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ISSUE 13.9

• Locking in loyalty • Office party planning tips

Attracting Gen Y at Sofitel Motivating the average Joe Workplace bullying

HRM 13.9

Contents EDITOR Sumathi V Selvaretnam

Tapping on silver talent Mature workforce practices Falling birth rates, longer life expectancies and a rapidly ageing workforce are placing additional talent pressures on companies in many developed economies. HRM looks at how older employees can continue to make a valued contribution and help fill these talent gaps.

JOURNALISTS Shalini Shukla-Pandey Aaron Chong 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 Rebecca Ng Edwin Lim GENERAL MANAGER Kaveri Ayahsamy REGIONAL MANAGING EDITOR George Walmsley MANAGING DIRECTOR Richard Curzon PHOTOGRAPHY BY David Teng (xcalibrephoto.com)

“As mature employees retire, they take with them a wealth of experience, industry insights, and longstanding customer relationships – value that is hard to replace”

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MICA (P) 137/07/2012 ISSUE 13.9

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HRM 13.9

Contents

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FEATURES 12 | Talent boomerang

Employees are at the heart of EY, the Big Four firm formerly known as Ernst & Young. Its Global Managing Partner of People, takes HRM through the firm’s re-branding exercise and shares how its strong networks keep even past employees coming back for more

17 | Locking in Loyalty

These days, the best employees can be more concerned with their own careers than the organisation where they work. HRM discusses how effective engagement encourages them to stay for the long-haul

22 | Bullying: The hidden problem at the workplace

36 | HR Magnifique

The Asia-Pacific region has plenty of luxury hotel names, but only one can boast a unique French origin. Dirk-Jan Rijks, Vice President of HR – Asia Pacific, Sofitel Luxury Hotels explains how the brand is attracting more Gen Y workers and developing leaders

40 | Motivating the average Joe

Increasing productivity is a perennial topic of discussion in not only Singapore, but in markets around the world. HRM discusses how employees, especially average ones, can be motivated and engaged to excel to greater heights

47 | Feeling at home

47 REGULARS 3 | Analysis 4 | News 10 | Leaders on Leadership

Bullying in the workplace has often been swept under the rug. But with almost one in four workers in Singapore reporting themselves as victims of workplace bullying, it’s time for HR to wake up and deal with reality

Larger floor areas, personal amenities, and a greater sense of community make serviced apartments an ideal choice for employees posted overseas on extended assignments. HRM looks at the different choices available, and the critical factors that ensure a smooth transition.

59 | In Person

26 | Dealing with change

54 | How to Rock the Office Party

62 | Twenty-four Seven

More and more, organisations are being forced to face change. The latest research from guest contributors Adrian Gostick and Chester Elton shows that the best leaders in new, globalised economy are those who can effectively guide their staff through these transformational times.

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

Singapore labour force

Levelling the playing field for locals Would a ‘locals first’ hiring policy work in Singapore? By Sumathi V Selvaretnam Singapore is examining ways to give local job seekers a level playing field. Government officials have been visiting several countries, including the US, Canada, Britain and Germany for consultations and are developing a new framework. “We are in the midst of finalising some of the possibilities and should be able to provide more details in the coming months,” Acting Manpower Minister Tan Chuan-Jin said in a report by The Straits Times. The issue of employers preferring foreigners over locals is a contentious one. Some employers have come out to say that Singaporean workers are less hardworking, inflexible and have too many demands. On the flipside, local jobseekers say job openings are skewed towards foreign talent, especially for professional and managerial jobs in sectors such as banking. As the Singapore resident workforce evolves, and more join the professional ranks, they will naturally face competition from foreign professionals, managers, and executives (PMEs), says Patrick Tay, Director of the PME Unit of the National Trades Union Congress. “We should consider a framework where Singaporeans can get access to these PME jobs. It should not be too onerous for employers, but they must be able to show proof that they have made efforts and could not hire a Singaporean for the job before they are permitted to hire a foreigner,” he tells HRM. In 2012, about half of the 303 complaints received by the Tripartite Alliance for Fair Employment Practices (TAFEP) were regarding fair opportunities for Singaporean workers. The proportion for 2011 was about the same (TAFEP received 277 complaints that year). Fair opportunities for Singaporeans emerged as the top issue in 2011, and continued to be the top issue in 2012. Would a ‘locals first’ hiring policy, adopted by countries including Switzerland, work in Singapore? Many firms already consider local candidates first in their recruitment processes, but having a policy in place would help ensure more companies give fair consideration to Singaporeans, says Mark Hall, Vice President and Country General Manager of Kelly Services in Singapore. “This would add

protection for local talent and should mean they form the core of the workforce in Singapore,” he tells HRM. TAFEP too has welcomed the government’s plans to develop a framework. “There is a need to help Singaporeans achieve their aspirations for good jobs while ensuring that businesses are able to do well and provide job opportunities for Singaporeans on a sustainable basis,” said a TAFEP spokesperson. However, the local talent pool does have its imitations, especially in niche industries. “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, because companies should still have the flexibility to hire highly skilled foreign professionals should they require,” Hall says. There are also certain sectors that struggle to attract local workers and therefore rely more than others on foreign workers, Hall added. “Business operations of companies in these industries may suffer as Singapore attempts to reduce dependence on foreign workers. These industries will need to explore new ways to attract local talent and may consider developing their employer branding or raising awareness about the long-term career opportunities in the sector,” he says.

Aims of the proposed framework • To level the playing field for local job seekers • To promote merit-based hiring • Not a “magic bullet” that will ensure that Singaporeans are hired first for every job • To avoid an onerous system that leads to unnecessary bureaucracy

Developing a Singaporean Core In order to ensure that Singaporeans remain at the heart of the national workforce, the Tripartite Guidelines on Fair Employment Practices were enhanced in 2011 to include a section on “Hiring and Developing a Singaporean Core”. Suggested guidelines for employers are: • Ensuring that the job advertised in open to Singaporeans • Working with educational institutions, career centres and recruitment agencies to attract and recruit Singaporeans • Developing skills and expertise of Singaporean employees for higher-level jobs

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NEWS

Asia TAIWAN

Occupational safety protections expanded

SINGAPORE

75%

of companies believe crosscultural training is important not only for the transferee, but also for their family

Taiwan’s new Occupational Safety and Health Act now applies to 10.67 million workers, up from 6.7 million previously – covering all sectors of the economy, and all temporary workers, interns, and the self-employed. Safety and health protections have also been extended to cover occupational illnesses and workrelated violence. A key change under the act will see a central authority overseeing standards, including for the sourcing of workplace equipment, tools, chemicals, and protective clothing. Workers now have the right to refuse assignments if they believe there is a risk of physical danger. Enterprises with staff “above a certain size” – unspecified in the bill, but 50, according to press accounts — must hire an on-site medical officer. The legislation also mandates that employers take precautionary measures to avoid chronic overwork or repetitive procedures over an extended period of time. This will protect employees from occupational illnesses such as fatigue, mental stress and musculoskeletal diseases. Also, the act removes discriminatory rules against females and requires employers to make work arrangements for pregnant, postnatal and teenage employees in consideration of their health and special needs. “These revisions will ensure a safer and healthier environment for every member of Taiwan’s working class,” a Council of Labour Affairs official said. 4

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Source: International relocation trends survey by Cartus Corporation

84%

of respondents said many young people in China rely on powerful parents to get ahead at work Source: Survey by Social Survey Center of the China Youth Daily

Some redundant workers in Japan are being sent to a

boredom room so that they eventually quit Source: The New York Times

Difference in salary could affect outlook on foreigner inflows Contrary to the popular viewpoint among Singaporeans that the inflow of foreigners into their country should be reduced, a new survey finding suggests that more affluent locals could be more tolerant of foreigners. The survey was carried out by researchers at the Institute of Policy Studies (IPS) as part of the “Our Singapore Conversation” exercise where around 4,000 citizens were interviewed from December 2012 to January this year. The survey found that an average of 52.5% of citizens who earned less than S$3,000 a month “agreed” or “strongly agreed” that foreigner inflows should be cut. However, for those who earned S$3,000 or more, that figure dipped to an average of 38.5%. The survey’s report said the finding suggests that lower-income groups are more inclined towards reducing the inflow of foreigners, which may be a reflection of the competition for jobs at that level. Dr Leong Chan Hoong, senior research fellow at IPS says the research also suggests that a significant proportion of PMEBs and well-off citizens resent foreigners.

Dr Leong says that views may change along with the circumstances. For example, when an employer who depends on foreigners steps out of work, he may personally not want to be in a shopping mall crowded with foreigners. He also admits it may be difficult to draw definite conclusions from the survey finding, as the issue of foreigners is further complicated by how citizens define the term “foreigners”, as well as their varying tolerances towards different groups of foreigners. Meanwhile, Associate Professor Tan Ern Ser, an IPS faculty associate, says a person’s view on foreigner policies may differ depending on the role he is in. Dr Tan cites that employees may dislike the competition for jobs from foreigners, but employers may prefer a policy that gives access to sufficient affordable manpower.

SINGAPORE

Jobseekers say ability to thrive in stress is key Workers in Singapore want the opportunity to progress and earn higher incomes above all else. However, they believe it comes at a cost. According to leading online jobs portal jobsDB’s National Day Survey, a strong candidate must be able to thrive in stressful situations (95%), work with people of different cultures (94%), and have respect for hierarchy (80%). It helps to be attractive in the eyes of one’s interviewer as well (72%). On average, the ‘opportunity to progress’ in a new role was rated as ‘highly important’

to ‘extremely important’ by 84% of respondents. This was closely followed by ‘maintaining a work/life balance’ (83%). Further to this, 77% of respondents said they would look to move jobs to ‘secure a higher income’; however, 67% believed that ‘willingness to accept a lower salary’ was important in securing a job. These results demonstrate the increasingly ambitious nature of workers in Singapore but reflect the hard reality that many workers feel they are consistently undervalued.

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NEWS

Asia MALAYSIA

Full implementation of minimum wage next year The compliance date for Malaysia’s new minimum wage will not be extended beyond the end of this year, the Human Resources minister said, even for companies that have received an official deferral. Datuk Richard Riot Jaem said that from that date, violators will be liable for fines of RM10,000 (US$3,156). The National Wages Consultative Council has notified the 400 companies that had successfully obtained deferrals of the new cut-off. A blanket deferral for all foreign staff will also end on that date. The NWCC has a backlog of deferral applications from over 1,000 companies. Under the minimum wage policy, employers with six or more workers should have been paying their employees a minimum wage of RM900 (US$272) a month in Peninsula Malaysia, or RM800 (US$242) a month in Sabah, Sarawak and LabuanGMPRS1045 from January 1 this year. 186x119.5mm pa.pdf 1 GMP HR Magazine

INDIA

Change adverse culture hinders innovation A change-adverse corporate culture across India is proving to be the main barrier hindering the adoption of more market leading and cutting edge innovative practices. According to a study carried out by Futurestep, a Korn/Ferry company, employees globally say they would be more likely to take a new role if they felt the company was using particularly innovative methods of interacting with them at the recruitment stage. And yet, despite innovation budgets being available for recruitment and talent management in India, over a third (36%) of professionals felt that current methods used were ‘sufficient’. Recruitment and talent management professionals also provided a glimpse of what practices they would like to be using in the near future: • Recruitment: Mobile campaigns; creative advertising and bespoke talent communities • Engagement: Creative office environments and working spaces; sharing strategies and innovative flexible working processes • Development: International secondment programmes; external training and external mentoring With global talent migration ever increasing, Indian companies need to change their outlook on transforming the way they communicate with potential and current employees if they are going to attract and keep the best people, said Sreenivasa R. Yadavilli, Managing 14/1/13 11:13 AM Director, Futurestep India.

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NEWS

International US

GLOBAL

More employees receiving paid leave More US employees today now have access to paid leave from their jobs, as compared to 20 years ago. According to a survey by the Bureau of Labour Statistics (BLS), the share of employees with access to paid sick leave, personal days and family leave, as well as bereavement days and military leave, has risen substantially, since the early 1990s. “The type of leave is changing,” said Robert Van Giezen, an economist with the BLS. “The options to employees are more varied now. More personal leave and more sick time is available.” The survey indicated that over 60% of employees today are receiving paid sick leave, up from 50% in 1992-1993, while 37% are receiving paid personal leave, up from 15% 20 years ago. Employees working full-time or for a medium or large company are more likely to get paid time off. For instance,

More than 60% of employers do not pay for overtime work 73%

nearly 50% of workers at businesses with 100 or more employees received paid vacations last year, but only 27% of those in small firms did. However, the study revealed that while organisationss are creating leave opportunities for more staff, they are reducing the amount of leave days available The survey found that employees currently receive an average of eight days for sickness and holidays annually, down from 13 and 10 days respectively.

of employees have no trouble looking for a new job while at work Source: Accountemps study

51%

of HR and business leaders cite ineffective coaching as the top hindrance to leadership development programmes Source: Institute for Corporate Productivity report

80% UK

Retailer rolls out degree programme for staff British supermarket chain Asda has introduced a three-year honours degree programme with Middlesex University to allow 30 of its employees to study while maintaining their jobs. The scheme, which will be fully funded by the retailer, is designed to groom the company’s future leaders, as they study for a qualification in either distribution or retail operations. “The current economic climate – coupled with the spiraling costs of higher education – means that many of our colleagues have missed out on university degrees,” said Hayley Tatum, executive people director at Asda. “By providing the opportunity to study for a degree, we hope that we can open more doors for our colleagues, developing their skills for the future.” Asda staff must have worked at the retailer for at least six months to qualify for the programme. 8

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of HR executives are more likely to hire recent college graduates who have taken part in volunteer work Source: Deloitte research

56%

“It sends a clear message that major employers should work with universities to give staff top-level skills for their whole career, not just their current job,” said Neil Carberry, director of employment and skills at the Confederation of British Industry. The scheme marks the latest move by a large business to sponsor higher education programmes for its staff, after fast food chain KFC launched BA honours qualification in business management last year. It was developed with De Montfort University in Leicester.

of hiring managers say they were more impressed with a job seeker’s personal website than any other branding tool Source: Workfolio study

More than one quarter of employers around the world say their staff work overtime, with 62% of them confirming that those extra hours are going unpaid. Figures released in the 2013 Hay Salary Guide, showed that of the 1,600 employers surveyed, 11% stated they had been able to reduce the amount of overtime being taken, while 63% said it had remained steady over the past year. 26% found the amount of overtime to be increasing, with some companies citing an average increase of 10 hours per week. According to Nick Deligiannis, managing director of the Hay group, the extra workload on employees creates a high risk of workplace stress and burnout – which can result in absenteeism and mental illness. He warns all that extra unpaid work could cost employers significantly more in the long run. Hays acknowledges that overtime might be necessary, but suggests a few methods in which employers can use to keep staff engaged and reduce their stress. Importantly, it advises employers to continually measure and monitor overtime work and consider raising headcounts. The recruiter also urges employers to provide feedback and recognition to staff.

NEWS

GLOBAL

A new study has found that more than half of American workers consider themselves overweight, with 41% saying that they had gained weight while working. The survey conducted by online employment provider CareerBuilder, revealed that people working as administrative assistants were the most likely to suffer from weight gain, with 69% of respondents in that field reporting they had added pounds. Other professions likely to lead to weight gain included engineers, teachers, nurses and IT managers. The survey also found that 54% of workers eat out at least once a week, while 24% of them eat out three times or more a week. 70% of respondents say they snack throughout the day. “Work can be a precarious place for one’s personal health, especially when you’re sitting behind your desk most of the day, stressed out and eating irregularly, or eating fast food often,” said Ryan Hunt, a spokesman for CareerBuilder.

Companies worldwide are continuing to invest in global mobility programmes, despite increasing regulatory and compliance challenges. This is according to the results of the 2013 Global Assignment Policies and Practices (GAPP) survey, conducted by researchers at KPMG. The survey, which polled more than 600 HR executives, suggests a strong outlook on the future organisational use of international assignments, particularly in European-based and energy sector companies, where 90% and 93% of respondents respectively, said they expected continued or increased use of international assignees. “In an increasingly competitive economic environment, companies are expanding business operations around the world and need a globally mobile workforce to execute their objectives,” said Achim Mossmann, principal of Global Mobility Services at KMPG’s International Executive Services practice. Of the HR executives surveyed, 81% reported that their companies offered short-term assignments, 96% offered long-term assignments and 47% offered permanent transfer or indefinitelength assignments.

Deskbound jobs making workers gain weight

International assignments still popular

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LEADERS ON LEADERSHIP

Talent Management

Finding the right balance What are your values about balancing work and home life? How do you integrate these into your corporate culture?

Leong Seng Keat Chief Executive Officer, Nam Cheong Limited

Key to the company’s success has been our loyal employees, many of whom have grown with us through the years and witnessed our successful listing on the Singapore Exchange in 2011. I attribute this to our family-friendly corporate culture, which is also reflective of my personal belief to work hard and play hard. Professional success cannot be fully measured or enjoyed without work-life balance and someone to share it with; my own family has been a constant force throughout my career, playing a supportive role and sharing in my triumphs. I believe that good family relations contribute stability and happiness to a person’s overall well-being. In fact, one of Nam Cheong’s hiring policies is to ask the interviewee family related questions. This helps us gauge a potential employee’s values, in keeping with the company’s culture. With the right personal foundation, coupled with the right working environment, workers can be highly productive, better fulfilling their full potential. For this reason, the company has in recent years invested into systems that simplify processes, easing our employees’ workloads and encouraging them to leave work on time. We respect each individual’s personal time and space and as a leader, I’ve made it a point not to contact my staff over work issues on the weekends. Feedback from department managers has shown that this approach has trickled down to all levels. Our employees are given enough time to rest and return to work fully-recharged, thereby reinforcing a positive family-friendly work culture. 10

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Kherk Ying Chew

Managing Partner, Wong & Partners, the Malaysian member firm of Baker & McKenzie International

Discussions about balancing work and home life tend to revolve around how much time should be spent on one or the other. I believe that this is a false dichotomy; it’s all rolled into one life and I want it to be deeply satisfying, both personally and professionally. There is no guarantee that a 40-hour week will enable me to magically find balance. Instead, I have to strategically create the life I want, one that will give me the experiences and things I deem important. As a mother, I want to be there for my children; as a lawyer, I continue to look for new ways to deliver higher value to my clients and my firm. Of course, the myriad nature of work may be demanding and expectations can make it difficult to manage personal priorities, but I consider myself very fortunate to be working for a law firm like Wong & Partners that also shares the same strong merit-based culture that is embedded in the fabric of Baker & McKenzie. The Malaysian member firm has a Results-Only Work Environment that allows staff to choose when and where to do their work, so long as there is appropriate communication and deadlines are met. It is important to remember that performance should be judged based on output, and not face time at the office. When employees are given more control over their lives, and are trusted to deliver results, they are more likely to find the work-life balance that they are looking for and be happy.

Arvind Agarwalla

CEO and Founder, FACT Software Group

As an entrepreneur who has business operations across Asia, I understand all too well the importance of striking a balance between work and personal life. I always find time to pursue my interests and spend quality time with my family. I am grateful to my wife, mother and two daughters for their unstinting support. Their understanding and patience helps me in managing the pressures of a growing business. It is this teamwork that helps me succeed. These values also form the strong pillars of the organisation. I am an avid photographer, a passionate Salsa dancer and love to travel. Taking time to unwind allows me to be more focused when I’m working, which in turn, increases my creativity and productivity at work. While there is no magic formula for achieving this balance, one can find enough time to do anything a person wants. It is just a question of flicking the mental switch. As a software developer, FACT’s most valuable assets are our employees and their creativity. When the hours are long, creativity suffers. A proper work-life balance ensures a healthy work environment and productive employees. To achieve this, we provide them with state-of-the-art technology, as well as the right tools and opportunities to unwind through regular activities, such as company sponsored movie nights and monthly birthday celebration lunches at the office.

LEADERS TALK HR

Talent boomerang Employees are at the heart of EY, the Big Four firm formerly known as Ernst & Young. Its Global Managing Partner of People, takes HRM through the firm’s re-branding exercise and shares how its strong networks keep even past employees coming back for more By Sumathi V Selvaretnam In 2012, more than 6,300 former employees re-joined Ernst & Young, now known as EY, globally. Such individuals are what the accounting giant refers to as “boomerangs”– people who have left EY to try out other employers, but have subsequently returned to the firm. This provides EY with a healthy balance of people who have experiences within and outside the organisation, says Mike Cullen, the firm’s London-based Global Managing Partner of People. “Our Chairman and CEO, Mark Weinberger, has left EY not once, but three times, and has achieved bigger and better things every time he’s come back,” he points out. So how does an organisation re-attract employees who have left for seemingly greener pastures? At EY, it is important that employees feel a part of the organisation even after they have left, says Cullen. “We want all EY employees – whether future, current or past – to feel like a lifetime member of one of the best business networks in the world.” The firm, with 162,000 staff on the books at any one time, keeps in touch with former employees through 12

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dedicated alumni magazines. It also offers directories that help alumni to expand their personal and business networks, as well as search for fellow alumni and see what they are up to.

Engaging employees Employee engagement is central to retention and performance of employees at EY. The firm ran a global survey within the business to establish the link between engagement and performance – business linkage – by comparing the global engagement survey with the brand favorability index (scores given by clients). The survey found a clear correlation between the performance of engaged employees and brand favorability, says Cullen. “There was also an 11% difference in the 12 month retention rates between the most engaged and least engaged business units, a gap equating to tens of thousands of pounds. There is a direct link between engagement, retention and what clients think of us – critical to the future growth of the business globally,” he says.

LEADERS TALK HR

BIOGRAPHY As the Global Managing Partner of People, Mike Cullen is responsible for ensuring that EY attracts and retains the best people, by offering great opportunities for personal and professional development. Following a 12-year career in financial services, Mike joined EY as a partner in its UK Financial Services Group in 1992. He has held a number of senior roles at EY, most recently serving as Europe, Middle East, and Asia Managing Partner – Accounts, Industries and Business Development. He has also been the UK Head of Financial Services Advisory and UK Managing Partner – Markets. Cullen has served on the Global People Executive as an Area Managing Partner for People and on the Global Executive as Global Managing Partner – Markets. A geographer at heart, Cullen holds an MA from Cambridge University, and is a Fellow of the Chartered Insurance Institute.

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LEADERS TALK HR

EY EY engages its employees through various initiatives. Its global orientation programme, called Welcome to EY (WTEY), aims to provide a consistent induction experience to all it new hires worldwide. “On their first day all new hires are given details of their counselor and, where possible, introduced to them in person. Counselors will typically be our more senior and experienced people. They are responsible for helping new staff develop performance goals, and for

“Our Chairman and CEO, Mark Weinberger, has left EY not once, but three times, and has achieved bigger and better things every time he’s come back”

• I love: Vacations with family (and golf) • I dislike: Ambiguity • My inspiration: Helping the next generation • My biggest weakness is: Not suffering fools/impatience • In five years’ time I’d like to be: Having my gap year.. at last • Favorite quote: “Take your work seriously but not yourself.” – Colin Powell

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supporting them in their career and personal development,” Cullen says. The firm ensures that employees receive a globally consistent induction too. “We have developed a 90-day timeline for all new partners that outlines the people they need to meet and the actions they need to take in their first three months in the role, giving holders of this pivotal position a sound starting point for their future success,” Cullen says. Employees at EY are kept in the loop about the firm’s happenings through the ‘Your EY Daily News’. This is a profiled newsfeed that is delivered to staff inboxes and mobile devices each day. The alert is customised for recipients based on their geography and their service line so that it is as relevant as possible. “The news items can cover anything from the launch of our latest Global People Survey, to trade patterns in rapid-growth markets. It is a great way of giving our people the information they need without them having to read a whole newsletter,” Cullen says.

Creating a flexible work environment The nature of the work at accounting firms means long hours are inevitable. As more western workers move out of the workplace and into flexible working arrangements, one of the main HR challenges is to embed a more flexible working culture and a technology-enabled workforce that can deal with increased globalisation, says Cullen. EY’s local management teams around the world are being asked to find ways to support and enable individuals to work independently in an informal capacity and remove barriers to virtual teaming. Supporting this effort is the new Messaging and Collaboration programme, which aims to give employees more flexibility around where and how they work. “This will overhaul our technology capability, enabling people to connect with each other more easily than ever before,” Cullen says. For example, videoconferencing will be possible from individuals’ laptops or mobile devices with just a few clicks of a button, and cloud technology will support enhanced, instant access to global information, networks and knowledge.

Working across borders With employees spread over 29 regions across the globe, EY is a strong proponent of diversity at the workplace. Last year, it introduced “Enhanced Cultural Intelligence Training” for groups of staff that work across cultural borders on a day-to-day basis. “We also embed diversity and inclusiveness in all our key processes, from how we define the expectations we associate with each of our ranks, through to the metrics we use to measure our partners’ performances,” Cullen says. Good communication is also critical. In addition to keeping in touch with global leaders, employees also

LEADERS TALK HR

want to hear from their local managers, who play a vital role in explaining the local implications of central messages and translating strategy into “what this means for us,” Cullen notes. To facilitate this, EY has an internal cascade system, whereby area leaders communicate with region leaders, who in turn cascade the information to local teams as appropriate. They are supported by a network of communication professionals. Talking doesn’t just happen vertically through the EY organisational structure, adds Cullen. “Just as important are the myriad conversations our people have with each other: what we call our lateral communications,” he says. The organisation’s current overhaul of its technology systems aims to make these lateral conversations more effective still. “We know that our existing collaboration tools facilitate faster problem-solving, so imagine what we’ll be able to do when the Messaging and Collaboration programme is completed. It will be easier than ever for our people to network with each other, exchange ideas, update each other on projects, and provide mutual support and guidance,” Cullen says.

The road ahead Ernst and Young re-branded itself as EY on July 1 this year, also adopting a new tagline, “Building a Better Working World”. Wanting to share the new vision in an impactful way with employees, Chairman and CEO, Mark Weinberger, took part in a theatre-style town hall meeting in London. “To make it a truly global launch, we also used video links to connect London with audiences in Johannesburg, Moscow, Hong Kong and Jakarta, with people from across the locations having the chance to ask questions about what they were hearing.” Through its new strategy, EY recognises that its greatest asset is its high performance teams, says Cullen. “It’s important we embed the principles of high-performance teaming into everything we do. This has already begun and will continue through, for example, integrating the behaviors into core competencies and interview questions for new hires, including the behaviors in our performance expectations for all ranks and using our internal recognition programmes,” he concludes.

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FEATURE

Retention These days, the best employees can be more concerned with their own careers than the organisation where they work. HRM discusses how effective engagement encourages them to stay for the long-haul By Shalini Shukla-Pandey

LOCKING in loyalty In the 21st century, switching jobs regularly is not a taboo. The notion of staff loyalty is often considered as something from a bygone era. “In the past, staff loyalty was closely defined as one’s commitment to stay with an organisation for an indefinite time,” says Josh Goh, Assistant Director, Corporate Services, The GMP Group. “Employees tended to entrust their jobs to the employers.” There was mutual trust between both employers and employees – employers would take care of their

employees in good times and bad, and employees were expected to stay with the company in return for that assurance. Even in tough times, employers would hold on to their employees and tide through the choppy waters together. Then, retrenchment was hardly practiced – only when an organisation folded. “However, over the past few financial crises, where redundancy has become more common, there is scepticism among the workforce on whether one’s

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FEATURE

Retention loyalty to a company will truly ensure one’s employment with the same organisation,” says Goh. “This has unfortunately bred a new generation of employees who view the employer-and-employee relationship as nothing more than a commercial one.” The service industry, in particular, has evolved in the past two decades to become much more competitive. That’s especially true for the food and beverage sector where an inexhaustible number of restaurants are opening every day, worldwide. “This has affected staff loyalty, especially with the rise in prominence of high-end independent stand-alone restaurants (against) the high-end chains. This affects brand loyalty,” says Stephen McCrimmon, regional director of Operations– Asia for Morton’s The Steakhouse. For the food and beverage industry, staff turnover has historically been quite high. This is especially so for junior-level staff who often work on a part-time basis instead of treating the job as a career choice. “Therefore, loyalty may not necessarily be high on their agenda,” says McCrimmon. So long as an employer can align and realise the different needs and aspirations of its staff, young and old, to the overall business objectives, ‘loyalty’ to stay and grow with the organisation will come naturally, says Abdul Hamid Bin Bakar, vice president of HR and Administration, City Gas.

CASESTUDY

City Gas

City Gas says it proudly exemplifies the dedication and contributions of its long-serving employees through both employee feedback sessions and in company newsletters. “We want to nurture the sense of commitment and loyalty, particularly in the newer employees,” says Abdul Hamid Bin Bakar, vice president of HR and Administration, City Gas. “Younger employees are amongst those given the opportunity to handle or lead projects. We also put on business trips so as to provide them with exposure and knowledge sharing, aside from the arranged courses and workshops.” Regular reviews are also conducted on staff benefits and initiatives, and employees participate in quarterly feedback sessions. “We recognise the varying and changing expectations of both younger and older staff and work on our HR policies accordingly to manage staff turnover,” says Abdul. A few programmes that have been rolled out recently include: • Supporting staff in continuing part-time education through study loans or sponsorship and provision of examination leave (due to an increasing trend of younger staff seeking to upgrade their educational qualifications). • Looking at staff logistical needs. For example, after the company moved offices from Somerset to Senoko (2009), a free shuttle bus was provided. Abdul says this helped to overturn the imminent prospect of high staff attrition during the changeover. • Providing opportunities for lateral career progression when staff seek a career change or display the capability to take up new challenges. Training is provided for smooth transition into the new role.

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“Hence, it is more important for the organisation to analyse what and how it can adapt to the changing needs of the workforce than trying to grapple with the biased perception of staff disloyalty,” he says. “(This will create) an inclusive team of individuals who recognise that their contributions are real, relevant and valued.”

Loyalty redefined In today’s context, the definition of staff loyalty has broadened. It is not as narrowly defined as just one’s commitment to stay with an organisation, but should also encompass each employee’s engagement with their work and team. “Employers will have to accept that staff turnover will be there,” says Goh. “But the real challenge is to minimise it and reduce the impact on the business.” McCrimmon says engagement is essential to rebuilding staff loyalty. “However, it must be reciprocal; an employer must provide opportunities for professional and personal development and to support this with certain benefits – whether incentives or a career development path,” he says. “At the same time, employees need to establish a sense of belonging to the company and their commitment to the company, as well as unwavering support of the business during their tenure.” According to Abdul, another way of looking at staff loyalty is perhaps the readiness of staff to act as ‘ambassadors’ who would continue to vouch for the organisation as ‘Employers of Choice’ even after leaving the company.

Loyalty by the generations It is not uncommon to see candidates changing jobs every one or two years in the early part of their careers. “Some of these candidates are still discovering themselves in terms of their preferences,” says Goh. “There are some others who might want to gain different exposures. But that should stabilise when they reached their 30s.” Today’s employees, regardless of age, are more attuned to business challenges and are aware that an “iron-rice bowl” no longer exists in Singapore. That’s making them focus their career decisions on immediate individual needs. “They are taking ownership of their own career paths, which is a good thing,” says Goh. “If the employers cannot meet their expectations, they will not hesitate to move on to the next organisation. And this poses a challenge to employers in their retention efforts.” The Generation Y workforce also expects employers to treat them with respect. “This encompasses many

FEATURE

aspects, from allowing staff to have their opinions and voices heard and treating everyone equally and honourably, to creating a supportive and conducive working environment where people feel valued,” says Tan Ai Sim, HR Director, Lenovo Southeast Asia. “An employee who feels respected will also be more loyal to his or her company.” Tan says it’s not about comparing workers from different generations and saying that one batch would be more loyal to their employer than the next. “To me, it’s about managing the different expectations that each different generation of employees has, especially with regards to what they expect from their employer,” she explains. “I believe that if the company is able to help employees fulfil their personal and professional goals, they will give back their best regardless of what generation they belong to.” Indeed, it is difficult to find staff loyalty, irrespective of generation of workforce or industry, says McCrimmon. The older generation of workers, however, are likely to have a more stable career path, while younger workers are very much focused on their career development, new opportunities and needs. They therefore are more likely to put those factors before loyalty to the organisation. “They are creative, ambitious and driven so those qualities are good traits to have in your workforce – and worth investing in,” says McCrimmon. At Morton’s, staff are offered relocation and career development within the region. This aims to inspire and encourage internal staff, resulting in more of them being promoted. “This is a type of loyalty that breeds beyond generation gaps,” says McCrimmon.

Building loyalty from within The expectations of today’s employees have changed drastically from those of just ten or even five years ago. Some employers might not have been fast enough to address those expectations, resulting in a localised brain drain, says Goh. Employers who are better at recognising the varied needs of their employees and listen will generally fare better than those that take a one-sizefits-all approach. “Some initiatives could be providing family care leave for unmarried employees who have elderly parents, or flexible working arrangements for working mothers,” Goh explains. Using retrenchment as a last resort during an economic downturn, can prove beneficial when the economy improves. Employers who genuinely care for their employees’ well-being will be better positioned to retain their staff when opportunities for them abound.

CASESTUDY

Morton’s The Steakhouse Morton’s says it is very fortunate to have good staff loyalty, with many employees having been with the company for at least five years. Some of them have grown alongside the brand since its first restaurants in Asia opened in 1998. At Morton’s of Chicago in Singapore, for example, at least 15% of staff have been with the company for more than 10 years. “For instance, Derrick Poh, the executive chef of Morton’s of Chicago Singapore started as a Line Cook in 1998 and worked all the way up to become the Executive Chef,” says Stephen McCrimmon, Regional Director of Operations – Asia, Morton’s The Steakhouse. “Patsy Lim, the sales and marketing manager, who joined Morton’s in its inaugural year of operation, has also shown her loyalty, commitment and her faith in the brand by being with us all these years.”

Leadership also plays a key role in building staff loyalty. “I believe good leadership will cultivate a good working environment and foster better working relationships,” says McCrimmon. “Good leaders are good role models, approachable, fair and honest and understand staff needs.”

A two-way street Staff loyalty is a two-way street. If an employee stays and contributes to an organisation, the organisation should also demonstrate that it is willing to develop them by investing in training programmes, engaging them on a regular basis, and cultivating a work-life balance environment in the company. “It is important that due recognition is given to employees for them to feel valued and appreciated by the management,” says Abdul. “Only then will employees be motivated to keep contributing to the company.” Many employees want and enjoy career stability; so will often look for employment opportunity which can provide this. “As we nearly always hire people with previous experience, they have usually had at least two previous employers, so they also have an idea on what type of employer breeds job security,” says McCrimmon. “They do understand equal and fair rights and opportunities. A sound workplace has a professional image and reputation for being consistently well managed, and this will provide a loyal employment base.” Ultimately, employees shouldn’t resign at the slight discontentment at work, advises Goh. “They must know that no organisation is perfect and should adjust their expectations accordingly.”

Morton’s of Chicago in Singapore reports that some staff who leave to join a competitor, have then to return because of the

STABILITY

that Morton’s offers

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HR INSIGHT

Labour crunch

The Global Talent Shortage: Where are the biggest gaps? A shortage of talent can cripple an organisationâ&#x20AC;&#x2122;s ability to achieve its business goals. What jobs are the most difficult to fill, which countries are the most affected, and what strategies are employers applying to overcome this?

Employers report difficulty filling jobs

35%

Asia Pacific: Top 10 Jobs employers are having difficulty filling 1

Sales Representatives

Engineers

Technicians

SOLUTION

Management/ Executives

Accounting & Finance Staff

Increase of 1 Percentage Point IT Staff

Employers experiencing a talent shortage that say this has a medium or high impact on their ability to meet client needs

54%

Skilled Trades Workers

Sales Managers

Laborers

Researchers (R&D)

Top 10 countries that have difficulty filling jobs

Japan

Brazil

India

85%

68%

61%

Bulgaria

Romania

New Zealand

54%

Turkey

Hong Kong

Israel

Singapore

58%

51%

50%

57%

47%

* Numbers represent % of employers

The most likely response of employers to alleviate the talent shortages is to train and develop existing staff to meet their needs. Employers also report that their organisations are further increasing their focus on the talent pipeline and seeking to source talent outside established talent pools.

REGIONAL SPOTLIGHT AMERICAS

Increase of 12 Percentage Points Source: ManpowerGroup Talent Shortage Survey 2013

In 2013, 39% of employers report some difficulty filling jobs due to talent shortages, a decline of 2% from 2012. Technician posts are once again the most difficult to fill.

EMEA

26% of employers report recruiting difficulties due to talent shortages, well below the eightyear high of 39% reported back in 2006. Skilled Trades Workers have topped the list again in 2013, as they have every year since 2007.

APAC

More than half of employers (51%) are experiencing difficulty filling jobs due to talent shortages, an increase of 6%. Sales Representatives top the list, as has been the case every year since 2006.

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FEATURE

Workplace management

BULLYING The hidden problem in the workplace

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Earlier this year, Singapore was rocked by a scandal that got everyone talking. The boss of a local IT firm was filmed hitting a younger employee repeatedly on the head while also verbally abusing him. The whistleblower who filmed the video was an intern, who noticed that the supervisor was constantly bullying his co-worker. According to Chinese daily LianHe Wanbao, the victim joined the firm three years ago as an intern and was paid $500 a month, with no benefits or leave days. After graduation, he continued working at the firm under the same terms. His family reported that he often returned home late and turned up at work even when he was ill for fear of offending the supervisor. Since the public outcry, a few former employees of the firm have also stepped up to report the same office bully for his abusive behaviour towards them. While it is easy to write this incident off as a rarity, bullying in the workplace is more common than many think. A 2012 online survey by JobsCentral showed that 24% of workers in Singapore believed they had been victims of it.

How bullies operate A study has found that many workplace bullies receive positive evaluations from their managers and achieve high levels of career success, despite organisational efforts to stop bullying. The team of researchers of the University at Buffalo School of Management sought to study the relationship between workplace bullying and job performance. They collected behavioural and job-performance data from 54 employees of a US health-care firm, and found a strong correlation between bullying, positive job evaluations, and social and political skill in the workplace. The researchers found that many bullies thrived by charming their managers and manipulating others to help them get ahead, even while they abused their co-workers. Because many bullies can “possess high levels of social ability,” they are “able to strategically abuse co-workers and yet be evaluated positively by their supervisor,” the authors found. “If people are politically skilled, they can do bad things really well,” study leader Darren Treadway added. The researchers suggest that firms assess civility and camaraderie as part of performance and help staff develop skills to manage bullies. The study was published in the Journal of Managerial Psychology.

With such a large proportion of the workforce touched by this scourge, it’s time for HR to get actively involved and take ownership of the problem.

What constitutes bullying There is no specific legislation to combat workplace bullying in Singapore, says Jaya Prakash, author of Inciting Injury: An Exposé of Workplace Bullying in Singapore. “That has left many in a bind to define workplace bullying,” he explains. “Though the Ministry of Manpower has something called ‘victimisation’, it is limited in scope, reach and in enforcement powers to effectively combat the social menace of workplace bullying.” The National Trades Union Congress (NTUC) also notes that there is no fixed definition of workplace bullying in Singapore. “We can generally say that bullying is any repeated and persistent behaviour targeted at either an individual or a group of individuals,” says Patrick Tay, NTUC Director for Legal Services and the Professionals, Managers and Executives unit. “Bullying need not be physical, active and direct. It can be psychological, passive and indirect as well.” Sometimes, bullying can be so subtle that HR barely notices, such as ‘forgetting’ to invite someone to a social event, or taking away key responsibilities from a person without valid cause. While these actions may be difficult to identify and qualify, they can still be felt within the office and create a toxic environment. It is easy to identify physical abuse, but HR professionals may find it tough to differentiate the line between friendly teasing and hurtful and malicious verbal quips. Prakash says that all too often, workplace bullying starts with seemingly innocent teasing. “Teasing can slip into inveighing against a person’s accent, culture, race, religion, sexual orientation and so on,” he says. “Therefore, it is a blurred line because bullies will begin with teasing to then ‘graduate’ into bullying.” For Gaurav Hirey, Regional HR Director – Asia Pacific, GroupM, any behaviour that is repeated, deliberate, and disrespectful with the intention of hurt constitutes ‘bullying’. ISSUE 13.9

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FEATURE

Workplace management

If bullying is ignored, there will be

SEVERE CONSEQUENCES for the organisation in the long run

Why it matters

What HR should do

Aside from being ethical, there is a strong business case for HR to manage workplace bullying. Its impact can be felt on many levels, and it is not just the victim who suffers. For the victims of bullying, it is likely that that their emotional health and work productivity will be affected, says Deepak Bharara, Director – Corporate HR, Lanco Infratech. This could lead to a loss of a perfectly good employee, increasing turnover and creating extra work for the HR department. If bullying is ignored, there will be severe consequences for the organisation in the long run. Bharara warns that bullying will become the culture of the firm and paints a dire scenario of the situation. “Employees will form groups and infighting will be prevalent leading to reduced level engagement and erosion of bottom line of the organisation,” he predicts. Deepak adds that other staff who may not be part of the bullying may follow suit, sometimes unknowingly. On one end of the spectrum, they may start to indulge in bullying to be part of the power play. On the other end, they may feel insecure and worry that they could be at the receiving end of bullying the future. Such a tense and toxic work environment will inevitably lead to high turnover and poorer performance. The way HR responds to workplace bullying matters more than the act itself. “A company’s response to bullying is a sign of its culture and how much they really do value their employees,” says Brent Tignor, Regional HR Manager – Asia Pacific, Stepan. “Who wants to stay with a company that allows bullying to continue?”

Most experts recommend that a proper Grievance Procedure be put in place to handle any accusations of bullying. Tay from NTUC says that such a channel should be progressive, meaning that the matter should be dealt with and resolved at the lowest levels, and progressively escalate to the next level of management should the problem remain unresolved within a specified period of time. Throughout each step, it is ideal for HR to be present as a neutral third-party. A spokesperson from the Manpower Ministry says that having open lines of communication and a proper grievance handling procedure are key steps to overcoming workplace bullying. “This includes informing all employees of the channels and procedures available in approaching the company’s top management if they wish to lodge a complaint against the behaviour of particular supervisors,” the spokesperson said. Bharara adds that HR should take steps to develop a workplace bullying policy and code of conduct for employees. This establishes expectations of appropriate behaviour and the consequences for failing to comply with them. “HR should create a buzz in the organisation through information and awareness on workplace bullying for all employees,” he says. Gaurav from GroupM says that once HR gets wind of bullying, it should address it immediately by having a confidential conversation with the perceived victim to confirm their understanding of the situation. “If there is indeed bullying, a detailed confidential enquiry needs to be conducted to verify the facts of the case and a report should be filed either to the top management or a committee formed to handle such complaints,” he explains. After the enquiry is completed, the “bully” should be confronted and the facts of the case communicated clearly to the person involved, giving them a chance to clarify the situation. “If the explanation is not found satisfactory, then straight actions needs to be initiated,” he says.

Everyone suffers from bullying It’s not just the person being bullied that suffers. A new study from the University of British Columbia has found that other employees are just as hurt by the inappropriate behaviour. “Just working in that toxic environment can [have a negative effect],” says Sandra Robinson, a professor at University of British Columbia’s Sauder School of Business and a co-author of the study. The study, based on a survey of 357 nurses at 41 units of a Canadian hospital system, found that employees had similarly high “turnover intentions” or thoughts about calling it quits, whether they were the direct target of bullying or just worked in departments where bullying was common. In fact, those who weren’t directly bullied could be even more inclined to leave, their more positive treatment creating “a sense of moral uneasiness,” the researchers noted. Though the study – published in last month’s issue of Human Relations – only measured the nurses’ intentions to leave and not whether they followed through by quitting. Robinson says having employees plotting their exits for prolonged periods can be even more detrimental than just having them leave. 24

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Prevention better than cure Handling workplace bullying is often a messy and difficult affair. It may be in HR’s best interests to ensure that such practices do not even start. For Tignor, this should start right from the recruitment process. “It’s important to incorporate into the interviewing process the type of person that companies want to bring into their organisation from the very beginning,” he says. “Evaluating their level of competency in areas such as interpersonal relationships, integrity and so on, matters. Behavioural-based interviewing techniques can dive into specific examples of situations they may face

FEATURE

with co-workers and the skill with which they could handle those scenarios.” While this may not be a foolproof “silver bullet” solution, it can go a long way in providing insight into the type of person the organization is about to invest in, he says. Bharara says that it is often an organisation’s culture that breeds bullying behaviour. As such, it is imperative that HR encourages staff to act towards each other in a respectful and professional manner, building a more positive work culture. He also emphasised that supervisors and managers should be trained on how to deal with such a situation before it even happens. When HR has an effective strategy in tackling workplace bullying, everyone benefits. “Tackling workplace bullying can boost employees’ morale as they will feel assured that the company is concerned about their well-being and safety,” says Tay of NTUC. “This will lead to higher productivity, good performance, lesser turnover and goodwill towards the management. This will also improve the company’s public image.”

“It is often an organisation’s culture that breeds bullying behaviour. As such, it is imperative that HR encourages staff to act towards each other in a respectful and professional manner, building a more positive work culture” – DEEPAK BHARARA, DIRECTOR – CORPORATE HR, LANCO INFRATECH

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GUEST CONTRIBUTOR

Change management

More and more, organisations are being forced to face change. Research from guest contributors Adrian Gostick and Chester Elton shows that the best leaders in new, globalised economy are those who can effectively guide their staff through these transformational times

Transformation in any organisation only occurs when a leader anticipates change and helps staff to embrace it. The new data shows for our book All In shows that in this floundering economy, high-performance managers are vastly more agile at helping guide employees through the vagaries of the marketplace – and that can lead to stunning financial results. Consider this: in the 300,000-person survey for the book, our researchers found that those companies most effective at “managing change” reported three-year revenue growth a whopping three times higher than even their high-performance peers. So what was different about the culture in these most agile of places? First, change started with managers who were considered “authentic” by their people. That meant leaders at all levels: 26

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• Provided a clear sense of direction • Made decisions promptly • Treated employees respectfully • Took action on issues their people raised; and • Behaved in alignment with company values. To sum it up, managers got off the dime and truly walked the talk. They weren’t transactional, they were transformational. Second, on an organisational level, these agile companies faced competitive market pressures head-on through innovative product development, customerfocused cultures, and integrity in dealing with their clients. In short, employees felt they could trust their leaders to make the company better, all while doing the right thing for customers.

GUEST CONTRIBUTOR

Dealing with

Change We found that agility was more important in sustaining above-average business results than clever strategies, compelling product mixes, or the other typical focuses of leaders. Yet think about the time-tested list of prized management skills that are usually touted: knowledge, dependability, courage, vision, fairness, optimism, collaboration, composure … sometimes even a sense of humour. Agility rarely shows up on such lists and, to be honest, it hasn’t appeared on our leadership surveys either – that is, until now. It is emerging now because of the quickening pace of change in business that’s come with new technology and globalisation, as well as the pressures of the recent economic downturn. Today, employees feel a heightened need for their leaders to help them adapt. One interviewee we met with put this very clearly: “I have my head down

doing my work. We’re going two hundred miles an hour over here. I need my leaders to be looking to the horizon.” In short, agility is helping a team or an entire company evolve and meet the future in new and innovative ways. So why don’t more leaders do this? For one thing, because change hurts. According to researchers at the University of Pennsylvania, change at work induces a physiological reaction in employees that automatically increases blood pressure, heart rate, respiration, metabolism, and the blood flow to muscles. This stress response in nature is intended to help our bodies react quickly and effectively to any high-pressure situation. And yet over time, as you can imagine, the reaction on the job leads to stress and discomfort. It’s not in our nature to seek out such pain in the office; it’s not even in our nature when it might save our lives. In fact, in ISSUE 13.9

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GUEST CONTRIBUTOR

Change management

WORKERS are a font of information that leaders need

numerous studies of patients who have undergone coronary bypass surgery, on average of only one in nine people adopts healthier day-to-day habits afterward. As you can see, this resistance to change is a strong biological force, and it certainly isn’t a habit of most managers to help us deal with it. But to achieve an agile culture, leaders must confront human nature and help alter it. According to Jeffrey M. Schwartz, a University of California research psychiatrist, and David Rock, co-creator of the management coaching curriculum at New York University, leaders of high-performing teams focus employee attention away from the pain naturally associated with change by using experiences and language that point them toward rewarding insights and ideas about the new direction. They offer a great example: “Two individuals working on the same customer service telephone line could hold different mental maps of the same customers. The first, seeing customers only as ‘troubled children’, would hear only complaints that needed to be allayed; the second, seeing them as busy but intelligent professionals, would hear valuable suggestions for improving a product or service.” How to help that first agent to see things differently? The researchers suggest one way is by cultivating moments of insight – creating experiences that will allow people to provoke themselves to change their attitudes and expectations more quickly and dramatically than they normally would. For instance, as simple starters, a leader might invite real customers into the work facility to speak with agents, or could encourage agents to attend client meetings off-site. “The help-desk clerk who sees customers as children won’t change the way he or she listens without a moment of insight in which his or her mental maps shift to seeing customers as experts,” Schwartz and Rock say. “Leaders wanting to change the way people think or behave should learn to recognise, encourage, and deepen their team’s insights.” Creating a powerful expectation of change in your organisation through these interpersonal awakenings can begin to counterbalance your people’s normal physiological reactions. On the flip side, agility is also aided by establishing processes for leaders to be constantly exposed to the upward insights of their employees. Workers are a font of information that leaders need. Few things are as valuable for a leader seeking to build his or her agility than to heed the advice of John Kotter of Harvard, who discovered that effective general managers spend more than 80 percent of their time interacting with others. Instead of hunkering down “getting their work done”, they were investing this time with employees, peers, and clients. As a result, they were better able to perceive issues as they were arising and to gain the knowledge necessary to tackle those problems and formulate changes in strategy. Leaders must be open to ideas not only from those above them, but from peers and reporting staff at all levels.

Adrian Gostick and Chester Elton are authors of the New York Times bestsellers The Carrot Principle and All In. Visit thecultureworks. com to learn more.

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We Wear Many Hats To Do One Job In today’s workplace, it’s not uncommon for employees to wear many hats. They can be a team lead, project manager, problem solver, coach, mentor, collaborator and more. To excel in these roles, it is crucial that they are able to manage themselves and harness the potential of their co-workers. Take the step to develop your organisation’s capabilities through Leadership and People Management (LPM) Workforce Skills Qualifications (WSQ) training programmes. Singaporeans and Permanent Residents are eligible for course fee funding of up to 70%.

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Group Planner

Strategist

Technical Officer

Team Leader

Coach

Project Manager

COVER STORY

Mature workers

Tapping on silver talent Mature workforce practices

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COVER STORY

Falling birth rates, longer life expectancies and a rapidly ageing workforce are placing additional talent pressures on companies in many developed economies. HRM looks at how older employees can continue to make a valued contribution and help fill these talent gaps By Shalini Shukla-Pandey

According to data compiled by the United Nations’ Population Division, the number of people aged 60 and above in the world is expected to triple by 2050, with Asia already accounting for half of the world’s older population. Further data provided by the International Labour Organisation and analysed in Mercer’s 2012 Global HR Factbook shows that currently, one out of every five people (21%) in Italy and Germany is older than 65. In Japan, it’s almost one out of every four people (24%). That country is currently undergoing the largest decline in working-age population, from 66% of the population in 2007 to an expected 59% in 2020 (see infographic). This trend is expected to accelerate even further beyond that year. Countries bucking the trend however, are Pakistan, Bolivia, India and the Philippines. Pakistan in

particular is expecting the largest increase in working-age population, from 59% in 2007 to an expected 64% in 2020. “While the changes seem small in percentage terms, it’s important to remember that these dramatic demographic shifts represent hundreds of millions of workers, and they can have a major impact on state pension systems,” says Deborah Cooper, Partner in Mercer’s Retirement business. “Most national retirement schemes are state funded and start paying pensions from around age 65, so a contraction in the numbers of the most economically active group will see a reduction in

China’s “Four-two-one” problem Traditionally, children in Chinese society play an important role in taking care of the retirement needs of their families. However, as birth-rates continue to decline and extended families find themselves increasingly separated by urbanisation, this safety net is becoming less resilient. Demographers refer to this as the “4-2-1 problem,” where one child is expected to support two aged parents and four grandparents. In response to such an issue, all provinces in the country have now decided to allow couples to have two children (previously they were limited by the well-known ‘One Child’ policy) if both parents were only children themselves.

Source: Mercer, International Labour Organisation (LABORSTA database) ISSUE 13.9

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COVER STORY

Mature workers Overcoming the challenges of an ageing workforce The following questions provide a guide for companies that want to avoid potential pitfalls and proactively address changing workforce issues: • What do you see as your company’s key HR requirements in the next five to 10 years? • Does your company have a detailed understanding of its employee demographics and what key positions or job categories may be at risk in the near future? • Has your company identified potential opportunities for attracting and retaining mature workers using part-time or alternative work arrangements? • To what extent is the retraining and acquisition of new skills by mature workers part of your company’s overall learning and development strategy? • Does your company have a strategy in place to preserve critical knowledge before it walks out the door? • How effectively are age-related issues addressed within your company’s overall diversity strategy? Source: IBM Institute for Business Value

Silver talent: Myths vs facts Myth

Fact

Older employees are absent from work a lot because of poor health.

The latest medical and pharmaceutical developments have facilitated longer life expectancies and promoted better health. Furthermore, studies have shown that older workers use fewer sick days compared to their younger colleagues.

Older workers are less Older employees are actually more productive as they are more productive. dependent, loyal and have better judgment. Furthermore, many older staff desire to remain in employment, not just for economic reasons, but also to maintain physical health and mental agility. Older workers resist change and are slow to learn new skills.

It is expensive to hire and retain older staff, who are also less productive.

Resistance to change doesn’t only affect older workers; younger employees can be steadfast against change as well. While it is true that older employees face steeper learning curves, they are not unwilling to learn – the fastest growing group of internet users is aged 50 and above. Suitable methodologies, tools and a conducive environment can greatly assist older workers to pick up new skills. Compared to their younger colleagues in their 20s and 30s, mature employees are less likely to job hop, thus lowering continuing recruitment and training costs. Instead of penalising older staff, it is far wiser for companies to capitalise on the depth and expanse of knowledge they possess, gained only from their lifetime of work experience.

Source: GSI Executive Search

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funds available for welfare, health and retirement programmes.”

Making the silver connection While ageing populations mean an increased burden on governments by way of higher social expenditure and social security benefits, companies can focus on tapping the experience this group of workers has to create unique business opportunities. “As mature employees retire, they take with them a wealth of experience, industry insights, and longstanding customer relationships – value that is hard to replace,” says Helen Lim, managing director of social enterprise Silver Spring. “We recognise these individuals as ‘Silver Talent’ who will be a valuable resource to meet your human capital needs. Furthermore, we believe that Silver Talent, through their maturity, have greater and tested resilience to new job challenges,” she adds. The Singapore Government is also moving in that direction. In his annual May Day Rally speech to some 1,600 union leaders, members and guests earlier this year, Prime Minister Lee Hsien Loong urged employers to go beyond the re-employment law (see boxout) and “enable as many as possible to continue working for as long as possible”. Some older workers may want a shorter working week, while others would prefer a full week with half-day shifts, so they can see their grandchildren after school, says Lim. “What is needed is clear communication and planning way before they reach 65, perhaps two or three years before,” says Christina Ng, Associate Director – Financial Services and Legal, Robert Walters Singapore.

Singapore’s re-employment law As part of a set of measures to enable older employees to work longer, the Singapore Government enacted reemployment legislation last year. It aims to enable more people to continue working beyond the current statutory retirement age of 62, up to 65 in the first instance and, later, up to the age of 67. Under the law, employers are to offer jobs to employees reaching the retirement age, though it need not be the same position, or on the same salary or terms.

COVER STORY

Practical issues in the job environment also have to be addressed. For instance, jobs should be redesigned to become less physically taxing on mature workers. Ng also noted that older workers tended to lose their medical benefits when re-employed. This was “not ideal” for their wellbeing, she said, and urged firms to continue benefits even if it means higher financial costs.

Harnessing the power of the silver tsunami Companies can focus on up-skilling the mature workforce by updating their current skills sets with relevant courses, says Gwen Lim, Manager – HR Division, Robert Walters Singapore. “These extra training and development initiatives are important in assisting with new technology and integrated systems.” It is also important to take care of mature workers’ welfare. “We recommend having more company-wide teambuilding activities for better integration and enhanced medical benefits and insurance cover for mature employees,” says Lim. One organisation that’s at the forefront of tapping the older workforce is Singapore General Hospital (SGH). Amongst other measures (see boxout), workers at SGH who stay past the retirement age are assessed on objective factors instead of being forced to accept a unilateral pay cut at a specific age. Another concept that can open doors for mature workers is ‘ReCareering’. Many mature workers started their working life without much reflection on their true interests, authentic values, and unique strengths, says Lim. “They immerse themselves to make the best of

Japan’s employment measures for the elderly Hello Work, the Japanese Government’s employment service centre, provides advice and support for companies to help them to continue the employment of the elderly after the retirement age of 65 years old. It also provides subsidies to employers who make efforts for employment maintenance and to those who employ people with difficulty finding work, such as aged workers.

Ministry of Health, Labour and Welfare

Employment Security Bureau

General Affairs Division, Employment Policy Division, Employment Development Division, Employment Insurance Division, Labour Market Centre Operation Office

Employment Measures for the Dispatched and Fixed-term Workers Department

Employment Measures for the Elderly and persons with Disabilities Department

Policy Planning Division, Demand and Supply Adjustment Division, Foreign Workers’ Affairs Division

Employment Measures for the Elderly Division, Employment Measures for the Persons with Disabilities Division

CASESTUDY

Singapore General Hospital The Golden Years should be just that – golden. With its focus on elderly-friendly work policies, Singapore General Hospital (SGH) continued in its efforts to enrich the lives of mature workers, clinching the HRM Award for Best Mature Workforce Practices for the second time in a row in 2013. SGH’s commitment to its mature workforce is indeed commendable, and the hospital has a vast range of programmes and resources in place for its older staff. These include programmes preparing older workers for re-employment and upgrading technology consistently to help older workers do their work with greater ease. For example, magnifying glasses are given to older nurses to help them read patient sheets. SGH’s holistic provision of an elderly-friendly workplace goes right from the big picture to the little details encapsulated through this very example. This belief in retaining the older workforce is a key factor to its success. “Older workers add that special touch in caring for patients with their wealth of experience,” Esther Tan, HR Director of SGH, tells HRM. “Moreover, getting staff to work longer can help in labour crunches and fill in gaps left by talent shortages.” All in all, SGH walks the talk by having a robust and fair HR system which discounts arbitrary factors such as age in providing the utmost care and benefits for its employees.

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COVER STORY

Mature workers Internships for mature workers in the US The Tecumseh Area Partnership (TAP) in the US state of Indiana is implementing an employment strategy for mature workers, using subsidised internships. The project’s public funds pay an hourly wage to mature workers in internships that give them on-the-job experience in a new field or industry. The internships are exclusively for high-growth industries, and the hourly rate that the intern receives is based on the rate that the employer would otherwise pay a trainee or new worker. TAP is reaching out to employers to let them know about this opportunity to “try out” a mature worker with no obligation to hire long term, and project staff are also coaching mature-age workers to pitch the idea to prospective employers. TAP’s Susie Perkins says, “Having the mature worker promote a no-cost internship directly to an employer during an interview could end up being a key part of the strategy — a way to entice the employer to take a chance on a seasoned worker.” The project is not requiring employers to hire the worker at the end of the internship, and the paperwork has been streamlined to make this an even more appealing prospect for the employer. The intern’s supervisor and TAP will be evaluating the progress of interns throughout their stay, which could last anywhere from 30 to 90 days.

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

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Top US CEOs have proposed raising the retirement age there to

70 Source:

Business Roundtable (BRT)

their jobs. When the remuneration package is reasonable, they conveniently slip into their comfort zone,” she explains. A wake up call can be triggered in a variety of ways: through coaching, self-discovery workshops, or organisational restructuring to name just a few. They help people to take stock of their lives and initiate a career Plan B before being overwhelmed by external events. “While ReCareer typically occurs during the second half of our phase of life, it is not necessary to wait till you reach the magical 50” says Lim. “It begins when you look at your life, wonder how much time you have left, and desire to do something more meaningful or significant.”

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Seah-Khoo Ee Boon Senior Vice President Resorts World Sentosa

2014

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John Nolan Senior Vice President, Human Resources, Global Markets Unilever Asia

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HR INSIDER

Sofitel Luxury Hotels

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HR INSIDER

HR MAGNIFIQUE The Asia-Pacific region has plenty of luxury hotel names, but only one can boast a unique French origin. Dirk-Jan Rijks, Vice President of HR – Asia Pacific, Sofitel Luxury Hotels explains how the brand is attracting more Gen Y workers and developing leaders By Vivien Shiao Shufen While most hospitality and service providers in Singapore are fretting about the manpower crunch, Dirk-Jan Rijks, Vice President of HR – Asia Pacific, Sofitel Luxury Hotel says he is calm and confident. “We believe that with the product and brand that we have, we will be able to find good talent,” he says. As for the Sofitel So Singapore hotel expected to open in November this year, Rijks says his team has been fortunate to have hired a significant number of local staff members for its opening. “We are aware of the talent crunch, but we are confident that we are going to find the right people,” he adds. Rijks believes that Sofitel’s elegant and modern image is one draw factor for employees. As the only international hotel brand of French origin, Rijks says that candidates are attracted to its uniqueness as people can see that the hotels and their staff are different from others. One interesting practice that Sofitel hotels have is the candle ritual. When the sun sets, every hotel will light candles. The meaning behind this goes back to the 16th century when Paris did not have lights after dark and it was unsafe to walk at night. Louis the 14th instructed the police chief to create lights in the city; ensuring Paris would be forever known as the City of Lights.

“In all our hotels, our ambassadors – what we call our staff – say bonjour or bonsoir to the guests. These are all small elements that set us apart,” says Rijks.

Attracting Gen Y Sofitel underwent a rebranding exercise four years ago and since then, younger workers are becoming increasingly drawn to the brand. In a recent survey among hotel schools in Europe, Sofitel jumped from the eighth place to the third in the employer-of-choice rankings, says Rijks. “Products like So Bangkok, our first So hotel in Asia-Pacific, are really funky and modern. We are doing things there that are appealing to younger generations, such as having social and interactive media in the rooms,” explains Rijks. Even the uniforms at So Bangkok appeal to younger workers. Created by famed designer Christian Lacroix, the colourful and theatrical uniforms attract workers because of their stylish, hip image. At Sofitel So Singapore, designer Karl Lagerfield, creative director of Chanel Fashion House, will be responsible for the logo and uniforms. The world of haute couture creates excitement and buzz surrounding the brand and that reaches out to Gen Y’s desire to stand out. ISSUE 13.9

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HR INSIDER

Sofitel Luxury Hotels WHO’S WHO IN HR

Dirk-Jan Rijks

Vice President of HR – Asia Pacific, Sofitel Luxury Hotels

However, whether young or old, Rijks says that hiring people with the right attitude is key. “They will be dealing with guests 24/7 as hospitality never stops, so the right attitude is needed,” he observes. “People who are inspiring, sociable, playful and with an entrepreneurial spirit are some things we look for,” he adds. “What we are trying to create is for every ambassador to give service from the heart, and they can only do that when they are confident and independent.”

Lebana Penkar

Developing people

Director of Training & Talent Development, Sofitel Mumbai BKC (India) (Based), Training Champion, Sofitel India

People who are

Diana Lee

Regional Director of Human Resources, Sofitel Australia, NZ & Fiji Based in Sofitel Melbourne on Collins

Michael Vaz

Christian Pensart

Regional Director of Training & Talent Development, Sofitel Greater China Based in Sofitel Macau at Ponte 16

Veronique Augier Nel Executive Assistant to Vice President Human Resources, Sofitel Asia Pacific

Edward Pearce

Regional Director of Human Resources, Sofitel Greater China Director of HR Sofitel Shanghai Jing’an Huamin (based)

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Regional Director of Human Resources, Sofitel French Polynesia Based in Sofitel Tahiti Maeva

Ji Li

Management Trainee Human Resources, Sofitel Asia Pacific

inspiring, sociable, playful

and with an entrepreneurial spirit are some things we look for

Sofitel launched its Ambassadors programme two and a half years ago, reaching out to its 25,000 employees around the world. The programme was developed to introduce the brand and the luxury universe to new employees, as well as to train current personnel. “We decided to call our employees ‘ambassadors’ as they represent the company,” says Rijks. “They all receive a passport as they go on a journey with us.” This document is a symbol of career development, and is kept by each staff member throughout their professional ‘journey’ within the brand. Each page represents a different training programme that supports the brand, including courses on luxury service, the Sofitel attitude, and brand standards. “Wherever we can, we try to train our employees (internally) or send them for a training course,” says Rijks. Aside from the ambassador training programme, other tools include the Sofitel online university where employees can undergo skills-based courses. One way to sharpen soft skills is through an “elegant coffee morning”, he explains further. “Every six weeks, we will take turns to give an update about the company. Sometimes we do fun things like a quiz that creates a bond as everyone has to participate.” For senior executives, each year a select group of them are sponsored to do an MBA programme with Glion, a wellknown hospitality school in Switzerland, saus Rijks. Sofitel also works with Cornell for e-learning online courses for its hotel general managers. Department heads, meanwhile, can access an 18-month international hospitality programme that grooms them to become general managers. “Hotels have to budget four per cent of payroll costs to train,” he says. Sofitel is part of hotel operator Accor and employees also get to benefit from training programmes with the Accor Academy. There are different levels of programmes that are designed to suit everyone, from the line managers to senior leadership. “If we look at the expansion of the group, we need more department heads and general managers, so we have different programmes to develop them further, such as leadership skills, communication skills, negotiation and so on,” Rijks explains. Another initiative that Sofitel possesses to groom talent for leadership positions is the School of Excellence programme, which Rijks started two years ago. “We hire and recruit from the top hotel schools in the world. We hire top talents which we see as our general managers in nine to 10 years’ time,” he

HR INSIDER

says, adding that he is currently mentoring five such protégés. He contacts every six to eight weeks as they complete a 12 to 18 month programmee within the hotel group. “We have 40 School of Excellence ambassadors. If we can retain 50%, we have potentially 20 future general managers,” he explains. “They are our high potentials. More and more Asians are going to top hospitality schools around the world and when they come back they have more potential because they have the right passports and speak the right language.”

Saying ‘merci’ It’s not enough to recruit and develop workers – they need to feel valued and appreciated as well. At Sofitel, each hotel has an Ambassador-of-the-Month programme for the top-performing employee who has gone the extra mile for guests. “We also have a ‘merci’ card system,” Rijks says. “Whenever we catch an employee doing something right, we give them a ‘merci’ card which represents points which can buy prizes.” On their birthdays, employees receive a voucher to stay in a Sofitel hotel together with their family, including dinner and breakfast. Such gestures add a nice touch and let staff know that they are more than just a number. In Asia-Pacific, Sofitel has a project called the Golden Link. “It is a trophy and prize of 5000 euros for a hotel that comes up with a long-term project that benefits either the guests or ambassadors,” says Rijks. In 2011, the winner was a hotel in Fiji which turned a large piece of land into a garden to grow vegetables and fruits. The products were eventually used in the staff restaurant which benefited the workers. “The local community also got to benefit as new vegetables were introduced to the island to help Fijians have a better diet,” Rijks says.

To the future Rijks has a team scattered across Asia-Pacific, but he sees to it that they remain close in contact. “We have a monthly conference call to update each other,” he says. “I try to visit every hotel once a year. Every time there’s a new training programme to be rolled out, we all have to go to Paris.” He also firmly believes that transparency within the team and the organisation makes his HR team stand out. “There are certain things that are confidential in HR, but there are a lot of things that can be shared and communicated. The more you do so, the more you avoid rumours and gossip. Whatever I know, I share and vice versa,” he says. He says staff have the opportunity to provide feedback on his leadership, and that of other senior management. The company recently conducted a 360 degree appraisal of the five leaders in Asia-Pacific, where 20 staff were asked to give direct feedback. “One of the pieces of advice received was that we are very close to the people, we give a high level of support and our communication works very well. That’s really good as we are not seen as people sitting high up in an ivory tower,” Rijks says. In its latest (2012) Engagement Survey, Sofitel had an overall employee satisfaction score of 88%. Globally it’s 86% and for Singapore, it’s a whopping 90%. “Even though we have a small team in Singapore, they are still quite satisfied. I think it’s a combination of being close with your people, close communication and transparency. The spirit of openness is one of our core values and it is one of the values my boss values most. The future of our HR team and the organisation looks bright,” he says.

EXECUTIVE BIO Dirk-Jan Rijks, Vice President Human Resources of Sofitel Asia Pacific, brings a wealth of talent management and Human Resources experience to Sofitel where his remit is to spearhead the Human Resources function of 40 Sofitel branded hotels and resorts, represented by 15,000 Sofitel Ambassadors. Based in Singapore, Rijks’ primary responsibilities for the Asia Pacific region include representing the Human Resources function initially for the re-branding programme, ensuring brand-related training modules are rolled out within all properties, regularly visiting and inspecting the hotels to ensure compliance, and recruitment of senior level employees such as General Managers, Department Heads and regional management positions. He is also actively involved in various project groups such as the Sofitel Ambassador Programme, School of Excellence and GM Entrepreneur. Prior to joining Sofitel, Mr. Rijks held the position of Chief Human Resources & Administration Officer with Qatar National Hotels Company (QNHC) in Doha, Qatar, which is an asset management company as well as hotel operator. His scope of responsibilities included managing the Human Resources function of the head office in Doha and being the strategic partner in setting up a new hotel chain (Merweb brand) composed of 15 to 20 hotels. Prior to his tenure with QNHC, Rijks was Regional Director of Human Resources for Hyatt Hotels Egypt whilst being the Director of Human Resources and based at the Grand Hyatt Cairo. Before moving to Egypt, Rijks held other Human Resources postings for Hyatt International and was part of the hotel opening teams in Baku (Azerbaijan), Amman (Jordan) and Moscow (Russia). Rijks has over 23 years of experience in the hospitality industry spanning over continents - Europe, the Antilles, the Middle East, and more recently Asia. He has held key positions in Human Resources management at hotel and regional levels for the past 17 years. Rijks is a graduate of the Hague Institute of Hospitality Management. Since 2008 with Sofitel Luxury Hotels, Rijks has been instrumental in the talent development, succession planning and branded HR programmes roll-out and implementation for the Asia Pacific region.

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FEATURE

Employee engagement

Motivating the

average Joe

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FEATURE

A happy employee is likely to be more engaged in his work and be more productive at what he does than one who’s not. “He (A happy employee) is interested to benefit both himself and his company through the work he does,” says Sean Lim, an adjunct lecturer with The School of Positive Psychology. “He may be more proactive in contributing ideas, time and effort as he is able to reap the rewards in one way or another; that is through recognition, monetary rewards, or promotions,” adds the author of Happiness is Within Your Reach: 52 Ideas to a Happier You. Apart from being more productive, research has shown that happy workers tend to stay five times longer in their jobs than their unhappy counterparts. They are also six times more energised, and take 10 times less sick leave. “Happier workers are always ready to help their colleagues and speak-up on issues that affect their performance,” says Scott Morris, managing director of NetApp Asia-Pacific. “Happy employees are 31% more likely to achieve their goals.” He believes that creating a great workplace is one of the best investments a company can make, leading to better recruitment, lower turnover, greater innovation, higher productivity, stronger employee satisfaction, and, most importantly, more loyal customers and higher profits. NetApp Asia-Pacific was ranked in the top 10 of Fortune magazine’s ‘100 Best Companies to Work’ list in 2013, proof of its commitment to honouring its employees as its biggest assets.

Engaging average Joes To engage average and low-skilled employees in particular, companies can focus on their physical wellbeing and work to improve working conditions. Lim cited the example of Singapore’s first strike in 25 years – a bus strike in November 2012 – in which poor housing conditions was one of the key factors leading bus drivers to walk off the job. Some ways in which companies can engage average and low-skilled employees include holding courses

Global Employee Engagement Index 1 India

11 Netherlands

2 Brazil

12 Italy

3 Turkey

13 UK

4 Switzerland

14 Spain

5 China

15 Singapore

6 USA

16 Sweden

7 Canada

17 France

8 Germany

18 Japan

9 Russia

19 Hong Kong

10 Australia Source: ORC International

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GO BEYOND THE DRAWING BOARD Do you have a vision for the place we call home? Turn that vision into a reality. In today’s rapidly-changing world, we need officers who can envision innovative solutions to the complex challenges Singapore faces, and who have the dedication to realise that vision to better our people. Every officer plays a role in our nation building. We welcome individuals of diverse backgrounds and talents to help shape Singapore’s future. We have 136,000 officers currently serving in 16 Ministries, more than 50 Statutory Boards and nine Organs of State. They are already making that difference. What are you waiting for?

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Employee engagement and training sessions to enhance their skills, says Morris. “Studies have found that employees tend to do their jobs better, be more satisfied with their work, and sometimes achieve qualifications from workplace learning.” Another method is to encourage interaction amongst average and low-skilled employees on a social level. For example, the quarterly ‘Friday Beer Bash’ at NetApp is where employees from different departments get to mingle, relax, and get to know one-another better on a personal level. “The informality of such events helps to break down social and economic barriers that may have restricted such interactions at work,” says Morris. The company also makes it a point to start the weekend on a positive note by providing breakfast every Friday morning for employees to have a chance to catch up with each other about their work week. Within Singapore’s Public Service Division (PSD), the weekly ‘Blue Sky Friday’ initiative encourages staff to leave the office on time so that they can enjoy the beautiful blue skies on their way home. This serves to remind officers to spend time with friends and family members and to have better work life harmony. Staff are also encouraged to bring their children to work during official half-days (such as before Chinese New Yea and Christmas). This allows children to better understand the work of their parents. Meanwhile, the PSD’s ‘Back to School with Parents’ initiative encourages employers to give parents time off to take their children to school in the first week of the school year. “This is part of PSD’s efforts to encourage positive parenting as well as ease their anxieties,” says Ho Chee Pong, Senior Director – Human Capital, Public Service Division, Prime Minister’s Office. “This initiative is wellreceived by staff.”

“Happier workers are always ready to help their colleagues and speak-up on issues that affect their performance. Happy employees are 31% more likely to achieve their goals” – SCOTT MORRIS, MANAGING DIRECTOR, NETAPP ASIA-PACIFIC

Work-life balance as a motivator According to a recent Job Central survey, while salary remains the main factor driving workplace happiness, work-life balance comes next. Nobel Prize winning economist Daniel Kahneman, agreed, saying once an individual earns more than US$75,000, the increase in salary will not result in much increase in happiness. “Hence, the focus will on the well-being of the staff,” says Lim. “In order to improve that, management needs to pay more attention to employees’ needs such as through regular communication and feedback, and non-monetary recognition such as compliments, work-life balance, and empowerment at work.” As the central people agency for the Public Service, the PSD’s work impacts 130,000 public officers working in 16 ministries and more than 50 statutory boards. With a staff strength of about 300, ISSUE 13.9

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FEATURE

Employee engagement CASESTUDY

NetApp Asia Pacific NetApp’s commitment towards supporting and encouraging staff to partake in volunteer activities in turn influences the way they view their roles within the organisation. “NetApp strongly encourages volunteerism,” says Scott Morris, managing director of NetApp Asia-Pacific. Employees have the option of participating in ‘Volunteer Week’ where they go on trips to support various causes. Morris says they return greatly refreshed and motivated by the opportunity provided to them to give back to the community, which increases their productivity at work. “The trips or events that take place during ‘Volunteer Week’ help build teamwork amongst our employees,” says Morris. “One example of this is when NetApp employees in the US built prosthetic hands for land mine victims.” In addition, NetApp employees around the region have the opportunity to take part in various volunteer activities throughout the year through the company’s ‘Community Outreach Program’. Most recently, in January 2013, NetApp organised ‘Food for Love,’ where employees helped to package and distribute donated food items to the needy. All proceeds raised went to the Food From the Heart charity, which aims to re-channel unsold bread and non-perishable items to the underprivileged. Management-level team members are asked to lead by example. Last year, on top of a SGD$2 million donation, the NetApp Singapore office raised S$148,811 for children’s cancer research by holding an event in which participants shaved their heads. “The initiative was led by Simon Green, our Vice President and General Manager for Asia-Pacific, and all proceeds went to the Duke-NUS Pediatric Cancer Research Fund, and The St. Baldrick’s Foundation, a charity committed to funding research for a cure of childhood cancers,” Morris said.

PSD officers are given up to

16 HOURS PER YEAR

to participate in community involvement initiatives during office hours.

it sets the HR policy framework for attracting, developing and retaining public sector talent, as well as grooming leaders. The organisation’s diverse and changing demographics have led to higher expectations for better work-life harmony. As a result, work-life harmony has become a key strategy for PSD as it seeks to be an employer of choice. “We believe our officers can achieve a good work-life balance, and through that be an engaged and productive employee,” says Ho. “PSD has put in place initiatives to champion work-life practices, and foster the right supporting culture and environment. This is also an employee value-proposition that works.” According to the latest feedback, 85% of PSD officers agree that flexi-work arrangements have helped them achieve work-life harmony. PSD offers several flexible work arrangements (FWAs) to its staff: • Flexi-Time: Employees may vary the start and end times of their working hours, provided that they fulfil the requirement of 42 hours of work per week. • Flexi-Load: A part-time employment scheme that allows officers to opt for shorter work-week with pro-rated salaries and benefits. • Flexi-Leave: A variety of leave options are available to cater to the different needs of officers, including parent-care leave and non-paid leave of up to two years for events such as study, or family relocation. “PSD recognises that our officers need to balance their work and personal commitments,” says Ho. “We believe that by doing so, we can enhance the wellbeing, productivity and commitment of our officers, resulting in greater effectiveness for the organisation.”

Dirty little secret of employee engagement surveys The case for improving employee engagement is impressive. Aon Hewitt notes: “20% of an organisation’s (most engaged) employees create 80% of the value” and polling company Gallup, claims that “actively disengaged employees... cost the American economy up to US$350 billion per year in lost productivity”. However, these surveys are likely doing more harm than good, says Robert Gerst, Partner in Charge of Research & Statistical Methods at Converge Consulting Group and author of The Performance Improvement Toolkit: The Guide to Knowledge-Based Improvement. He cites research published in the American Society for Quality’s Journal of Quality and Participation: “The dirty little secret of employee engagement surveys is that they’re largely junk science – placing the marketing objective of telling and selling a good story above the practical and ethical objective of telling the truth.” Statistical methods are misused, corrupting survey results, while providing an air of scientific legitimacy, says Gerst. The statistical methods used to identify important findings in

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engagement surveys, such as statistical significance tests and regression analysis, are the same methods used in the 1994 bestseller The Bell Curve, which controversially “proved” that African Americans were intellectually inferior to white Americans. “Employee engagement surveys use the same statistical methods and get similarly ‘insightful’ recommendations geared to increasing the engagement score of the business,” says Gerst. Should business rid themselves of the employee survey? Gerst says no, but business needs to stop using “junk” science. “We need to get feedback useful in building better, more productive, workplaces. That means gathering improvement-oriented data concerning what people like and what they don’t, what’s working and what isn’t,” he explains. “Employees, and employee feedback, needs to be treated with a little respect.” “Do that, and business will soon get some engagement bang for its billion bucks.”

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FEATURE

Serviced Apartments Moving to a new city requires an employee to adapt to different sights and sounds, unfamiliar cultures and, often, a whole new way of living. Helping that worker create a home away from home is therefore critical, as it helps the person settle in quickly and become more focused at work. Serviced apartments are designed to help expatriate employees feel at home in an otherwise foreign environment, with many providers pulling out all the stops to ensure a smooth transition. “Expats traditionally are looking for the comfort and privacy of a home-like environment, with access to a separate living and bedroom areas, full kitchen, and complimented with modern amenities,” says Craig Ryan, Managing Director, Asia Pacific, Oakwood Worldwide. The size and configuration of an apartment will depend on such factors as family size, length of stay, and purpose of travel. While this varies by location and operator, the largest demand is for one-bedroom apartments, observes Ryan. Compared to hotels, serviced residences offer more space, comfort and the privacy of an apartment with top quality services, says Tan Boon Khai, Regional General Manager for Singapore and Malaysia, The Ascott. Its apartments range from studios of at least 36 square metres in floor area to penthouses of around 343 square metres. Most serviced apartments are also fully-furnished apartments and feature separate living, dining, work and sleeping areas. Fully-equipped kitchens enable guests to whip up a home-cooked meal. “A wide range of household appliances such as a washing machine, dryer, dishwasher and technology such as broadband internet, and iPod and iPad docks adds convenience for our residents, says Tan.

Ascott Raffles Place Singapore – Finlayson Suite

In addition to a variety of room configurations, today’s expats are increasingly seeking accommodation with access to authentic local cultural experiences, says Andrew Donadel, General Manager, Pan Pacific Serviced Suites Beach Road, Singapore. Located in the vibrant cultural heritage sites of Beach Road and Arab Street, while also bordering the city and the Central Business District, apartments such as Pan Pacific Serviced Suites Beach Road provide a combination of convenience as well as a range of cultural experiences at its residents’ doorsteps. Safety and security is another top priority for serviced apartment guests. Serviced apartments usually offer 24-hour security, closed-circuit television surveillance and electronic key card access for lifts and apartments. “As our serviced residences

“Today’s expats are increasingly seeking accommodation with access to authentic local cultural experiences” – ANDREW DONADEL, GENERAL MANAGER, PAN PACIFIC SERVICED SUITES BEACH ROAD, SINGAPORE

Pan Pacific Serviced Suites – One-Bedroom Executive Suite ISSUE 13.9

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FEATURE

Serviced Apartments cater mainly to expatriates or business travellers on project assignments, there is lower guest turnover and human traffic on a daily basis. Hence, there is greater privacy for our residents and it is easier for our staff to identify unfamiliar visitors,” says Tan.

Personalised stays Serviced apartment providers today offer a host of value-added services to help their new guests become quickly comfortable in their new environment. At The Ascott, a dedicated team (called ‘the Ascott Hosts’) contacts guests before arrival, setting up their apartments the way they prefer. “Our Ascott Host will continue to be the main contact for them throughout their stay 24-7, providing personalised attention and assisting with services such as business amenities, grocery shopping as well as useful local tips,” says Tan. To further extend the welcome, The Ascott also offers a hamper of snacks, drinks such as coffee and tea, and chocolates on arrival. Personal preferences can also be made known directly to the reservations team at Pan Pacific Serviced Suites Beach Road prior to arrival. This allows them to create a personalised stay for every guest. In addition, a team of personal assistants is on call 24 hours a day. They act as travel advisors, personal shoppers and secretaries, ready to offer advice on a myriad of issues, from cultural nuances to providing recommendations on the best eateries in town.

Culture vulture Moving into a new cultural environment can sometimes be an overwhelming experience. Ryan shares his personal experience of moving to India some years ago. “While I love all that India has to offer, I remember feeling completely overwhelmed by the sensory overload that I experienced on the drive

Oakwood Premier Joy~Nostalg Center Manila – Bedroom

Oakwood Residence Sukhumvit Thonglor Bangkok – Living Room

from the airport to my serviced apartment. Nothing can quite prepare you, but having someone speak from experience and lend their insight will help expats to better adjust to their new home,” she says. Recognising this, serviced apartment providers such as Oakwood offer numerous services and activities to help guests assimilate. ‘From the initial engagement, our teams endeavour to educate and level set the expectations of our guests as it relates to the property, the surrounding environment, transportation and so on. We provide as much insight and knowledge about the city – its people and the culture as possible,” says Ryan. At Ascott, staff organise activities for residents to meet and socialise with other each other, and also to help them to understand local culture and practices. “We organise activities during Chinese New Year, Mid-Autumn festival and Hari Raya to give residents an insight into the history, the beliefs and values behind these festivals and celebrations. The residents also get the chance to feast on the festive goodies and mingle with other residents and our staff,” says Tan. During Chinese New Year this year, The Ascott organised a lion dance performance at all of its properties in Singapore, and residents were invited to be part of the celebrations complete with the tossing of the “yu sheng” to bring prosperity and happiness. In a similar vein, Pan Pacific Serviced Suites Beach Road hosted a ‘Buka Puasa’ fast-breaking ceremony in August, enabling residents to celebrate the occasion and learn more about local culture and traditions. ISSUE 13.9

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MICE

Company D&D

How to

rock

the

office party 54

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MICE

Who says the annual company party has to be a conservative, dull affair? After working so hard the whole year long, employees deserve an awesome celebration. Show the fun side of HR by planning a night to remember with these great ideas By Vivien Shiao Shufen It’s been a tough year. All your staff have worked their posteriors off, and it is only fitting that HR throws a party to celebrate everyone’s efforts. The whole goal of having the company’s annual get-together – whether it is an intimate party or a grand dinner and dance – is for all staff to bond and have a smashing good time. These best intentions don’t always go according to plan though. The unfortunate truth is that many workmates actually dread this annual event, especially if it is the same routine each year. If your company party involves catered food within the office, and the CEO and different department heads giving speeches all night long, it should be no surprise that workers are dragging their feet to attend. If your organis ation suffers from such lifeless events, it’s time for HR to spice things up and create a memorable event that co-workers look forward to. Your employees deserve it.

It is important to set out

clear goals

when planning the office party

Setting goals It is important to set out clear goals when planning the office party. While that sounds like a buzzkill, creating objectives to meet is a structured way of making sure the party turns out to be whatever you want it to be. The old adage “fail to plan, plan to fail” is not just a cliché in this case. At KPMG, company parties and events are a platform through which they welcome recruits, celebrate achievements, and commemorate milestones. “These events give us an opportunity to network with colleagues from different business functions who may not be able to interact

Themed company D&D – KPMG’s Got Talent

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MICE

Company D&D

Marine Life Pak - Pavilion by the Sea

Parties are almost always more fun with a

theme involved

regularly,” says Stephen Tjoa, Partner for People, Performance and Culture, KPMG Singapore. “As we continue to grow from our current 2,400-strong staff population, our ultimate goal is to bring all our employees together as a firm.” Adeline Goh, Director, ICON International Communications, adds that everyone should be involved. “Office parties can also be team-building exercises, and the best way to improve interactions between the company teams is to put different members on the same project,” she explains. “This also allows us to draw on the ideas of people from different teams who do not work together on a regular basis.”

Venues galore There are many elements to consider when planning an event, says Tjoa. “These include having a good spread of food and beverages, choosing the right venue taking into account the scale and purpose of the event, and planning exciting, meaningful activities. We also prepare wet weather programmes for outdoor events,” he explains. Goh concurs that picking the right venue is key to organising a successful party. “We’re always on the lookout for exciting new venues with a view,” she says. In Singapore, party planners are spoilt for choice when it comes to event locations. One option is Resorts World Sentosa, which can provide

Party in the USA (sort of) The Singapore Exchange (SGX) had a full-blown theme party extravaganza a few years back with its annual staff dinner and dance, opting for a street-party themed dinner at Universal Studios Singapore. It utilised four out of the seven themed zones at the park. The dinner and cocktail reception was scheduled shortly after the park was closed to the public, with the biggest challenge for event managers being the short turnaround of under an hour. The party had a ‘movies’ theme and participants received star treatment as characters like Marilyn Monroe, Betty Boop, Charlie Chaplin and Beetlejuice welcomed and mingled with them at the cocktail reception. The night’s events started in style as guests entered a special effects movie sound stage to take a behind-the-scenes look at movie-making. Dinner was served on the street and sidewalks of America’s biggest and grandest city – New York – where guests soaked in the atmosphere of the Big Apple under the neon lights. After dinner, participants also rode attractions like the Accelerator and the Revenge of the Mummy indoor roller-coaster.

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the perfect fit for any office party concept, from the conventional ballroom setting to a wide range of differentiated venues that takes the event experience out of the ballroom. “Our venues can host any dinner with a group size from 20 to more than 4,500 in our sprawling resort complex,” says Theresa Gan, Vice President of National MICE and Group Sales, Resorts World Sentosa. “Our anchor attractions also provide a myriad of office party options with themed settings and full event services from food and beverage to entertainment.” These include the famed Universal Studios theme park, the world’s largest aquarium, the region’s only water park with marine life integrated, and the Maritime Experiential Museum. There is also the columnless Compass Ballroom, as well as 37 function rooms and 20 varied event venues, both indoors and outdoors. “With our gamut of attractions, accommodations, entertainment and performances – all of which are housed under a single destination – companies can hold a complete retreat at our one-stop MICE destination,” Gan says. For a rocking event, consider Hard Rock Café Singapore. There are three cafes in the country, with locations in Orchard Road, Changi Aiport and on Sentosa Island. The location in Orchard is convenient and right in the heart of town. Comprising of three sections, the Lion’s Den is a cozy room on the mezzanine floor, with a bar and floor-to-ceiling windows overlooking Orchard Road that is ideal for private parties. The Mezzanine has a unique open balcony layout with a bar area that is ideal for medium-sized cocktail and buffet parties, while the Main Floor has the unique Hard Rock ambience, complete with bar area, dance floor and stage, making it ideal for larger parties. The entire café can be made available and customised to achieve a memorable experience. “Hard Rock Café boasts wholesome American food plus local favourites, friendly staff, the best of Rock and Roll music and memorabilia that make great conversation pieces,” says Natalie Wee, Marketing Communications and PR Manager, Hard Rock Café Singapore. “Our packages also include the complete set up from food to drinks to venue as well as entertainment. This lessens the burden of clients from dealing with too many third party vendors.”

Theme up! Parties are almost always more fun with a theme involved, as employees are forced to rack their brains and plan with each other what outfits to turn up in. It is a great way to get staff excited about the party ahead. Aside from themes, planning excellent games and activities is a must. “We ran a singing competition called ‘KPMG’s Got Talent’ at one of our dinner and dance events,” says Tjoa. “The competition featured five finalists shortlisted from more than 30 applicants. These finalists competed on a professional stage and were given the ‘star’ treatment from their colleagues, who cheered them on and voted for them to win.”

MICE

KPMG also has an annual beach party where everyone – family members included - gathers for a good time at the beach. Games such as beach volleyball and wave-riding competitions are a great way for employees to spend the time, while children are entertained by face painters and glitter tattoo artists. At Icon’s seventh anniversary party last year, the firm adopted a ‘007 James Bond’ theme, partly attributed to the fact that its managing director is English, says Goh. “While not many people turned up in a tuxedo because of Singapore’s weather, I can assure you the number of martinis consumed that night more than made up for it.”

Just in case Even with the best plans, things can still go awry. It is always wise to prepare for any unforeseen circumstances. “For guests who are over the alcohol limit, a taxi should be organised for them, or to check if their fellow colleagues or family can be a designated driver and take them home,” suggests Wee of Hard Rock Café. “For every event, the organising committee performs a critical role in mapping out possible contingencies and even risk management issues,” says Tjoa. “During company events,

Universal Studios Singapore - Far Far Away

the committee members are ready to step in if they have to, and escalate matters to management on the spot should they feel a situation warrants immediate attention.” HR will do well to exercise vigilance and work closely with event organisers to ensure the well-being of all in attendance. It is also good practice for party planners to put out reminders to behave responsibly in advance. That way, everyone can have good, clean fun.

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events that rock.

you want more than just another venue …

No event is too big or small for us. Our dedicated and creative team will turn your event into one with glitz and glamour. Even better, we can tailor it to meet your management goals and budget!

for banquet, events & enquiries, please: • Call +65 6731 5906 or • Email: banquetenquiries@hardrockcafe-singapore.com

IN PERSON

HR talent Peggy Leong-Yeo

Group HR, ECS Holdings Limited

How many years HR experience? More than 20 years in diverse industries with a large part spent in a global German MNC. Why HR? Companies are not successful merely due to market realities and sustainable competitive advantages. Successful companies are those that consider human capital their only dynamic and most important asset. HR is a strategic function that acts as a link between the company and its employees and aims to attract, manage, retain and develop employees to enable the company to meet challenges, and achieve its strategic goals. I view HR as a core function in an organisation and I want to be part of it to make things happen. Why ECS Holdings? With the valuable experience and knowledge I have acquired from working with a MNC for many years, I want to contribute what I have gained to a local organisation. I believe in the company and the leadership team. It is a top ICT company with great people, products and solutions and we partner with the big players in the market.

Biggest achievement? I think the transformation of the HR department into a strategic HR Business Partner role can be considered my biggest achievement. The journey involved communication and commitment from the team, followed by competency fit gap analysis, coaching and training. It took a while but looking back, we are all proud to have succeeded and the team now has a strategic Business Partner role partnering the business leaders to achieve their business goals. Biggest challenge? As someone who is not overly IT savvy, the biggest challenge for me is to keep pace with the advances in technology in the working environment and social media. After office hours? I have dinner with my family and catch up on the day with them. Twice a week, I also go for long walks with my hubby. Family? Married with three grown up children. We are a closely knitted family who share an interest in travelling to places with rich history and culture. RESOURCES

Book reviews

Less time and effort for greater success Overwhelmed, out of control, powerless. We’ve all experienced these feelings on days when emails just never stop coming in and we struggle to keep our head above the water at work. We may even have worked more overtime hours than we should have and end up feeling as though we never spend enough time on the things that deserve more attention in our lives. Carrying on the success of his bestselling title The 80/20 Principle, Richard Koch shows readers how they can use the idea that with just 20% of our time, effort and key decisions can generate 80% of our success. In The 80/20 Manager, Koch illustrates how to become a more effective manager by achieving results in one’s professional life with just a fraction of the effort. Application of the 80/20 strategies will ensure: • Putting in fewer hours than your colleagues, yet

never be short of time • Learning to focus only on the issues that matter and ignore those that don’t • Achieve exceptional results by working less hard • Feel successful every day Broken down into 14 readable chapters in two parts, Koch builds his advice around 10 types of effective managers. They range from “The Investigative Manager” who is constantly on the search for new ideas, to “The Time-Rich Manager” who focuses on developing value-added work at the first instance, and “The Lazy Manager” who is economical with his energy and attention. Throughout the book are hidden nuggets of inspiring real life stories and practical tips to help readers achieve success with minimal effort. More than just a ticket to being “lazy”, while undetected at work, The 80/20 Manager is highly recommended for those who long for a better work-life balance.

Title: The 80/20 Manager: Ten Ways To Become A Great Leader Author: Richard Koch Publisher: Piatkus Cost: S$27.50 ISSUE 13.9

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TALENT CHALLENGE

Strategic HR

Making tough calls What tough decisions have you make?

Ang Gey Wee Head of HR, Maersk Singapore

As a HR leader, there are many influencing or contributing factors that I must consider when making tough decisions. Unfortunately, the desired outcome is not always guaranteed. There is no such thing as a “pure science” approach when dealing with people. It is never “two parts of H, plus one part of O, equals H2O.” Research shows there is a positive correlation between a company’s performance and a team of highly engaged employees. Sustaining high levels of engagement over a sustained period of time would need the collective effort of all employees, management teams, and HR. As such, the value of HR to the company is accentuated through the fine balancing of needs and expectations of employees and the company’s strategic focus. This is not an easy task. Some tough decisions I have taken include making changes to policies, as well organisational restructuring and staffing issues. In reality, there is no one policy that can achieve a 100% favourable response. Specifically in organisational changes, the need for HR professionals to work closely with the managers of the company is of utmost importance. Failing to manage the magnitude of organisational change may lead to deterioration of employees’ engagement in the organisation. This may potentially translate to high attrition, low performance, and pent-up frustration among the employees.

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Loh Lean San

HR Director – Asia Pacific, Bridon

One particular tough case I was tasked with was to intervene in an impending strike in Indonesia over pay increment. The workers’ union was asking for a huge increase of about 45% in total, a request the company was unable to accede to. Unfortunately, the dispute stemmed from a poor relationship between the local management staff and the workers’ union. The company received notice of a strike when negotiations broke down. I did the unthinkable. I flew in and intervened directly by talking to the union and staff directly. I got them to understand that although they might win the battle (of trying to receive a huge pay increase); they will lose the war (the forced pull-out of the company). Thankfully I had a reputation for being fair and sincere. It made all the difference in a situation like this, where the future is never clear and one has to decide who to trust. Fortunately, the discussions succeeded and we ended up with a more acceptable pay package and the strike was called off. Since then, the workers’ union and staff have been working hard for greater efficiency to fund future pay increases! This incident has led the company to invest more in a high productivity factory - a result that required guts, sincerity and trust in HR.

Michael McCarthy

Group Head, Human Resources, Asia Pacific, Middle East & Africa, MasterCard Worldwide

The toughest decisions I have had to make as a HR professional have all related to situations where the outcome would impact the incomes and consequently the lives of employees. One would need a heart of stone not to feel sympathy for a person, who is being disciplined, dismissed, made redundant or has lost out on a long-pursued promotion, pay increment or bonus. These types of decisions are particularly taxing when they involve young people at the beginning of their working life and carry the risk of impacting their future careers. Years ago I had to dismiss two young graduates who had committed an act of gross misconduct. Although they were likeable, enthusiastic and popular individuals, the nature of their offence made termination the only acceptable course of action. I acknowledge that dismissal would have severely impacted their chances of carving out careers within their chosen industry. In such cases I still had to be compassionate and treat them with fairness, dignity and respect, whilst maintaining a high professional standard and ensuring that the best interests of the organisation are protected. However, from time to time, I do wonder what has happened to those graduates and hope that they learned from their mistakes and went on to establish successful and rewarding careers for themselves.

VIEW POINT

Ascott

Mel Rose Angeles Head of HR for Singapore Operations, The Ascott Limited

Going the extra mile for our residents It takes a special type of individual to anticipate the needs of guests even before they realise them themselves. Mel Rose Angeles, Head of HR for Singapore Operations, The Ascott Limited, explains how the company rewards staff who go beyond the call of duty to provide an exceptional level of service Settling into a new city and work environment can be a daunting experience for expatriates. Bearing this in mind, employees at The Ascott are sensitive to the challenges that lie ahead and are constantly finding ways to better meet their residents’ needs and expectations.

The Grand Winner’s stories are published in our staff portal to inspire each and every colleague to provide excellent customer service and create Ascott Moments for our residents.

Rewarding good service

The personalised attention and care offered by our employees has helped create many memorable stays among our guests. Mei from Singapore is a great example of an employee who went the extra mile. She is well known for her bubbly personality and always makes our residents feel at home. Her positive attitude shone through when a resident required a baby sitter at the very last minute and none of the baby sitting service providers were able to accommodate them. Mei volunteered to baby sit the resident’s son on her own which is after her shift duty. This generous gesture exceeded our resident’s expectations and she was very appreciative towards Mei. The positive customer feedback gained through occasions like these have helped us to deliver better service and enabled us to make the ‘LIFE’ brand promise come alive for our residents. We are proud to have employees who are constantly able to think on their feet to provide such an exemplary level of service.

One way they do this is through the Ascott’s LIFE brand programme. Through the programme, we apply our Local knowledge to help our residents settle into the city and integrate with the local culture. We respect our guests’ Individuality, and help tailor an environment that suits their individual lifestyle. We also make them Feel at home, and then Exceed their expectations with unexpected details that enrich their stay experience. Our employees are instrumental in helping us achieve the goals set out in the LIFE programme. In appreciation of their efforts, we run a staff recognition programme, called “LIFE Heartware Awards”. Here, our various properties send in their employee nominations to HR on a quarterly basis. The award is aimed at recognising individuals who continuously demonstrate an exemplary attitude in their work, strive to deliver “service from the heart”, to make a difference in our residents’ stay, and motivate and encourage fellow colleagues to strive for service excellence. We also gather nominations for the “Grand LIFE Heartware Awards” on an annual basis. The quarterly Heartware winners from Ascott worldwide qualify for this pinnacle award. The winners receive a special award and are brought together on a specially organised trip.

Employees who shine

Tel: +65 6736 9800 Email: enquiry.singapore@the-ascott.com Web: www.the-ascott.com

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TWENTY-FOUR SEVEN

HR at work 9:00am Coffee wakes me up and prepares me for a long day. I’ve already checked some emails on my Blackberry on the way to work. I start on the to-do-list that I prepared yesterday. 10:00am Time for my first meeting with a colleague from our Medical business group. We are expanding the workforce and need to define the requirements for a Business Development Manager to support our Surgical Ophthalmology range in South East Asia

Barbara Frei

Regional Human Resource Manager, ZEISS Southeast Asia

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11:00am Time to follow-up on the previous meeting and open more emails.

3:00pm Meeting with my HR colleagues. We discuss pending tasks and the status of ongoing projects. In particular, we brainstorm on how to further improve the existing learning & development framework across S.E.Asia. Learning & development is an integral part of our company’s philosophy and we constantly make an effort to review and improve the quality. 4:30pm More emails have reached my mailbox by this time. Will answer them first and check what else is on today’s agenda.

1:00pm Tummy is rumbling and can’t decide what to get – Koufu, Kopitiam, fish soup downstairs or sushi delivery?

5:30pm I will grab a quick bite here before starting the night shift. There is an interview scheduled for an Application Specialist role for our Microscopy team at 6:00 PM.

2:00pm Teleconference with my HR colleague in Thailand who looks after the operations at our office in Bangkok. HR updates, events, and reporting is normally on the agenda.

7:00pm What a day! Time to leave the office and go running or to the gym with my sports mate. Best way to take away stress and recharge my batteries for the next day.

Asiamedic (HRM-AprFINALFA).indd 1

3/15/13 3:17 PM

RESTAURANT REVIEW

Red House at Prinsep

A seafood feast Established in 1976, Red House Seafood is a family-run business that started as in a colonial house in Upper East Coast Road. Its latest restaurant at Prinsep Street aims to reach out to a younger generation of diners by offering its signature dishes in a more contemporary and minimalist setting. The evening began with a Trio Combination of Chefâ&#x20AC;&#x2122;s Signature Squid, a tasty appetiser of squid cooked in three ways. We especially enjoyed the BBQ squid, which was very tender and flavourful. Another signature dish is the Crab in Red House Special Chilli Stew- a tangier and sweeter version of the Singapore classic. Those who prefer something spicy could try the Black Pepper Crab. The clear winner of the evening was the Spicy Seafood Combination featuring scallops, prawns, fish and squid in a delicious Thai-inspired curry. We even ordered extra fried buns to mop up the remaining gravy. Still hungry? Try the Red House Mee Goreng, a simple but tasty dish that satisfies.

The new restaurantâ&#x20AC;&#x2122;s city location makes it an ideal place for a corporate lunch or dinner. It can accommodate up to 300 guests. This includes five private rooms, each with a capacity for 12 guests. Three of the private rooms can be combined to seat up to 50 people. Outdoor dining is also available upon request.

Red House at Prinsep 68 Prinsep Street, Singapore 188661 Tel: +65 6336 6080 Web: www.redhouseseafood.com

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TALENT FEATURE

Adecco

Creating teams that work! In today’s competitive business landscape, the search for the best talent has never been more important. Smart companies recognise that to remain competitive they must recruit and retain the right teams – and that means being attractive to more mature workers as well as to Gen Z that are just entering the workforce. Femke Hellemons, Country Manager of Adecco Singapore shares her views on this important topic

Femke Hellemons Country Manager, Adecco Singapore

Today’s workplace can be complex. HR managers have a demanding task to attract, retain and develop the best talent available. Companies today focus extensively on the search for the best available talent and understand that they need to pay competitive salaries and bonuses to secure the best people talent. However, there is also a need to ensure that the talent hired fits the team and company culture. There are many reasons why people choose to join or to leave an organisation. Factors such as salary, workload and workplace flexibility play a huge part in attracting and retaining talent. What is rarely mentioned is the lack of team support or team fit. Managers are often expected to manage both their own workload as well as that of their team members. Managing diverse teams can be both rewarding and a challenge for managers regardless of their years of experience. As HR practitioners, we often come across situations where managers have to manage conflicting personalities, which can create negativity or unpleasantness. The dynamics of the working team can be easily disrupted due to a clash of personalities or expectations and sometimes simply a case of “agree to disagree”.

person they need to recruit. They need to look at their own strengths, weaknesses and be confident enough to know their own limitations. Serious thought needs to be put on ensuring that the recruitment is objective, logical and most of all, will produce the required results.

Understanding your team Managers who oversee diverse teams are encouraged to be transparent and to encourage open feedback from their direct reports prior to any new recruitment. By doing this managers will receive interesting feedback from their teams, as well as gaining their trust and respect - with team members feeling valued as part of the decision making process.

Developing your team As managers are often responsible for the training and development of their team members, it is also important that team members get a sense of strong direction and general support from their managers. Employees who feel valued and who have learnt a great deal through direct observation are often motivated and can be a great source of reference for many more junior members.

Letting the team be! Diversity brings many things to an organisation. Sometimes, managers just need to allow teams to explore how they can effectively work together and to benefit from wide ranging backgrounds and experience. Those who micro-manage and who overtly control teams can sometimes cause conflict. It’s clear that even the best teams have disagreements!

Understanding yourself So what can managers do to avoid situations such as those mentioned? Whilst hiring the “wrong” person sometimes happens, it is strongly recommended that hiring managers first have to understand the profile of the

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

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TALENT LADDER

New appointments K. Thiveanathan

Chief Human Resource Officer, United Test and Assembly Center (UTAC) K. Thiveanathan (Thivi) joined UTAC in July 2013 with more than 24 years of HR leadership experience with various multi-national companies. Since 2007, Thivi was the HR Director of Coca-Cola Bottling Operations based in Singapore. He guided people and change programmes when Coca-Cola went through a major business turnaround with the loss of its F&N franchise, and pioneered the establishment of Coke’s bottling operations in Malaysia.

Before Coca-Cola, Thivi was the ASEAN HR Director of Goodyear, where he set up its regional H R functions. Prior to this, as 1st Silicon’s HR Director, he facilitated organisational restructuring, re-alignment of HR functions and subsequently facilitated its merger with X-Fab (Germany). Thivi was the winner of “2006 - HR Leader Award” in Malaysia. He holds a Bachelor of Economics degree from National University of Malaysia and a MBA

from Charles Sturt University, Australia. “In my current role, one major task is to bring a common identity and purpose to the Group of Companies that were originally made of different business entities, with its own unique systems and cultures. I am looking forward to working with teams of people who are passionate and highly professional in their respective field, towards this objective.”

Veronica Tan

Regional HR Director, Asia, Hill+Knowlton Strategies In a move to bolster talent development and acquisition, Hill+Knowlton Strategies has appointed Veronica Tan to be the firm’s regional HR director in Asia. Tan will be based in Singapore and report directly to John Morgan, president and chief executive officer, H+K Strategies, Asia. Tan brings more than 20 years’ experience in HR management to the firm and will support the development of H+K’s global

initiatives and policies as part of the global talent organisation, and manage activities and performances of the talent management function throughout Asia. She will also continue to strengthen H+K’s position as an employer of choice, and oversee the effective implementation of performance management and staff development programmes across the region. Tan will also oversee the Asia implementation of H+K University, a global training platform designed to

deliver training opportunities. Prior to her current role, she was general manager of HR at Jones the Grocer International where she was responsible for the setup of a new HR organisational structure. She has also worked at FJ Benjamin (Singapore), Capella Singapore, and Starwood Hotels and Resorts. Tan graduated from Curtin University of Technology with a Bachelor of Commerce in Human Resource Management and Industrial Relations.

Pete Baker

Global Head of Learning & Organisation Development, Maersk Line Pete Baker was recently appointed as the Global Head of Learning & Organisation Development at Maersk Line. Prior to his promotion, he was the Head of HR – Asia Pacific at Maersk Line for the past two years, and was with Procter & Gamble for 17 years before that. Baker will be based in Maersk Line’s corporate head office in Copenhagen, Denmark and he will be responsible for the global

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organisation development indicatives, as well as the full suite of learning initiatives including leadership development, functional skills and safety. One of the first elements of his new role is to set up a leadership academy to give their frontline leaders the skills necessary to lead the transformation of our company. He is also working with world class universities and consulting companies

to innovate within the industry. “I hope to ensure that our employees have the right skills in the current roles, and that they are well prepared for their future roles. I also hope to ensure that the company has the right structure and culture to achieve our business goals. After seven years in Singapore, the family and I are really looking forward to settling into a new environment in Copenhagen.”

Fiona Nesbitt Singapore

frazerjones.com @FrazerJonesHR

HR Roles Senior Recruiter, APAC Singapore This global advisory service with a well-established APAC presence is in need of an experienced in-house recruiter to join the team. This post will work in partnership with the business heads across south east Asia to support the delivery of a comprehensive talent aqcuisition programme and promote the development of key internal talent. Strong stakeholder management is required and candidates should be confident in leveraging support from business managers to facilitate the talent acquisition process. A strategic approach combined with an operational execution is essential in this role and candidates should be happy to support and execute full-spectrum recruitment. Ref: JG192141. SG$200,000

Leadership Development Manager Singapore We represent a world-renowned consumer brand in their search for a manager/senior manager level HR professional with in-depth experience in leadership development for the region. This includes having the experience in the full scope of talent management and some organisational development. The role will be responsible for the set-up of this function, including the design, development and delivery of all/any initiative, programme and activity targeted at enhancing the leadership qualities of the organisation’s managers and critical workforce. This is an individual contributor role which will be supported by in-country HR teams. Only Singapore residents will be considered. Ref: SW192271. SG$120,000 - SG$150,000

To discuss HR roles across Asia, please contact Jenae Grieveson or Sharon Wong on +65 6420 0515. Alternatively, email jenaegrieveson@frazerjones.com or sharonwong@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

WE KNOW RECRUITMENT AND WE MATCH HIGH PERFORMERS WITH HIGH PERFORMANCE COMPANIES

Senior HR Manager

Organisational Development Consultant

Director of Learning & Development

› Steadily growing multinational

› Newly created appointment for Asia

› APAC Focused Role

› Strong autonomy and high visibility among top management

› Background in consultancy advantageous

› Fortune 500 MNC

Our client is a growing multinational in the Information and Communications Technology industry looking for a Senior HR Manager. Reporting to the VP of HR, you will lead a team of 3 HR Managers and will partner with the Business Units Heads to work in tandem with the Centre of Excellences and Shared Services to implement strategic initiatives pertaining to recruitment, compensation, talent management and succession planning. You will have at least 10 years of HR experience and be ready to drive HR performances to manage and grow the business.

Our client is a leading global pharmaceutical & healthcare organisation with continual growth within the Asia-Pacific Region. They are looking for an Organisational Development Consultant to working alongside their internal consultancy practice, and concentrate on key projects across business units and locations. Through strategic consulting, you will improve organisational performance through the analysis of existing business problems and develop plans for improvement. Prior practical experience in applying OD expertise at the individual, team and organisational level to achieve business outcomes will be critical.

Our client has interests in more than 40 countries and due to global expansion plans, are looking to fill the newly created position of Talent & Development Director. You will partner the business and play an advisory role on human capital development matters. You will also spearhead the designing of development programs and competency framework for key management within the Asia Pacific region. Key to your success will be your ability to engage the senior leaders on a strategic level. You will have a tertiary degree in HRM with at least 12 years of relevant experience.

Please contact Lucia Deng quoting ref: H1836070 or visit our website.

Please contact Cherry Wu quoting ref: H1853190 or visit our website.

Please contact Sean Tong quoting ref: H1805940 or visit our website.

To apply for any of the above positions, please go to www.michaelpage.com.sg and searh for the reference number, or contact the relevant consultant on +65 6533 2777 for a confidential discussion.

Human Resources

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

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#14185 Licence No.: 98C5473 Business Registration No: 199804751N

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Your career in HR starts here. Assistant Manager, HR Development You will recommend and follow through on all employee engagement initiatives for the region, including engagement surveys, analyses, reporting and delivery of programs, while ensuring consistency and alignment with organizational goals and objectives. You will recommend appropriate L&D options and manage all individual plans for talent development/managemen, and act as an internal HRD consultant to provide advice to business leaders in the region. Possessing a degree in HRD or related, you have 5-7 years of HRM/HRD experiences in consultancy and/or corporate companies, and experience in managing teams and facilitating learning programs for a wide spectrum of audience. Candidates certified in delivering programs and/or administering psychometric instruments/assessments will have an advantage. Contact us at +65 6603 3372 / hrmg@capitagrp.com for a confidential discussion.

HR Manager Responsible for the overall operational requirements in the areas of manpower planning and selection, performance management, rewards, labour relations, employee welfare as well as payroll, you will support line managers in reviewing of policies and program matters, and partner them to take a proactive and consultative approach in all HR related matters. You will identify and improve HR strategic processes, recruitment strategies and seek to influence good practice in all aspects of people management. With sound knowledge of local labour laws and employment regulations, you have about 4-6 years of HR experience, preferably within the healthcare or service sector, with recent years in a supervisory role. Strong working knowledge in SAP will be an added advantage. Contact us at +65 6603 3363 / hrmg@capitagrp.com for a confidential discussion.

Learning & Development Manager You will lead the L&D team to establish, plan total company training plan and follow through to ensure optimal ROI. You will also partner different business units to identify learning needs and thereafter design, develop, deliver and review training programmes accordingly, whilst partnering with various training vendors or internal trainers to establish customized content for various core competencies programmes. You will be involved in new hire-orientation programmes, learning roadshows as well as management of sponsorship programmes. With a degree in HR, you have at least 10 years' experience in HR, with at least 6 years in L&D, and recent years in a managerial role. Candidates with working experience in large engineering / industrial organizations as well as stand-up training experience will have an advantage. Contact us at +65 6603 8031 / hrmg@capitagrp.com for a confidential discussion.

Professional. Personalised. Passionate. THE HALLMARK OF OUR TALENT SOLUTIONS

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CAPITA PTE LTD

EA Licence No. 08C2893 An ISO 9001:2008 certified company

MAKE A QUANTUM LEAP Towards unparalleled career advancement with Kelly Professional and Technical division

Regional HR Manager Regional HR experience

Focus on talent management

Our client is a European MNC and a market leader in the offshore industry. They are currently looking for a Regional HR Manager to lead the HR team. Reporting to the Managing Director you will lead the regional HR team for SEA (total 5 countries) and be responsible for the full spectrum of the human resource functions including recruitment, compensation and benefits, training and development, and employee relations. In this exciting and challenging role, you will partner with senior management in providing consultancy and implementation in the area of talent development and retention strategy, compensation and performance management, benefits review and roll-outs. You will also ensure that current HR policies and initiatives are continuously reviewed and improved upon and, where required, be responsible for implementing new initiatives across the business. You should have strong academic credentials with a degree in HRM or relevant discipline, ideally with 10+ years of full spectrum HR experience. You will have an excellent track record in building and maintaining relationships at all levels within a business. Prior experience in an industrial environment handling SEA region will be preferred. The successful candidate will need to be culturally sensitive due to the employees and regions covered. Travelling will be expected but not more than 20%. To submit your application, please email your resume in word format to lili_kang@kellyservices.com.sg or contact Li Li Kang at (65) 6645 3990 for a confidential discussion. EA Personnel License No. R1108467

Recruitment Manager Focus on talent acquisition

High visibility role

Our client, a leading Asian Bank, is currently looking for an experienced HR Manager (Talent Acquisition focus) to join their HR team. Reporting to the Head of HR and leading a small team, you will manage the end to end recruitment function from identification, acquisition, selection, compensation proposals to on-boarding of new hires. In this rewarding role, you will work closely with the HR Business Partners, Line Managers, external search consultants and vendors. You will engage business heads to understand workforce needs and provide proactive recruitment for their current and future vacancies. You will be required to create a strong employer brand and drive innovative resourcing solutions to attract the best talent in the region. You will lead and coach team members on an on-going basis and provide guidance on daily resourcing operations. Ideally, you should be a graduate with minimum 10 years in HR and have strong recruitment experience, preferably within banking industries and/or external search companies. You should be extremely operational and hands-on in competence and behavioral based interview methods. Comfortable working independently, you will have the ability to source for candidates using various channels of recruitment. Due to the urgent requirement for this role, only those candidates who have local experience and currently residing in Singapore will be considered. To submit your application, please email your resume in word format to lili_kang@kellyservices.com.sg or contact Li Li Kang at (65) 6645 3990 for a confidential discussion. EA Personnel License No. R1108467

Kelly Services, Inc. is a leader in providing workforce solutions. For more than 34 illustrious years, Kelly has been partnering Singaporeâ&#x20AC;&#x2122;s leading companies to deliver the best talent in the market. Today, Kelly Singapore operates from over 10 strategic locations island-wide. Complementing our Technology and Science, as well as functional specialities for Finance, HR, Sales & Marketing, Procurement and Banking.

kellyservices.com.sg

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

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HR Business Partner, (FMCG) 6-month rolling contract

HR Services Manager (Global Bank)

HR Business Partner

Global MNC

HR Advisory

Premier Global Bank

Excellent Career Development

Good Career Prospect

Singapore Coverage

Competitive Salary

Salary Circa S$100K â&#x20AC;&#x201C; S$150K

Private & Investment Banking Segments

Our client is a leading multinational with a significant global footprint. An opportunity now exists for a strategic business partner to join them in this generalist role.

Our client is a major bank with an established presence in Asia Pacific and is continuing to expand into new markets. Due to continued growth and migration of key global support functions into Singapore there is now an exciting opportunity to join the HR team.

This premier bank offers a broad range of banking products and services to a global network of clients. It is seeking a dynamic HR Business Partner.

Supporting the companyâ&#x20AC;&#x2122;s plant in Jurong, you will ensure that HR policies, practices and resources are in alignment with overall business and corporate objectives. This also includes leading and implementing key long-term and short-term HR initiatives that impact overall compensation, succession planning and recruitment strategies.

You will lead the compensation & benefits activities including annual review process, market salary survey, salary proposal, management reports, and provide back up support. You will also lead international assignment activities for Asia team, oversee and check monthly payroll for Singapore and Malaysia. You will manage new payroll provider for Singapore and transition away from current provider. You will provide input on policy review or change discussions with Asia HR team and ensure consistency across the board. You coordinate and manage MAS and internal/external audit requests, and support internal finance and other internal reporting requests as needed.

Reporting to the Head of HR, you will support a portfolio of businesses and functional units (including Investment Banking Operations and Private Banking Division). You work closely with senior business leaders in aligning business and people strategies through appropriate advice and intervention. You will influence and coordinate the development of a performance culture through effective implementation of integrated people management strategies and plans.

Ideally you are degree qualified with a minimum of 8 years HR experience. You possess strong working knowledge of HR practices across the region as well as have a broad overview of certain specialist functions. You are excellent in managing client relationships at senior levels and have the ability to articulate and implement these initiatives on the ground. To apply, please submit your resume to Yolanda Yu at yy@kerryconsulting.com, quoting the job title and reference number YY5778\HRM, or call (65) 63338530 for more details.

You have 8 years of HR experience, preferably within financial sector. You demonstrate excellent numerical and analytical skills. You have proven experience in managing stakeholders and in-depth understanding of the business. Good understanding of local employment law is a must.

Degree qualified, you have about 8 â&#x20AC;&#x201C; 10 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.

To apply, please submit your resume to Yolanda Yu at yy@kerryconsulting.com, quoting the job title and reference number YY5682\HRM, or call (65) 63338530 for more details.

To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA5685\HRM, or call (65) 63338530 for more details.

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

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

Returning the Human to Resourcing

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

HR Business Partner â&#x20AC;&#x201C; Private Banking

AVP, HR BP, Singapore (Financial Services)

Talent Acquisition Manager (Energy MNC)

Premier Bank

Global Bank

Energy Company

Senior Manager

Singapore Portfolio

Great Career Progression

Excellent Career Progression

Salary Circa S$80K-S$100K

Leadership Position

This premier bank has a strong global franchise and has recorded impressive business growth in the region. It is recruiting a highly-qualified and commercially-driven HR Business Partner at Senior Manager level.

Our client is a global bank and is a market leader in the field that it is operating in. It is now seeking to recruit a dynamic and high caliber HR Business Partner to support some of its business groups.

A leading MNC in energy and technologies is looking for a high caliber Talent Acquisition manager to join its highly dynamic team.

You will provide HR advice and services to Private Banking segment for Singapore. Working closely with the global HR team and HR product specialists, you will engage the business leaders and functional managers in delivering HR agenda. You will provide support on diverse matters including performance management, reward and talent management so as to achieve people objectives with business strategies. You will also participate in strategic HR projects.

Reporting to senior HR Business Partner, you will provide HR advice and support to the a few business entities, to ensure the team leaders are aligned with the people plan. You will work with line managers to undertake appropriate reward, recruiting, performance management, organization effectiveness, compliance and disciplinary matters. You play a critical team role in delivering a cohesive HR agenda maximizing the effectiveness of talent in key roles.

Degree qualified, you will have at least 10 years experience gained in a major MNC or bank ideally with few years of experience covering Front Office/Private Banking Functions. You are proactive, mature, credible and tenacious. You are able to influence priorities and build relationship at all levels.

You will have experience working in a complex organization structure, with strong track record of HR generalist delivery in a business partner role. You demonstrate ability to understand the needs of the business and identify solutions. You are able to manage projects whilst delivering day-to-day support to the client group. You take a proactive approach to performance management and employee engagement issues. Strong verbal and written communication skills are required.

To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA4027\HRM, or call (65) 63338530 for more details.

To apply, please submit your resume to Yolanda Yu at yy@kerryconsulting.com, quoting the job title and reference number YY5687\HRM, or call (65) 63338530 for more details.

You will deliver a full lifecycle talent recruiting services and play a critical role in hiring the best possible talents for the company, partnering up with the business and function leaders. You will also seek, assess, and deliver highly engaged and quality candidates within the communicated timeframe and costs. You will also drive recruitment process improvement. Your responsibility also includes campus recruitment, e.g. roadshows, career talks, and internship program. You proactively conduct research and investigate new methods of sourcing and talent mapping. Ideally you are degree qualified with a demonstrated track record of direct market recruitment with MNCs or search firms. You are self-motivated, resilient, have strong communication skills and able to influence at all levels. 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 YY5872\HRM, or call (65) 63338530 for more details.

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

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

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Human resources professionals speak to tHe experts Hr Generalist - financial services partner with a leading financial services organisation

regional Hr Director Work in oil and bunkering services

This fast growing global financial information services company, based in Singapore, has a new and exciting opportunity for an HR Business Partner to provide strong front line HR support to the business areas and work closely with a portfolio of clients in an advisory capacity. You must be a degree holder with a proven track record of successfully operating as an HR Business Partner in a large fast paced organisation, ideally within the financial services sector.

This private oil and exploration company is seeking an HR Director to be based in Singapore. This is an exciting career opportunity for a senior HR professional from the oil & gas industry to oversee and align all HR policies and processes across six locations in Asia. You will have strong Mandarin language skills, provide guidance and support, and implement a strategy through the region. This is an executive level role, working closely with the founder of the company to deliver organisational change and development through Asia in line with corporate and business goals.

people change manager - 18 month contract Join a fast paced team in the shipping industry This is an exciting opportunity for a People Change Manager to be responsible for influencing, nurturing and facilitating the change journey for this business and its people. You will work closely with the management team to handle the delivery of change management workshops, focus groups and training initiatives to ensure people are developed into the transformation process into each level of the organisation. You will be a self motivated change management professional with more than 8-10 years experience, based in Singapore, looking for a long term contract role.

Head of talent Development (apac) create the regional l&D strategy A newly created opportunity exists for a Head of Talent Development (APAC) to join this growing and dynamic organisation. You will set the talent development strategy for Asia Pacific and harmonise it across 11 countries. Reporting to and partnering closely with the APAC HR Director, with a dotted line to Global Talent Development in the US, you will manage and develop a team of L&D professionals across the region to deliver integrated talent development programmes and processes for Asia Pacific. Strong influencing and negotiating skills are key to successfully driving this agenda.

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.

Senior HR Manager

Regional HR Director

A leading global manufacturer of technological products and services, this established MNC is looking for a Senior HR Manager to provide effective HR initiatives and strategies.

ǯ ǡ this reputable MNC is looking for a Regional HR Director to lead strategic plans and strategies in the APAC region.

Responsibilities:

Ȉ with business to develop strategies and solutions on talent management, learning & development and retention Ȉ ǡ strategies Ȉ ǡ ϐ ǡ rewards and recognition programs Ȉ and procedures

Requirements:

Ȉ international mobility Ȉ ǡ ǡ stakeholder management, interpersonal and communication skills

Responsibilities:

Ȉ capabilities, structures and processes Ȉ and changing needs Ȉ Ȉ ǡ management for organisational growth

Requirements:

Ȉ ͺ progressive Ȉ ǡ ǡ ϐ partnering and acumen, leadership, problem-solving, interpersonal and communication skills

To apply, please email your CV to shereenf@charterhouse.com.sg or call Shereen Foo at +65 64355610.

Senior HR Business Partner

Regional C&B Manager (APAC)

ϐ ǡ looking for a senior HR Business Partner to lead effective people strategies in Singapore.

A pioneer in the media industry, this award-winning international MNC is Ƭ ϐ strategic C&B initiatives across APAC.

Responsibilities:

Ȉ Ǧ Ȉ Ȉ Ȉ

Requirements:

Ȉ ͷ recruiting and Ȉ ǡ ǡ ǡ stakeholder management Ȉ leadership, communication and interpersonal skills To apply, please email your CV to shereenf@charterhouse.com.sg or call Shereen Foo at +65 64355610.

Responsibilities:

Ȉ ǡ ǡ Ƭ across APA Ȉ ǡ organisational, cultural, and regional differences Ȉ Ȉ value and performance

Requirements:

Ȉ Ȁ ϐ ͷ in designing, managing and delivering regional C&B programs Ȉ ǡ ǡ ǡ communication and leadership skills To apply, please email your CV to shereenf@charterhouse.com.sg or call Shereen Foo at +65 64355610.

For more information on your career and recruitment needs, please visit www.charterhouse.com.sg Charterhouse believes in investing in people. If you want to join a company that provides more than a job but a rewarding career call Gary Lai at +65 6435 5601 or email garyl@charterhouse.com.sg. EA Licence Number: 06C3997

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Together we open the hearts and minds of your employees Power2Motivate速 is the most comprehensive program for recognising and rewarding employee achievements. Our proven online solutions incorporate innovative features including; real time reporting, measurable ROI and a unique social media platform, designed to build a culture of recognition and inspiration.

Power2Motivate速 is an online, turn key solution for inspiring your employees by recognising and awarding achievements. Contact us for a consultation. www.power2motivate.asia | +65 6550 9884