HRM 13.05 by Key Media

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New heights of hospitality at Far East Employee engagement at the National Environment Agency Malaysia Country Report

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Singapore’s labour outlook

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ISSUE 13.5

Challenges ahead

PLUS: • HR skills for the future • Women’s health

HRM 13.5

Contents 20 Singapore’s labour outlook: The challenges ahead Singapore’s movement into a knowledge-based, high-productivity economy, coupled with an ageing population and low birth rates, has raised many questions about the future of its labour force. In this May Day special story, HRM examines the key workforce issues that will impact HR’s talent agenda

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

“While we are a developed nation, our employment workforce for high-skilled jobs is still maturing and there are still certain areas where we will benefit from having more experienced foreign talent assume leadership positions, as long as there is a local succession plan in place to groom local talent for the future” – GWEN LIM, MANAGER – HR DIVISION, ROBERT WALTERS SINGAPORE

PHOTOGRAPHY BY David Teng Photography 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

MICA (P) 137/07/2012 ISSUE 13.5

ISSN 0219-6883

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HRM 13.5

Contents

Check out HRM online:

hrmasia.com

FEATURES 12 | NEAring excellence

From food hygiene to waste management, the National Environment Agency (NEA) covers it all. Gloria Chin, HR Director, and Chan Shen Yin, Deputy Director – Strategy & Policy, reveal what HR is doing to drive the organisation forward

16 | Taking hospitality to new heights

32 | Boosting women’s health

Female employees often face different social pressures and healthcare challenges compared to their male counterparts. HR needs to understand their unique needs and ensure that the women’s health and screening options that they offer are targeted and effective

36 | HR skills for the future

40 | Malaysia Boleh!

45 | Embracing inclusion and Engaging (Talent) Differences

Most organisations are well aware that workforce diversity is a key to commercial success, but only a fraction of those organisations also aim to enhance inclusion within their corporate culture. Guest contributor Jane Horan says that can add further challenges down the line.

48 | Planning to relocate talent?

A successful relocation assignment is an amalgamation of various services in almost perfect harmony. Not only must the expatriate employee be on-boarded in the new host country, their relocation and housing needs have to be handled with care as well.

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

Talent Management

Our Singapore (career) conversation By Shalini Shukla-Pandey On the back of “Our Singapore Conversation” – a national conversation initiative with Singaporeans to create ‘a home with hope and heart’ – came the Population White Paper in 2013, which caused a stir within the workforce in the country. Jobs and careers, something rather close to the hearts of Singaporeans and any working individuals for that matter, were thrust into the limelight. While the government is emphasising a ‘Singaporeans First’ hiring policy, ours seems to be one of the least engaged workforces in the world. According to the Towers Watson 2012 Global Workforce Study, the proportion of Singapore employees who are “highly engaged” stands at 28%, lower than the global average of 35% and the Asia regional average of 39%. A key cause of this workplace disengagement could be a lack of career conversations, Towers Watson has said. It found that employees from companies with clearly defined, communicated and executed Employee Value Propositions (EVPs) feel clearer about the career advancement opportunities available to them (63%), as compared to companies which do not have a formal EVP (12%). “Employees from these high EVP effectiveness companies are also twice as likely to stay with their current employer, than employees in low EVP effectiveness companies”, says Abhishek Mittal, Senior Consultant, Talent and Rewards – Organisational Surveys and Insights, Towers Watson. Hilti, a leading provider of technology to the global construction industry, believes in engaging its people and developing their careers through a robust performance management system. Middle and line managers make a concerted effort to have conversations about individual business and development target setting. Team leaders also engage in ongoing reviews and coaching with their staff, having regular development discussions before an annual year-end review that validates an employee’s career development plans. Career development is indeed one of the reasons why people leave or join new companies, says Low Khim Wah, Head of HR, Southeast Asia, Hilti Far East. “People have

dreams and ambitions. Failure to have open discussions with team members about their career aspirations will lead to team members taking their own actions without team leaders having an opportunity to steer and guide (them). “Often, people looking for new jobs are distracted at work and their motivation is not at the highest point,” Low adds. “So, we see a strong link between career path planning and employee engagement and as part of our HR process, we have made it integral for all team members to have career discussions with their team leaders.” Many workers are, however, reluctant to talk to their boss about their career, with 26% of respondents in a survey by UK career management firm Fairplace saying that they would not want to discuss career development with their immediate manager. This figure increased to 41% among 18-24 year olds, suggesting that employers are failing to create an open and honest workplace culture for the newest working generation. Low believes it is important to build trust and relationships between team leaders and team members, with one of the best ways being through effective coaching. “Through coaching, we find that team leaders are able to demonstrate that they have their employees’ best interests at heart in their day-to-day work,” Low explains. “This makes it easier for team members to open up to their leaders about their career aspirations.” Team leaders need to have good listening and probing skills, provide constructive feedback, and be able to handle conflict. “They should also avoid being too directive and controlling,” says Low. “By using a mixture of probing in an environment of mutual respect and openness, we can encourage employees to open up.” As the notion of a ‘job for life’ fades, businesses need to get better at demonstrating how organisational goals complement employees’ individual aims, says Penny de Valk, CEO of Fairplace. “Employers who fail to provide this and leave their staff to drift without a clear career plan risk a dip in engagement levels, a loss of discretionary effort, and a struggle in developing and retaining talent,” de Valk adds.

Some talking points on career development • In which areas did you grow (over the past year)? What did you do differently compared to last year? • How did your team leader support your development? How do you work together? • What motivates you to work at the company? What motivates you to do your job? • Where do you want to develop yourself within the next three to five years? • What motivates you in your career objectives? How do you want to achieve your career objectives? Source: Hilti

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NEWS

Asia CHINA

SINGAPORE

Head-hunters marching into state-owned enterprises According to the 2013 China Talents-Flow Survey by RMG Selection, nearly a third (32%) of employees in state-owned enterprises (SOEs) had changed their jobs last year. Of those, half found their new jobs through headhunting. The survey found that 60% of employeess were willing to change jobs through head-hunters. Online recruitment and friends’ recommendation accounted for 24% and 13%. As seen in the flow of talents, the corporate head-hunter is playing an increasingly important role. Where previously SOEs easily acquired their own staff, they now face tougher competition from the private sector. The survey found that 35% of employees of SOEs choose to accept their role via a headhunting connection. For employees in US and European firms in China, head-hunters and recruitment agencies are undoubtedly the preferred choice, accounting for 72% of the total job changes. More than half of employees think that calls from head-hunters are professional opportunities, and trust is extended even further for employees at larger firms. Over 40% of employees in companies of less than 1000 staff think that headhunters are credible job sources; while over 55% of employees in companies of over 1000 staffs think the same. Robert Parkinson, CEO of RMG Selection thinks that the headhunting companies in China vary in quality, with only a small number of them having professional work procedures and genuine career guidance and training toward candidates. “Although the business is becoming more and more mature, how to select professional partners will be a big challenge for most employers and job seekers in the future,” says Parkinson.

Record number of elderly workers in 2012 The number of elderly workers in Japan last year hit a record high. According to government data, the number of workers aged 60 or above averaged 11.92 million in 2012, setting a record high for the sixth straight year. The average number of elderly employees last year increased by 170,000 from 2011, accounting for 19% of the nation’s total workforce, the Internal Affairs and Communications Ministry reported. Since 2002, the ranks of elderly workers have swelled by some 3.1 million, and their presence in the total workforce increased by five percentage points. Their numbers began surging in 2007, when baby boomers born in the late 1940s began turning 60, reported Japan Times. While the mandatory retirement age in Japan is 60, more people are continuing to work past that age due to shrinking pension benefits, and the fact that the age at which people start to receive pensions has been raised since 2001 in response to the country’s aging society and falling birth-rate. Also, since 2006, companies are obliged to continue employing those who wish to do work until the age of 65. Among citizens aged 60 to 64, nearly 60% continued to work in 2012, the data showed. Meanwhile, in keeping with the ageing population trend, the number of employees aged 15 to 59 fell to 50.78 million in 2012, a plunge of around 3.7 million compared to 2002. The number of workers aged 15 to 29 plummeted by 3.2 million over the same period to 10.44 million, reported Japan Times. ISSUE 13.5

More than

90%

of businesses in Singapore are looking to maintain or increase their headcount for 2013 Source: Regus Business Confidence Index

The average departing employee in Southeast Asia in the last quarter of 2012 received a pay increase of

18.2%

JAPAN

Creative and media industries struggle to fill roles

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when switching jobs Source: CEB’s Quarterly Global Labour Market Survey

Only

64%

of employees in Singapore feel their companies provide the right environment for them to perform at their best Source: Hay Group

Singapore’s digital, marketing and creative industries are booming, but changes to foreign work passes will leave the sector’s SMEs struggling to find the talent they need. Junior and mid-level creative talent are now hugely in demand and Singapore simply cannot produce enough young talent to keep up, say recruiters in the industry. font, which specialises in recruitment in these industries, says digital, marketing and creative companies are faced with a mounting challenge of finding enough people to get the job done. Karin Clarke, font’s regional director for Asia, says recent investment from the Singapore Government has led to an increase in business opportunities, but the problem is finding and retaining the talent needed to get the job done. Art directors, graphic designers, PR account executives and account managers are particularly in demand. The sector usually reports a 25% – 30% staff turnover, but last year companies experienced turnover of up to 40%. Clarke says talent for new roles, particularly at the junior to mid-level, is becoming increasingly difficult to find, and is further hindered by recent measures to curb the influx of foreign workers and issuance of work passes. “The fact is, there simply is not enough talent in the creative sector to support its growth demand,” she says. Clarke adds that companies are resorting to actively headhunting from one another, which is creating even more movement and turnover rates increasing even further.

NEWS

Asia SINGAPORE

ASIA

Ngee Ann Polytechnic students are optimistic about the current Singapore job market, with 42.8% expecting to wait no more than two months to find their ideal job upon graduation. According to a joint survey with Adecco Singapore, a further 20% expected to take two to three months, while 10% estimated a wait of three to four months. Less than eight per cent expected to be unemployed or in an unsuitable job for longer. With regards to salary expectations, 50% of the students revealed that they expected to enter the full-time job market at a monthly salary of between S$2000 and S$2500, while nearly 20% thought their salary would be lower. At the opposite end of the spectrum, 10 students expected to command above S$5500 as a starting salary. A significant 17.2% placed their value at between S$2500 and S$3500 per month. Nearly half of the students surveyed listed working at a large multinational as their first choice of employer. Almost the same number would be happy with a large local company as a second option, followed by an SME as a third choice. 11% of respondents found a start-up company, with just one or two employees, attractive. Despite studying very specific disciplines in schools, a surprisingly large portion of students remained undecided about which industry they wished to enter after graduation. Nearly a quarter did not respond to that question, and of those who did, 17% stated that they did not know.

Singapore and Hong Kong rank as two of the lowest risk cities in Asia-Pacific to recruit, employ and redeploy talent. According to Aon Hewitt, this year’s results see Singapore move to second place globally behind New York City. That was due to strong government policies and world-class talent development facilities leading to a pool of qualified and experienced talent. The Asia-Pacific region retained two cities in the top ten lowest risk cities globally; Hong Kong saw a decrease in its people risk, moving from 9th to 7th place in the global rankings. “Asia-Pacific is a rich source of talent, not only in Singapore and Hong Kong,” said Rick Payne, Regional Talent and Rewards Practice Leader for Asia Pacific. “Continued investment in education and talent development has increased the availability of talent regionally, though we are beginning to see an impact on labour costs. The 10 lowest risk cities in AsiaPacific are: Singapore, Hong Kong, Melbourne, Sydney, Perth, Taipei, Auckland, Tokyo, Osaka, and Seoul.

Generation Y sets the tone for future hiring

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Singapore and HK are lowest risk cities for talent

Starting this year, Jakarta’s minimum wage has been increased by

44%

to Rp2.2 million (US$40,285) per month Source: Jakarta Remuneration Board

The Singapore government has set aside

$30 million

to expand the current Enterprise Development Centres (EDCs) into SME Centres, helping to increase productivity and upgrade SMEs’ facilities Over

90%

of fresh university graduates in Singapore were employed in 2012 Source: The first joint Graduate Employment Survey conducted by Singapore’s three autonomous universities

The Asia-Pacific cities making up the top 10 highest risk cities include Chongqing, Jaipur, Colombo, Hanoi, Almaty, Ulaanbaatar, Phnom Penh, Dhaka, Karachi and Port Moresby. In general, the lack of political stability continues to be an obstacle to implement and enforce business-friendly employment practices in these cities. In addition, the lack of government investment in developing and improving the education and talent development infrastructure increases companies’ risk in finding skilled talent as the current infrastructure is unable to support their workforce demands. “Asia-Pacific will continue to be an attractive location for business,” added Payne. “However, the region has the widest variance in risks related to recruitment, employment and redeployment of any region worldwide. Companies must carefully assess the risks they face in individual locations and identify the specific steps they need to take to address those risks.”

ASIA

Understanding data key to HR’s future An inability to interpret data is preventing organisations from predicting HR trends and planning for their future, according to a new KPMG white paper, People are the Real Numbers. It suggests that many HR executives (85%) “fail to provide insightful analytics”. Miranda Lee, director of people and change management at KPMG in Singapore, said: “HR’s current approach towards analytics is still very much mired in what has already happened. The focus is on data such as promotion rates and staff turnover. “Instead of providing insights into the existing workforce and the company’s immediate priorities, HR analytics, if applied correctly, can provide management with intelligence about the future. It can show connections, even causality between HR metrics and the organisation’s performance.” Still, HR is beginning to better understand this power of analytics. The KPMG study found that more than half (56%) of HR functions are reporting an increase in using data analytics compared to three years ago, with 31% planning to implement new technology to support this development. A quarter also reported that adopting new technologies would be a main focus in the next three years.

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NEWS

International US

KUWAIT

Hire that neurotic job candidate New research from the University of California Los Angeles (UCLA) suggests neurotic people actually contribute more to group projects than flamboyant extroverts. While people that have social anxiety and display emotional volatility are not typically associated with workplace effectiveness, they may prove more valuable to a team than you think. The researchers conducted two separate studies: one that surveyed MBA students’ behaviour; and another that noted employee behaviour towards the two personality types. Findings revealed that qualities that make extroverts seem like strong workers, such as their assertiveness and dominance, raise team members’ expectations of them. Extroverts in the study were also more likely to be poor listeners and indifferent to

Just

input from other team members. Ultimately, over the 10-week period, this tension caused extroverts to disappoint their groups and underwhelm their peers’ expectations. In contrast, it was the neurotic team members that rose to the challenge. Researchers said that neurotics’ personalities were the kind that got highly engaged with tasks, leaving them to gain status among the group members by surpassing their low expectations.

Top performers get double the pay raise: survey Line managers are driving higher wage increases for key staff, with some receiving more than double the average increase, despite tight budgets, research has revealed. According to a Towers Watson survey of 124 employers, pay differentiation is a common practice in almost all UK organisations (93%). For top performers, the increases or bonuses can be up to 67% higher than those received by their peers. The results showed that organisations with low pay budgets (less than 2.5% of total spending) differentiate more than employers with larger pay budgets (three per cent or more), offering high performers pay rises twice as large as their average performing colleagues. Individual performance was found to be the main reason behind differentiating pay, followed by market alignment (72%), internal consistency (57%), key skills (44%) and potential (39%). The survey also found that line managers are driving the trend for more 8

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Push to reduce expat population by one million

varied pay, even though their requests are usually within guidelines set by HR. However, half the survey respondents felt that poor line-management skills had prevented the use of pay differentiation, with 23% citing a lack of tools to identify talent. In addition, only a third (37%) of organisations asked line managers to explain the rationale behind the differentiation policy to their staff, while a quarter do not communicate the approach at all. Chris Charman, director of Towers Watson’s UK Rewards practice, said: “It is very encouraging to see organisations continuing to focus on rewarding high performance and interesting to see that this tendency becomes increasingly pronounced the more a company’s budget is squeezed.” He added that more value could be gained from retaining and engaging employees with scarce and critical business skills as well as highpotential staff.

18%

of Australians love their work Source: Employee Engagement Capability Report by RedBalloon and AltusQ

Only

38%

of US women employees avail themselves of flexible-work arrangements, compared with 42% of men Source: American Psychological Association’s (APA’s) Center for Organizational Excellence (COE)

Workers who eat healthy the entire day are

25%

more likely to have better job performance Source: Health Enhancement Research Organisation (HERO), Brigham Young University, and the Centre for Health Research at Healthways

More than half of the 1.8 million foreign workers living in Kuwait will have to exit the country as the government aims to reduce its reliance on imported labour. According to Social Affairs and Labour Minister Thekra al-Rasheedi: “The ministry will take decisions and measures aimed at reducing the number of expatriate workers by 100,000 every year for 10 years, to reach one million.” Foreigners currently make up slightly more than two-thirds of the Kuwait population. The Arab state currently hosts 1.8 million foreign workers, with most employed in the private sector. The government recently revealed that it was looking to scrap generous subsidies for foreign workers including discounts on electricity, water and petrol. At the same time, it plans to introduce a new value added tax (VAT). No new work visas will be issued from April 1 under the new regime, although it is unclear whether existing visas will be renewed once they expire. Instead, companies will be forced to hire Kuwaiti nationals, with inspections taking place to ensure that employers comply. Kuwait has drawn criticism around the world for plans to allow expats only to access medical care in the afternoons, unless it is an emergency.

HR INSIGHT

SPOTLIGHT

Social media

HR goes social SINGAPORE 40%

16%

say they actively use social media to vet candidates

of Singaporean respondents have opted out of further contact with candidates, based on their social media profiles

83%

are likely to increase social media usage in 2013

AUSTRALIA 100%

80%

use social media to source candidates

use social media to manage their employer brand

Recruiters

avoid using

social media to screen candidates

of Hong Kong recruiters use social media to vet candidates

Only half

14%

of Hong Kong respondents see value in social media for employer branding

of Hong Kong recruiters will reject candidates based on their social media profiles

CHINA China is

not convinced

about the long term benefits and uses of social media in sourcing, coming in last among the countries in all uses of social media

Two-thirds

of respondents choose not to use social media to enhance the employer brand

75% of hiring managers use LinkedIn on a regular basis to research candidates before making an offer, compared to 48% using Facebook and 26% using Twitter Source: NAS Social Media Report

HONG KONG 29%

DID YOU KNOW?

DID YOU KNOW? Of HR professionals who use social networking sites to screen candidates

Only a third use social media as a sourcing channel or a method of vetting candidates

52% 52% spend one or two hours per week

Source: Alexander Mann Solutions Social Media Report

Monitoring social media

29%

A January 2012 survey by the Society for Human Resource Management (SHRM) explores recent trends in the use of social media in the workplace. Below is a summary of the key findings, along with resources for managing social media in your workplace

14% 28% 44% 39% 33%

of HR are usually responsible for leading social media activities.

of organisations surveyed have a social media strategy. Large, multinational firms are more likely to have a social media strategy than smaller, local firms.

of companies have HR professionals responsible for their formal social media policies

of organisations monitor employeesâ&#x20AC;&#x2122; social media while 40% of organisations have a formal social media policy. Popular elements include: codes of conduct for professional and personal use of social media, notes about monitoring, and guidelines for communicating through social media.

of organisations with a social media policy report taking disciplinary action against employees who violated their policy in the past year.

29% spend three to five hours

11%

The remainder spend longer Source: Monsterâ&#x20AC;&#x2122;s Social Networking: The Art of Social Media Recruitment Report

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LEADERS ON LEADERSHIP

Employee engagement

Life lessons What is the biggest lesson you had to learn as a leader?

Yarman Vachha

Regional Operating Officer – Asia Pacific, Baker & McKenzie

The important thing to remember is that in a law firm, the business owners and managers are one and the same – the partners. So there is a structural tension between what is best for the management and legacy of the firm, and the personal interests of the partners. Leadership within a law firm means being able to balance those objectives, to keep the equity stakeholders happy while managing an efficient organisation. The other tension is balancing the interests of the legal versus the support functions, and, in that, building trust between the partners and the professional management team. As an accountant who works in a law firm, one of my challenges in leading a professional support function is ensuring the team gets traction and earns respect from the fee earners. We have 14 offices across Asia Pacific so there is enormous diversity as well across this region. My mantra to the staff I work with and their teams is that we must add value to the business, and demonstrate that value. This is, of course, provided the owners of the business are forward thinking enough to let you do this. This comes from earning their trust and achieving real results. Lawyers often forget that that,“It’s our career too”. Management needs to build an inclusive culture, and at Baker & McKenzie, we have addressed this by putting in place a development framework for professional staff as well as legal staff. Having commonly articulated career development goals across the business is key to building trust and respect in both directions. 10

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Jimmy Fong Channel Sales Director, SEA, Kaspersky Lab

When I was appointed Kaspersky Lab’s Channel Sales Director for South East Asia, it was my first leadership role as an expatriate to the SEA region. Coming from the Hong Kong work culture where people tend to be very direct, the South East Asian work culture where more is implied than is said was a big adjustment. What I felt was normal, justified feedback could prove to be too abrasive for my new team and for our business partners. Looking back, I must have come across as very aggressive and brash, but it was unintentional. Being part of a global company, as we move along, we will learn how to both understand and respect cultures which I believe is the key in taking up a leadership role in a different country. As the business, managing and organisational concept remains the same, it is only culture and customs that makes us different from one another. English is not my first language, which made negotiating SEA region conversations a minefield because I used to take everything at face value and there was much that was lost in translation. It took half a year for me to acclimatise culturally and when it comes to conversations in English, I’m much better at catching the nuances and the hidden meanings. I’d recommend that any leader heading up a new region have a trusted local advisor to assist in transitioning to the new work culture and language.

William Chu President – Asia Pacific, Avnet Technology Solutions

We experienced tremendous growth in its early years in the Asia Pacific region mostly through acquisitions. The biggest lesson from that evolution of ours, and what I will also consider as one of the most important learning’s for me as a leader, has been seeing through the success of the integration process and making sure that the many talented team members come together as one cohesive team unified by one Avnet culture. In creating One team, One Avnet, I believe what motivates us is the knowledge that each and every individual, regardless of our position and title, is one great asset that constitutes one of the success pillars of Avnet. Our guiding principle is treating what we do as a “people business” and focusing on building relationships and accelerating success of our own people and all our stakeholders. As we tread today’s uncertain paths, we believe that our shared Avnet culture – one that is based on high performance and adding value – will take us into the future. Avnet’s chief executive Rick Hamada’s words of advice also ground us in what we do: “Keep an open mind and a willingness to try and do new things differently. Put in fresh energy every day and put forward new ideas constantly. Challenge the status quo and don’t wait for future to happen. Take part in its creation.”

HR INSIDER

National Environment Agency

NEAring excellence 12

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HR INSIDER

From food hygiene to waste management, the National Environment Agency (NEA) covers it all. Gloria Chin, HR Director, and Chan Shen Yin, Deputy Director – Strategy & Policy, reveals what HR is doing to drive the organisation forward By Vivien Shiao Shufen

AT A GLANCE • Name: National Environment Agency • Total number of employees: 3675 • Size of HR team: 61 • Key focus areas: - Talent management - Employee engagement - Leadership development - Strategic HR - Training and development - Mature workforce practices - Work-life harmony

“We are often called the Nearly Everything Agency,” quips Gloria Chin, Director – HR, National Environment Agency (NEA). “From dengue control, food hygiene, construction noise, street cleansing to waste management, NEA probably has the most diverse business in the public sector.” NEA is the third-largest statutory board with up to 3,700 employees and 18 locations across the island. Chin says its work impacts everyone in Singapore from cradle to grave. “From the quality of air in the first breath a baby takes, to their burial or cremation, NEA is involved at each step,” she explains. The three main areas that NEA focuses on are: environmental protection, public health and weather services. With so many areas to focus on, it is not surprising that Chin says this is her most challenging job to date. “It’s a formidable task building a sense of identity, belonging and engagement in the workforce as our offices are scattered everywhere,” she explains. Due to the expanded work scope, increased workload and public feedback in recent years, NEA has been hiring intensively in the past year. It has recently been announced that the Government will be building 10 new hawker centres, while a new Department of Public Cleanliness was also set up to integrate cleaning contracts across the island. “Our numbers should stabilise at 4,000 at the end of this year,” Chin predicts.

Managing the multi-generational gap One aspect of NEA that makes it so unique is its multi-generational workforce. More than one third (38.9%) consists of workers aged 20-39, while almost half (44.7%) are workers aged 50 and above. At NEA, the youngest employee is a tender 20 years of age, while the eldest is 74. ISSUE 13.5

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HR INSIDER

National Environment Agency About the National Environment Agency Formed on July 1, 2002, the National Environment Agency (NEA) is the public organisation responsible for improving and sustaining a clean and green environment in Singapore. The NEA develops and spearheads environmental initiatives and programmes through its partnerships with the people, public and private sectors. It is committed to motivating every individual to take up environmental ownership and to care for the environment as a way of life. By protecting Singapore’s resources from pollution, maintaining a high level of public health, and providing timely meteorological information, the NEA endeavours to ensure sustainable development and a quality living environment for present and future generations.

While the age gap may seem daunting, Chin says that there are some wants and needs that are common across the generations. “I think they are more similar than different,” she says. “While we need to be familiar with differences in their needs, they also want a lot of similar things: they all want work-life balance, appreciation and to be recognised.” Chin points out that older workers want promotions and career progression as well, just like Generation Y staff. “At NEA, we believe in equal opportunities for all. We have quite a few people in their late 50s who are getting promoted in our upcoming promotion ceremony,” says Chin. “Ninety-five percent of our monthly rated employees are re-employed and still go for training when they are above 50.” Aside from career opportunities, one way to ensure that the different generations stay engaged is to develop activities that cater to different groups. “From line-dancing to rock-climbing, it’s making sure that it’s an inclusive workplace,” she adds. Chan Shen Yin, Deputy Director – Strategy & Policy, HR, NEA says that in order to successfully manage multi-generational differences, communication is key. “Communication is very important as we need to know what is happening on the ground,” Chan explains. “Rapport and communication between the supervisor and the staff matter.” An organisational climate survey is completed every two years to check on how the workers are faring. “We did one in 2011, and the mature workforce are a very happy lot,” says Chin. Some 79% said they felt happy working at NEA, with 82% satisfied with the organisation’s learning and development programmes. Don’t just take their word for it – NEA won a prestigious global prize two years ago in the US for its aged workforce practices.

Its achievements are not limited to just the mature workforce strategies. The NEA is also having much success in grooming outstanding young achievers in the organisation. Chia Jiayan, an HR executive in the HR division, recently won the Best Young Achiever prize at the HRM Awards . Chin explained that giving talented staff both resources and room to grow was an important part of the development process. “Chia Jiayan was asked to organise a National Day observance ceremony at ministry level, and she decided to choreograph a musical on the Singapore Story,” says Chin. “Whatever she needed, I gave her the resources and approval required to run it. In the end, the musical brought the whole house down and everyone said it set a new benchmark for the ceremony.”

Employee engagement “The top focus over the last two years has been employee engagement,” says Chin. “While we have plenty of fun activities to engage staff, true engagement is not just about running activities but getting down to looking at barriers that are preventing the workforce from performing optimally.” Together with heads of installations and heads of departments, HR does roadshows at least once a year, with 27 roadshows at each time. “We visit incineration plants, regional offices, airport bases and so on,” says Chin. “We do this to share on any latest happenings in terms of HR policies, and take questions and feedback from staff which helps us in our policy review.” For greater engagement between senior management and employees, NEA started the CEO townhall sessions two years ago. Last year, over 1,000 employees managed to watch it, thanks to the

WHO’S WHO IN HR

Gloria Chin

Director – Human Resource Division

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Chan Shen Yin Deputy Director – HR Strategy & Policy

Sim Li Ling

Deputy Director – HR Business Partners

Teo Kai Hoe

Deputy Director – Strategic Workforce Planning & Employee Engagement

HR INSIDER

organisation’s videoconferencing facilities. For those unable to attend, a CEO portal was created for them to view and post questions. “For every question posed, we will give an answer,” says Chin. NEA also utilises technology such as Pigeonhole for such meetings. Staff can send questions in via SMS, and workers can vote on which question they want their CEO to answer. “The top question was how does the CEO Andrew Tan maintain his hairstyle,” says Chin. “It’s an opportunity where senior management get up close and personal with staff, but it can also be fun.” Twice a year, the senior management of about 80 directors will get together to discuss staff matters and ground feedback. At NEA, senior management does not exist in a bubble. These leaders make the effort to visit off-site offices and have regular tea sessions with staff. They also do the “Gemba Walk”, where senior management are scheduled to shadow the work of ground staff, so they better understand the challenges faced. “In March, our CEO went on a boat to follow port health officers inspecting ships that dock in Singapore,” says Chin. “I also visited Pulau Ubin to observe how our staff handle malaria threats.”

Changing from within The NEA’s HR department is also keeping up with the times to ensure that it is not left behind as the business powers on. Last year, HR went through a major restructuring. “I used to have two deputy directors, and seven managers in the past,” says Chin. “The problem with the old system is that there were a lot of silos in HR and it was not playing a strategic role. It did not allow HR to better understand line needs, or come up with multi-disciplinary solutions.” With full support from the CEO, the HR division was structured into three departments and a business partner model was created to better serve the needs of the organisation. “Previously, people would need to go to seven different managers for HR matters, but today, they only need to go to one account manager.” A strategy and policy department was also set up to focus on key human capital development work such as talent management, succession planning and leadership development. Chin emphasises that in HR, there should always be hard data and statistics to back up decisions, including whether the restructuring made a difference in the way other departments viewed HR. “It’s important that HR needs to show results,” says Chin. “At the end of the day, HR serves the line.” Before the restructuring, department heads were asked to rate the HR division. The exact same survey

Employee Value Proposition Despite its many achievements, the HR team at NEA is not content to keep the status quo. It is currently working on an employee value proposition (EVP) for the organisation. “We scanned the public sector in 2011, and we could hardly find an organisation that used EVP,” says Gloria Chin, HR Director, NEA. She says the clearly articulated EVP will explain the terms of what NEA can offer as an employer. It conducted focused group discussions with over a hundred employees to obtain raw input. “An important part of the EVP is what staff desire, and not so much what senior management wants,” explains Chin. “We took nine months to validate it as we do not want new hires to feel that the EVP is an overpromise. We are launching it this July during the Townhall.”

was done a year after the restructuring took place, and the results were very encouraging. When asked to rate how well HR understands and supports the strategic goals and directions of the various departments, the figure more than doubled from 31% in 2012, to 64% in 2013. When asked to rate the competence of HR staff, the figure shot up from 43% in 2012, to 86% in 2013. In fact, the HR division improved its rating in every single one of the 16 aspects surveyed. “Not many HR departments dare to get internal departments to rate them,” says Chin. “When we did the first survey, we were quite disheartened, but the second survey shows that we are bearing fruits. While there are still gaps, we know we are on the right track.” Another significant change in the HR team has been its gender composition, highlights Chin. At NEA, the workforce is 70% male, as much of the work is considered more onerous and technical. However, when Chin joined the HR team in 2011, there was only one male in it. She made the effort to source male HR professionals as she believed that it was very important for the HR team to be as diverse as its people in order to understand its workforce. “Today, we have seven, which is more than 10%,” says Chin.

Charging ahead Chin explains that HR is no longer like it once was. The key word here is ‘futuristic’, says Chin. “The way we manage HR these days is no longer the day-to-day administration and transactional; it’s about what is coming up in 10 and 20 years,” she says. “It has become a ground-up approach as HR 10 to 20 years ago was more directive,” reflects Chin. “Times have changed, and the way we do HR (today) is much more consultative. It translates into a lot of work and effort for the team, but in the end, it will get better buy-in.” ISSUE 13.5

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LEADERS TALK HR

Far East Hospitality

Taking hospitality to new heights

As Singapore makes its mark as a world-class city for travel and leisure, the hotel industry is challenged to hire the right talent who can drive it further through innovative ideas and higher levels of service. Arthur Kiong, CEO of Far East Hospitality shares how he is tackling the challenges that lie ahead By Sumathi V Selvaretnam When Arthur Kiong joined the hospitality industry some 25 years ago, it was dominated by hotel brands from the West. “There was no such thing as ‘Asian expertise’,” he said. “Most general managers were foreigners as they represented sophistication and class.” Twenty-five years later, Singapore brands such as Far East Hospitality are poised for the international stage. “We have a very defined dream of a homegrown company going world class. This is very exciting and aspirational. It resonates very deeply with me, as an Asian.” Far East Hospitality currently operates the largest hospitality portfolio in Singapore, comprising eight hotels and nine serviced residences. It is also reviewing new prospects in Southeast Asia. Kiong shares that in Asia, certain cultures are naturally gifted for hospitality. The Filipinos and Thais for example, have an affinity towards being serviceoriented, he says. The challenge in Singapore is that demand for talent is greater than supply, says Kiong. “Hospitality requires talent, more than qualifications. But a lot of 16

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Singaporeans are very qualifications-focused and their expectations are pegged to their qualifications rather than talent,” he explains.

Talent attraction In the 1980s, the lure of the hospitality industry was its glamour and sophistication. Guests from Europe, the US and Japan were viewed to be from the “First World”, and people aspired to be like them. “Today, Singapore is a first world country and the industry can no longer rely on this sophisticated image. People have choice. So how do we attract young people?” asks Kiong. Firstly, employees have to be compensated fairly well, he points out. “If your salary, compensation and benefits are not competitive, that is a non-starter. We want to pay the best so people feel proud and respected,” Kiong says. Secondly, employees want to be part of a larger mission. “The hospitality business is the new frontier for us. People want to join an organisation that is on the cusp of something new and exciting. We are the new game in town,” Kiong says. Employees also like to be

BIOGRAPHY Arthur Kiong is the Chief Executive Officer of Far East Hospitality, which is part of Far East Orchard Limited, a listed company under Far East Organization. Kiong is concurrently the Executive Director of Far East Organization, Singapore’s largest private property developer. Kiong returned to Far East in 2012, where he previously headed the Organization’s then newly-formed Hotel Division from 2005 - 2008. In his current role, Kiong provides key leadership to drive further growth for the company’s hospitality management business. Far East Hospitality has a portfolio of eight hotels and 10 serviced residences in Singapore and Malaysia. Prior to this, Kiong held various senior positions at Banyan Tree Hotels and Resorts, first joining the company in 2008 as Senior Vice President – Group Sales & Marketing, and rising through the ranks to Managing Director – Hotel Operations (Asia Pacific & China) and Senior Vice President – Group Marketing Services. In his last held appointment, Kiong was responsible for the inception of Canopy Marketing Group Pte Ltd, as its Chief Executive Officer. Wholly owned by Banyan Tree Services, the marketing company provides strategic insights and marketing services to the various businesses in the Banyan Tree Group. Kiong has over 20 years of hotel industry experience having held operations, sales and marketing roles for various hotels in Asia and the USA. ISSUE 13.5

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LEADERS TALK HR

Far East Hospitality part of team that is getting things done, he adds. “Young people are not doing a job to make ends meet.” Thirdly, people come to work to be with their friends and where they can be comfortable, Kiong says. Employees feel less burdened by work when the lines between, work, pleasure and friendship become blurred, Kiong explains. “There is no such thing as work-life balance today. If you want to succeed. It’s about work-life integration.”

Helping employees grow Employees at Far East Hospitality are able to gain a huge breadth of skills through its different divisions, such as the retail business group, food and beverage, franchising, corporate leasing, and real estate. In addition, the organisation encourages the cross movement of talent. Business, sales and planning skills are transferable and this supports the fluid movement of staff from one division to another, Kiong explains. For example an employee in her 50s, had worked many years in property sales

“A lot of time should be spent finding people with the right skills, instead of settling on someone who is doing it for the wrong reasons” before crossing over to work on the company’s customer loyalty programmes - an area that leverages on her past skills and experience, Kiong explains. Far East Hospitality also sends promising employees on overseas study trips. Upon their return, they consolidate their insights and present their learning to management. Activities like these open up employees to new ideas and ways of thinking. It is critical to keep employees motivated, says Kiong. “People who are not in the right frame of mind can’t provide a good experience.” Continuous staff training is another way in which Far East Hospitality keeps its employees motivated. “Training is not something you do four times a year, but every single day,” he says. This is done through The Daily Dose, a staff newsletter. Each bulletin highlights a value or attitude that employees should possess and priovides recent examples of good employee behaviour. Before the start of each shift, employees spend 15 to 20 minutes discussing the examples that have been highlighted, Kiong says. 18

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LEADERS TALK HR

An organisation must enable employees to climb as high as they want and make as much money as they need, Kiong says. “My job is to provide this opportunity and it is up to each employee to decide what is his or her limit.” In the long term, employees who want to make a bigger contribution and rise up ranks need to equip themselves with new skills, and the organisation supports them in this endeavour, Kiong says. In the short term, employees who want to earn more money are offered extra hours over the weekends. Far East Hospitality constantly communicates with employees through one-to-one sessions and Town Hall meetings where they are informed about the company’s ongoing expansion plans. Kiong says that the main challenge is hiring people who are willing to grow out of their comfort zones. “You can’t have your cake and eat it too. There are opportunities and growth but the employee has to decide how he or she wants to tap into this growth.”

New breed of general managers General managers are responsible for overseeing every function in a hotel from guest services to poolside cleanliness. Previously, most general manager fit into a certain mould: they had to convey the right image, have very evolved social skills, and extremely sophisticated taste, Kiong says. Over the years however, the criteria for general managers has changed. The general manager of today is required to be more business-savvy, Kiong says. They need to know how to run a business, position the right product for customers, understand marketing and distribution as well as how to manage costs, he says. “We are not looking for someone just for today but someone who can be developed to grow with the company. This person will be on a career trajectory for a long time. The customer profile has changed as well. Seventy-five percent of Far East’s guests are now tourists from Asia.

Me-myself-I • I love: Observing random acts of kindness – people just being good people • I dislike: Hubris • My inspiration: How nature is designed • My biggest weakness is: Impatience • In five years’ time I’d like to be: Healthier than I am today • Favourite quote: Do what you can, where you are and with what you have

They are no longer impressed with someone who can talk about wine with an accent, Kiong says. Instead they say: “I have a problem – solve it.” General managers also need to be able to network within the organisation and be multi-faceted, Kiong says. He or she has to leverage the business with other departments such as IT, engineering and retail. “Lastly, the ability to execute and diligence are important,” he says. Kiong says it is always important to look at your employees’ strengths and make their weakness irrelevant. For example, a person who is not good at serving people might be a better fit for a housekeeping role because he or she is detail-oriented and can sense whether all the elements in room are in place. “The onus is on us to select people who can do this naturally. A lot of time should be spent finding people with the right skills, instead of settling on someone who is doing it for the wrong reasons,” he concludes. ISSUE 13.5

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Singaporeâ&#x20AC;&#x2122;s labour outlook

The challenges ahead 20

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COVER STORY

May Day Special Singapore’s movement into a knowledgebased, high-productivity economy, coupled with an ageing population and low birth rates, has raised many questions about the future of its labour force. In this May Day special story, HRM examines the key workforce issues that will impact HR’s talent agenda

Amidst much debate and controversy, the White Paper on Population was passed by the Parliament of Singapore in February this year. Issued by the National Population and Talent Division, it is considered a roadmap for Singapore’s population policies and has a resounding impact on the workforce that HR has to be aware of. The Paper starts off maintaining that Singapore’s aim is to build a sustainable population with a strong Singaporean core. However, to stay competitive and create “good” jobs for Singaporeans, the country will need “a significant number of foreign workers to complement the Singaporean core in the workforce”. Businesses in Singapore will need a diverse workforce with the “full range of skills, backgrounds and experiences, who can kick-start high value-added emerging sectors, and understand regional and international markets”. Despite the need for foreigners, the Paper goes on to explain that Singapore cannot allow an unlimited number of foreign workers as too many of them will also depress wages and reduce the incentive for firms to upgrade workers and raise productivity. As Singaporeans become more educated, the Paper predicts that there will be a significant upgrading of the Singaporean workforce towards professional, managerial, executive and technical (PMET) jobs. By 2030, the number of Singaporeans in PMET jobs is expected to rise by nearly 50% to about 1.25 million, compared to 850,000 now. The number in non-PMET jobs is expected to fall by over 20% to 650,000, compared to 850,000 today. Up to two-thirds of Singaporeans will hold PMET jobs in 2030, compared to about half today. Singapore’s workforce growth will continue to slow to about one to two per cent per year, half of

A national jobs index? One recommendation by ASME in response to the foreign worker restrictions is the setting up of a National Jobs Index. The index will assign a score to different jobs according to different levels of acceptability by Singaporeans and degrees of importance to the national agenda. Jobs that Singaporeans shun but are necessary to the national economy – such as construction workers – will be rated higher. According to the ASME, the National Jobs Index will facilitate a statistical and objective gauge of whether this policy objective is met.

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COVER STORY

May Day Special 2013 Budget highlights • Further Dependency Ratio Ceiling (DRC) cuts for selected sectors with continued significant growth in foreign worker numbers. Sectors affected include services and marine. • Foreign worker levies will also be raised over the next two years .The levy will be sharper for firms most dependent on foreign workers. The Government will also increase levies for less skilled Work Permit Holders by S$150 between July 2013 and July 2014. • The qualification criteria for all S- Passes will also be tightened. From July, the minimum S- Pass qualifying monthly salary will be S$2,200, up from S$2,000. The Government will introduce a tiered salary system based on age and qualifications, such that older and more experienced S- Pass applicants will need to qualify at higher salaries. • For Employment Passes, the eligibility requirements will continue to be tightened, especially for Q1 pass holders. • Three-Year Transition Support Package, with consists of two components that impact HR: the Wage Credit Scheme (WCS) and the Productivity and Innovation Credit (PIC) bonus. • WCS: the Government will co-fund 40% of wage increases for Singaporean employees over the next three years, applicable for those earning up to S$4,000 monthly. The scheme will cost the Government about S$3.6 billion over three years. • PIC bonus: Aims to boost productivity. Businesses that invest a minimum of S$5,000 per year of assessment will receive a dollar-for-dollar matching cash bonus, of up to S$15,000 over the three years of assessment. The PIC bonus is expected to cost S$450 million over three years. • Low income workers will also have their CPF employer contribution rates restored to the same level as higher income workers of the same age, starting January 2014.

the 3.3% per year over the past 30 years. The only sustainable way to grow the economy and raise real wages will therefore be to increase productivity, the Paper finds. The aim is to achieve two to three per cent productivity growth per year, which is admittedly an “ambitious stretch target”.

White Paper draws strong response

The reactions of Singapore’s labour unions and chambers of commerce came fast and furious. Nine national chambers of commerce wrote to Acting Minister for Manpower Tan Chuan-Jin to voice their concerns about the curbing of foreign workers in Singapore. “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. “Singapore’s openness to foreign labour has enabled it to attract, retain and absorb the best of foreign talent, providing it with a clear competitive advantage over its neighbours,” said the letter. 22

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The nine chambers and their members expressed a desire to hire candidates with the necessary skills, knowledge and experience. They also want to be able to tap on a larger labour workforce outside Singapore. The letter makes two suggestions. Firstly, younger foreign workers need to be brought in to drive productivity and innovation in Singapore so that restrictive labour policies don’t lead to inflationary wages and raise business costs. Also, with fewer Singaporeans looking for non-PMET positions, there will be a need to have more foreign workers in sectors such as service, construction, and manufacturing, if not standards could slip. Likewise, the Singapore National Employers Federation (SNEF) says that without additional foreign workers to support economic growth, the country could lose the dynamism and vibrancy in its economy. The additional foreign workers would also provide a buffer in the workforce during a recession, stated the SNEF in its report. According to the Association of Small and Medium-sized Enterprises (ASME), the Government’s decision to slow down the inf low of both foreign labour and foreign talent has made it difficult for SMEs in Singapore to hire foreign workers. Not only that, it has become equally challenging when renewing the passes of existing well-trained foreign workers. The ASME questioned if the public outcry over the abundance of lower-skilled foreign workers, including construction workers and cleaners, was more targeted at foreign talent taking PMET jobs away from Singaporeans, and putting greater downward pressure on the salaries and job security of older PMETs. The real problem may not be the lower-skilled foreign workers that the Government is limiting – it may be the masses of foreign professionals depressing wages across the board for local PMETs, said ASME.

Impact of Budget 2013 The annual Budget Speech is always closely watched by businesses, as it involves the planned government revenue and financial projections for the upcoming financial year. With so much at stake, it is crucial that HR is aware of the latest developments so that it can add value as a strategic partner. This year’s Budget announcement showed the Government’s continued tough stance on the issue of foreign workers with a key takeway for businesses: get fit or get out.

COVER STORY

“The Government is sending a clear message that it is focusing on those industries where Singapore is, and can be, competitive. It is not offering sweeteners to defray costs. This is a Darwinian budget for businesses in Singapore. ” says Adrian Ball, Head of Tax Services, Ernst & Young. Most analysts believe small businesses will feel the biggest impact from the Budget, with lowered foreign worker dependency ratios and more stringent work pass criteria. “We did not expect the Government to further tighten the foreign manpower policy so comprehensively only a year after the last Budget,” says Ho Meng Kit, CEO, Singapore Business Federation. “This clearly demonstrates the strong resolve of the Government to wean companies in less productive sectors off their reliance on foreign manpower.” The increase in foreign worker levies and the increase in qualifying salaries for S Pass holders will have an immediate impact on business costs, especially for sectors like manufacturing. The Singapore Manufacturing Federation (SMF) said it would face challenges in attracting and retaining workers in this sector. In addition, the pace of transformation would also be a challenge to manufacturers. Other aspects of the Budget were better received. SBF’s Ho said that the Budget contains measures to help companies which are prepared to restructure, raise their productivity, and employ locals. “In fact, the Government is generous in providing substantial support for employers who make the effort to hire Singaporeans,” he says. Likewise, the SMF also concurs with the Government over the need for greater productivity and innovation. “There is a need for manufacturers to achieve greater innovation and productivity in order to stay competitive and to achieve long-term sustainable growth,” says George Huang, President, SMF. The Transition Support Package was also praised by analysts. (See Budget Highlights) “The Three-Year Transition Support Scheme is very well designed,” says Gan Kwee Lian, Partner, Tax, KPMG. “It helps both employers and Singaporean employees concurrently. The 40% co-funding by the government will allow employers to be more willing to increase the basic wages of low and middle income groups.” One suggestion on how SMEs can cope with the Budget is to set up a quasi-governmental ‘Task Force’ to help build a dynamic and re-energised SME scene.

Coping with the constraints Companies are looking at new and innovative ways to overcome the challenges posed by the tighter foreign worker quotas. In addition, with low unemployment rates in Singapore, there are more jobs available than potential candidates and it is imperative that companies start looking at ways to create value for their workforce, Steven Chan, General Manager, Crowne Plaza Changi Airport tells HRM. The hotel has implemented a cross-training programme to ease the strain caused by the labour crunch. Under the programme, employees are trained in various job scopes. This enables them to be cross-deployed in the areas which require a boost in manpower at certain times. “An example of this would be training staff members working in our bar to be cross-deployed in our restaurant and lounges which require more manpower during peak periods,” Chan says.

Impact of foreign worker quotas Facing growing public opposition to the relatively liberal immigration policies, the Singapore Government has announced a slew of measures to limit the influx of foreign workers over the past year. These aim to ensure companies give fair consideration to Singaporeans, who should form the ‘core’ of the workforce. “With this in place, it will mean that local talent is protected but companies should still have the flexibility to hire highly-skilled foreign professionals should they require,” says Mark Hall, Vice President, Country General Manager, Kelly Services Singapore. These recent policy changes have indeed added pressure to HR and hiring managers. Although Robert Walters Singapore primarily recruits mid-to-senior management roles, its clients hire across all levels of seniority. “Companies now have to think of creative ways to attract and retain the bluecollar employee pool which typically see a higher turnover rate as well as a more voluminous headcount,” says Gwen Lim, Manager – HR Division, Robert Walters Singapore. “Organisations need to review and rethink their recruitment channels and consider their total workforce strategy. By doing so, they can assess which job functions have available candidate pools in both the local pool and foreign market workforce so as to ensure they do not exceed the set quotas.” Andrew Norton, Regional Managing Director – Southeast Asia, PageGroup says the recruitment firm has had to turn down many applications from overseas candidates and direct them to other markets where possible. “These policy changes also mean Singapore misses out on available talent,” says Norton. “Some roles in the country are now more difficult to fill due to skill shortages. Time-to-hire is also longer as the talent pool is limited.”

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COVER STORY

May Day Special Employees who participate in cross-training are given a bonus by the hotel. The training, which is endorsed by the Ministry of Manpower and the Singapore Tourism Board, can last between six and 12 months. Other companies, such as Apex-Pal which owns Sakae Sushi, are encouraging casual workers to enter the workforce. It offers shorter shifts of as little as two hours and also customises its duty rosters around employees’ schedules. This makes such jobs attractive for housewives and retirees. “We also provide a convenient location near to their homes and our restaurants are largely located around MRT stations,” says Gregg Lewis, Branding and Communications Manager at Sakae Holdings. “Recognising that this pool of people may not have had experience in the food and beverage industry, we offer full day trainings to equip them with the skills necessary for them to carry out their tasks in the shortest time,” he adds. The $170-million WorkPro programme, launched by the Singapore Workforce Development Agency and the Ministry of Manpower in April this year, is another initiative to attract more women, mature workers, and the economically inactive back into the workforce. WorkPro provides funding support for employers to redesign jobs, improve workplace practices, and implement work-life measures. It also provides incentives to encourage employers to recruit or retain local workers, or to place their employees on f lexible working arrangements. “WorkPro will help employers create more progressive and work-life friendly workplaces. This will make it easier for working women to strike a balance between work and family, as well as create more f lexible jobs for women who want to return to work,” the Acting Manpower Minister Tan Chuan-Jin has said.

Table 2 – Foreign Worker levies applicable to S Pass holders Sector

Dependency Ceiling Segmentation

Levy rates ($) Worker Category Monthly *Daily

Basic Tier / Tier 1: Up to Skilled 10% of the total workforce All sectors Tier 2: Between 10% and Skilled 20% of the total workforce

250

8.22

390

12.83

Source: Ministry of Manpower *Daily levy rate only applies to Work Permit holders who did not work for a full calendar month –(Monthly levy rate x 12) / 365 = rounding up to the nearest cent.

Foreign workers: Quotas and Restrictions The following factors will determine the amount of levy to be paid: • Worker’s qualification • Dependency Ceiling (for selected sectors only)

Table 1 - Foreign Worker Levies applicable to Work Permit holders Sector

Manufacturing Workers will be further assigned to different tiers within the company Dependency Ceiling limits. Employers in this sector are entitled to skilled levy rates for their foreign workers, up to 50% of the total workforce

Dependency Ceiling Segmentation

Worker category

Levy rate ($)

Basic Tier / Tier 1: Up to 25% of the total workforce

Skilled

230

7.57

Unskilled

330

10.85

Tier 2: Above 25% to 50% of the total workforce

Skilled

330

10.85

Unskilled

430

14.14

Tier 3: Above 50% to 60% of the total workforce

Skilled

500

16.44

Monthly *Daily

Unskilled

Basic Tier / Tier 1: Services Workers will be further assigned to Up to 15% of the different tiers within the company total workforce Dependency Ceiling limits. Tier 2: Above 15% to 25% of the total Employers in this sector are workforce entitled to skilled levy rates for their foreign workers, up to 25% Tier 3: Above 25% of the total workforce to 45% of the total workforce

Skilled

270

8.88

Unskilled

370

12.17

Skilled

380

12.50

Unskilled

480

15.79

Skilled

550

18.09

Construction Employers pay the foreign worker levy according to the qualification of these workers.

Higher skilled 280 and on MYE

9.21

Basic skilled and on MYE

400

13.16

Higher skilled, 550 experienced, and exempted from MYE

18.09

Basic skilled, 650 experienced, and exempted from MYE

21.37

Skilled and on MYE

230

7.57

Unskilled and on MYE

330

10.85

Experienced 500 and exempted from MYE

16.44

Process Employers pay the foreign worker levy according to the qualification of these workers.

Marine Employers pay the foreign worker levy according to the qualification of these workers.

1 local full-time worker to 7 foreign workers

1 local full-time worker to 5 foreign workers

Unskilled

Skilled

230

7.57

Unskilled

330

10.85

Source: Ministry of Manpower ISSUE 13.5

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COVER STORY

May Day Special Technology can also be an enabler in raising productivity. Sakae Sushi was one of the first companies to use Radio Frequency Identification technology to track the freshness of sushi on conveyor belts at its outlets. This resulted in an estimated 20% increase in productivity. It also enables manpower resources to be channelled to core operations, allowing employees to provide a better customer service experience.

The minimum wage argument There have been repeated calls for a minimum wage by some Members of Parliament in Singapore, especially in view of how the system has worked in countries like the US and Hong Kong. Inderjit Singh, Member of Parliament for Ang Mo Kio GRC told HRM that he is an advocate of the idea, as costs in Singapore have gone up “too quickly” with wages lagging behind for the lower income Singaporeans. “I don’t see costs coming down drastically so the best way forward to give every Singaporean a decent standard of living is to give them a reasonable wage. What the exact amount should be can be worked out by experts – by determining what is the minimum living wage

required for Singapore’s cost structures.” During his speech to Parliament on the issue, Singh suggested a five-year Government-supported minimum wage system where the Government helps companies pay for part of that minimum wage, its contributions declining to zero after five years. “This gives companies time to adjust to the minimum wage without overly burdening them with the requirement of paying higher wages as legislated by government.” However, Singapore labour chief Lim Swee Sway rejected calls for a minimum. He told Parliament that initiatives such as the Workfare Income Supplement, Workfare Training Support and a progressive wage system, would be more effective and better overall than a minimum wage. Some companies are also cautious about the business impact of a minimum wage. “It is unlikely that a minimum-wage model would help alleviate manpower challenges as it will inevitably push up operating costs on the whole,” says Chan of

CASE STUDY

Ramada and Days Hotel Singapore Ramada and Days Hotel Singapore is a hospitality player that has succeeded in recruiting local talent despite the current challenging workforce environment. Around 70% of employees at the new hotel development are Singaporeans or permanent residents (PRs). “Opening two hotels and having to recruit staff in Singapore’s current employment climate has not been easy,” says Tony Cousens, General Manager of Ramada and Days Hotel Singapore at Zhongshan Park. “We have implemented strategies to ensure that we remain competitive in attracting talent and we are confident that we will be able to operate within the ratio of local employees to foreign employees, as regulated by the government. “The next imperative step will be motivating and retaining them,” he adds. “Training, career progression, and employee benefits will all be important elements that our team will be focusing on.” The success in talent recruitment comes from the hotels’ strategy to focus on new talent entering the workforce, as well as its targeted approach on mature and experienced candidates. New talent has a choice to be enrolled in the hotels’ “ME Leap!” programme, a career development plan that offers structured training at both the operations and business levels, as well as career advancement opportunities. Participants, known as “Masters of Experience (MEs)”, will be trained and assessed on the fundamentals of front office

management and food and beverage operations, progressing to undertake advanced tasks in the functional roles of their choice. MEs will also be tasked to role-shadow a member of the senior management team and understudy on the area of business management. The comprehensive development of skill set that MEs receive has attracted the enrolment of university graduates from across a diverse background, such as National University of Singapore (NUS) graduates in Japanese Studies, Nanyang Technology University (NTU) graduates in Economics, as well as Monash University and University of Nevada, Las Vegas (UNLV) graduates. Mature and experienced candidates have also been targeted via a non-discriminating application and interview process where many personal factors including gender, race and age of the candidates are made unknown until an official job offer is made. Richard Neo, a candidate who benefited from this interview process, was employed as a Reservations Sales Executive of Days Hotel Singapore after proving himself well in the interviews. Richard, at 66 years of age, enjoys his work and appreciates the opportunity given to him. He explained, “I’ve worked for many hotels and what’s different about Days Hotel Singapore is that the management team is approachable and caring of our associates. I’ve had an enjoyable time working here and mixing around with all my young colleagues.”

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May Day Special Crowne Plaza Changi Airport. “At the end of the day, by implementing a minimum-wage model, we will still be faced with the same situation of Singaporeans continuing to look for jobs they see value in,” he says. According to Chan, it is more important for the industry to develop a better understanding of the mindsets of Singaporeans and work on creating valuable jobs with room for them to grow. Others also feel that a minimum wage would dampen Singapore’s competitiveness. However Singh disagrees. “ I believe it will work in Singapore simply because the old arguments that companies will relocate and will stick to just the basic minimum when they pay workers are no longer valid in a developed economy with a tight labour market and a country which (would) remain attractive even as we implement a minimum wage system.” According to Singh, Singapore’s low tax, good infrastructure, great business connectivity and stability with transparency in business systems would far outweigh any negative impact on employers. “I feel companies will not just relocate because we have a reasonable minimum living wage as a guideline.”

Too many PMETs in the future? Amongst the key proposals presented in the 2013 Population White Paper, was that by 2030, two thirds of the Singaporean workforce will be holding professional, managerial, executive and technical jobs (PMETs) as compared to about 50% of the occupational profile today. In the March 2013 parliamentary budget debate, Tan Chuan-Jin, summarised that frustration against skilled foreign labour could take three forms. These were employers unfairly hiring their own kind; employers who overlooked Singaporeans for foreigners in undue haste; and qualified foreigners who were willing to work at lower wages than local fresh graduates and mid-level PMETs. The series of recently announced labour market reform measures by the Ministry of Manpower have been viewed as courageous steps in the right direction for this group of people. However, some critics have noted that blue-collar workers seem to have been forgotten. While the ideal situation would see working Singaporeans distributed evenly across both sectors, to ensure that there is no hollowing out of the blue-collar workforce should foreign workers suddenly pack up and leave, this is not the case today.

CASE STUDY

Foreign workers’ woes Singapore’s foreign workforce was in the spotlight recently when a group of bus drivers from China protested against their poor living conditions and low salaries. The incident has raised concerns over some of the woes experienced by these workers. HRM spoke to Debbie Fordyce, executive committee member of Transient Workers Count Too, to find out more

A foreign workers’ dormitory in Singapore

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Many foreign workers in Singapore are paid low wages. South Asian men taking on their first job in construction still receive only $18 a day, says Debbie Fordyce, executive committee member of Transient Workers Count Too (TWC2). “This starting salary hasn’t changed for the last 10 years. Shipyard workers tend to get less, usually $16 per day. Bangladeshis and Indians in construction usually receive the same rate while Chinese workers receive $40 to $45 per day.” However, some Bangladeshi men who’ve worked at the same company for 10 years might make as much as $40 per day, usually after being promoted to a supervisory role, says Fordyce who has spoken to hundreds of workers in the course of her work with TWC2. Many men have the cost of room and board deducted from the salary. Sometimes other deductions are made as well. This must be noted on the IP (In-Principal Approval), which the man is given before he arrives in Singapore. “But I’ve never met a worker who was aware of this deduction until after he had paid all the necessary fees to procure the job and was no longer in a position to negotiate,” Fordyce says. Some employers in Singapore also gain from the money that the worker pays his ‘agent’ before he arrives here, Fordyce shares. “Our estimates are that of the $8,000 that Bangladeshi men pay for their first job here, about half is taken by the employer and/or the supervisor. With each subsequent job this amount is lowered because the man’s connections allow him to

COVER STORY

At the recent annual Kent Ridge Ministerial Forum, Deputy Prime Minister Tharman Shanmugaratnam made the call for everyone – employers, workers and customers – to treat ‘ordinary’ jobs, such as food and beverage service, with respect. “We cannot just be a society of real estate agents, insurance agents, bankers and office workers. The most advanced societies don’t run that way,” he said. Tharman, who is also Finance and Manpower Minister,alluded to other developed cities in the world, such as New York, Tokyo and Zurich, where jobs at the lower rung of the economy were embraced by all. Economics professor Linda Lim from the University of Michigan concurs. “Singapore is too fixated on producing PMET jobs, and this could lead to negative consequences for the country, she tells HRM. She adds that in rich countries, toilet cleaners and bus drivers are locals. “They are well-paid, they are respected, and everyone treats them as equals,” she says. “The Singapore Government starts out by having a hierarchy defined by academic achievement, then saying some are better and deserve higher pay than others.”

avoid the more expensive ‘agents’ and because of experience.” Employers may continue to charge the man each time the work permit is renewed. Salary issues aside, foreign workers in Singapore have raised a number of other concerns. For example, food is a major complaint among migrant workers, says Fordyce. The catered food is prepared too far ahead of time and turns sour in the tropical heat. “Men say the morning meal is inedible, the midday meal often so, and the evening meal okay. But all would rather cook for themselves so that they can handle the quality.” Lodging is another issue. Purpose-built dormitories, are adequate, but too few and too costly for the smaller companies, says Fordyce. “Small companies find private houses, shophouses, even warehouses and bin centres to house the men. They complain that the dorms are dirty, lack washing machines and cooking areas, and (that) toilets and shower areas are unsanitary.” In low cost dorms or shop houses, up to 30 to 40 people share one toilet, says Fordyce. As all workers are picked up for work at the same time, there is always a rush for the toilet and shower before and after sleep leading to insufficient rest, as well as a lack of time to maintain a decent standard of hygiene Men also often talk about the lack of adequate responses and treatment after an injury, Fordyce says. “The man speaking to me now told me that his leg was broken on November 6 last year, and showed me this SMS from his boss on December 24:

Foreigner worker charged exorbitant fees for work permit renewal Some employers charge their workers for the renewal of their Work Permits but this is illegal. “It’s usually called kickbacks, but the employer may have disguised the cost as something else,” says Debbie Fordyce, executive committee member of Transient Workers Count Too (TWC2). This is a typical statement from one worker who did not have any complaint with his employer, and who was pleased to continue working for the company. “My first job in Singapore earned me $450 per month in 2000. I had to spend 220,000 taka (US$7,260 at the exchange rate then) for that job. After two years I paid US$3,500 for the first work permit renewal, US$3,000 for the second renewal, US$2,500 for the third renewal, and nothing for the fourth renewal. It took me two years and three months to pay off the agent fees and the interest.” Source: TWC2

Cramped conditions in a dormitory ‘Due to your bad performance, we will be terminating your employment. You are given five days notice till December 24. If you have not found new employment by then, we will be terminating your work permit and sending you home – regards”. Fordyce adds that higher worker levies could compound the issues faced by foreign workers here. “The supply of workers from abroad is so large that employers are able to collect large amounts from the migrant to offset any charges by the government.”

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May Day Special Lim says that all work is worthwhile, and the market should decide the wage rate. “So long as ‘low-skilled’ jobs are low paid, considered of low status, and associated with poor foreigners, Singaporeans will not do them,” she says. “Having high wages for the so-called low-skilled will help a lot. You cannot be a First World country with Third World wages.” She agrees with the Government’s plan to limit the number of low-skilled foreign labour. “No other rich country in the world is so dependent on low-skilled foreign labour,” she says. One way around this issue would be to change the perception of non-white collar jobs, rebranding and redesigning them to raise skills levels and wages. In this light, some 100,000 Singaporean workers will get a job boost in the next two to three years with the National Trades Union Congress’s (NTUC) help. Since June last year, the NTUC has rolled out training and job redesign plans that it calls ‘progressive wage models’ to systematically lift the pay of workers in sectors such as cleaning, transport and childcare.

Group 1: Office & Commercial Cleaners e.g. Office, Schools, Hospitals and Polyclinics Cleaners

The labour movement’s secretary-general, Lim Swee Say, said the model is “not just a wage ladder” but also a four-in-one plan that raises workers’ productivity, skills and job prospects. For instance, about half of all cleaners employed under Government contracts, currently earn basic wages of at least $1,000 per month. With training, improved skills and bigger job scopes, these cleaners will be able to earn more (see picture below).

A Singaporeans First Policy? Some critics have said that Singaporeans are being sidelined by expatrates for high-skilled jobs, which gives rise to the question: Should Singapore adopt a ‘Singaporeans First’ hiring policy? Firms that HRM spoke to say that they already consider local candidates first in the recruitment process. “As well as making business sense, recruiting local talent also helps to control hiring costs,” says Norton of PageGroup. Gwen Lim, Manager – HR Division, Robert Walters Singapore, agrees. “When employers are looking to hire, they should have exhausted the local talent pool

Group 2: F&B Establishment e.g. Hawker Centre, Foodcourts

Group 3: Conservancy e.g. TCs, Public Cleaning Truck Drivers (Class 4/5) ≥ $1,700

Supervisor ≥ $1,600

Supervisor / Class-3 Mechanical Drivers ≥ $1,600

Multi-Skilled Cleaners / Machine Operator ≥ $1,400

Multi-Skilled Cleaners / Machine Operator / Refuse Collector ≥ $1,400

Outdoor Cleaners / In-patient Hospital Cleaners ≥ $1,200

Dishwasher / Refuse ≥ $1,200

General Cleaners ≥ $1,200

Table-top Cleaners ≥ $1,100 General / Out patient / Indoor Cleaners ≥ $1,000

General Cleaners ≥ $1,000

*Team Leader will receive additional wage allowance (starting from $100) PWS scale – Reference based on basic wage

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first before looking externally,” she explains. As many international companies continue to set-up and expand here, local establishments will need an adequate talent pool to select from so as to ensure that the best talent is chosen for the role. “It would be detrimental if companies and hiring managers were unable to hire from overseas when they really needed to,” says Hall of Kelly Services. “When it is not possible to hire locally or a niche skill set is required the process of hiring a foreign executive should be straightforward and transparent.” While Lim from Robert Walters, is completely for the idea of looking after local talent, she says Singapore also needs to keep in mind the foreigners who have contributed to the country’s success and made Singapore their home. “While we are a developed nation, our employment workforce for high-skilled jobs is still maturing and there are still certain areas where we will benefit from having more experienced foreign talent assume leadership positions, as long as there is a local succession plan in place to groom local talent for the future,” she says.

“Having high wages for the so-called low-skilled will help a lot. You cannot be a First World country with Third World wages” – LINDA LIM, PROFESSOR OF STRATEGY, STEPHEN M. ROSS SCHOOL OF BUSINESS, UNIVERSITY OF MICHIGAN

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Corporate health

Boosting

WOMENâ&#x20AC;&#x2122;S HEALTH Female employees often face different social pressures and healthcare challenges compared to their male counterparts. HR needs to understand their unique needs and ensure that the womenâ&#x20AC;&#x2122;s health and screening options that they offer are targeted and effective By Vivien Shiao Shufen

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Most workplaces have general health programmes or policies for all workers, but it may not be enough to meet the specific needs of women. This is especially so for women who have to cope with childbearing, and juggle the demands of family and work. To keep their female workers in the pink of health, it is important for organisations to separate women’s health from general health by making a clear distinction in healthcare policies and programmes. Only when there is an acknowledgement made about the differences in women and men’s health, can there be something done about it.

The need to differentiate “Women face unique social circumstances and a variety of different health challenges across their lifespan,” says Dr Shyamala Thilagaratnam, Director, Healthy Ageing Division, Health Promotion Board. One significant difference between the sexes is that women have a longer life expectancy (82 years) than men. Dr Shyamala notes that even with longer life expectancy, they do not necessarily have a longer healthy life expectancy than men – women can often live longer in ill health in their later years. “Women fulfill multiple roles as daughters, wives, mothers, and employees. As they juggle work and family commitments, they need to learn to actively care for themselves and lead a healthy lifestyle,” she says. Females face increasing health challenges including obesity, diabetes, poor mental health, gender-specific cancers and ageing-related health issues. According to Dr Shyamala, the risk of chronic diseases such as diabetes increases among women aged 40 and above, while breast cancer is the top cancer in women worldwide and has been the most common cancer among female residents in Singapore for more than four decades.

As women are better known for their multitasking nature, medical experts observe that stress can affect women’s health. “We do observe that stress sometimes can take a toll on women, causing issues such as anxiety disorder and panic attacks, insomnia, irritable bowel syndrome, and stressinduced exacerbations of certain disorders such as chronic Hepatitis B, eczema and psoriasis,” says Dr Wong Kae Thong, Wellness Assessment Centre, Asiamedic. As such, it is definitely advantageous to separate women’s health from general health. “Women have specific health needs at different stages of their lives. Separating women’s health from general health and providing the privacy that women need can make certain screening tests such as pap smears and mammograms more acceptable to them,” adds Dr Wong.

BREAST CANCER

is the top cancer in women worldwide and has been the most common cancer among female residents in Singapore for more than four decades.

Grant for women’s health As part of a three-year roadmap outlined by the Women’s Health Advisory Committee (WHAC), chaired by the Minister of State for Health and Manpower Amy Khor, the Health Promotion Board (HPB) has announced a move to encourage employers to do more to promote a healthy lifestyle among working women. As an extension to the existing annual $15,000 Workplace Health Promotion Grant, HPB is offering another $5,000 for employers to organise women-centric events, such as parenting workshops and cancer screening programmes. Workplaces can start using this additional funding in July this year, and HPB aims to reach 90 workplaces and 10,000 women by 2015. At an event to celebrate International Women’s Day in March, Dr Khor said: “The Singaporean woman today wears many hats – that of a mother, wife, daughter, caregiver, employee. Often, they look into everybody else’s welfare, while their own health is left on the backburner. The enhancement to the Workplace Health Promotion Grant recognises the increasing role of women at the workplace and the need to promote a healthy lifestyle among working women so that they can better pursue their personal aspirations and cope with the demands of the family.”

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Corporate health “Many employers recognise that women are more often the caregivers at home and are usually willing to offer flexible working arrangements (FWAs)” – DR SHYAMALA THILAGARATNAM, DIRECTOR, HEALTHY AGEING DIVISION, HEALTH PROMOTION BOARD

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What employers should do Employers have to understand the different needs of women at different stages of their lives and have policies that empathise with their needs. “Many employers recognise that women are more often the caregivers at home and are usually willing to offer flexible working arrangements (FWAs),” says Dr Shyamala. “Employers can show support by continuing to offer FWAs, as well as other simple things – like organising talks or workshops tailored for women on issues related to pregnancy or how to prepare nutritious meals quickly.” She also suggests that employers have informative sessions for their male employees as well. “For example, on how to support their wives or on understanding their wives’ emotional needs,” she says. Employers should also be more understanding towards pregnant as some may have significant morning sickness or be sensitive to certain odours during the first trimester, and this can sometimes affect their work.

FEATURE

“It would be much appreciated if the employers could be more flexible with working hours and work nature during the first three months of the pregnancy,” says Dr Wong. “During the last trimester, women should not deal with heavy manual work, and employers should adjust the nature of work accordingly.” Some health and wellness practices that companies can introduce to boost the wellbeing of women include subsidised pap smears, mammograms, vaccinations and stress-management courses. Female employees can also be encouraged to go for useful vaccinations such as HPV for cervical cancer prevention. “It is important to empower women with the skill sets and the ‘know how’ to adopt a healthy lifestyle,” says Dr Shyamala. Dr Wong adds that when female workers are in the prime of health, their productivity improves and this naturally benefits the employer over the long run. “Female workers generally tend to stay on with employers who care for and emphasise women’s health issues,” concludes Dr Wong.

Asiamedic (HRM-AprFINALFA).indd 1

Top five health concerns in women • Heart disease • Breast cancer • Osteoporosis • Depression • Autoimmune diseases Source: WebMD

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Corporate learning

HR skills for the

FUTURE

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HR professionals are taking on more strategic roles in their organisations. Boosting skills in areas such as negotiation, project management, and finance can help them make more informed decisions and an even more valued contribution. HRM looks at the programmes on offer By Sumathi V Selvaretnam The role of the HR professional has evolved with new business demands. HR is now expected to play a more proactive role, engaging different business units to drive HR-business alignment. “Increasingly, HR is expected to play a strategic business-partnering role in the organisation, contribute to business growth and productivity, drive change management, and establish organisational culture,” says Gog Soon Joo, Executive Director, Institute for Adult Learning (IAL) Singapore. Today’s HR professional also needs to go beyond his or her main domain and grasp a good understanding of areas such as finance, legal and operations. According to the HR Certification Institute, the field of HR is constantly evolving and changing as technology, legislation and other factors shape policies and procedures. “Many of today’s HR professionals oversee the function for offices across the world and must understand workforce regulations for a number of jurisdictions,” it says. “They also must be able to translate their understanding of HR regulations to the business and serve as advisors to the C-suite on how to shape the workforce for success.” With the economic restructuring taking place in the local operating environment, HR will also need to play a key role keeping its workforces employable through workplace learning and workforce development, Gog says. “As the economic landscape toughens, heads of companies are also demanding clearer demonstrations of how these deliver value to their business. Most HR professionals are great with the HR Management aspect, but when it comes to HR Development, or what some call Capability Development, many are unfamiliar or lack experience, says Arthur Chiang, Assistant Director, Learning, Curriculum and Design, Kaplan Professional.

Future demands HR professionals who want to find future success would benefit from learning about the industry in which their organisations operate and how it is affected by the economy and competition. According to the HR Certification Institute: “They also should be social media savvy, as the social media landscape has – and will continue to – greatly influence how companies and

HR departments communicate with former, current and potential employees.” Other areas that an HR professional should consider learning more about for a successful career in today’s global economy include global economies, data privacy and security regulations, cross-cultural communications, and strategic planning, the Institute said. It is also advantageous for HR professionals to develop themselves as “T-Shaped” professionals, says Gog. A T-shaped professional is one who focuses on both attaining deeper expertise as well as holistic development beyond specific industry specialisation. “Developing oneself as a T-Shaped professional would afford (HR professionals) more career mobility, and help them to move and develop their career across industries,” Gog says. For example, HR Development professionals need to learn how to plan ahead to ensure they are able to demonstrate the business impacts of workforce development investments. This will combat the increasing pressures to justify company investments in training its workforce, says Gog. “This means they need to learn how to obtain good ROI data.”

Human Resource Workforce Skills Qualifications (HR WSQ) framework The Workforce Development Agency has developed the HR Workforce Skills Qualifications (HR WSQ) framework, which gives HR professionals access to modular competencybased training that leads to the attainment of nationally recognised HR certifications and qualifications. HR WSQ covers programmes for both HR Management (HRM) and HR Development (HRD) professionals. The framework also aspires to build the “T-shaped” HR professional by encompassing core units such as Manage Projects, Support Change Processes, and Manage Budgets and Finances. Some of the popular HR WSQ programmes include: • Conduct Interviews and Make Hiring Decisions • Resolve Grievances and Disputes • Administer Performance Review Process • Implement Performance Management Programme • Implement Recruitment and Selection Methods Visit www.wda.gov.sg/HR_WSQ for more information.

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Corporate learning As Singapore continues to strive for productivity gains, there is also a need for HR professionals to analyse their organisational needs, profiling and equipping employees with the right competencies, developing their capabilities, and importantly, retaining them. “I suppose most companies don’t invest a lot in these aspects because it’s tedious work – but nonetheless, it’s important,” Chiang says.

Juggling multiple projects is another daily challenge faced by HR

Gaining the right skill sets Service providers offer a range of programmes that can help HR practitioners bring their abilities to the next level. As HR is often the conduit between employees and management, skills in personnel management and negotiation are particularly important. Kaplan Professional’s ‘Can You Negotiate’ course uses input sessions, discussions, case studies, and role-playing to help HR initiate and take on any negotiation that comes their way. HR often has to show the business value of its initiatives in order to get management buy-in. Conducted by IAL, the Training Analysis and Impact Measurement Programme (TAIM) teaches professionals how to plan for and collect

the data they require to measure the impact of their workforce development investments. Getting buy-in from management also requires HR to have a firm grasp of the company’s financials. For this reason, IAL also offers courses that give HR the skills and knowledge required to manage budgets and finances within a people management or human capital environment. “They will be able to work more effectively by working within the budgetary and financial constraints,” Gog says. Juggling multiple projects is another daily challenge faced by HR. Kaplan Professional offers a course that gives HR the fundamentals of project management skills. “Project management is really more than just time management and progress tracking. Many who completed their training finds it highly applicable to the various projects they have to manage at work,” says Chiang. Attending training programmes like these, as well as obtaining new certifications from time to time, is critical for HR to maintain its relevancy. They challenge HR professionals to keep abreast of changes in both the HR and business landscapes and to add value to their organisations, says the HR Certification Institute.

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FEATURE

Country report

Ma aysia Boleh

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Malaysia is in good economic shape, being ranked the second best country in the ASEAN region for growing business, according to Grant Thornton Global Dynamism Index. Also, at the time of print, the country was at the cusp of the most divisive elections yet. HRM examines how the country is delivering the right mix of talent for the continued success of the country By Shalini Shukla-Pandey Prime Minister Datuk Seri Najib Razak has alluded to the spirit of “Malaysia Boleh” or “Malaysia Can”, when describing the country’s progressive economic strategies. Malaysia continues to be a growing knowledge and service-based economy but challenges including a lack of workforce planning and insufficient investment in staff training and development could present barriers to progress in 2013, recruitment consultancy Hays has found. “There needs to be more focus placed on identifying future skill requirements as well as on investment in workforce innovation and upskilling the existing workforce,” says Chris Mead, regional director of Hays in Malaysia and Singapore. Also, the HR function in many organisations in Malaysia is still viewed as an administrative one. That perceived lack of credibility leaves fewer people wanting to go into the profession. “We are, however, moving in the right direction and glad to see that HR is increasingly being viewed as a value-add and strategic complement to the business in mainly multinational companies,” says Kristoffer Paludan, Manager, Michael Page.

Developing a talent pipeline Corporations in Malaysia constantly need quality talent to drive the country’s national economic transformation programme (ETP). But finding that talent can be difficult. “Indeed, Malaysia has a challenge not only in terms of the current organisational context but also to build a steady and reliable pipeline of capabilities for future needs and aspirations,” says Nora Manaf, Senior Executive Vice President – Group Human Capital, Maybank Berhad. In this respect, the formation of TalentCorp Malaysia is testament to the close partnership between industry and government. The body’s mandate includes providing incentives to bring skilled Malaysians back from overseas, and also building other channels to create a smooth supply of deployable talent in specific vocational areas. One of the programmes that telco Maxis participates in is the Scholarship Talent and Retention scheme (STAR). This programme enables Public Service Department scholars to serve their scholarship bonds in the private sector and develop their careers with the best Malaysian employers. Through the STAR scheme,

13 MILLION Size of the labour force in 2012

Source: Principal Statistics of Labour Force, Malaysia, November 2012

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Country report

2.9%

Unemployment rate in 2012 Source: Principal Statistics of Labour Force, Malaysia, November 2012

Maxis has been able to tap into a pool of previously inaccessible high-achieving scholars from world-class universities. The telecommunications giant is also able to tap on graduate talent through TalentCorp’s Structured Internship Programme (SIP). The SIP is a collaborative effort that encourages companies to provide a high-quality, practical learning experience through internships to students from local public and private institutions of higher education. It aims to prepare local graduates for relevant work in specific industries, making them job-ready on graduation. “We received TalentCorp’s endorsement of the Maxis Internship Programme, which renders Maxis eligible for double tax deductions on the monthly allowances paid to our Malaysian interns from local universities,” says Kala Kularajah Sundram, Head of Talent and Organisation, Maxis. Since its official start in 2006, Maxis has nurtured more than 400 interns. “Companies such as ours and others have indeed greatly benefited from working with TalentCorp,” Kala says.

Welcoming expatriate talent With changes in the global economic landscape directing a focus towards Asia, there has been

TOP 10 Talent trends for Malaysia in 2013

increasing interest in expatriate opportunities within Malaysia. For example, the number of expats that Maybank Malaysia has employed since 2008 has increased by threefold in recent years. A recent survey by International Living, a monthly newsletter for the global expatriate community, even ranked Malaysia as the third best country for expatriates to retire in, closely behind Ecuador and Panama. “Friendly people, good food, low cost of living, and lots of activities make expatriates call Malaysia their second home,” Manaf explains. The government has also been actively attracting the best talents from abroad through the Malaysia My Second Home Programme, through which any non-citizen meeting certain criteria can qualify for a 10-year Social Visit Pass with a Multiple Entry Visa. The Malaysian Government has recently rolled out changes to its Immigration Department. These include the creation of a new Expatriate Services Division. It aims to further facilitate the entry and retention of foreign talent, promote greater ease of doing business and attract more foreign investment. The new agency will manage services related to in-demand expatriate workers. As part of the pre-launch activities, the government issued Residence Pass-Talent (RP-T) status to 21 corporate

1 2 3 4

Use of expats The new Expatriate Services Division will officially open in March 2013, managing services related to in-demand expatriate workers. The government has also started issuing Residence Pass-Talent (RP-T) to top foreign talent allowing them to work for up to 10 years before renewing their pass. Economic outlook Domestic demand for goods and services strengthened in 2012 and is expected to increase further in 2013. The Malaysian Government expects GDP growth of up to five per cent if global conditions improve. Continuing skills shortage Skills needed in Malaysia cover both white-collar and blue-collar roles, including information and communications technology (ICT) and knowledge workers, those with finance skill-sets, as well as building sector trades, particularly welders. Staff turnover The outsourcing sector is still seeing higher rates of staff churn than many others sectors and this is expected to continue next year as many younger workers in this sector are increasingly mobile and searching for better pay and conditions in new job roles.

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leaders in “National Key Economic Area” sectors such as business services, oil and gas, financial services and education, says Manaf. “This type of Malaysian visa allows people to work for up to 10 years and will be offered to expats with the right skills signalling continuing demand for expat talent,” she explains.

Rewarding talent HR concepts like pay-for-performance and recognition for talent are at different levels of adoption in Malaysia and Singapore, as well as other ASEAN countries. “In more collectivist societies and emerging economies, it is generally more difficult to implement pay for performance and capabilities, where the pay practice can be deemed to challenge cultural norms,” explains Manaf. “In this regard, an overarching agreement on principles of fairness, recognition for discretionary effort, and motivation is critical for a rewards system to work prior to implementation of pay-forperformance systems,” she adds. Pay is not the number one driver in Malaysia, says Paludan, noting that that honour falls to outlined progression. “There is a significant difference in expectation in terms of salary but that is based on exchange rates and cost of living,” she adds.

Rising salaries: Malaysia introduced a minimum wage for the private sector with effect from January 1, 2013. Overall, salaries are expected to see modest growth over the coming year with the largest increases expected for a range of “indemand” roles such as ICT roles, some manufacturing jobs, engineering roles, banking and finance roles and jobs in the pharmaceutical sector.

Focus on female workforce The Malaysian Government has set a target of increasing female workforce participation to 55% by 2015. It is currently about 47%. “Malaysia has a unique problem,” says Chris Mead, Regional Director of Hays in Malaysia and Singapore. “Unlike other Asian countries where women leave the workforce to raise families and then return later in their lives, Malaysian women tend not to return.”

Need for staff development According to the report, Learning, Talent and Innovation in Asia, compiled by the Hong Kong Institute of HR Management and the UK’s Chartered Institute of Personnel and Development, Malaysia should follow the Chinese example of investing in talent strategies and helping staff develop business skills, particularly leadership and people management capabilities.

Preparing future generations of talent Based on recent statistics by the Malaysian Ministry of Higher Education, graduate unemployment is currently at 24% and is a perennial issue which the government is actively working to improve on. “Key soft skills competencies such as leadership, communication, tenacity, selfconfidence, and a high concern for achievement are amongst the areas identified requiring improvement in graduates,” explains Nora Manaf, Senior Executive Vice President – Group Human Capital, Maybank Berhad. “Many employers would like to see more well-rounded graduates who are not only doing well academically but also demonstrate emotional intelligence, maturity, and agility,” she adds. Maybank has shifted from the traditional form of talent development of classroom learning and adopted the 70:20:10 (experiential: coaching: formal learning) development philosophy. The bank’s focus on mobilising experiential development interventions such as international assignments, mentoring, job rotations and job enlargements has seen an improvement in readiness of talents taking key roles as well as performance level of talent. “Forty-four percent of our international assignees, for example, are Gen Ys,” says Manaf. “This is aligned with our aspiration to develop a large pool of talent with a regional mindset and orientation, which may be more difficult for a tertiary education institution to train for.” Maybank operates in 20 countries and as of today, the bank has a total of 91 international assignment positions.

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Public investment Malaysia’s public investment increased by almost 30% in the quarter to June 2012 largely off the back of US$450 billion worth of new infrastructure projects. These projects will continue to take shape in 2013, creating jobs and enhancing domestic spending. Social media Malaysian job hunters, particularly Generation Y and Generaion X candidates, are increasingly comfortable using social media as part of their job search and personal branding efforts. Unemployment low Going into 2013, the unemployment rate across the Asia-Pacific region will continue to hover above 10%, but in Malaysia the rate remains very low by global standards, at around 3%. Source: Hays

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FEATURE

Country report Employees who have been terminated without just cause can now receive maximum back wages of

24 MONTHS Source: The Industrial Relations Act

Manaf also agrees that the workforce in Malaysia has different expectations in terms of pay mixes. However, there are broad principles of rewards which Maybank adopts regionally. “Maybank Group is a firm believer of total rewards and providing an employee value proposition (EVP) that goes beyond monetary rewards,” says Nora. From a rewards perspective, the group’s total rewards encompass a whole suite of elements ranging from cash to non-cash elements. Included as part of the total rewards package are base pay, variable bonuses, incentives, recognition programmes, work life balance and an array of benefits programmes. “From a total EVP perspective, the bank continuously invests in the development of our talents through accelerated development assignments – for example, international assignments in our 20 overseas locations, assignments on transformation projects, advanced management programmes in renowned educational

Cultural nuances Ethnic Malays in Malaysia outnumber the Chinese minority by a 2:1 ratio. However, Chinese run approximately 85% of the businesses in Malaysia. In an effort to promote equality, the government created the race-based affirmative action programme, New Economic Policy, which gave priority to ethnic Malays in employment and business participation through a 30% equity ownership programme. The target, though, has not yet been achieved.

institutions worldwide, and executive mentoring by expert leadership coaches,” says Manaf. “We believe that facilitating employees’ career growth creates job and employer satisfaction that retains our talents,” she adds.

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GUEST CONTRIBUTOR

Diversity & Inclusion

EMBRACING INCLUSION & ENGAGING DIFFERENCES Most organisations are well aware that workforce diversity is a key to commercial success, but only a fraction of those organisations also aim to enhance inclusion within their corporate culture. Guest contributor Jane Horan says that can add further challenges down the line

The way we work has changed â&#x20AC;&#x201D; forever. This new world is diverse, independent and agile. There have been significant shifts in the global workforce before, but now we are seeing both the past and the future more clearly. The past: organisations creeping along, operating from a culture of assimilation and fitting in. The future: organisations using a culture of inclusion, embracing differences. We have all seen the seismic push for diversity, but scant emphasis on building a corporate culture of inclusion. Accepting differences requires a new lens to see talent, and is vastly different from assimilation. To reap the benefits of a global, flexible workforce, organisations must now consider multicultural, multigenerational and gendered work environments.

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GUEST CONTRIBUTOR

Diversity & Inclusion “Diversity agendas may propel forward, but talent retention remains a monumental struggle” – DR. JANE HORAN, EDD, AN AUTHOR, SPEAKER AND AUTHORITY IN CROSSCULTURAL LEADERSHIP, UNCONSCIOUS BIAS AND WORKPLACE POLITICS organisational systems. To wit, there needs to be a disruptive shift, a jolt, in human capital processes. The first step is to evaluate employee lifecycles, the second step questions leadership frameworks, and the third step reinvigorates trust, and creates the setting to challenge. The first two are easy; the last one takes time, skill, and the desire to act. When one studies demographics and sees such exponential growth in Asia, diversity is now critical for any business growth and success. A diverse group of talented employees is mandatory to sustain competitive advantage, measure and drive performance. Expansion breeds concern; CEOs remain troubled by the dearth of talent in the marketplace. Diversity agendas may propel forward, but talent retention remains a monumental struggle. Yet demographics show a different picture. India, China and Indonesia have a rapidly growing middle class with a young, highly educated, multilingual workforce. For the past decade, organisations have built culturally aware, gender rich and empowered local leadership, while still showing dismay about the lack of talent.

Unconscious bias The question that truly needs to be answered is this: Is talent in short supply or are we looking at global talent through the wrong lens? A lack of understanding the concept of inclusion reveals the real talent gap. Look at the typical employee lifecycle, beginning with the recruitment process, and it displays a familiar tale of unconscious bias. HR professionals and search consultants hear the constant chant of, “we want local, no, make that female talent.” With such dictates, search consultants have begun to segment candidates, according to tenure in Asia, ethnicity, language, and of

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course, gender. Unfortunately ensuring a balanced slate does not always equate to a successful hiring decision. Subtle style differences and unconscious bias leave potential talent behind. Bias is neither good nor bad, but is a constant challenge within organisations. Unchecked and unchallenged, bias permeates every facet of the selection process. Panel interviews may mitigate bias, but only if the panel is diverse in their thinking, opinion and tenure with the firm. An interviewing panel must first examine what a candidate brings to their organisation before assigning a label of second runner-up. Building a diverse and inclusive environment requires modelling inclusive behaviours during the interview and asking similar questions.

Effective leadership Organisations may present a solid diversity strategy but not model inclusive behaviour at any level. On one hand, organisations strive to build engagement, but on the other they struggle to integrate many voices and styles. This challenge begins with the messy phrase ‘leadership presence’, further unravelling around language and communication style. It is an ill-defined and culturally laden phrase. ‘Leadership presence’ in New York, for example, is vastly different than it is in Bombay, Beijing or Buenos Aires. Inclusiveness requires cognitive awareness of these cultural differences-in voice and leadership styleacross a diverse, globalised community. The challenge begins with the origin of leadership theory, with most research emanating from the West and tilted towards a more masculine style, obstructing a holistic view. Juxtapose this western, male template across a multigenerational, multicultural and gendered environment and one sees a critical review of the selection process is desperately needed. Business leaders and HR professionals must now take a giant step back and ask, ‘Are these frameworks the best predictor of talent across the multiple countries in Asia?’ The answer is readily apparent. Digging deeper into ‘leadership presence’ reveals an unyielding emphasis on visibility and voice, and focusing on this singular, ambiguous quality negatively impacts many people. Organisations want their leaders to be visible, but visibility is not the only redeeming leadership quality. Given the geographic reach and market complexities in Asia, the ability to manage an invisible web of interconnections and navigate deftly and cross-culturally seems obviously necessary for successful global leaders. Organisations strive to bring diverse experiences, mindsets, thinking and opinions to work, but the fact is only inclusion allows these divergent thoughts and ideas to flourish.

GUEST CONTRIBUTOR

The curious fascination on the value of voice is a challenge for both cultures and gender. The focus on voice – or those with a silver tongue – is another example of bias. Leadership scholars have written about the impact and role of voice for decades. But creating an environment of inclusiveness within cultures, generations and gender will now require an ability to listen emphatically and equally to unheard voices. Hence, organisations will need to better understand ref lective listening, encourage dialogue and build cultures of courage to challenge when marginalised voices are excluded from talent reviews or succession planning.

BIO BRIEF Dr. Jane Horan, EdD is an author, speaker and authority in cross-cultural leadership, unconscious bias and workplace politics. She consults to Fortune 100 firms on developing inclusive and engaged organisations. Her research on Asian Women Leaders provides concrete advice and practical applications for 21st century leadership. Jane’s recent book, I Wish I’d Known That Earlier In My Career: The power of positive workplace politics shows readers how to navigate power bases at work and thrive successfully in such environments. An internationally recognised and inspirational speaker, Jane’s presentations give the audience usable tips and insights for career success.

Removing constraints Organisations strive to build a diverse talent base while constricting thinking and creativity by structuring systems for everyone to adapt. The world of work has shifted, but organisational mindsets lag hopelessly behind. Building an inclusive environment begins with an awareness of bias, an acceptance of style differences, and readiness to engage different perspectives. HR

HRM_GWSAad186mm(W)x119.5mm(H)_FA.indd 1

models, organisational systems and competency frameworks have traditionally focused on one style. The future requires that ‘jolt’ I mentioned earlier, allowing freedom within these frameworks and forging inclusion into every aspect of human capital planning, from recruitment to leadership and policy to practice.

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FEATURE

Relocation & Serviced Apartments

Planning to relocate talent? A successful relocation assignment is an amalgamation of various services in almost perfect harmony. Not only must the expatriate employee be on-boarded in the new host country, their relocation and housing needs have to be handled with care as well. HRM identifies the biggest challenges facing companies and their transferring employees, and the innovative solutions that some organisations are adopting By Shalini Shukla-Pandey

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With the tightening of foreign employment in Singapore, many organisations have been compelled to conduct in-depth checks into their relocation processes. Thus, instead of full-fledged long-term relocations that involve numerous coupled costs, organisations are looking at short-term business assignments to tackle the gaps, says Henrietta Chong, General Manager, Great World Serviced Apartments. “This ‘pseudo’ relocation seems more attractive in terms of costs in challenging economic arenas when financial budgets and foreign permits are tightened,” she adds. Also, with the intensification of cloud computing, working remotely has become much more convenient. This displaces some of the need for relocations, as employees can utilise various tools to make presentations and receive updates from clients and colleagues globally. “However, an economic downturn will eventually spiral upwards again; confidence will be restored and relocation will return,” says Chong. “There will always be a necessity for a personal touch, a more grounded workforce, and thus the sentiments that relocations are essential will continue to be part of organisations’ arterial processes.” One of the key challenges for HR is to effectively manage relocation packages which have been gradually reduced over the years as companies tighten their internal budgets, says Andrew Soon, Regional Director, Crown Relocations. “One key challenge will be sending expats into developing countries, such as Myanmar and Cambodia,” says Soon. Another aspect to plan for is the localisation of expats in their new host countries.

The concept of

“RELOCATION”

was created in the US in the beginning of the 1950s, following the return of the army from Korea and then quickly implemented by American companies as a tool to improve the management of the transfer of employees. Source: Mary Pagg, Senior Editor, Swiss Style Magazine

Cost-effective moves When searching for relocation providers, expats and their hiring and relocation managers look to justify costs versus quality of services. In particular, they look for those that are able to provide a one-stopshop, accountability and value proposition. Relocation specialists and associated services (such as serviced apartment providers) therefore have to continually upgrade to manage the vagaries of the market. Crown Relocations works with relocation managers to understand company policies and processes. “We adopt a consultative approach and offer a solution best suited for the client and their ISSUE 13.5

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CMY

FEATURE

Your Move. Our World.

“One of the key challenges for HR is to effectively manage relocation packages which have been gradually reduced over the years as companies tighten their internal budgets” – ANDREW SOON, REGIONAL DIRECTOR, CROWN RELOCATIONS

Power and Profession on the Move Asian Tigers Mobility takes care of your relocation. Having moved families and businesses across the world for over 49 years, we know what it takes to deliver a smooth transit.

expat staff,” says Soon. “Also, we strive to achieve a balance to protect the interests of both the company and their expats.” Great World Serviced Apartments undertakes a similar approach. “As a forward-looking company that has been in the hospitality industry for the last 15 years, Great World Serviced Apartments continues to invest, revamp and upgrade our hardware,” says Chong. “We also continuously seek to upgrade the skills of our staff through focused training programmes to improve their value. This is necessary in order to meet the ever-changing demands and expectations of visitors and travellers.” Many HR professionals and mobility managers are particularly impressed by the green efforts of Great World Serviced Apartments, Chong says. The apartment provider, for example, has installed improved chilled water systems that use water to cool the building and apartments, and channels the heat that is generated to help heat the Jacuzzis. “This system not only enables us to save on utilities, thus passing the saving value to our customers, it reduces the heat and noise emitted when compared to the old system,” says Chong. “All in all, our residents will enjoy a more eco-friendly environment when all the works are completed by the third quarter of next year.”

Our services include: Visa & Immigration Assistance Orientation & School Search Home Finding & Temporary Living Move Management Settling-In Program Cross-Cultural Program Tenancy Management Departure Program Office Relocation

Call us at (65) 6261 8116 for a quotation and experience the difference. Visit us at www.AsianTigers-Mobility.com, or contact us at info@asiantigers-singapore.com

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Relocation & Serviced Apartments Biggest concerns in relocation programmes: Controlling costs and complying with laws The biggest challenges facing companies and their transferring employees are controlling relocation/ assignment costs (61%) and complying with laws and regulations (51%). According to the recent 2012 Trends in Global Relocation: Biggest Challenges Survey from Cartus, the need for companies to control costs puts direct pressure on benefit levels, which can impact assignees in their daily and work lives. Complying with laws and regulations, such as visa and immigration timeframes and requirements, may have an immediate negative effect on employees’ ability to begin productive work and to undertake the most basic elements of daily life, such as opening a bank account. Housing ranked third, with 41% of respondents considering it a significant challenge. As one of the issues most important to assignees and their families, housing challenges can have a disproportionate impact on assignee and family

satisfaction as well as assignment success. In more developed areas, housing may be acceptable, but costly and in high demand. In less developed areas, housing often fails to meet standards acceptable to assignees, and fewer choices can often mean that options are surprisingly expensive. “The challenges associated with many of these locations—limited schooling options, the need for security precautions, and often the cost and scarcity of housing—are leading a growing number of companies to consider ‘split-family’ solutions,” says Ian Payne, executive vice president and managing director for Cartus in EMEA (Europe, Middle East and Africa) and APAC (Asia-Pacific). “In these situations a family may reside in a more developed city in the host country, with the assignee travelling to the office or plant location, or in some cases the family may not make the move at all, but remains in the home location for the duration of the assignment.”

10 greatest challenges for companies managing global relocation programmes • Controlling relocation/assignment costs: 61% • Complying with laws and regulations: 51% • Housing: 41% • Moving employees into areas with limited infrastructure: 29% • Structuring compensation packages: 28% • Finding suitable candidates in the local market: 27% • Attracting qualified candidates to go on international assignments: 24% • Payroll & currency issues: 24% • Safety & security: 24% • Schooling: 24%

On the ground, in the know With more than 200 locations, Crown has the local presence and experience to support your teams, where and when you need it. Crown service offerings include: • On Assignment Support • International & Domestic Shipment • Post-Arrival Orientations • Home Search • Partner Support • Intercultural Services

Tel: +65 6861 6818 singapore@crownrelo.com

Go knowing

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VIEW POINT

HR Certification Institute

HR Certification proves experience, knowledge and value Getting professionally certified raises confidence and gives HR practitioners an edge over the competition, says HR Certification Institute Earning credentials in Human Resources is the best way to show that one has the expertise, experience and real-world knowledge needed in the profession. Today, more than 125,000 HR professionals in 80 countries proudly display the “letters” they’ve earned from the HR Certification Institute to show that they understand and implement best practices in HR. The Institute offers the Human Resource Business Professional (HRBP◊), Human Resource Management Professional (HRMP◊), Professional in Human Resources (PHR®), Senior Professional in Human Resources (SPHR®) and Global Professional in Human Resources (GPHR®) certifications. For HR professionals, earning certification from the Institute has given them confidence and a sense of accomplishment. They also feel that it shows others that they are innovative, are more engaged in work and are dedicated to their chosen field.

Employee Engagement In addition to high levels of engagement by certified HR professionals, companies that utilise HR professionals with industry credentials are better equipped to ensure their employees are engaged, satisfied and productive, according to the Institute for Credentialing Excellence. Making a company a “great place to work” can be an elusive target for many employers, but studies have shown a direct link between high employee satisfaction and increased productivity, retention, customer loyalty, and company profitability. Employers can ensure satisfaction among their workers by hiring certified HR professionals well versed in industry practices related to strategic management, workforce planning, development and training, and other HR-related operations. Credentialed HR professionals can use their expertise to help companies develop and

“Obtaining my GPHR certification was a direct factor in my employer believing that I could handle the additional responsibilities and complexities involved in handling HR for many cross-border global environments” – PATRICK CONWAY, GPHR

“HRCI’s certifications have more global appeal. There are so many people from different countries earning the certifications offered by HR Certification Institute. They go beyond the borders of any one country” – KOJO AMISSAH, HRMP

execute HR systems and strategies that keep employees happy, productive, and loyal.

Employer Satisfaction & Benefits In a 2010 survey of more than 1,500 employers, the Institute found that 97 percent of respondents believe it is important for employees in their HR departments to be professionally certified. The survey also showed that HR certification positively impacts an organisation’s reputation as an employer and demonstrates that it takes HR seriously. In addition, the survey found that: • Ninety-six percent of employers feel that an HR certified candidate applying for a job would have an advantage over a non-HR certified candidate. • Sixty-nine percent of employers state that an HR certified person being considered as an independent consultant for an HR department would have a ‘very significant’ advantage over a non-certified individual.

HR Certification Institute (HRCI) 1800 Duke Street Alexandria, Virginia, USA 22314 Tel: +1 866 898 4724 (US Toll Free) +1 703 535 6000 (International) Email: info@hrci.org Fax: +1 703 535 6474 Web: www.hrci.org

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Upcoming Courses (May - Jul 2013)

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RESOURCES

Book reviews

HR competencies across borders Two characteristics of the global age would be the accessibility to a wide network of information, and the need for understanding the external environments of other countries. These two facets form the form the basis of the book, Global HR Competencies. Authors Dave Ulrich, Wayne Brockbank, Jon Younger, and Mike Ulrich aim to provide a holistic view of how HR competencies have been affected by the global environment, and how HR should face these different challenges in different countries. The first chapter of this book reviews how HR professionals are important and relevant to the organisation by providing a competitive advantage. The chapter then goes on to show how HR can provide value through competencies that align with the companyâ&#x20AC;&#x2122;s strategic advantage. These competencies are drawn from global HR competency research. Moving on, the book goes into the regional characteristics of the external environment in nine major regions of the world. HR experts from these

regions pen down how HR delivers value in their home countries, but yet also links back to the global environment by referring back to how this value is delivered by using the competencies stated above. Lastly, the book guides the reader to look forward towards the future by integrating the implications of these regional differences together. It highlights local differences and global commonalities, and gives the reader a perspective on whatâ&#x20AC;&#x2122;s on the next page for HR. Any HR professional looking to add value through HR in their own regions and apply HR best practices from around the world to the business will appreciate the comprehensiveness of this book in providing both a macro and micro-socio view of HR in the world today.

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Title: Global HR Competencies Author: Dave Ulrich, Wayne Brockbank, Jon Younger, Mike Ulrich Publisher: McGraw-Hill Cost: S$56.18

Talents.

AYP Associates is a leading provider of Executive Search and Human Resource Consultancy services in Asia Pacific region that is committed to deliver the finest talent. Coming from diverse industries, our team of professionals understand the needs of your business. With our global network and database, we can connect you to the best-fit talent across the region.

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IN PERSON

HR talent Nevin Ong

Senior Officer (HR), Agency for Science, Technology and Research (A*STAR)

How many years HR experience? Exactly two years. My passion for HR started during my undergraduate days when I was an active member of the Human Resource Consulting Club. I have also represented my University in the National Case Competition – “The HR Challenge Finals” for two years. I graduated from Nanyang Business School with an Honours Degree in Business, specialising in Human Resource Consulting (HRC). Why HR? I believe that Human Capital is the key driver to an organisation’s success. I also enjoy working with people at a personal level. The unpredictability of human behaviours makes a career in HR, challenging and satisfying.

Biggest achievement? I am a very down-to-earth person. I am happy and satisfied as long as I have created value for the organisation. I enjoy what I am doing now as it allows me to build trust and rapport with my fellow researchers. The biggest challenge in HR is to fulfil the organisation’s objectives while handling human emotions at the same time. I believe that empathic listening skills are very important in such instances. I enjoy hunting for good food! I also enjoy networking with fellow HR Professionals to share and learn about best practices from each other. During my free time, I will spend quality time with my buddies and loved ones.

Why A*STAR? The organisation’s cultural diversity attracts me the most. It is an interesting experience to interact with different nationalities who have one common goal in mind – To Foster World-Class Scientific Research. I am also impressed with A*STAR’s strong support in learning and development for employees.

Family? I come from a family of three. My father and mother are very supportive of my career in HR. They always advise me to build strong rapport and relationships with my colleagues in the workplace. They also give me moral support to face the challenges at work.

TWENTY-FOUR SEVEN

HR at work 7.15am I hit the gym. Exercising in the morning gives me energy and wakes me up for the day. 8.30am I have breakfast and read about the latest market reports so that I’m up to date before my day begins. 9.00am I review all the e-mails that came in overnight and deal with some outstanding employee benefits/ insurance claims queries.

Ricky Cheung Reward Specialist, Deutsche Bank, Singapore

10.00am I attend a conference call with my fellow committee members from dbPride, the regional employee network for Lesbian, Gay, Bi- and Transsexual (LGBT) employees. 11.00am I attend our weekly HR team meeting and provide an update on the recent legislative change to parental leave benefits. 12.00pm I attend this month’s db Work Life lunch talk on the ‘Key to Wellness through Stretch and

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Relaxation’. I am responsible for arranging these engaging and informative health and well-being seminars for all employees. 2.00pm I attend a meeting with fellow HR professionals from various other banks to discuss on the statutory salary increment levels for unionised employees. 4.00pm I conduct a brainstorming session with the South East Asia HR teams on how to go about implementing our Employee Assistance Programme. It is a confidential counseling service provided to employees and family members that is delivered by credited psychologists and counseling professionals. In addition, the vendor also provides learning and development, online resources on health and well-being, parental coaching and retrenchment counseling services to name a few. 6.00pm I jump into a conference call with the Pakistan HR team to discuss various proposals for health screening benefits.

TALENT LADDER

New appointments Lillian Chua

Director of Human Resources, Menlo Worldwide Logistics South Asia Lillian Chua recently joined Menlo Worldwide Logistics South Asia as the director of HR. In this new role, Chua will lead the full spectrum of HR responsibilities for South Asia out of Menlo’s regional headquarters offices in Singapore. With her expertise in driving HR growth strategies, Chua is a seasoned HR player. She has around 25 years of experience, creating strategic HR

functions in the various companies she has previously worked for. Chua has led the development and implementation of various HR programmes for global companies including Intel, Eastman Chemical, Emerson Process Management, Alcan and National Computer Systems (NCS). In her previous role as Director of Global Resource Management at NCS, Chua managed the application

delivery resources needs of NCS with a network of resource managers. She holds a Bachelor of Marketing degree from Curtin University and a Master of Arts in Education and HR Development from George Washington University. She also holds certificate degrees in personnel management and management studies from the Singapore Institute of Management.

Jill Tan-Gunter

Vice President of Human Capital & Development, Pan Pacific Hotels Group Jill Tan-Gunter has joined Pan Pacific Hotels Group as the Vice President of Human Capital and Development. In her new role, Tan-Gunter will lead the Human Capital & Development team and drive the Pan Pacific Hotels Group global talent and capability strategies as it undergoes expansion of its current portfolio. She will also be responsible for strengthening the group’s values across over 30 properties in Asia, Australia and North America. Tan-Gunter brings with her more than 30 years of experience in the hospitality field, including previous

roles in as Xi’an, Guilin, Beijing and Xiamen in China. Her most recent role was based in Hong Kong as the Vice President of HR at the Marco Polo Hotels Group. In this role, she provided strategic HR leadership to the corporate office and hotels in Hong Kong, Mainland China and the Philippines. She also developed and oversaw key initiatives to enhance the company’s HR systems, foster internal communications, and promote people development. Prior to this, Tan-Gunter spent 16 years with Four Seasons Hotels and

Resorts, where she was key in designing HR strategies to fulfil specific business goals. These include initiatives merging both internal talent development and external recruitment to support the company’s growth in China. Her bountiful experience is marked not only by credentials, but cultural experience as well. In her eight years with Holiday Inn Hotels, she developed a deep knowledge of China through placements in Xi’an, Guilin and Beijing and the Crown Plaza Harbour View Xiamen.

Frank Pang

Assistant Training Manager, Concorde Hotel Singapore Recently, Concorde Hotel Singapore announced the appointment of Frank Pang as the hotel’s new Assistant Training Manager. He will be responsible for the hotel’s Training and Development functions, and will be reporting to the Director of Training and Development. Pang is also in charge of building a committed and motivated team of hosts at Concorde Hotel Singapore. A good team of workers is always

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crucial to the success in the hospitality industry, and Frank’s role will be important in that, the Concorde Hotel has said. His close partnership with the Director of Training and Development reiterates the importance of training as a key function. “We’re pleased to welcome Frank to our team, said Leo Llambi, General Manager of Concorde Hotel Singapore. “He will be working

closely with our Director of Training and Development to provide our hosts with the necessary skills to meet and exceed the business goals of the hotel.” Prior to assuming his position at Concorde Hotel Singapore, Pang was with Marina Bay Sands. With more than five years of training experience in the hospitality industry, his efforts will help Concorde to attain greater operational excellence.

TALENT CHALLENGE

Corporate culture

Strategic HR What are some areas HR can improve on to ensure that the function stays relevant to the business?

Steve Lane

Director, Human Resources, APAC and Japan, Informatica S.E.A

In order for many HR roles to be most effective, they need to be linked to the business through other HR roles. When the business realises value from any support function, including HR, they will regularly utilise that support. Alternatively, when the business is either unaware of the value or endures a valueless experience, they are less likely to utilise that support. The key is finding opportunities or areas for HR to highlight or provide its value to the business. Without understanding the strategy, needs and priorities, it is very difficult for HR to provide the right value and, be relevant to the business. By being closer to the business and understanding the business strategy, needs and priorities, HR may focus on solving some of pains the business is having. Examples are Talent Management to ensure the business brings on the right people to meet the needs of the business, and Compensation and Benefits to ensure market competitiveness leads to stronger attraction and retention of employees for and already in the business. In addition, most businesses are constantly going through significant changes. Change Management is another area where HR may improve in order to be more relevant to the business. A huge advantage for many HR professionals is that they often provide a much different perspective to the business and are often able to better account for the positive and negative outcomes of business decision on the people in the organisation.

Virendra Shelar

Head of Corporate Human Resources, Sony Electronics Asia Pacific

The most important is to understand the business deeply what is the business focus and its priorities? HR must fully grasp the pulse of the organisation, and act as a bridge between employees and management. HR must start to look beyond forming HR policies and governance. While HR policies and guidelines are essential for proper HR functioning, it is vital to look at the business plan ahead and see how HR’s policies and processes can support the company to help it achieve its objectives. This maintains HR’s relevance to the organisation and enhances its instrumentality to the organisation. As an example, say your company wants to focus on improving after sales service in the coming year to drive greater customer satisfaction. HR thus needs to look at how they can support this effort. Certainly, the competencies of the service staff have to be enhanced to generate greater customer satisfaction. The training department should work together with the customer service group to develop materials, training programmes and other initiatives to support this objective. HR can only achieve this by fully understanding the business, and by not getting too caught up in the dayto-day functions. In short, HR professionals must understand the business. It must create systems, processes and policies to support the business in achieving its objectives. That’s how I see HR staying relevant to the business.

Butch Clas

HR Director for Southeast Asia & Australia, Dow Chemical Pacific

HR can improve by having an in-depth understanding of the company that they work for. Also, being a company and employee advocate for how to make the business successful and ensuring that the good talent in the company gets the challenges and recognition they deserve is crucial. Managers are not looking for “yes” people – they want someone who is competent in their field and brings valuable know-how and value to the business through efficient delivery of services, expert advice and market knowledge on how to solve any issues involving the human talent of the company. This requires candor and a willingness to explore ideas to motivate people and be successful as an enterprise. I also think HR should continue to work on the EQ of the company, which is the genuine feeling the employees hold as a collective for the organisation. A company which is passionate will always find a way to be successful. The best HR folks have empathy and concern for the employee and the organisation. This can be in the role of advisor to a leader, to counsel a promising employee on skill development, to make an employee redundant or to work through a case of poor performance, help an employee who likes what they’re doing but is looking for a new challenge, or work with HR colleagues to collaborate and learn from each other and be an effective HR team. ISSUE 13.5

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VIEW POINT

Cegos

Jeremy Blain Managing Director, Cegos Asia Pacific Email: Jeremy.blain@cegos.com.sg

Moving towards a blended future More organisations are combining face to face interactions with online learning to enliven their staff training and development efforts. Jeremy Blain, Managing Director, Cegos Asia Pacific, shares some tips for success As HR and Learning Professionals look for new ways of engaging employees in meaningful learning, blended learning is increasingly seen as an effective method to develop individuals at all levels. Often bringing together face to face elements, with online learning, perhaps with assessment and even other activities, it can engage, excite and drive learning impact into the long term. Our recent survey on the latest learning trends across Asia Pacific show without doubt that blended is on the rise. In fact if we compare it to what is often considered a more established learning market in Europe, the blended learning activity in Asia is exactly the same with almost 40% of APAC learners having experienced the methodology in the past year alone. In Hong Kong, Malaysia, Japan and Korea the number is above 60%, while penetration of blended learning in Singapore reaches only 17% - so a big opportunity to get blending.*

Top tips for a successful blended learning programme

Web: www.cegos.com.sg Linkedin: sg.linkedin.com/in/ jeremyblain/ Facebook: www.facebook.com/ cegosapac Twitter: @learntheplanet Tel: +65 6809 3097

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There are three guiding principles to have in mind from minute one: • Learning activities must combine to focus on one learning goal or outcome; • The learner must be involved and must see the training as relevant to their role and development; • The learning environment must be engaging and attractive to the learner be it face to face in some form, online etc. Technology must enable the learning, not dominate it. These principles should be realised through a three-way contract or charter between the learner, the function within the organisation sponsoring the learning and, if engaged, an external learning and development partner. By agreeing on clear goals at each stage and mutually agreed measurable outcomes, the result will be a more robust and commercially sound learning solution. There needs to be a structure and an alignment between the company’s corporate and functional goals and the

individual’s learning goals. Every individual should know what path their training is taking, where they are now and where they need to be at the end of their own learning path. Learning should never drift. Blended learning must be learner-driven with the learner at the heart of all activities. The blend of learning should respond to the organisational and learner’s own needs in finding the most appropriate vehicle the individual can sign up to. The environment must be stimulating, with e-learning modules, for example, actively engaging the senses. Blended learning must focus on skills - the hard skills of business - tailored case studies, role playing scenarios, and e-learning modules, for example, that are grounded in modern-day business realities. Blended learning is highly effective in taking a set of abstract skills, embedding them in the individual, and enabling these new skills to be applied at work. Building knowledge “outside of the face to face intervention” means the focus can be on practice, skill build and application to real world challenges “within the face to face intervention.” Blended learning must be flexible with a balance between informal and formal, a mixing and matching to meet individual needs, and the ability to move seamlessly between live online learning and other blended learning activities. There is no right blend - every single part of the blended learning should stand up in its own right and add to the learning experience. We are architects, not an assembly line! There is also a need for customisation. This is about working closely with the key stakeholders within the learning community to build relevant and appropriate content, supported by activities and learning scenarios linked to the client’s and the learner’s work realities and challenges. Customisation, however, must always be firmly anchored back to learning goals and desired outcomes - the ultimate litmus test for any part of blended learning. And if the blended learning is truly integrated rather than ‘assembled’, it should also be instantly measurable with a clear focus on ROI – what is defined right at the beginning of the process in the three-way project charter.

*Source: ‘The major learning trends and indicators for 2013 and beyond within the Asia Pacific Region’, Jeremy Blain, Cegos Asia Pacific, October 2012

HRMASIA.COM

@HRMCongress

CONGRESS SERIES

Each HRM Congress provides a platform for HR and business professionals to share their expertise and address pressing challenges with practical, real-world solutions. Our upcoming events include:

May 2013

June 2013

Employer Branding 8 May

How to maximise the ROI of your branding initiatives and ensure that you maximise the many recruitment and retention benefits

2nd Annual Global Talent Mobility Congress 15 & 16 May Managing talent across borders for maximum productivity, retention, and results

Strategic Onboarding 5 June

Guiding principles for engaging new hires through effective onboarding programmes

6th Annual Employment Law Congress 12 & 13 June

In-depth discussion and practical solutions focused on the changing dynamics of labour laws throughout Asia

4th Annual HRM Awards Best Practices Congress 25 & 26 June 2nd Annual HR Analytics Congress 22 May

Unlocking the power of HR Analytics for strategic decision making

One of Singaporeâ&#x20AC;&#x2122;s most important annual HR events featuring the winners of the 2013 HRM Awards

HR & CSR 25 July

Aligning CSR initiatives with people strategies for maximum organisational benefit and ROI

HR As a Business Partner 30 July

Achieve excellence in delivering HR services while contributing strategic business value to the organisation

August 2013 7th Annual Compensation & Rewards Asia 14 & 15 August Asiaâ&#x20AC;&#x2122;s Number 1 Event for Compensation & Rewards Professionals

+65 6423 4631 | www.hrmcongress.com

TALENT FEATURE

Charterhouse Partnership

A look into the future: Singapore’s employment landscape Attracting the best talent, promoting entrepreneurship and driving innovation are some of the ways in which Singapore can maintain its competitiveness, writes Gary Lai, Managing Director (SEA) of Charterhouse Partnership

Gary Lai

Managing Director (SEA), Charterhouse Partnership

Singapore is undergoing a huge transformation in manpower reallocation. The recent workforce budget has provided insights on the government’s direction into our future employment DNA. The budget appears to steer our local manpower resources into higher value knowledge- based positions whilst encouraging the continued f low of highly skilled foreigners. Given the high cost of living and operating in Singapore, the government recognises that Singapore with its limited land and manpower resources would need to rapidly move up the higher value chain of employment. The proportion of PMET (Professionals, Managers, Executives and Technicians) will continue to increase, whilst low and semi- skilled workers will gradually shift out of Singapore into neighbouring countries that have a lower cost base structure. The booming Iskandar region in Johor Bahru is a prime example. A number of manufacturing companies in Singapore are moving their operations there. The government even has assistance programmes to work with companies

to facilitate these moves, while ensuring that they keep a crucial part of their R&D and corporate offices in Singapore. Although Singapore does not have natural resources and with its limited land, its advantages include a solid infrastructure and judiciary system, wide use of the English language, high literacy and education framework, stable government and importantly for expatriates, a safe environment to raise families. All these, plus a low tax rate have attracted many senior executives wishing to relocate themselves and their key operations to Singapore. This will also fuel the booming banking sector, particularly wealth management as well as the property market, as more wealthy individuals base themselves locally. The future of Singapore’s labour market lies in higher value-added industries such as Satellite & Space technolog y, Biomedical Sciences and Financial Services. This will also likely evolve our education system to support future employment industries. However, lower cost emerging economies are also increasing their productive labour force and the natural progression will be for them to move up the manufacturing value chain. As such, in order to sustain a high standard of living, Singapore must not only be able to attract the best minds and talent to the country but more importantly, encourage entrepreneurship amongst the population and with government agency support e.g. IE Singapore, be optimistic that Singapore will eventually have its home-grown MNCs.

Gary Lai Managing Director – SEA, Charterhouse Partnership DID: +65 6435 5601 Email: garyl@charterhouse.com.sg

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Jenae Grieveson Consultant Singapore

frazerjones.com @FrazerJonesHR

HR Roles AVP HR, Global Markets Banking A leader in the financial services industry is looking for an experienced business partner to join their team. The role will partner the front-office functions and as such successful applicants must have had previous exposure to this line of business. This is a full spectrum business partner role and looks after a well defined portfolio. You will advise the team on all matters including compensation & benefits, learning & leadership development, recruitment & talent management and deliver support on the performance appraisal and review process. This role functions at both operational and strategic levels. Ref: JG 190481. SG$110,000 + bonus

Head of Talent Acquisition Pharmaceutical Headquarted in the US, our client is one of the largest multinational pharmaceutical companies in the world. Due to its rapidly growing employee base in the region, it now seeks to enhance its entire HR offering and hire a Head of Talent Acquisition. This role will be based in Singapore and support SE Asia. Reporting directly to the Global Head of Talent Acquisition, this role will also have a dotted line report into the business. The successful applicant will act as a strong partner to the leadership team and be instrumental in driving and embedding a robust recruitment strategy into the business. Ref: FN 190591. SG$160,000 + bonus

To discuss HR roles across Asia, please contact Jenae Grieveson on +65 6420 0515 or Theresa Hall on +65 6420 0516. Alternatively, email jenaegrieveson@frazerjones.com or theresahall@frazerjones.com | EA Licence No: 12C6222. THE SR GROUP: BREWER MORRIS . CARTER MURRAY . FRAZER JONES . SR SEARCH . TAYLOR ROOT LONDON . DUBAI . HONG KONG . SINGAPORE . SYDNEY . MELBOURNE

Searching for HR professionals? Look no further than HRM Singapore

Number 1 Media for Reaching HR Audited at 15,235 copies per month - HRM Singaporeâ&#x20AC;&#x2122;s HR job listings reach more HR professionals each month than any other media. And with our competitive pricing you can increase the number of quality responses - whilst saving money!

Please contact us on (65) 6423 4631 for full details

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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, weâ&#x20AC;&#x2122;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.

HR Business Partner

Asia Training Manager

HR Manager

Fortune 500 multinational Business partner

UK professional services MNC Newly created regional role

Headquarter corporate HR role Visibility among top management

Our client is a Fortune 500 multinational conglomerate headquartered in USA, developing and manufacturing high technology products. Due to growing business needs they are looking for a HR leader to join their team. Reporting to the HR Director, you have full responsibility to partner the business on all human capital matters and design the HR strategies to provide practical solutions. Key to your success will be your ability to engage senior leaders on a strategic level. You should be a degree qualified professional with at least 8 years of HR experience. You should possess strong analytical and problem solving skills.

A rare opportunity to join a cosmopolitan, engaging organisation as their Asia Training Manager based in Singapore. In this role, you will be responsible for training highly professional market leaders and management alike. You will need to partner the business in offices around Asia including Hong Kong, China, Japan, India, Malaysia and Singapore to deliver soft skills and sales training. To be part of this dynamic team, you must possess at least 8 years of stand-up training with a great level of energy and passion for people, with the ability to build relationships and influence effectively. The successful candidate will be given the chance to step up into a team leader role.

Our client is a reputable real asset investment and development company in SEA. They are headquartered in Singapore and have long term plans to grow regional presence with diverse portfolio across commercial, residential, retail and hospitality business. To succeed in this role, candidates shall have at least 7 years of experience in HR with strong exposure as a generalist. Prior experiences in HR administration and payroll using times software are advantageous. You are hands-on, effective in communication and resilient dealing with fast-paced environment. Please contact Lucia Deng quoting ref: H1629290 or visit our website.

visit our website.

Please contact Teo Pei Wen quoting ref: H1710140 or visit

Regional Head of Learning and Organisation Development

Compensation & Benefits Manager

HR Advisor

Regional Headquarters Multicultural work environment

Oil & Gas industry Impressive global footprint

Our client is one of the worldâ&#x20AC;&#x2122;s most reputable and successful corporations globally. Reporting to the HR Director, APAC, you will guide business leaders in developing and implementing compensation strategies that are aligned with corporate needs. You will be the key focal point to lead annual salary reviews and develop compensation plans that are both equitable and competitive, that will encourage employee retention. Ideally you should be Degree qualified and have a minimum of 5 years experience in compensation. Strong foundation of compensation practices, legislations and trends is highly advantageous. You are a proven leader with strong influencing and communication skills.

Our client, a world class multinational in the Healthcare industry, is currently seeking a Talent Acquisition expert to join them. Closely partnering the business stakeholders, you will be responsible for end-to end talent acquisition, including recruiting, market intelligence and managing the RPO vendors. While working closely with corporate, you will also propose and implement improvements to the current recruiting processes to ensure maximum efficiency and optimal candidate experience. You have at least 7 years of relevant experience gained in a matrix multinational. A highly culturally sensitive individual, you possess excellent interpersonal skills and business acumen.

Please contact Sean Tong quoting ref: H1673130 or visit

Please contact Lay Hoon Ng quoting ref: H1714340 or visit our website.

Global market leader High visibility and ownership Our client is a global organisation with a reputation known to provide services by experienced and professional teams. Lead by a dynamic leadership, we are presently seeking a Regional Head of Learning & Organisation Development to focus on driving and facilitating the regional top talent and emerging talent programs. The role will emphasize on developing, customising programs and frameworks to drive engagement, talent development and succession planning. The successful candidate will have more than 15 years of experience in HR with emphasis on learning, OD and change/transformation. Please contact Cherry Wu quoting ref: H1687200 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.

our website.

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

Please contact Nupur Agarwal quoting ref: H1649520 or

#13964

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WE KNOW RECRUITMENT

DESERVE A BREAK IN PARIS? Page Personnel is looking for the best Executive Assistant, Personal Assistant or Secretary to be SIgnapore EA of the Year 2013. Visit us at www.pagepersonnel.com.sg for more information.

Human Resources

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

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Kelly Services (Singapore) Pte Ltd | EA License No. 01C4394 | RCB No. 200007268E

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Returning the Human to Resourcing

Regional HR Business Partner, Director

Recruitment Manager

South East Asia C&B Manager

Premier Global Bank

Newly Created Role

Global FMCG

Regional Coverage

Dynamic Environment

Opportunity Setting Up New Market

Excellent Career Progression

Salary Circa Up To S$72K

Salary Circa Up To S$110K

This premier bank offers a broad range of banking products and services to a global network of clients. It is seeking a dynamic and seasoned Regional HR Business Partner, Director to support its growing business in the region.

A high profile industry leader with significant global footprints, our client is poised for continued growth in the region. In preparation for their growth plans, they now have a need for a dynamic recruitment professional to add to the team.

Our client is a global FMCG company and is seeking to recruit a dynamic C&B Manager to support South East Asia.

Reporting to the VP of HR, you will manage all aspects of talent acquisition approach to ensure alignment with global and regional strategies. You will work closely with the business and fulfilling talent requirements and oversee end-to-end recruitment, including enhancing graduate recruitment campaigns to attract talents. You will be involved in developing innovative and selection strategies to meet business needs and create a strong pipeline of talent.

Degree qualified, you have more than 12 - 15 years of relevant experience working in a global bank or MNC. You have a proven experience in dealing with senior management and possess strong ability in influencing and implementing change. You are commercial, driven and will thrive in a fast paced environment.

Ideally, you posses a Bachelorâ&#x20AC;&#x2122;s Degree with at least 6 years of in-house recruitment experience, with proven track record in volume recruitment and placement of candidates to meet business requirements. You have excellent communication skills with the ability to engage stakeholders at all levels. You are creative, self-motivated and a strong team player with the willingness to work in the Eastern part of Singapore. Proficiency in Mandarin is preferred, as the candidate is required to handle Chinese speaking clients.

To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA5312\HRM or call (65) 6333 8530 for more details.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC5306\HRM, or call (65) 6333 8530 for more details.

You will participate in developing C&B agenda to help the company achieve its business objectives. You will also design and implement the right monetary incentivisation and non-monetary recognition programmes, to increase a high performance culture. You are entrusted to build strong relationship with leadership teams to ensure their buy-in for initiatives. You will have at least a Bachelorâ&#x20AC;&#x2122;s Degree in Human Resources with a minimum of 5 years relevant C&B experience, a minimum of 2 years in consulting is a must. You are savvy in the best remuneration practices and global trends in this area and have the ability to influence people including Senior HR stakeholders, as well as ability to build and maintain good relationships with internal and external partners. Willingness to work in the Western part of Singapore is a must. To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC5305\HRM, or call (65) 6333 8530 for more details.

Financial Services I Commerce I Human Resources I Technology I Legal I Sales & Marketing 70

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

Reporting to the Head of HR, you will work closely with senior business leaders in aligning business and people strategies through appropriate advice and intervention. You will influence and co-ordinate the development of a performance culture through effective implementation of integrated people management strategies and plans, including performance management, talent acquisition, rewards and talent management. You will play an integral role in business transformation programs and support the achievement of their overall strategic objectives.

Supporting the Head of Reward, you will contribute to the development of guidelines for building total remuneration packages for four markets (Vietnam, Cambodia, Philippines and Myanmar) as well as to contribute to the development of appropriate controls and set of indicators to track progression. In addition, this role will also drive the development of regional projects.

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

APAC C&B Manager

HR Business Partner, Global

Regional HR Business Partner, Energy

US MNC, Financial Services Industry

Global Exposure

Premier Conglomerate

Excellent Career Opportunity

HR Process Improvement

Regional Role

Asia Pacific Role

Business Partnering

Our client, listed on the NYSE, is a global information services provider serving financial and commercial markets. Due to organizationâ&#x20AC;&#x2122;s strategic growth, there is now an excellent opportunity to join the organization as a C&B Manager for Asia Pacific region.

Our client is an established multinational with a strong global footprint. An opportunity now exists for a strategic business partner to join them in this corporate HR role.

This progressive conglomerate has diverse business interests including financial services, oil & gas, energy trading and transportation. Due to rapid business growth in the region, it is seeking for a high caliber Regional HR Business Partner.

Reporting into APAC Senior C&B Manager, you will work as an advisor to business units and regional HR managers. You will analyze the job markets, benchmark job positions and align current benefits. You will monitor the progress of stock option programs and assist in annual salary review. You will review group medical insurance, design incentive programs and sales commission with the respective business. You are responsible for planning and budget for HR team in APAC and will ensure C&B structure are in line with budget. You will also work on respective expatriate packages and tax issues. Ideally you are degree qualified with minimum 5 years of strong C&B background. You have good understanding of various countries C&B structures and good communications skills. Experience in Global Mobility is an added advantage. A good team player as well as one, who is able to work with minimum supervision, will succeed in this role. To apply, please submit your resume to Yolanda Yu at yy@kerryconsulting.com, quoting the job title and reference number YY4764\HRM, or call (65) 6333 8530 for more details.

Reporting to Vice President, HR, you will contribute in designing and developing HR strategies, programs, tools, and processes, to provide clear and systematic communication and direction for local HR partners and regional team in global implementation. In order to improve the current HR deliverables, you will constantly research on best practices throughout the global HR community, and bring in new ideas and concepts to the organization. You will manage ongoing HR projects as well as embark on new projects. Besides designing, developing and managing the projects, you will also do data analysis, conduct survey and prepare pitchbook for key stakeholder buy-in.

Reporting to Senior HR Manager, you will provide HR advice and support to the a few business units including Energy, in the region covering primarily Singapore, India, China and Hong Kong. Working closely with HR specialists and HR shared services centre, you will provide a diverse HR services covering compensation & benefit, talent management, learning & development and HR administration. You will ensure that HR strategies and policies are constantly benchmarked against best practices and appropriate changes are implemented.

Ideally you are degree qualified with a minimum of 10 years HR experience. You have had project management exposure in a global environment. You possess strong working knowledge of HR practices and have a broad overview of HR processes. You are analytical and have in-depth experience in HR process improvement.

You will have at least 5 years of HR operational experience ideally gained in a complex business environment. Experience in commodities, trading, shipping and oil & gas industries will be preferred. With strong interpersonal, communication and influencing skills, you are proactive, mature and a lateral thinker.

To apply, please submit your resume to Yolanda Yu at yy@kerryconsulting.com, quoting the job title and reference number YY5206\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 YY5208\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 regional Hr Director align Hr processes across 4 regions in asia

training and Hr manager Be the first to drive Hr initiatives in apac

A private petroleum exploration company, also in the bunkering services area are seeking an HR Director to be based in either Singapore or Hong Kong depending on where the successful candidate resides. This is an exciting career opportunity for a senior HR professional from the Oil and Gas industry to oversee and align all HR policies and processes across six locations in Asia. With the in country HR representatives in each country you will be responsible for providing guidance, support and implementing strategy through them into the region. This position will be an executive level role working very closely with the founder of the company delivering the organisational changes and development through Asia which is in line with corporate and business goals.t

A superb opportunity has arisen for a Training and HR Manager to join this fast paced, growing United States travel company based in Singapore. Due to the rapid expansion of the business, there is now an urgent requirement for an HR professional to drive the HR initiatives across the business. Reporting to the HR vice president based in the United Kingdom and a dotted line to the APAC Executive vice president, you will take ownership of the HR function and implement global HR processes and procedures in all areas of human resources including training and staff development.

Hr manager implement the Hr function

Our client is a leading Financial Services organisation with a strong footprint in APAC. They are currently looking for a Global Trainer for the Collections Consumer Banking Risk function to deliver training and assist the Head of Learning and the Curriculum Manager in the design and development of the CB risk management curriculum in alignment with the current and future business strategy.

This leading information technology company with offices around the globe are expanding their already well established office in Singapore. Due to their planned success we are seeking an HR Manager to join their senior leadership team. In this role you will be responsible for implementing the human resource function for South East Asia. Along with this you will work closely with the senior leaders across the business to devise and implement the human resource strategy for their teams across South East Asia.

Global trainer - consumer Banking risk fantastic exposure within a leading brand

You must have in-depth knowledge of collections and recovery, strategies and operations which include capacity planning, MIS, dialer and score card. This could also be a fantastic opportunity for an individual from the business who is aspiring to be a trainer.

please contact Vargin Yeke, ash russell, mamta shukla 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.

Regional C&B Manager

Senior HR Manager

A cutting edge IT MNC, this fast-growing organisation is looking for a Regional Compensation & Bene�its Manager to lead regional initiatives across Asia Paci�ic.

One of the world’s most established logistics company is looking for a Strategic Senior HR Manager to drive organisational growth in the company.

Responsibilities:

• manage compensation and bene�its plans • recommend changes and drive development/implementation/ communication of new programs • ensure compensation bands are effective and equitable • maintain market positioning • drive consistency with local business partners

Responsibilities:

• drive organisational change and growth through critical strategies • attract, retain and develop talent through strategic talent management and learning & development strategies • develop company culture through core values, effective employee relations, communication and programs

Requirements:

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

• minimum Degree quali�ied with at least 5 years of full spectrum HRM experience in relevant industries • independent, proactive and driven, with excellent business partnering and people management skills • great interpersonal and communication skills

HR Advisor

Regional HR Business Partner

A leading business in consulting �inancial services, this international establishment is looking for a HR Advisor to lead the recruitment and human resources initiatives in Singapore.

A global leader in the FMCG industry is looking for a Regional Business Partner to drive the business forward across the AOA region.

Requirements:

• a good Degree with at least 4 years of regional experience in MNCs • independent, sharp and analytical with strong business partnering, stakeholder management and communication skills

Responsibilities: • • • • •

facilitate entire recruitment process develop ef�icient, cost-effective sourcing and recruiting strategies participate in organisation-wide recruitment projects participate in employer branding initiatives assist in management and execution of HR functions - payroll, compensation & bene�its, employee welfare engagement and daily HR administration

Requirements:

• minimum 4 years of full-cycle recruiting as well as prior experience in key HR operations, preferably in �inancial services industry • independent, self-motivated and eagerness to learn • strong communication and interpersonal skills

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

Responsibilities:

• business partner to senior business heads to ensure strategic support and delivery of key HR global and regional initiatives • develop and facilitate effective people plan and strategies • drive optimum talent management and development programs • support development of effective reward strategies • provide thorough leadership and guidance to all HR business partners within the region

Requirements:

• Degree in HRM/business management • strong regional experience in OD/change management, preferably in a fast-paced industry • great leadership and interpersonal skills; possess strong business acumen To apply, please email your CV to shereenf@charterhouse.com.sg

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

ISSUE 13.5

HRMASIA.COM

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Payroll Workshops The Fundamentals of Payroll Administration April, May, June, August, October, December 2013

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