementation of Your HR and OD Strategies John Murphy VP HR & OD, PANDORA Productions

In Pursuit of Great Performance: Astra on Grooming Leaders F.X. Sri Martono Vice President & Chief Corporate Human Capital Development , PT Astra International Tbk

CapitaLand’s DNA - Building a Strong Company Culture Tan Seng Chai Group Chief Corporate Officer, CapitaLand

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Maintaining a Competitive Advantage with Data Driven Decisions: Google ’s Compensation Story Ajit Nambiar Head of Compensation, APAC & EMEA, Google Asia Pacific

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Personal and Organisational Transformation to Drive Innovation and Positive Outcomes Laura Goodrich Global Workforce Innovator & Author

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FEATURE

HR & Social media

Privacy matters As the line between an employee’s personal and professional life blurs, it gets more difficult for companies to distinguish where the boundary lies. It is imperative that HR takes ownership of the employee privacy issue to mitigate significant legal and talentrelated risks

By Vivien Shiao Shufen

When Justin Bassett interviewed for a new job, he had expected the usual questions about his past working experience and whether he had the ability to fill the role.

He was, however, taken aback when the interviewer asked for his Facebook username and password.

While it is not unusual for interviewers to check out potential job candidates on social media networks such as LinkedIn, Twitter and Facebook, an increasing number of employers have gone a step further by demanding for private login information to applicants’ social media accounts.

It’s evidence of just how this growing entanglement between an employee’s personal and professional life has got even messier in today’s connected world. Such ISSUE 13.3

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FEATURE

HR & Social media accounts may not be as widespread as sensationalised in the media, but employee privacy is a pressing issue that HR has to handle now.

Debate over the ‘key influencer’ One widely-circulated case that has spurred much debate on the line between one’s personal and professional life is that of James Andrews, former Vice President of social media advertising agency Ketchum.

Known as @keyinfluencer on Twitter, Andrews flew into FedEx global headquarters in Memphis, US, to present on digital media to one of his agency’s biggest clients.

Upon arrival, he tweeted in his personal account: True confession but I’m in one of those towns where I scratch my head and say “I would die if I had to live here!”

The tweet was discovered by a FedEx employee who e-mailed the entire chain of command in FedEx, as well as the leadership team in Ketchum.

While Andrews did not get fired, it led to much discussion on whether or not an employee’s personal views on social media can be considered to represent that of the company, and whether or not employers can take action against such employees.

Black or white

Almost

one in three workers have no problems posting questionable content on social media as they feel that it has no bearing on their professional lives

Several HR professionals that HRM spoke to said that such practices are a clear invasion of privacy.

“Getting login information of social networking accounts is absolutely not right,” says Aadil Bandukwala, Talent Acquisition Social Media Advisor, Dell. “What they do in their personal life belongs to them. What the company needs to know is whether the person can do the job.”

However, there is no law in Singapore that guarantees employee privacy. Although this may change in the future, employers now are legally free to monitor their employees through any means - including tracking internet history, e-mails, chat sessions and file downloads. Some companies even use GPS tracking on company devices to check on employee location.

As a result of this lack of legislation, nothing is sacred when it comes to employee privacy – not even employees’ social network accounts.

“In the US, such practices may breach privacy concerns and may constitute a federal offence for breaching the social media provider’s terms of use,” noted Lionel Tan, Partner – Commercial Litigation, Rajah & Tann. “However, in Singapore, we do not have specific legislation as yet which prohibits such practices.

Hence, at the moment, there appears to be no legal impediment for employers to do so.”

Employers may not need to worry about legal ramifications, but employee privacy is still a minefield

SACKED for racist post Closer to home, Amy Cheong, an assistant director with the National Trades Union Congress (NTUC) in Singapore was dismissed after posting a racist comment on her personal Facebook page.

In her post, she complained about the sounds coming from the Malay wedding at the void deck, adding that Malays ought to “pay for a real wedding” and “maybe then the divorce rate won’t be so high”.

In a statement, the NTUC said: “The NTUC takes a serious view on racial harmony in Singapore. We will not accept and have zero tolerance towards any words used or actions taken by our staff that are racially offensive.”

Although Cheong apologised and said that her comment was not a reflection of her employer, the damage was done. She was terminated shortly after her comments were circulated online.

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FEATURE

that should be approached with caution. Those who take it to the extreme when it comes to monitoring their staff or potential hires may stand to lose out in the long run.

“Getting the login information of Facebook accounts borders on invasion of privacy and undermines the professionalism of a company,” says Gwen Lim, Manager – HR division, Robert Walters Singapore.

Why HR needs to get involved Employee privacy is an issue that HR cannot escape from.

Its consequences are dire at both ends of the spectrum.

On one hand, analysing staff social media use can be seen as draconian by employees who value freedom of expression, leading them to feel stifled. It can also have severe repercussions on the company’s brand as an employer of choice, causing employees to become disengaged and firms to lose out on potential talent.

On the other hand, if employers give staff free rein to do as they please, careless employees may accidentally implicate the company with their actions and damage its image. Taken to the extreme, this could lead to a drop in investor confidence and a fall in share prices.

Before HR can look for a solution to this problem, it is important to understand the rationale behind why companies would want to intrude on their employees’ privacy. The most pertinent motive for employee monitoring has to do with the firm’s image, and not simply for the sake of being “Big Brother”. As employees are the face of the company, companies may fear that negative portrayals by a staff member may do harm to the company’s reputation.

While not all companies think that way, this may actually be a valid concern of employers. In a web poll by Robert Walters, one in five respondents (20.4%) thought that their online image was “unimportant”, with another 10.2% ambivalent about the question. This means that almost one in three workers have no problems posting questionable content on social media as they feel that it has no bearing on their professional lives.

“Depending on the circumstances of the case, an employee’s image on social networking sites may or may not have a negative impact on the company,” says a spokesperson from the Ministry of Manpower.

“Companies need to strike a balance between the legitimate concerns of the company and the privacy rights of the individuals,” says Eric Pesik, Associate General Counsel, Seagate Singapore. “This balance might be different depending on the level of the employees. For example, the personal behaviour of a member of the executive management team has a much greater impact on a company’s image than the behaviour of an ordinary worker.”

He also raised the example of Scott Thompson, previous CEO of Yahoo, who was fired after a lie was

“What’s important is to educate your people, empower them to make decisions based on training provided [on social media usage] and give them the tools they need to do their job” – AADIL BANDUKWALA, TALENT ACQUISITION SOCIAL MEDIA ADVISOR, DELL

spotted on his résumé. He had falsely claimed a computer science degree, leading to his dismissal in May this year.

“I suspect there are many lower level employees in every company that also have errors in their résumés, but those errors do not reflect the same way on their company’s image,” says Pesik.

Where to draw the line If a company’s corporate image is the main motivation for monitoring employees’ private lives, steps can be taken to bring about an outcome that is favourable for both employers and staff.

With the boundary between an employee’s personal and professional line is getting increasingly unclear, it is important that HR professionals do draw a line and stick to it. The best way to address the issue of employee privacy when it comes to social networks is to institute a social media policy.

“It is recommended that both the employer and employee mutually agree and incorporate a clause regarding images on social networking sites as part of the terms and conditions of the employment contract, or the employer could include such requirements into the company’s HR policy and communicate them clearly to the employee,” says a spokesperson from the Ministry of Manpower.

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FEATURE

HR & Social media No love for Facebook ‘like’ Six workers in the US were sent packing after ‘liking’ the page of their boss’s political opponent.

Their former boss, Sheriff BJ Roberts of Hampton, had fired them for supporting an opponent in his 2009 reelection bid, which he won.

The workers sued, saying their First Amendment rights were violated. However, a federal judge ruled that clicking the ‘like’ button was not protected by the free speech provision in the US constitution, and therefore, the dismissals were valid.

For employees who are in a senior or high-profile position where they may be seen as the face of the company, it is exceptionally important to have clear guidelines of how they can appropriately engage in social media.

Clear communication from both the employer and employee is necessary to prevent complications that may arise from employee privacy issues. This also helps engage employees and gives them a sense of inclusion to the company as their views are being taken into account as well.

“Employees should be reassured that the main objective is to uphold the company’s brand image and there is never any intention to knowingly breach any employees’ privacy for collateral purposes,” says Tan. In addition, employers have the responsibility to provide training and resources for employees to turn to.

“People must be told what they can or cannot do. Such a policy must be stated clearly right from the start,” says Bandukwala. “What’s important is to educate your people, empower them to make decisions based on training provided [on social media usage] and give them the tools they need to do their job.”

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FEATURE

Workplace diversity

Over the

Rainbow Keeping a diverse workforce is crucial for organisations that want a broad spectrum of talent. An increasing number of companies are now promoting LGBT diversity, and though this could be a controversial subject area, employers say it makes good business sense

42

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FEATURE

Ho-nam was a lesbian working as a customer service officer in a branch office of a Hong Kong bank. She liked short hairstyles and often wore ‘masculine’ outfits.

However, the bank required all female employees in that department to wear skirts and she had to comply with that ruling. She raised the issue with management, saying since trousers were part of the uniform for male employees, female employees should be allowed to wear trousers too. The bank replied that while women wearing skirts was part of its corporate identity; they would be allowed to wear pants when the weather was cold.

Unhappy with the reply, Ho-nam complained to the Equal Opportunities Commission. The bank then transferred her to a lower-paid position in the telemarketing department on the grounds that her appearance was not aligned with the its corporate identity. Also, her colleagues did not respond positively to her, and she was mocked by them for ‘dating’ a woman.

This was a real-life case presented in the study Creating Inclusive Workplaces for LGBT Employees: A Resource Guide for Employers in Hong Kong. There are many other such similar cases, where employees have been discriminated against due to their sexual orientation. A study by the Williams Institute at the University of California Los Angeles School of Law

revealed that 42% of workers have experienced employment discrimination at some point in their lives.

Yes, the LGBT (Lesbian, Gay, Bisexual and Transgender) issue is controversial in Asia as well as in many societies around the globe. An increasing number of employers understand the need to not only protect their LGBT employees but promote diversity as a whole; to employ workers no matter their race, colour or sexual orientation.

Global companies such as Barclays, Google and Goldman Sachs have gone about this in various ways – from providing networking and counselling groups for their LGBT employees to diversity training for all their employees – all in an effort promote non-discriminatory working environments.

Diversity the LGBT way According to a study by the Human Rights Campaign (HRC), 54% of LGBT employees are not open about their personal lives and report lying about sexuality issues in conversations with their colleagues and managers. Organisations that are including LGBT diversity in their overall diversity programmes highlight that productivity levels can suffer as a result of employees being constantly on guard, worrying about consequences of letting colleagues or others know about their personal relationships.

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Did you know A purple ribbon is worn to raise awareness about LGBT issues

HRMASIA.COM 43

FEATURE

Workplace diversity “Research and experience shows us that if we can create an environment where employees can be themselves, let down their barriers and be in a safe and inclusive environment – their performance will be higher” – STEPHEN GOLDEN, HEAD OF DIVERSITY FOR ASIA PACIFIC OF GOLDMAN SACHS

Stephen Golden, head of diversity for Asia-Pacific of Goldman Sachs, says: “We have LGBT employees; every large company does. Research and experience shows us that if we can create an environment where employees can be themselves, let down their barriers and be in a safe and inclusive environment – their performance will be higher. Goldman Sachs sees the strong business case for focusing on LGBT inclusion.”

Richard Seeley, Managing Director, Asia-Pacific Chair of Spectrum, Barclays’ LGBT employee network, says that being inclusive of diverse groups is simply the right thing to do and it puts companies at an advantage from a business perspective. “An estimated 10% of any population is LGBT, which means that organisations should assume that 10% of their employees are LGBT. Since studies show that working in a non-inclusive environment can reduce productivity by up to 30%, not making an effort to promote the awareness of diversity can have a significant impact on the quality of work an organisation puts out,” he explains.

He adds that “Barclays believes firmly in a meritocracy with equal opportunities for all, regardless of sexual orientation, gender identity, and other factors such as race or culture. None of these attributes should influence anyone’s ability to achieve within the firm.”

Promoting diversity at the workplace Organisations use a number of avenues to promote LGBT diversity in the workplace, including diversity 44

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groups and community outreach programmes, as well as counselling services for their employees.

In Google, gay staff are called “Gayglers”, one of a number of diversity groups within the wider organisation.

Sarah Robb, Google’s Head of People Operations in Asia-Pacific, says other groups include “Greyglers” for older staff and “Women@Google”, but “Gayglers”is one of the oldest and most active.”They contribute to making our culture and workplace so vibrant. This group supports LGBT awareness within our company but also does community outreach,” she says.

Google constantly reiterates its LGBT diversity in many ways throughout its global offices. In 2010, Google India held a week long “Sixth Sense: Diversity in India” event at its offices in Hyderabad and Bangalore, building awareness about diversity in the workplace. A highlight of the week was a workshop led by Nitin Karani, a well-known gay rights advocate in India who has been working on LGBT issues for over 15 years.

Google also believes in “Benefits Equality”, and in June 2010, the organisation added unique benefits for LGBT Googlers in the US – health benefits coverage for same-sex domestic partners, offering an offering an equivalent to the Family Medical Leave Act for same-sex domestic partners, and fertility assistance to LGBT Googlers.

“The decision to implement these benefits enhancements was ultimately a matter of achieving parity for our employees, regardless of their sexual orientation. This has enhanced the workplace climate for our LGBT and straight employees alike so we’re considering spreading it to more countries,” she says.

Gaygler members actively partner with LGBT youth organisations to support their work with donations and volunteering. Also, Googlers, straight and gay, took part in the public YouTube video “It Gets Better”, sharing personal experiences and sending messages of encouragement to youth at risk of LGBT-related suicide.

Goldman Sachs and Barclays both have networks for LGBT employees also. Goldman Sachs has an Asia LGBT Network that includes a chapter in Singapore, while Barclays has an employee network named Spectrum that drives LGBT inclusion throughout the organisation. “Our LGBT Network includes both LGBT employees and allies. Any employee can be an LGBT ally, they help create a support network for LGBT employees,” Golden notes.

Golden says Goldman Sachs has also participated in several events, including during the International Day Against Homophobia (IDAHO). The organisation ran a “Purple Talks” campaign, with employees encouraged to wear purple to show their support for their LGBT colleagues, he says.

FEATURE

Both Barclays and Goldman Sachs also carry out diversity talks to educate their employees on diversity issues. Seely of Barclays says that external consultants were brought in for ‘Lunch and Learn’ sessions in which members of senior management were educated on topics pertinent to LGBT people, while Goldman Sachs’s diversity training includes the “Out in the Open: Sexual Orientation in the Workplace” seminar, which helps employees understand the workplace experiences of LGBT professionals.

Jumping hurdles Businesses say they are getting good traction for their efforts in LGBT diversity but there are challenges to overcome – from differing laws in countries to the perception of people and society. Robb says there are some specific issues that make it challenging for LGBT employees to work in some places, such as obtaining dependents’ visas for a same-sex partners.

“Though Google believes that health benefits should cover same-sex partners, we’ve had to work through a lot of administrative hurdles to make that happen. In some cases, we’ve not been able to provide these benefits, but we continue to work through the ‘red tape’ and are committed to making sure Gayglers have the same opportunities that heterosexual Googlers have,” she explains.

Some employers say that senior leadership should actively promote diversity in the organisation. Seely says that studies by Barclays show that most people are not necessarily prejudiced against LGBT but are far more likely to have a lack of information that may cause them to seem insensitive. “The biggest challenge is probably convincing members of the senior leadership to take a stand and mandate diversity education,” he says. Seely adds that there has been a large push for LGBT inclusivity education in the Asia-Pacific region.

Celia Yuen, Practice Leader, Freehills Employee Relations – Asia, says: “In most key jurisdictions across Asia (with Taiwan being a notable exception) there is no express statutory protection for employees against discrimination based on sexual orientation or transgender status.” She says that this is a significant contrast compared to the anti-discrimination frameworks in countries such as Australia, the UK and US, where discrimination on these grounds in employment is unlawful.

Differences in legislative approached pose challenges for businesses seeking to adopt policies that encourage LGBT diversity, Yuen adds. She says Freehills’s clients (multinationals) who are headquartered in Australia, Europe and the US impose regional or global policies upon their workforces that at least protect against discrimination and harassment

Equal rights at work Under international human rights law, states are obligated to protect individuals from any discrimination in access to and maintenance of employment. The Committee on Economic, Social and Cultural Rights has confirmed that the International Covenant on Economic, Social and Cultural Rights “prohibits discrimination in access to and maintenance of employment on grounds of … sexual orientation” and notes concern about discrimination directed at “disadvantaged and marginalised groups and individuals.” Also, “any discrimination in access to the labour market or to means and entitlements for obtaining employment constitutes a violation of the Covenant”.

Source: United Nations High Commissioner for Human Rights

on the grounds of (among other things) sexual orientation or transgender status.

“We recommend that employers in Asia ensure that they have actively communicated their LGBT diversity policies to employees, and also that they have checked jurisdiction-byjurisdiction to ensure that their employment documentation has been drafted correctly and consistently to allow for effective enforcement of these policies so far as legally possible,” she adds.

The road ahead Organisations who wish to integrate LGBT diversity into their overall diversity plans for the workplace should keep a few things in mind. “Understand the business case for focusing on LGBT diversity. Review your policies and benefits to ensure they are inclusive and equal and offer diversity training including references to LGBT,” says Golden.

Others say good leadership and education about LGBT issues should help with promoting diversity at the workplace. “The first step is to ensure that members of senior management are committed to promoting the inclusion of LGBT people. After this is achieved, education about LGBT people should be rolled out to all employees,” says Seely.

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Great The customer should be at the heart of any service provision, and that means customer service training should be at the heart of any HR strategy for the service industry. HRM finds out how training can be utilised to emphasise service excellence

By Shalini Shukla-Pandey 46

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FEATURE

Corporate learning Many companies are realising the impact superior post-market service experience can have on their bottom line.

“Formal customer service skills training offers employers a direct approach to inf luence their customers and create value in their products and service offering to their clientele,” says Colin Tan, vice president of Product Development and Corporate Training, TÜV SÜD PSB Learning.

“It also allows employers to structure and put to fruition the company’s direction towards customer service and use it to drive revenue and profits,” he adds.

Scenario training offers some excellent development opportunities in this regard. In a simulated environment, both employees and employers have a chance to try out different approaches and discover their effectiveness, as well as to assess if these approaches are in line with company goals and customer communication objectives.

“Role-play opportunities in formal customer service skills training allows the opportunities for staff to build up their confidence levels,” Tan explains.

Using tools such as specially-developed service blueprints will help ensure that all staff are properly trained to follow service standards set by the organisation. “This will boost staff ability and confidence in their customer-handling skills which in turn has a positive impact on customer service,” says Charlene Ang, vice president of Local Corporate Sales, TÜV SÜD PSB Learning.

Besides imparting technical skill sets on customer service, most of the customer service programmes at Kaplan Professional include a segment on service mindset. “The key objective is to ensure learners understand the true meaning of being a customer service professional and the belief of applying these skills into a real work setting,” says Andy Chew, Assistant Sales Director, Kaplan Professional.

“Formal training is necessary as it imparts different skills and competences that apply to different work situations.”

Innovative training channels Roleplay scenarios at TÜV SÜD PSB Learning are based on actual customer service scenarios, and include video playback and critique. Participants also view and discuss excerpts from a nationallytelevised reality show “Can You Serve?” to identify good and poor service skills.

“We also have our students participate in experiential learning activities such as serving one another tea breaks during training,” says Tan. “Observation, feedback and coaching at the workplace based on real-life service situations are key tools we use in developing service excellence in our students.”

Kaplan Professional conducts customised programmes for a range of clients. One example, designed for a statutory board, was a single-day event where learners visited various service establishments to observe their service levels.

“After that, they had to bring back these observations to class for discussion,” says Chew.

“This approach has been proven very successful based on learners’ feedback as they feel what it’s like to be on the receiving end of good and bad customer service experiences.”

Training Vision Institute develops new course materials according to published research to encourage managers to think differently about their service challenges and issues.

“Latest research such as ‘Service-Dominant Logic’ is adopted in the course curriculum, an illuminating approach to innovate service delivery,” says Catherine Tang, Senior Consultant – Service Frontier, Training Vision Institute. “The curriculum showcases innovation in action and is highly effective in providing managerial insights.”

The various success stories inserted in each of the managerial courses demonstrate current best practices in service businesses, including the likes of Starbucks, Michelin three-star restaurant elBulli and Mayo Clinic.

Training that’s value-for-money As a CET for the Service Excellence WSQ framework, PSB Corporation offers the full range of service excellence programmes under that framework.

These programmes are funded by the Workforce Development Agency at rates of between 70% (for managerial level modules)and 90% (for supervisory and operations level modules) for Singaporeans and permanent residents.

“In addition, absenteeism funding is available to defray some of the manpower costs when staff are sent for training,” says Charlene Ang, vice president of Local Corporate Sales, TÜV SÜD PSB Learning. “This makes training very affordable.”

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FEATURE

Corporate learning Challenges faced A key challenge, Tan says, is ensuring the roleplay scenarios that students practice are realistic. “For example, in a paired role-play, the person undertaking the customer role may not play out a real customer’s feelings adequately, and the person playing the role of the staff may not take it seriously,” says Tan. Also some participants may feel that certain videos and experiential activities conducted may not be relevant to their individual roles. After all, not all customer service staff are in the food and beverage industry. Tan says the methodology is designed to teach broad-based principles. “Furthermore, on-thejob observation and coaching can be time consuming and costly,” Tan adds.

CASE STUDY

Kaplan Professional Amongst the custom training programmes that Kaplan Professional has provided for many companies on customer service, one notable case stands out.

“It was during a single-day service programme whereby we incorporated an off-site service observation component,” says Andy Chew, Assistant Sales Director, Kaplan Professional.

The project required Kaplan Professional to develop three different customer service modules at the operational, supervisory and management levels targeting retail shop tenants. “The context had to be aligned to the entire ‘Customer-Centric Initiative’ framework,” says Chew.

“The project required care co-ordination and planning.”

Service training pays Reports have shown that there is a positive correlation between customer service and sales revenue. According to a report from The Economist Intelligence Unit, ‘Greater expectations: Keeping pace with customer service demands in Asia-Pacific’, customer service is perceived by organisations as the top way to improve sales.

When asked how companies intend to improve customer service, the top answer was “through staff training”.

“These findings are not surprising as higher levels of customer service lead to higher customer satisfaction and in turn translate to higher customer loyalty and spending, which boosts business revenue,” says Ang. “A better trained workforce is able to multitask and handle unexpected situations, resulting in higher productivity levels as well.”

Like all training initiatives, customer service training has to be driven by the needs of the business. “If profit margins are derived from premium service levels, training in delighting customers has to be part of the overall company culture,” says Tang.

“To be cost-effective, training programmes should be selected to address performance standards required to meet business objectives.”

Service training is indeed cost effective, provided there are service improvement indicators on the customer satisfaction level, says Chew. “From the data collected, we would then be able to measure the return on investment to access whether there was any positive impact on profit margin.”

Collaborative practices Collaborative learning methods grounded in social learning theory are gaining popularity as a creative pedagogy. This constructivist approach emphasises the participant experience of learning in an interactive manner.

Open-Space Learning (OSL) is one such collaborative practice where participants are empowered in a dialoguecentric learning environment to participate actively, both mentally and physically.

“Two key challenges in managing collaborative methods here involve the inclusive nature of learning, mainly managing diverse opinions and confusion about how to share instructional time due to role shifts and powersharing,” says Catherine Tang, Senior Consultant – Service Frontier, Training Vision Institute.

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FEATURE

Corporate learning The future of service training TÜV SÜD PSB Learning is currently working on several new creative learning processes. These include the use of e-learning and even “m-learning” via mobile phone to learn and reinforce concepts. “We are also looking to incorporate real-life customers in staff role-plays to add a sense of realism,” says Tan. Kaplan Professional has rolled out online-based learning modules, also known as blended learning, targeted at professionals, managers and executives who have hectic schedules but still value training.

It comprises of two face-to-face lessons and online sessions.

“We are also in the final stages of creating mobile apps for our participants to take their learning one step further outside of the classroom when they are on the move,” says Chew. “We are constantly looking at creative ways to make training more enjoyable for our participants.”

What industries needs customer service training?

Customer serving ratings (Asia) (% respondents) Groceries or household consumables 9 36 Clothing and accessories 8 36 Consumer electronics 12 43 Financial services 14 37 Travel and transportation 8 35 Telecommunications 9 41 Hospitality 15 41 Health and wellness 8 30 Restaurants 10 38

Very good 1

2

3

4

Very bad 5

40 43

11

3

10

3

35 35

9 2 11

43

12

38

14 34 48

3 4 5 82

11 3 41

9 2

Source: Report from The Economist Intelligence Unit, “Greater expectations: Keeping pace with customer service demands in Asia Pacific”

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MICE

VALUE for the VENUE

S.E.A. Aquarium - Ocean Dome – Marine Life Park, Resorts World Sentosa 52

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MICE

Venues with high ROI Increasing ROI and cost-effectiveness are critical for any corporate event plan. HRM shares some of the best-value conference and meeting venues in Singapore

By Shalini Shukla-Pandey

Singapore’s MICE industry has shown strong growth over the past three years. The trend looks set to continue, with the emergence of new and unique event spaces that further blend business with leisure.

There has also been a growing emphasis on midsized events that target specific geographical regions or industries, resulting in the emergence of “Confex” events. These hybrids of exhibitions and conferences are typically smaller in scale but more focused and niche in delivering greater revenue and improved quality for event owners.

Exhibition and conference organisers are also demanding higher levels of flexibility and service when choosing their event venues, says Aloysius Arlando, CEO of Singex. “This requirement extends to greater demands for venue and ancillary services to visitor and delegate requirements including accommodation, catering and entertainment.”

Noel Hawkes, Vice President of Channel Sales and Development, Resorts World Sentosa, concurs: “HR professionals expect greater returns with venue spaces which are worth their while, allowing them to accomplish more in a single destination.”

Smorgasbord of choices

25%

of all visitors to Singapore in 2012 attended a MICE event

The MICE offerings at Resorts World Sentosa pack a punch not only because of its ability to cater to 35,000 delegates at any one go, but more so, the quality of the unprecedented MICE options not previously available in this part of the world.

“With the resort now fully open, our offerings span a very wide spectrum, catering to different needs and price points for our MICE clients,” says Hawkes.

These include six different uniquely themed hotels, Southeast Asia’s only Universal Studios theme park, the world’s largest oceanarium, Asia’s largest columnfree ballroom (seating 6,500 delegates), as well as 37 function rooms and 20 other varied event venues.

There is also a wide array of accommodation available, including the unique Ocean Suites and Tree Top Lofts, which are part of the Beach Villas hotel. The Ocean Suites provide a one-of-a-kind cosy, immersive experience with an underwater view of over 50,000 marine animals.

Over at the Tree Top Lofts, which epitomise exclusivity and privacy under the canopy of a surrounding rainforest, delegates can enjoy an actual “getaway” and immerse themselves in a five-star “back to nature” experience. Both accommodations offer luxurious amenities and personalised butler service.

On the other hand, Bintan Lagoon Resort – managed

by Mozaic Hotels and Resorts – is an ideal venue for MICE organisers who wish to hold their events out of their home country but still keeping to a modest budget.

“We are able to offer MICE organisers and delegates a natural and scenic environment, as opposed to venues in cities where surroundings are concrete and manmade,” says Sharon Foo, Senior Marketing Communications Manager, Mozaic Hotels & Resorts.

Bintan Lagoon Resort is set amongst more than 310 hectares of beachfront gardens overlooking the South China Sea. With the inception of its new conference centre, the resort can focus on delivering better value to larger groups with a central reception area and a pillarless banquet hall which can hold up to 1300 people.

MICE customers can also enjoy all the wonderful facilities within the 473-room resort, including two spectacular and renowned golf courses, 12 dining options and more than 50 exciting land and sea activities.

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MICE

Venues with high ROI Bintan Lagoon Resort not only has all the elements of a five star beach resort, the convenience of its own direct ferry service (it is only 75 minutes from Singapore’s Tanah Merah Ferry Terminal), and a private ferry terminal.

“We have a fast track immigration service which can clear larger groups of hundreds within minutes,” says Foo. “This is ideal for groups which need to maximise their time and have a back to back schedule.”

Themed dinner events held on the golf course and releasing sky lanterns by the beach are just two group experiences that companies have enjoyed at Bintan Lagoon Resort.

For a third option, consider Singapore Expo Convention and Exhibition Centre, managed by Singex. It is a top-ranked venue in Asia and Singapore’s largest purpose-built MICE facility. It boasts a staggering 123,000 square metres of indoor and outdoor space, including 10 exhibition and conference halls and a variety of meeting rooms.

Singapore Expo is a one-stop event hub for every reason, and welcomes over six and a half million visitors to more than 600 events every year.

Ensuring ROI and best value For even greater value, Resorts World Sentosa rolls out seasonal offers from time to time, including meeting packages and festive offers.

For one, corporate clients enjoy bulk purchase discounts for the attractions. Teambuilding and special Dinner and Dance packages are also popular with HR clients. “We also offer accommodation offers for clients holding their events at the resort, such as special room rates,” adds Hawkes.

Bintan Lagoon Resort has all the MICE facilities of a resort under one roof, saving time and additional travelling costs. For example, companies can find an outdoor adventure training centre and two 18-hole golf courses within the resort’s premises without

Green MICE Green initiatives are becoming less of a flash-in-the-pan trend and more of a business requirement in the MICE industry. “From energy efficiency to waste minimisation and sustainable goods procurement, venue managers should reflect on the carbon footprint left by their properties and incorporate environmentallyconscious measures into their daily operations,” says Aloysius Arlando, CEO, Singex.

Sustainable and greening features at Singex’ premier site, the Singapore Expo Convention and Exhibition Centre, include: • Light-coloured roof, reflective of the sun’s heat – reducing energy consumption for air-conditioners and lowering utility bills • Recycled material (Green Label certified products and products with at least 30% recycled material) used extensively in the construction • Reclaimed water and treated wastewater utilised for airconditioning chillers • Motion-sensor lights in the washrooms • Recycling bins placed outside event entrances and exits • Abundance of green ‘lungs’ in the car park, outdoor areas, and in the new “MAX Atria” spaces

MAX Atria is the

first convention centre in Singapore to receive the Green Mark Platinum award by the Building and Construction Authority of Singapore

having to travel out to other parts of Bintan island.

“If it costs the same amount of money to hold an event in Bintan Lagoon Resort and in Singapore, why not choose to have it overseas at the resort, where MICE delegates or company staff can get to enjoy and experience the facilities and natural ambience of an island resort,” asks Foo. In this ROI-driven environment, quality assurance and smooth event delivery are more important than

WORK AND PLAY AT RESORTS WORLD SENTOSA MICE offering Details Marine Life Park (MLP)

• The world’s largest oceanarium • Consists of - Adventure Cove Waterpark - S.E.A. Aquarium – the world’s largest aquarium housing more than 100,000 marine animals from more than 800 species - Ocean Gallery – a unique event space • Teambuilding opportunities galore with the region’s first hydromagnetic coaster, the 620-metre Adventure River, Bluwater Bay wave pool, and ray-feeding at Ray Bay.

Universal Studios Singapore

• Popular MICE venue • Sesame Street Spaghetti Space Chase – the world’s first immersive Sesame Street indoor themed ride • Teambuilding programmes such as the Scavenger Hunt and Family Day packages

Equarius Hotel • Eco-luxurious hotel • Consists of - Seven function rooms - Balconies extending out of each room - Forest – a celebrity-chef restaurant helmed by Chef Sam Leong ESPA

New conference Centre at Bintan Lagoon Resort

• Singapore’s largest destination spa with 10,000 square metres of luxury relaxation • Equipped with the first authentic Turkish Hammam in Singapore • The perfect complementary item on the itinerary for delegates and their spouses ISSUE 13.3

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MICE

Venues with high ROI IBM partners with RWS

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De lec tab l

eC uisi ne

The inaugural IBM Interconnect was held at Resorts World Sentosa in October last year.

The three-day event brought together more than 2,500 global leaders in business and technology, from some 52 countries around the world to explore how information and technology serve as the catalyst for unleashing innovation. Special evening gatherings were also built into the agenda for relationship-building and networking.

The event booked out MICE venues across the resort, including the entire Resorts World Convention Centre as the main conference venue. There were also 12 dinner and off-site meetings held at various food and beverage outlets within the resort, including cocktail receptions at the Sky Bar, and business dinners at Feng Shui Inn, Palio, Osia, Fiesta, and Starz Restaurant. Delegates were housed in five hotels across the resort and a special gala evening was held at Universal Studios Singapore.

Jean English, Vice President of Software Marketing, Demand Systems Organisation, IBM, said: “The diversity of offerings at Resorts World Sentosa, from accommodation and convention facilities to celebrity chef restaurants and worldclass attractions, was a key deciding factor for us.

“Having all these facilities at a single destination resort allowed our delegates to blend business and leisure, with the transition between conference and social networking Networking Evening at USS 6 mere minutes she added.

SingexAdW186xH119.5-3FA.pdf 1being 15/2/13 8:03 away,” AM

ever before, says Arlando. He points out that Singex’ commitment to customer-centric quality management systems is on display through the adoption of industry best practices and globally-recognised certifications.

The MICE space provider also aligns itself with service partners such as Xirrus, for high-performance broadband internet onsite, the TungLok Group, as its premier event caterer, and Singapore’s leading hotels in the Changi precinct – including Crowne Plaza and Capri, to deliver exceptional and fuss-free event experiences.

“Leading spaces like Singapore Expo must now focus on developing ancillary services like hassle-free internet connections, delegate-focused concierge services and intelligent technical capabilities like mood lighting systems and video conferencing technology to differentiate themselves,” says Arlando.

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Contact sales@maxatria.com.sg for more details Singapore EXPO & MAX Atria, 1 Expo Drive, #02-01Singapore 486150 | Telephone: 6403 2160 | www.maxatria.com.sg | www.singaporeexpo.com.sg Managed by Singex Venues Pte Ltd, an ISO 9001:2008, Business Continuity Management SS540 and BS25999 certified company.

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allrooms nal B o i t ep Exc

LEADING FROM ASIA

TALENT LADDER

New appointments Syed Ali Abbas

Chief Human Resources Officer, Pacnet Syed Ali Abbas has recently taken over as the Chief Human Resources Officer for Pacnet. Based in Singapore, Abbas will manage the human resources strategy and operations globally for the company.

Abbas was previously working at AT&T as Executive Director of Human Resource for the Asia Pacific region. He built a vast expertise in human resource capacities over the

span of 11 years. At AT&T, Abbas developed and managed the HR function as it expanded its Asia Pacific product portfolio and revamped its organisational structure. Prior to AT&T, Abbas worked in the HR team for KPMG’s consulting arm in India.

Abbas is part of the new leadership team driving a major change in the strategic direction in Pacnet. Apart from managing talent for the

company, Abbas will drive further focus in HR to support its business strategy, organisation development and transformation. He will ensure that Pacnet’s HR programmes are aligned with the company’s strategic direction by maintaining excellent standards for recruiting and developing talented professionals across Pacnet’s worldwide operations.

Neo Shu Fen

Senior HR Executive, Mandarin Orchard Singapore Neo Shu Fen was previously working at manufacturing company ASTI Holdings before commencing her employment with Mandarin Orchard Singapore.

During her two years at ASTI Holdings, Neo was given the chance to work independently and the colleagues whom she worked with made the experience a memorable and enjoyable one. She left ASTI Holdings to pursue new challenges and advance in her career.

Neo’s five years of HR experience in the hotel and manufacturing

industries exposed her to different HR functions and helped her develop a strong foundation in HR. Having faced challenging situations in her past experience, Neo views her career at Mandarin Orchard Singapore with confidence and optimism.

Mandarin Orchard Singapore provides Neo with opportunities to explore different HR functions. Not only does this give her greater motivation and confidence, it also benefits her career progression as she

picks up new skills and experiences.

Neo recently completed working on employees’ variable bonus pay-outs, and will soon be involved with the union collective agreement negotiation. Fresh in her new role, Neo hopes to share her knowledge and expertise gained from her previous employment with others. At the same time, she aspires to be better equipped to face new challenges and accumulate a wealth of knowledge in the coming years in the hotel industry.

building management, spanning across both country and regional roles. The wealth of experience facilitated Tan’s move into HR when she was the Administration Manager at Hyflux.

During her early days at Hyflux, Tan’s problem solving nature was quickly recognised with two promotions within a three- year period. She was identified as the Manager of the department’s Operations and Shared Services Section, and doubled up as a

Business Partner for several Business Units.

Now at DHL, Tan’s can-do spirit puts her in great stead. She is excited about the future challenges that she will face at DHL. “The move to DHL is in line with my aspirations to achieve better results in the HR field and it is definitely my pleasure to join the renowned Employer of Choice. I look forward to the greater challenges ahead and am confident to scale new heights in my current career.”

Jernet Tan

Business HR Manager, DHL Jernet Tan was recently appointed as Business HR Manager with DHL Express. In this capacity, Tan reports directly to the Vice President (SEA).

Operationally, she forms part of the Senior Management Team and reports to the General Manager to deliver quality HR service and solutions; drive results as well as increase employee engagement.

Tan brings with her over 12 years of experience from various corporate functions ranging from business development, administration and

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IN PERSON

HR talent Wendy Soh

Director, Business Excellence Center, Mitsui Chemicals Asia Pacific

How many years HR experience?

25 years

working professional! My proudest achievement is being able to successfully balance work and family life.

Why HR? I took up a three-year commerce degree with a major in banking and this allowed me to step into the HR profession in 1987, where I’ve remained ever since. HR was just a job to me during my early career stage. But as my career developed, and I gained experience in different industries, I discovered a real passion for HR work – to me HR is the architecture of personal relationships.

Biggest challenge?

In my opinion, the biggest challenge for HR in the 21st century is to identify its biggest challenge and its priority.

As the business climates keep changing, challenges will keep emerging and solutions will also keep emerging.

HR professionals need be innovative in creating HR best practices. Building a sustainable Human Resources architecture in their organisation will be a big challenge.

Why Mitsui Chemicals?

This is my first time working with a company specialising in chemical production, and I have been with the Company for five years since late 2007. Mitsui Chemicals is one of the leading companies in Japan. I was impressed by its innovations in chemistry and was very curious about its products.

After hours?

I try to stay at home with my family as much as I can.

On weekends I try to cook for my family, because I love experimenting with new recipes. In private moments, I enjoy drawing my own comic series.

Biggest achievement?

I can’t name any single big achievement in my career so far, but I’d like to believe that I have proven myself as a

Family?

I have a daughter and a son, and they have both grown into lovely, intelligent adults. I’m very proud of them, and confident that they will excel in their studies and careers, wherever life may take them.

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TALENT CHALLENGE

HR Management

The truth about HR What are some of the biggest myths about HR that you would like to debunk?

Jaclyn Lee

Senior Director, Human Resources, Singapore University of Technology and Design

Many people think that HR folks are back-benchers whose sole existence is to process work permits, administer recruitment procedures and act as policy enforcers.

In fact, many business unit heads whom I worked with in the past usually view HR with suspicion at the onset, and tend to think that we don’t add value to their business.

The truth is that HR has progressed tremendously since the olden days. Most of us are very well trained and are business savvy. We do possess a sound knowledge of the business and assist in value creation to business unit heads, such as to the CEO and the board.

With my 20+ years of HR experience, I have taken on a multitude of roles. These includes being a business partner, change agent, employee champion and advocate, brand ambassador, talent scouter, HR Business expert and so forth. The HR function plays a very vital role in helping the organization attract, reward and retain talent through a robust HR Framework that is linked to the business and its needs.

When HR plays a strategic role in the business and has a seat at the table, it eventually helps the company succeed by ensuring it stays competitive in the marketplace.

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Timothy Cheong

Group Human Resource Director, Banyan Tree Corporate

The two myths I would like to debunk: firstly, HR is to champion the welfare of the staff, and secondly, HR is all about talent development.

The former assumes that HR ensures that each staff member is fairly treated and ready to meet the challenges ahead, alongside with meeting business goals.

However, regardless of the diversity of Singapore’s workforce, the focus should be on company-wide employee engagement through common goals and values, rather than to champion the welfare of a certain group. People who are able to see the values-based brand of the company are the talents we want to attract and retain.

The second myth is perpetuated by all the hype that HR should be the transformational force in the war for talent.

I agree that HR has an important role to play in this. However, HR has an operationa role to play as well: it needs to deliver basic operational and cultural outcomes to establish credibility to deliver the strategic objectives.

Operational outcomes such as timely payroll, appropriate training and efficient benefits administration; and cultural needs such as building bonds with the community and driving common values are foundation blocks before talent development can take off and be successful.

Joshua Ho

Deputy Director (Manpower Planning & Policy), SingHealth

Very often when we think of HR, we tend to view it as a list of administrative work.

However, HR has potential as a strategic player at the table, particularly when it comes to talent management and developing programmes to keep high performing teams and individuals performing at their very best.

This is because there is a huge differential between the best talents and others.

In fields involving repetitive, transactional tasks, top performers are typically two or three times as productive as others. In highly specialised or creative work, the differential is likely to be a factor of six or more. Across all job types, the best performers are roughly four times as productive as average performers and this holds for every type of organisation.

Given the large contribution that the best talent can make to the outcomes of an organisation, the key role of HR, therefore, is to identify, nurture and unleash exceptional talent and teams who will then enable the organisation to deliver exceptional performance.

On SingHealth’s side, we recognise the cruciality of talent development as the aforementioned continues to be a key task for HR. We have set up a Talent Management Department was set up to identify and develop people who can enable exceptional organisational performance.

RESOURCES

Book reviews

Make leadership-driven HR happen The old view of humans as resources is being phased out in favour of a more developmental approach towards people in organisations – people should be engaged and developed in their jobs. In his new book Leadership-Driven HR, David S. Weiss proposes a step-by-step guide on veering HR on the path towards a transformational role in the organisation.

The book comprises of three main parts: Transforming HR, The Work of HR, and the HR Value Proposition.

In the first part, Weiss proposes several measures to make a change to add value to business. These include being leadership-driven, establishing a line of sight to the customer, and doing only priority work which will add value to the organisation.

In The Work of HR, Weiss introduces a HR Triangle to highlight HR capabilities that add value to organisations. HR can guide leaders to select, retain and develop talent, and act as a centre of excellence for organisational capabilities, he says.

GMPRS1045 GMP HR Magazine 186x119.5mm pa.pdf

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14/1/13

Lastly, the HR Value Proposition underscores the importance of delivering quality HR solutions to meet critical business needs. Weiss focuses on three people and organisational capabilities which are commonly associated with the HR value proposition, which are building leadership capacity, accelerating culture transformation, and implementing change.

With clear elaborations backed up by examples, Weiss tackles HR issues directly with a solution which is succinct and applicable to businesses. HR professionals, business partners and managers looking to change HR into a vital leadership function would appreciate the straightfoward approach Weiss uses to propose his solutions.

Title: Leadership-Driven HR : Transforming HR to Deliver Value for the Business Author: David S. Weiss Publisher: Jossey-Bass Inc Pub Cost: S$65.22

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Where Outsourcing Pays

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RESTAURANT REVIEW

La Cantine

Not your average canteen food Nestled in a corner of sprawling Asia Square 1, La Cantine (The Canteen) is a French basseries that oozes personality.

Diners enter a whimsical place, where upside-down roosters and Parisian-themed architectural chandeliers hang from the ceiling.

On the menu, Michelin- starred chef Bruno Menard offers his unique take on classic French favourites. For starters, try the Cévennes onion soup- a creamy, silky concoction that bursts with flavour. The organic softboiled egg on ratatouille, Bellota chorizo, croutons and Espelette pepper is another option. Served slightly cold, it’s a refreshing combination of textures and flavours that open up your palate for the next course.

Meat lovers might enjoy the tasty beef flank or La Bavette, which is served with caramelised onions, ravioli au gratin and barbecue sauce. The lamb chops on the other hand, were a tad too fatty and lacking in flavour. Fish dishes worth a try include the steamed cod fish and the Scottish salmon heart.

The restaurant does some wonderful desserts. The Baba au Rhum, a traditional recipe passed down from Menard’s grandfather looks simple but tastes phenomenal. When served at your table, the waitress cuts the light cake down its middle, pours a shot of rum and adds a dollop of vanilla cream. Chocolate fans would appreciate the generously portioned warm Chocolate Macaron.

La Cantine’s signature “Dishes to Share”- an assortment of appetisers, mains and desserts, is a great communal dining idea for corporate groups. The restaurant’s main room can host a seated dinner for up to 50 people. Larger groups can choose to have their tables set in the restaurant’s courtyard.

La Cantine 8 Marina View #01-01 Asia Square Tower 1 Tel: 6690 7567 Email: reservations@ lacantine.sg

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ISSUE 13.3

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TALENT FEATURE

Adecco

Happy-ness at work Having a little bit of fun at work can boost engagement, inject positivity and raise retention among employees, writes Lynne Ng, Regional Director, Adecco SEA

Lynne Ng

Regional Director, Adecco SEA

It’s clear to us all that the workplace is constantly evolving. Most offices in Singapore today have a diverse mix of employees including, baby boomers, the Gen Xs as well as millennium babies. If there is ever a common chord between these various groups, it would be finding that ideal employer or workplace that encourages fun and play.

Various studies have shown that having fun at work plays a significant role in engaging employees.

Contrary to popular belief, a workplace that encourages play and injects elements of fun, results in employees being more productive. People naturally gravitate towards fun and many HR professionals have developed in-house activities aimed at engaging the employee population. Engagement activities such as themed days, sporting activities and even friendly competitions around festive occasions, are often well-received. Gone are the days where the fun employee event revolves around the annual Dinner and Dance. Employees normally appreciate and value a culture of spontaneity, transparency and regular engagement. Companies such as Google and Microsoft have been leaders in this area and many others are following suit.

With the advent of social media, colleagues often share updates from work-related events. I encourage sharing on selected social media platforms and have seen an increase in the number and quality of social media activities at Adecco.

Pictures are worth more than a thousand words and our online activity has resulted in increased engagement with our target audiences.

Engagement activities which are often driven by HR or employee engagement groups will further benefit from participation and support of senior leaders in the organisation. This is often more apparent in larger companies where senior management is often based in different locations or countries. Among the easiest ways to improve workplace productivity and employee engagement is to have regular interactions with senior leaders.

These could be incorporated into casual monthly meetings over breakfast or more formal sessions.

Such activities not only benefit the employees but also serves as a platform for senior leaders to get to know their employees better; to understand what drives them, thus being involved in the employee engagement process.

At the same time, while it is important to implement such activities, it is also good to take a step back and to take a holistic approach to employee engagement and workplace happiness.

Key aspects include not only the fun items but also the more serious components such as having a harassment-free workspace, equal employment opportunities, transparency, open communication and constant reviews of existing policies.

A fun and engaging workplace is one that encourages enthusiasm and injects positivity in the lives of employees. Most of us would agree that while certain benefits, such as a competitive salary package and perks are vital, working in an open environment where play is encouraged can be the missing link that addresses employee engagement and retention.

For more information about Adecco see www.adecco.com.sg or www.facebook.com/AdeccoSingapore ISSUE 13.3

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TWENTY-FOUR SEVEN

HR at work 9.00am I start off my day with a quick meeting with my senior manager. I update him on the progress of current assignments and also clarify the direction of incoming projects.

9.30am I work on the presentation slides for the recent Benefits Review exercise. The Benefits Review was conducted by HR to ensure staff benefits are relevant and comparable to market and industry.

Yap Yu Jia

Human Resource, GuocoLand Limited

10.30am With GuocoLand’s extensive operations in China, we need to keep abreast of the latest developments in the industry. I translate key HR-related articles from Chinese sources into English for information sharing purposes.

2.00pm As secretary to the monthly HR teleconference, I arrange and coordinate with the HR Heads from various countries on their schedule and also take down the meeting minutes for dissemination. This teleconference is a platform for the HR Heads to convene and address strategic HR issues.

3.30pm I prepare e-publicity materials for the ongoing Workplace Health Programme. We actively support initiatives that help our employees stay fit & healthy, and I also help to plan outings for staff and their family members during school holidays to promote family bonding.

4.30pm I meet up with the event organiser for our company’s Staff Get-Together Dinner. We review the theme and programme to ensure the fun-filled event will be a hit with our staff.

5.30pm I upload the latest photos of company activities onto the Intranet gallery which documents all the current and past events. I also draft and send out notification to all staff on upcoming events to encourage participation.

6.00pm Knock-off and gear up for a companyorganised Zumba class with my enthusiastic colleagues.

The exercise classes organised by the company are not only fun, but also a good stress-buster.

Experience

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141 MARKET STREET #01-01/03 INTL. FACTORS BLDG.

8 RAFFLES AVENUE #01-13E ESPLANADE MALL

AND WE MATCH HIGH PERFORMERS WITH HIGH PERFORMANCE COMPANIES Comprised of the combined operations of Michael Page, Page Personnel and Page Executive, Page Group is a worldwide leader in specialist recruitment. The Group operates through 164 offices in 34 countries worldwide. First established in London in 1976, we’ve been bringing job seekers and employers together for more than 30 years. Our presence in the Asia Pacific region extends across Singapore, Thailand, China, Taiwan, Hong Kong, Japan, India, Malaysia, Australia and New Zealand.

Recruitment Manager

Assistant Manager Human Resources

Regional Reward Manager, Greater Asia

Matrix US Listed Financial Services Group Newly-Created Individual Contributor Role

Leading US MNC Manufacturing Industry

Strategic Single Contributor Role Business Partnering Responsibilities

Our client is a global financial services group with their Asia Pacific Headquarters based in Singapore. With the increased presence in the region, we are presently seeking a seasoned Recruitment Manager to join the team. You will be part of an established recruitment team who will work closely with HR Business Partners and hiring managers to manage the hiring needs of regional teams. The successful candidate will have at least 5 years of experience in corporate recruitment and account management. Prior experience working with senior business leaders and demonstrated ability to manage competing demands will be highly sought after.

Our client is a well-established US MNC with a solid brand name in the manufacturing industry. Due to their continuing business needs, they are currently seeking an Assistant Manager to join their team. Reporting to the HR Director, you will be partnering with two business units within the Singapore plant. You will be responsible for recruitment and staffing, compensation and benefits, business development and annual budgeting. The ideal candidate should possess a Degree specialising in HR Management, with at least 5 years in the manufacturing environment. Union experience is a must. You should be intellectual, have the right interpersonal skills and the ability to lead and influence.

Our client is a leading global pharmaceutical & healthcare organization and one of the largest corporations in the world, with growing sales & revenues and a strong working culture, making them one of the most rewarding employers to work for. With continual growth within Asia, they are looking for a talented Regional Reward Manager to lead function. You will support global projects and processes by participating in global planning and managing implementation within the designated region. To be successful in this role, you will be tertiary qualified in a relevant discipline with ideally 10 years of experience working within a specialist remuneration and benefits position.

Please contact Peiwen Teo quoting ref: H1624030 or visit

Please contact Nupur Agarwal from ref: H1638860 or visit

our website.

our website.

Please contact Cherry Wu quoting ref: H1554030 or visit our website.

Senior HR Manager

Learning & Development Manager – SEA

Our client is a reputable organization offering a wide range of products and services within the technology industry. They are growing steadily on a global platform and are looking for a Senior HR Manager to support the growth. Reporting to the HR Director, you will implement and improve HR policies and practices to achieve business objectives.

You will also work closely with Centre of Excellences and Shared Services to review strategic HR initiatives pertaining to recruitment, compensation, talent management and succession planning. The successful candidate will have 10 years experience in HR management with at least 3 years leading a team.

Please contact Lucia Deng quoting ref: H634510 or visit our website.

US company with multiple brands in its portfolio Dynamic work environment Our client is an established healthcare organization with exciting regional expansion plans. Reporting to the Head of L&D, you will be responsible for the entire HR Development efforts of the organisation in Singapore and the region. You will be running talent management programs as well as strategically partnering other functions/disciplines within the company, and implementing relevant strategies. This role focuses on learning and organisational development.

Key to your success will be your ability to engage the senior leaders on a strategic level. The successful applicant will have a tertiary degree in HRM with at least 6 years of relevant experience.

APAC HRIS Manager Top multi-national player Lead role with team management responsibilities Our client is a global leader in their industry with exponential market share in APAC and around the world. The company is looking for a HRIS Manager for the successful operation, rollout and end user support of automated HR systems to faciliate the management of data for Asia Pacific. This position will be primarily responsible for the functional aspects of HR system project delivery and on-going support for the core PeopleSoft HR system. To be successful, you will have at least 8 years HRIS knowledge and proven ability in building effective, collaborative working relationships with peers, subordinates and senior leadership.

Please contact Cherry Wu quoting ref: H1592420 or visit our website.

Licence No.: 98C5473 Business Registration No: 199804751N

One of most well-known brands in Asia High visibility among top management

#13826

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WE KNOW RECRUITMENT

Please contact Sean Tong quoting ref: H1639770 or visit our website.

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 a confidential discussion.

Human Resources

Specialists in human resources recruitment www.michaelpage.com.sg

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Senior Manager, Organizational Development Strategic Human Resource function

Leadership

Our client, one of the leading organizations in the public sector, is urgently looking for a Senior Manager, Organizational Development (OD).

You will be a key member of the HR Management team, and lead a team to drive initiatives in learning, development and engagement of staff. You will be responsible for the development and implementation of strategies for leadership and talent management to build a pipeline of ready successors for key positions in the organization. You will also oversee staff communications, corporate social responsibility and staff well-being.

To be successful in the role, you would be a Degree holder with minimum 8 years of HR/OD experience. You possess a successful track record of leading a team, highly adaptable to changes, and able to connect with people at all levels and background. Previous experience in the public sector will be advantageous.

To submit your application, please email your resume in word format to yenny_chan@kellyselection.com or contact Yenny Chan at (65) 6227 2251 for a confidential discussion.

HR Manager Leading FMCG company

Start-up operation

Our client, a global leading FMCG MNC that is expanding its regional office is currently looking to recruit a HR Manager for their Singapore operations.

Reporting to the Asia HR Director, you will cover the full spectrum of HR services focusing on the Singapore plant operations including: manpower planning, recruitment, training & development, performance management, salary benchmarking exercises and managing HR budget. You will ensure the smooth running of HR Operations for the new plant and establish HR policies and processes. You will be required to work closely with business heads to drive corporate HR initiatives and promote the sharing of best HR practices.

You must have a degree in HRM from a recognized university with a minimum of 8 years HR related experience in a manufacturing environment including good knowledge of local employment law. This newly created position will require you to have hands on operational and strategic experience. You should come from an MNC background within the FMCG/pharma/healthcare/manufacturing sectors. Previous work experience in MNCs leading new projects or start-ups would be a requirement for this role.

To submit your application, please email your resume in word format to lili_kang@kellyselection.com or contact Li Li Kang at (65) 6227 2251 for a confidential discussion.

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Regional HR Business Partner

HR Manager Compliance & Special Projects

HR Director, APAC

A Fortune 500 company

Global Alpha Insurance Broker

Leading European FMCG Company

One of World’s Best Multinational Workplaces

Newly Created Role

Strategic Business Partner

Salary Circa S$120K-S$140K

Salary Circa S$65K

Salary Circa S$250k-S$350k + Bonus

This client is a Fortune 500 company and one of the world's most profitable corporations.

This company is a multinational FMCG company headquartered in Switzerland with strong presence regionally.

Our client is a leading global alpha insurance broker and is continuing to expand into new markets. Due to continued growth in Singapore, there is now an exciting opportunity to be part of the HR compliance and special projects team.

You will partner with regional business heads to ensure appropriate support and delivery of key HR initiatives in the region. This will include facilitating effective resource management to ensure quality and timing delivery of business objectives. You will partner with each market to ensure that the business receives adequate HR support with the execution of HR delivery strategies of key global and regional initiatives.

Play an active role to ensure a rich and diverse talent pipeline by partnering with line managers and driving a best in class talent management.

As a successful candidate, you will report to the Director for HR and Compliance. You will provide a key support service to ensure compliance with regulatory and audit requirements for the fit and proper certification of Representatives and Broking Staff. You will also be the Project lead for innovation, review, efficiency enhancement and process re-engineering in human resource operations.

This includes conducting timely due diligence checks and maintain documentation, in respect of the Representatives’ and Broking Staff’ fitness and propriety. You will prompt regulatory notifications on appointment and cessation of Representatives and Broking Staff as well as misconduct reporting.

A leading FMCG organisation, our client is well respected for its business, its people, its offerings and its efforts in corporate social responsibility. There is now an opportunity for a high calibre regional HR professional to join them in this business partnering role.

A Master’s Degree specializing in HRM is preferred with minimum 10 years’ experience in HR. Good regional experience in designing and delivering business and people strategies is a must. You have managed independently under demanding market environments to achieve and exceed goals and experience in managing teams across markets. You are able to build strong and sustainable relationships. At least 30% of travelling is required.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC5033\HRM, or call (65) 6333 8530 for more details.

Leading the APAC region, you will partner the Regional President, and develop and manage the HR strategy including talent management and organizational development. This business partnering role will also have you working with all country HR leaders, particularly in the areas of effective employee engagement, whilst enabling the achievement of overall business objectives. As the organization is embarking on aggressive growth, you can also be expected to work on a significant number of OD initiatives in bringing the organization to the next level.

You are degree qualified with minimum 5 years of HR experience. Experience in insurance broking firm with HR compliance, and change management is preferred. You will have strong knowledge of Insurance Act and Financial Advisor’s Act and in-depth knowledge of MAS guidelines.

You are a senior HR professional with a track record gained in progressive multinationals.

Generalist experience or those with specialist OD expertise will be preferred. Ideally, you have been in national and regional roles, preferably within the services industry. International candidates with deep Asia experience are welcome to apply.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC5058\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 CK4982\HRM, or call (65) 6333 8530 for more details.

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Business Registration No: 200307397W I Licence No: 03C4828

Returning the Human to Resourcing

6 Best Headhunting awards in Asiamoney Headhunters Poll for Asia since 2009

Country HR Manager (US MNC)

Programme Manager, Leadership Development (Global Bank)

Senior HR Manager - GTO

Newly Created Position

Progressive, Profitable Global Bank

Premier Bank

Excellent Career Opportunity

Excellent Career Opportunity

Global Technology & Operations

Salary Circa S$60k-S$80k

Salary Circa S$150k-S$180k

Excellent Career Progression

Our client is a US MNC, in the marine repair and servicing industry, with 20 over offices worldwide. Due to continuing business needs, there is now an opportunity for a dedicated and high performing HR professional to head up the HR department.

Our client is a major European Bank with a strong and long established presence in the region. Due to a strong emphasis on people development, our client is looking to recruit a dynamic and highly capable professional to support, the Leadership Development Team.

This major bank offers a full range of products to a global network of clients. With an impressive growth plan for the region, it is now seeking a dynamic and seasoned HR Manager for its GTO Division.

Reporting to the Head of Talent & Leaning, you will provide centralized governance for the Leadership Development team. You will be responsible for all aspects of monitoring and reporting of governance and standards of policy and execution in partnership with the Regional Facilitators, Curriculum Design and Delivery Standards. You will be responsible for all aspect of demand and supply planning in conjunction with multiple stakeholders. You will also provide event project management for Talent & Learning programmes.

Reporting to the Head of HR, GTO, you will work closely with the senior GTO managers to align business and people strategies through appropriate advice and intervention. You will influence and coordinate the development of a performance culture through effective implementation of integrated people management strategies and plans including performance management, compensation and talent management. You will play an integral role in business transformation programs and support the achievement of their overall strategic plan.

Working with a team of professional and energetic colleagues, you will work closely with the management team and implement best practices for their local operation, with the regional operations headquartered in Singapore.

This is a generalist role encompassing issues pertaining to talent management, compensation and benefits, learning and development as well as other ad-hoc issues. The immediate challenge will be to formulate employee handbook and HR policies. With two HR Executives supporting you, you will also oversee HR operations including union relations, payroll, time costing administration/overtime pay, staff leave, welfare, recruitment, on boarding, and HR reporting.

You are HR qualified and have worked a minimum of 5 years in a progressive multinational. Experience in the marine industry will be a great advantage but not a must. You are hands on, but have the capacity to think at a very broad level.

You are strong in financial analysis and modeling of business analytics to develop capacity planning scenarios. You are an assertive and confident individual who is able to communicate and engage with people of varying background and seniority levels. You have ability to adapt and work across cultures, environments and time zones particular on a remote/virtual basis. You have keen eye for detail to ensure service level agreements and standards are adhered to.

To apply, please submit your resume to Yolanda Yu at yy@kerryconsulting.com, quoting the job title and reference number YY5060\HRM, or call (65) 6333 8530 for more details.

To apply, please submit your resume to Yolanda Yu at yy@kerryconsulting.com, quoting the job title and reference number YY5047\HRM, or call (65) 6333 8530 for more details.

Degree qualified, you have more than 15 years of relevant experience working in a global MNC or bank. You have proven experience in dealing with senior management and possess strong ability to influence and implement change. You are commercially driven and thrive in a fast paced environment.

To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA4027\HRM, or call (65) 6333 8530 for more details.

Business Registration No: 200307397W I Licence No: 03C4828

Multi-award winning recruitment firm with specialist practices in: Banking, Finance - Commerce, Human Resources, Legal, Sales & Marketing and Technology

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Human resources professionals speak to tHe experts Hr Business partner partner with the senior leadership team

talent acquisition specialist provide the best talent

This global financial institution is recognised for providing premium financial solutions. They are growing their human resources team and are seeking a HR Business Partner to join them on a contract basis. In this diverse role you will partner with the line managers covering the full spectrum of human resources on both a strategic and operational level. This includes providing advice, employee relations, recruitment, learning and development and delivering projects as required.

This leading US multinational company specialises in financial services. They are expanding their presence and require a Talent Acquisition Specialist to assist with fulfilling recruitment needs across the business. In this diverse role you will be responsible for recruiting a range of roles, advertising, working directly with hiring managers and completing the on-boarding and induction process.

Another key component of the role will be working on the graduate recruitment program.

regional learning & Development manager set l&D agendas across multicultural businesses

Director of rewards provide effective specialist advice to the business

A superb opportunity exists in this fast paced global MNC for an Asia Pacific Regional Learning & Development Manager to develop a strategy to drive initiatives through the HR department and the business to contribute towards the attainment of overall business goals. Your main responsibility will be to define the learning and development strategy and implement and manage processes, expectations and measurements that build employee competencies.

You will create a learning environment that provides a platform for employee development that is tied to driving business performance.

This leading financial services organisation is looking for a Director of Rewards to provide effective business specific advice on compensation and reward related issues, as well as driving the implementation of reward solutions. You will lead the development and implementation of robust group-wide and corporate regional reward programs in consultation with key stakeholders to achieve strategic objectives. A degree holder in Finance or a HR related field, you need at least at least ten years relevant experience in developing and implementing major reward programs in large organisations.

please contact ash russell, Vargin Yeke or Brylee neyland at hr.singapore@hays.com.sg or +65 6303 0721.

hays.com.sg

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Great people are at the heart of every successful business. It is this belief to invest in our team at Charterhouse that makes it possible for us to provide our clients with professional, specialised and tailored executive search services and the best possible talent for each company.

People are our business

Our client list spans across multi-national companies and global enterprises with a vested interest in people and talent development. These companies are currently searching for HR professionals to develop a rewarding professional career for and to value add to the following professional and executive roles.

Global Head of Centre of Excellence

Learning and Development Manager

An industry leader in the logistics, this global MNC is seeking a dynamic Head of HR to drive progressive transformation and change.

A leading business in the retail industry, this established organisation is looking for a dynamic L&D Manager to drive organisational effectiveness and excellence.

Responsibilities:

• provide vision, strategy and leadership in global HR interventions to create a competent, productive and cost-effective organisation • support business partnering team for best practices to stay current and ahead for competitive advantage • ensure various initiatives are aligned coherently in accordance to business imperatives • proactively drive continuous improvements and measurements in OD, talent acquisition, management, L&D, retention, C&B, HRIS, cultural development, engagement, policies and procedures for organisational effectiveness

Requirements:

• minimum of 10 years senior level global HRM experience in an evolving, fast-paced environment with experience in the shipping/petroleum industry would be an added advantage • proactive, entrepreneurial and in�luential with excellent business acumen, partnering, decision-making, communication and strong strategic vision and credibility with senior level stakeholders

Responsibilities:

• identify learning and development needs within the organisation and recommend solutions accordingly • develop, monitor, implement and evaluate effective learning and development strategies and programs • build an organisational culture that supports continuous learning, innovation and development for effective organisational improvement

Requirements:

• minimum degree quali�ied in relevant disciplines with experience in designing and delivering training solutions in the retail/FMCG/hospitality/service industry is preferred • articulate, creative and con�ident in stand up deliveries with excellent interpersonal, communication, in�luential and leadership skills

To apply, please email your CV to shereenf@charterhouse.com.sg

To apply, please email your CV to shereenf@charterhouse.com.sg

Regional HR Business Partner

HR Manager

The world’s largest and a global 500 Fortune company in the FMCG industry, this MNC is looking for a strategic business partner to lead the business forward in the APAC region.

A prominent leader in the retail industry, this established company is looking for a strategic HR Manager to spearhead strategic initiatives in the region.

Responsibilities:

• business partner to the Regional, Country and Senior Business Heads to ensure strategic support and delivery of key HR and global/regional initiatives for APAC and Africa • develop and facilitate effective people plan and strategies to ensure the right people at the right time and place • ensure an optimum talent pipeline and driving the �inest talent management and development programs including succession planning for all key roles • support development and implementation of effective reward strategies aligned to the business • provide thorough leadership and guidance to all HR Business Partners within the Region

Responsibilities:

• drive business results through effective organisational and people strategies aligned to the business • partner with business leaders to facilitate organisation and culture change and provide solutions and recommendations on issues and HR trends • develop and implement core HR programs, policies and procedures while leading a team effectively

Requirements:

Requirements:

• minimum degree quali�ied with strong experience in change initiatives preferably in the retail/FMCG, hospitality/service industry • proactive and in�luential with excellent business partnering, leadership, communication and interpersonal skills • able to work effectively under pressure to drive multiple deliverables in a fast-paced environment

To apply, please email your CV to shereenf@charterhouse.com.sg

To apply, please email your CV to shereenf@charterhouse.com.sg

• degree in HRM/business management with strong experience in OD/change management, preferably in fast-paced industries • professional, mature and eloquent with strong business acumen, leadership, communication and interpersonal skills

For more information on your career and recruitment needs, please visit www.charterhouse.com.sg Charterhouse believes in investing in people. If you want to join a company that provides more than a job but a rewarding career call Gary Lai at +65 6435 5601 or email garyl@charterhouse.com.sg.

EA Licence Number: 06C3997

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K o t. n

Untangled.

Having a healthy and productive workforce is essential to your company’s long-term success. Swiss Life is not only an expert at managing the most complex, multi-jurisdictional employee benefit schemes, but also offers a full array of complementary services and tools to simplify your day-to-day administration and help your workforce stary fit, efficient and effective. Leave the thread-untwisting to us. It’s what we do for a living.

www.swisslife-network.com