HRM 14 03 Equal Access by Key Media

hrm ISSUE 14.3

Powering innovation at Linde Gas Singapore Malaysia’s new minimum wage legislation Talent scouting at Waggener Edstrom

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EQUAL ACCESS Creating a disabilityfriendly workplace

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Price inc. GST $9.95

ISSUE 14.3

• Making sense of workforce analytics • WSH: Training to be safe

69%

Employees

WOULD WORK

HARDER

IF BETTER

RECOGNISED HOW DOES YOUR

RECOGNITION RATE

by Power2Motivate Source: Workforce mood tracker report, 2013

HRM 14.3

Contents EDITOR Sumathi V Selvaretnam

Equal Access - Creating a disability-friendly workplace Singapore has made significant inroads regarding the employment of People with Disabilities (PWDs). Nevertheless, more can be done, as PWDs strive for meaningful job opportunities in Singapore

JOURNALIST Shalini Shukla-Pandey Sham Majid SUB-EDITOR Paul Howell PUBLISHING ADMINISTRATOR Azimah Jasman SENIOR GRAPHIC DESIGNER Amos Lee GRAPHIC DESIGNER John Paul Lozano SENIOR ACCOUNT MANAGER Yogesh Chandiramani ACCOUNT MANAGERS Rebecca Ng Edwin Lim Jolene Ong GENERAL MANAGER Kaveri Ayahsamy PHOTOGRAPHY BY Frank Pinckers (pinckers.com) Michal Garcia (michalgarcia.com) PRINTED BY Times Printers Pte Ltd

“Maybe in the beginning but with time, most-if not all-will not ‘see’ the disability anymore. It’s a matter of becoming used to the situation. The beauty of being humans is that we are endlessly adaptable”

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

– NICHOLAS AW, PRESIDENT, THE DISABLED PEOPLE’S ASSOCIATION MICA (P) 206/07/2013 ISSUE 14.3

ISSN 0219-6883

HRMASIA.COM

HRM 14.3

Contents

Check out HRM online:

hrmasia.com

FEATURES 12 | Powering innovation

32 | Analysing analytics

Singapore’s industrial gas market is one of the largest in Asia, and Linde Gas Singapore is one of its leading local players. Recently appointed Singapore Managing Director Lim Seck Luan says the company believes in creating a culture of continuous improvement where employees are empowered to learn, innovate and grow

Big data and analytics have become the big buzzwords for business. However, many companies are still in the dark over how to effectively utilise analytical tools to boost company performance

16 | Malaysia’s Minimum Wage Order – Impact and implications As part of a drive to become a high income country by 2020, Malaysia has implemented a nationwide minimum wage policy. HRM finds out how employers are coping with the increased costs of labour and compliance

36 | Raising accountability Encouraging accountability among employees can lead to great engagement, higher performance and better business results. To achieve this says STJobs HR Summit speaker Sam Silverstein says HR needs to take the lead

42 | CSR: the secret to employee retention

42 REGULARS 3 | Analysis

There’s no doubt that everybody has a part to play in ensuring workplace safety. Businesses are also finding that emphasising on workplace safety and health makes good business sense

The secret to real employee retention may already be in your organisation’s toolkit. But guest contributor Scott Friedman, an international speaker on employee engagement, says CSR needs to be driven by staff ’s own personal values in order for it to be effective

28 | People first. Always

46 | Make your meeting memorable

53 | Talent Ladder

In an industry as demanding as public relations, agencies work doubly hard to retain talent. Waggener Edstrom’s HR team shares how it emphasises talent development and helps mould account executives to one day become directors

You have been tasked to organise a conference, but the regular standard event won’t do – management’s expectations are high. So how you make the most of your limited budget and organise a memorable event? HRM shares how

55 | Talent Challenge

25 | Training to be safe

4 | News 11 | Leaders on Leadership 51 | In Person

56 | Twenty-four Seven 56 | Resources

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

ISSUE 14.3

HRMASIA.COM

ANALYSIS

Policy

Budget keeps business and workers on track This year’s Budget saw several tweaks to Central Provident Fund contributions as well as the introduction of new schemes to help firms grow. HRM shares some highlights By Sham Majid The Singapore Budget 2014 saw a host of measures extended towards aiding businesses and workers alike. Primarily, the Central Provident Fund (CPF) contribution rate for all employees will be raised by one percentage point. The raise will be directed to workers’ Medisave Account to allow them to save for any future healthcare costs. Along with the one percentage point increase in employer CPF contribution rate for all employees, the CPF contribution rates for older workers above 50 years old will rise by another 0.5 to 1.5 percentage points. For older employees aged between 50 and 55 years old, CPF rates will increase by 1.5 percentage points, with one percentage point from the employer’s side and 0.5 percentage point coming from the worker’s side. For those aged between 55 and 65, rates will rise by 0.5 percentage point from the employer’s side. Labour chief Lim Swee Say revealed that the labour movement is “very happy” with the measures announced in the Budget, although it hopes to see more tweaks to the CPF system. It hopes that the CPF contribution rates of older workers will be further increased to be on par with their younger counterparts. Mark Whatley, Director of Benefits, Southeast Asia, Towers Watson, said the increase in the CPF contribution for older workers was a positive step. “Moreover, only 48 percent of employees in Singapore are comfortable providing for their health care needs in retirement, so the one percent across the board increase in Medisave contributions should help to address these concerns,” said Whatley. Sim Cher Whee, HR Director of Micron Semiconductor Asia, said the raising of employer CPF contributions came as no real surprise. “The raise is probably what we have been hearing and although it adds additional cost pressures to businesses, it has been a very consistent response from the business perspective,” said Sim.

Firms also stand to benefit, following news that the Productivity and Innovation Credit (PIC) scheme will be extended for a further three years to 2018. Harvey Koenig, Tax Partner at KPMG in Singapore, welcomed the $3.6 billion continuation of the scheme. “The extension of the PIC scheme is an important measure to continue support of the economic restructuring of Singapore,” he said. Deputy Prime Minister and Finance Minister Tharman Shanmugaratnam also revealed the introduction of a new “PIC+” scheme for small and medium enterprises (SMEs). The proposal will increase the expenditure cap of the current PIC to S$600,000 from year of assessment 2015. SMEs can now claim tax deductions of up to $1.8 million under the scheme. Koenig stressed that the qualifying criteria should not be arduous, so that “SMEs can better tap on these schemes”. The government will also further encourage Singaporean businesses to embrace the use of information and communications technology (ICT). It has unveiled three schemes, costing a total of $500 million over the next three years, to assist local companies in utilising the use of ICT. Koenig said the attention paid to IT investment was “critical”. “It will enable businesses to transform as they reap more benefits from maturing technologies which were in their infancy not along ago,” he said. “The various funding and incentive schemes to encourage adoption of ICT to transform businesses are helpful, especially for SMEs which lack the means to invest for their future.” Deputy Prime Minister Tharman also revealed that the Lifelong Learning Endowment Fund would be raised by $500 million, equating to a total fund size of $4.6 billion. The government is also aiming to reduce the dependence on low-skilled foreign construction workers, by increasing their levies from $600 per worker to $700 in July 2016. However, levies for higher-skilled foreign construction labourers will stay the same to promote their utilisation. ISSUE 14.3

HRMASIA.COM

NEWS

Asia SINGAPORE

STJobs HR Summit 2014 is upon us! From top CEOs and international thought leaders, to highly respected HR leaders and forward thinking talent experts, the STJobs HR Summit 2014 boasts the very best line-up of speakers ever assembled in the event’s 12-year history. “STJobs is proud to be the title sponsor for HR Summit for the second year in a row. “With this collaboration, STJobs aims to reach out to the best of the best in HR, reiterating its spot as Singapore’s trusted jobs portal,” said Steven Wong, Head of Marketing, Digital Division, Singapore Press Holdings. “With close to 600,000 registered job seekers on STJobs, employers and recruiters can easily zoom in to find their ideal job candidates.” Besides being held at the newly renovated Suntec Singapore Convention & Exhibition Centre, STJobs HR Summit promises all new conference content and a free vibrant expo. Delegates attending any event stream will also receive a complimentary 60-minute treatment at The Spa Artisan in the Fullerton Hotel, worth $150. Come 28 to 29 April, the STJobs HR Summit will be the place for HR to be.

PHILIPPINES

Four-day work week to cope with traffic jams? To ease traffic congestion in Manila, the Metropolitan Development Authority (MMDA) has proposed a compressed work week. The MMDA proposal calls for workers to work for 10 hours a day for four days a week. It is just one of the proposed solutions to the impending ‘car-maggedon’ in the capital region due to the simultaneous construction of two major expressways. Along with the dire consequences to the economy due to a gridlock in traffic, the country has to consider the potential consequences of prolonged work hours to workers’ work life balance, said Alan Tanjusay, spokesman for the Trade Union Congress of the Philippines (TUCP) and policy advocacy officer for the Associated Labour Unions (ALU). A compressed work week also means reduced income as it requires a waiver of overtime pay for millions of regular and non-regular workers. 4

ISSUE 14.3

HRMASIA.COM

Nearly

half

of new hires turn out to be mistakes Source: PeopleAnswers

82%

of companies in Asia-Pacific have a formal, written severance benefits policy Source: Right Management’s study: Severance Practices Around the World

Employees in Singapore are the unhappiest in Asia-Pacific with

64%

planning to leave their current job in the next 12 months Source: Game-changer #3 of the 2013/14 Randstad World of Work Report

52%

of HR managers in Singapore believe women are not getting the same career opportunities as men Source: Robert Half

Only

26%

of employers in Asia currently offer a programme on stress or resilience management Source: 2013/2014 Towers Watson Staying@Work Survey

ASIA

Gaping pay differentials show pressure for talent Gaping pay differentials across the spectrum of job levels reflect workforce imbalances and pressure for talent in the Asia-Pacific region. According to the Asia-Pacific section of Towers Watson’s 2013/2014 Global 50 Remuneration Planning Report, Australian entry pay level is eight to 11 times more than China, the Philippines and Indonesia, and 15 times that of Vietnam. Australia also pays discernibly higher than Japan, Singapore and Hong Kong through to middle management, after which the gap narrows. Singapore is the standout. Pay levels there at senior management outstrip those of Japan and, more so, Hong Kong. Indeed, across the board, remuneration levels in Singapore exceed those of Hong Kong – by 14% at senior executive level, and 34% for top management. “Growth in private banking in Singapore and its development – or regeneration – as a regional hub for international companies has drawn a lot of high-level talent to the city and that’s reflected in the C-suite compensation,” said Sambhav Rakyan, Data Services practice leader, Asia-Pacific at Towers Watson. The cities have similar sized labour populations, and Towers Watson forecasts average salary increases in both centres to be 4.5% this year. However, Hong Kong’s top marginal tax rate on personal income is more favourable at 15%, compared to Singapore’s 20%. ASIA

Overtime, night shifts bring pay premiums Overtime and night-shift pay practices give employers the flexibility to extend work hours for business needs and certain emergencies, but employees often need to be compensated for their extra efforts. According to Mercer’s 2013 Worldwide Benefit & Employment Guidelines, India singles out females for extra protection in night work. Women can only perform most factory work between 6am and 7pm, unless a government notification relaxes this restriction. “Overtime and night-shift work are often necessary for businesses to meet shifting demands, schedules, and opportunities, but often Country Night-shift pay premium companies have not planned for the statutory limitations Japan 25% and business costs,” said Philippines 10% Samantha Polovina, the South Korea 50% Mercer Principal Vietnam 30% responsible for the report.

NEWS

ASIA

Skills shortage threat to Asia’s growth Asia’s on-going skills shortage has the potential to hamper the effective operation of businesses. According to the 2014 Hays Salary Guide, 95% of employers say the skills shortage has the potential to hamper the effective operation of their business. In response, 68% are willing to employ or sponsor a qualified overseas candidate in affected areas. “Through our survey of employers across Asia, 63% said business activity had increased over the past 12 months and 71% expect it to increase this year,” said Chris Mead, Regional Director of Hays in Singapore and Malaysia. “That’s strong evidence in support of a local economy that is both confident and providing jobs. But Asia’s continual demand for high-level skills remains a challenge for hiring managers. “As our survey shows, most employers say the skills shortage has the potential to hold back their business,” he added. “Given that 43% of employers expect their permanent staff levels to increase in the year ahead, demand for high-level skills will remain.” Employers report difficulty recruiting candidates of all levels, especially in sales (see graph). Looking ahead, Mead said candidate supply in the job rich market will remain the key challenge for 2014, which will put pressure on wages in turn. “Many industries remain highly active and offer a large number of exciting projects to work on,” he said. “This will continue to tempt candidates, if they are approached in the right way.”

Junior to mid Management

For which area have you recently found it difficult to recruit?

Senior Management 8

Human Resources

Accountancy & Finance Banking

Sales 13 14

Marketing Engineering 3

Property/Facilities Management

4 5

Operations Distribution

3 4 4

Purchasing IT

Research & Development 2 0%

3 3

Other

Technical Healthcare

Legal

4 5%

10%

ISSUE 14.2

15%

20%

HRMASIA.COM

25%

HR INSIGHT

Trends

How does HR feel about its profession?

Everyone has different reasons for doing the work that they do. The Frazer Jones Workstyle Report reveals the triumphs as well as tribulations faced by HR professionals

GLOBAL FINDINGS HR professionals would appear, in the main, to be a satisfied industry. Organisational Development, Recruitment and Reward were the most content areas of specialisation - over 90% classed themselves as happy or extremely happy

Are you currently happy to be working in HR?

36%

Extremely happy

Happy

Unhappy

Source: Frazer Jones Workstyle Report 6

ISSUE 14.3

HRMASIA.COM

72%

Do you think you are currently being paid enough?

48%

Yes

WORKING HOURS

56% 5%

If you were starting your career again, would you choose to move into HR?

Extremely unhappy

As expected, the majority of HR professionals work between 41 and 50 hours per week. 10% of people working in Organisational Development work over 61 hours per week, while 12% of Reward professionals work under 37 hours per week.

HR INSIGHT

Likes & Dislikes Financial Services and Retail/ FMCG were the two most sought after sectors by region, with the only exception being Europe where Manufacturing received the highest number of votes with 23%.

The only specialisms not to select Health & Safety as their least desired discipline was Health & Safety itself (42% selected reward) and Employee Relations (36% also selected Reward).

Which business sector would you most want to work in as a HR professional?

Which area of HR would you least want to work in as a HR professional?

TOPFinancial 5 Services

TOPHealth 5 & Safety

18% 17% 14% 13% 8%

Retail/FMCG Other Professional Services IT/Telco

BOTTOM 5 Manufacturing 8% 8% 7% 5% 2%

Music/Media Mining/Resources Public Sector/Not-For-Profit Property

51% 13% 11% 8% 7%

ASIA SNAPSHOT Key Insights:

22% 31%

of Asia’s HR workforce values

an intellectual challenge the most, with

Employee Relations

listing the location of their

office as the least valued

Training & Development Recruitment/Talent Mgt

4% 3% Other 2% Change Management 1% Organisational

of respondents feel that they

are paid adequately

Reward

BOTTOM 4 HR Generalist

53%

89%

of Asia’s respondents work 41+

hours per week

Just

32% 11%

- the lowest - believe HR to

be either exceptionally or highly valued by their

Development

employer.

stated that HR is not

valued at all

How many 41-50 Hours hours would 46% you typically work in a week? 51-60 38-40 Hours

<20 21-37

Hours Hours 1%

18%

However

do believe that HR is

as valued as other business functions

Hours 24%

59%

64%

of Asia’s HR professionals are

59%

believe HR is as valued as other

happy with their work/life balance

61+

Hours 5%

business support functions - the highest region

ISSUE 14.3

HRMASIA.COM

NEWS

International US

Stockpiled time off hurting productivity Over 40% of American employees who were allocated paid time off (PTO) ended the year by wasting a portion of their allocated time, according to a new study by Oxford Economics administered for the US Travel Association. Despite the basic understanding that utilising the leave they have garnered earns them personal and professional benefits, Americans squandered an average of 3.2 PTO days in 2013, amounting to a total of 429 million unused days among US workers. The survey deduced that the majority of managers acknowledged the pros of taking leave, such as high productivity, better workplace morale and stronger employee retention along with important health benefits. However, what managers feel and what workers observe appear to be at odds. Nearly 34% of employees revealed that their firm neither encourages nor discourages leave and 17% of managers deem workers who take all of their leave to be less committed to work. Four in ten US employees claimed their company supported time off, but their heavy job assignments prevented them from utilising their earned days. “Despite the myriad benefits of taking time off, American workers succumb to various pressures—some self-imposed and some from management—to not take the time off to which they are entitled,” said Adam Sacks, President of the Tourism Economics division of Oxford Economics. “Further, it is a misconception that employers are ahead of the game when workers don’t use the time they’ve earned. In fact, stockpiled time off creates considerable financial liability for companies and governments when employees ‘cash out’ upon departure,” he added. The study was based on a poll of 971 workers, 700 of whom obtained PTO as part of their benefits package, conducted between September and October 2013. “Underutilised time off is a monstrous missed opportunity, not only for American workers and their families, but also for employers and the broader economy,” said Roger Dow, president and CEO of the US Travel Association. “Leaving just one day less on the table—whether to tackle a project at home or simply enjoy a long weekend—would mean $73 billion in output for the US economy and lead to significant positive impacts for employees and businesses,” Dow said. 8

ISSUE 14.3

HRMASIA.COM

SOUTH AFRICA

Employees prefer mobile connectivity 131 million

Number of days were lost to sickness by UK workers in 2013. Source: Labour Force Survey- Office for National Statistics

7,000

jobs were added to the US travel industry in January, bringing the total to 14.6 million Source: U.S. Department of Labor

54 minutes Is the time the average worker in the UK spends commuting each day

Source: Office for National Statistics, Commuting and Personal Well-being, 2014

Mobile technology is increasingly challenging the notion of traditional working cultures, with a new cohort of employees devoted to their mobile gadgets and favouring irregular working hours. Employees in South Africa are now demanding flexible work places, rather than more pay, and signalling a desire for stable internet services with wireless connectivity (rather than less stable 4G and 3G services) a recent survey highlighted. A report by Aruba Networks identified the practices of the newly dubbed “#GenMobile”, a group of workers characterised by their penchant for technology. The survey noted that 53% of such workers in South Africa feel they work more productively before 9am or after 6pm, 42% believe WiFi is superior to other connections (4G, 3G or wired), and 72% believed their mobile gadgets allowed them to better balance and manage their lives. In addition, more than 64% would rather work from home two to three days a week than earn a salary increment of 10%. “We’ve seen flexible working and ‘always-on’ connectivity growing for some time, but this report shows that it’s now become a way of life for those in the modern workforce,” survey principal Matthew Barker, told BD Live. Barker said the report showed that #GenMobile would not exercise patience with companies who do not adapt to their mobile lifestyles. “In order to attract and keep the best employees, businesses need to start looking for solutions to ensure levels of productivity and trust in this emerging working world,” he said. “Ultimately, many will have to totally redefine traditional work environments.”

University staff want out Close to a third of university employees are aiming to quit their current work, research of the industry by Times Higher Education has shown. According to the maiden Best University Workplace Survey, which quizzed more than 4,500 UK higher education employees, 31% of academics and 27% of professional and support staff are thinking of resigning from their jobs, with 32% of respondents claiming they believe their positions are in jeopardy. “If I don’t leave, I will die of exhaustion” was one comment documented by the survey. Academics in education (39%), the creative arts (37%) and the social sciences (34%) were most prone to expressing dissatisfaction with their current work, with engineering and technology scholars (25%) the most positive.

NEWS

SWITZERLAND

Lunch hour shortening For many workers, the lunch “hour” is shrinking. According to a survey of more than 400 US office workers, 48% enjoy a mid-day break of 30 minutes or less. The survey, published by staffing firm OfficeTeam, also deduced that besides eating, employees frequently interacted with their co-workers (42%) and engage in work (29%) during their lunch break. “Lunch breaks aren’t just for eating— they provide time to clear your head and recharge,” Robert Hosking, executive director of OfficeTeam, told Associations Now. “Workers also can use their lunch breaks to get to know colleagues better and build their professional networks.” “It’s based on the nature of the individual, whether you’re an overachiever who can’t step away, or sometimes it’s a corporate culture,

Immigration quotas tightened whether or not lunch is even an OK thing to do,” Daryl Pagat, New York branch manager at Robert Half, OfficeTeam’s parent company, revealed in a recent Bloomberg TV interview. Workplace culture can also impact what workers usually consume, and whether they bring their lunch back to their cubicle, Pagat said. However, technology is a vital element as well. “We’re always plugged in nowadays,” said Pagat. “It’s becoming more important than ever to increase your productivity and focus towards the end of the day by just taking a few minutes to completely disconnect in the middle of the day.”

HRiQ Core. HRiQ Talent. Employee Portal. HRiQ Cloud.

A slim majority of voters in Switzerland have endorsed schemes that would reintroduce quotas on the number of foreigners who will be permitted to live and work in the country. The recent referendum on alterations to Switzerland’s generous immigration law went against the desires of the Swiss government, the banking sector and business heads who had championed against the limitations, citing that the country’s well-being was at stake. Switzerland, which does not have ties to the European Union, has one of the biggest foreign populations in Europe, contributing to about 27% of the country’s population of about eight million. Many job-hunters have descended onto Swiss shores from nations struggling with European economic woes. The Swiss scheme is likely to see yearly quotas on the amount of immigrants given permission to work in the nation, as well as restrictions for other aspects. It demands employers show a preference for Swiss candidates when they have open vacancies.

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ISSUE 14.2

HRMASIA.COM

LEADERS ON LEADERSHIP

Talent Management

Striking a balance As a leader, how do you balance the need for foreign talent alongside the desire to grow a local core of employees? Dr Tan Wee Kiat

Chief Executive Officer, Gardens by the Bay

At Gardens by the Bay, the presence and contributions of and from foreign talent is essential in the development and growth of a local core of employees. First and foremost, if the corporation is not robust and thriving, then a discussion on the growth and retention of a local core of employees is moot. The Gardens by the Bay is a unique horticulturethemed attraction with a wide and deep range of objectives. The landscape is superbly presented to forward these aims. For instance, a series of Heritage Gardens illustrate ethnobotany of the main cultural groups that comprise the Singapore community. Similarly, another series of gardens depict the interrelationships between plant and animal kingdoms. The specific characteristics that distinguish one plant family from another is showcased in the celebration of the Palm family. Finally, the wealth of biodiversity in the tropics is on display throughout the gardens. Sadly, there is a dearth of horticulturally trained personnel with the wherewithal to sustain these gardens, much less operate a globally renowned attraction with some five million visitors annually. Staff recruitment must therefore extend beyond our shores. Hopefully, the transient foreign component can in time be replaced by a local core of adequately trained and skilled staff with the endurance to sustain the Gardens. Currently in both NParks and Gardens by the Bay, foreign workers serve at a full range of grades from super-scale to unskilled labor. The corporate culture breaks down bureaucratic and hierarchical barriers to achieve the high morale in the organisations.

Dirk Peter van Leeuwen

Senior Vice President and General Manager, Red Hat Asia Pacific

Red Hat pays a lot of attention to our recruitment process to ensure that we hire the employees who fit well into the organisation. We have a unique culture that differentiates us from the competition and attracts people who are passionate about what we do. We look for a certain type of personality; the kind of people who work at Red Hat bring about an attitude to the work floor that is refreshing, and they are keen on making a difference. We aren’t recruiting to fill empty desks. We are hiring people to build this company with us. We will continue to recruit both foreign and local talents, but will focus on the individuals’ capabilities to fulfil their roles, and not in particular where they are from. Red Hat also works with local and global academic institutions to provide relevant and customised training programs to help prepare students – the future generation of IT professionals – with the knowledge and skill set to address the market gap and push for innovation within the IT industry. These students sometimes go on to become our interns and eventually Red Hatters in offices all over the world. At the same time, we also want to ensure that talent retention is a priority for us, and as DeLisa Alexander, our Executive Vice President and Chief People Officer, has mentioned before, Red Hat is developing a job rotational programme to generate more boundary-spanners in its workforce as one of the ways to provide learning and development opportunities for our associates.

Khoo Seng-Thiam

Managing Director, FedEx Express Singapore

At FedEx we believe in our uniquely inclusive environment – a place where differences are celebrated as strengths and the concept of diversity is woven throughout our entire organisation. We believe that diversity fosters innovation and balance the need by fostering a workplace culture that promotes equal opportunities for all our employees and in grooming the right people to excel at their jobs. This is why we hire, develop, deploy, and reward based on merit. We have a long record of promoting from within, as evidenced by the long tenure of our team members. We look inside our walls at our internal talent before recruiting externally; open jobs are posted so that team members can apply. There are also opportunities for our employees to transfer to positions in other markets; and this means that our employees can gain valuable work experience overseas. Another key point is workplace integration. FedEx further promotes diversity and workplace integration by ensuring open two-way communications between management and employees. We also organise regular activities at the FedEx regional Financial Services Centre, where there is a large base of international employees, to promote cross-cultural understanding and provide opportunities for the international and local employees to interact. Some of the activities include visits to the local places of interest such as museums, cooking classes where the international employees take turns to teach their own local cuisine, celebrations of local festivals such as Mid-autumn Festival and Deepavali. ISSUE 14.3

HRMASIA.COM 11

innova POWERING

ISSUE 14.3

HRMASIA.COM

LEADERS TALK HR

Linde Gas Singapore Singapore’s industrial gas market is one of the largest in Asia, and Linde Gas Singapore is one of its leading local players. Recently appointed Singapore Managing Director Lim Seck Luan says the company believes in creating a culture of continuous improvement where employees are empowered to learn, innovate and grow By Sumathi V Selvaretnam An artificial island off the south-western coast of Singapore, Jurong Island is home to one of the world’s top 10 petrochemical hubs. It is also the base of The Linde Group’s Singapore operations. Managing Director Lim Seck Luan says recruiting and retaining talent is a key HR challenge facing the complex industrial gas industry. “Gas and chemicals are very hazardous materials. We operate one of the most complicated, integrated gasifers in Jurong Island and Asia,” she points out. “A number of our operations require very highly-skilled technical personnel. We need them to operate the plant 24-7.” Jurong Island Version 2.0 –an initiative to boost Jurong Island’s competitiveness – has intensified the war for talent. It brought in a lot of big projects that require skilled technical individuals, such as engineers and technicians, shares Lim. “These guys get poached quite easily so retaining them has always been very difficult.” Though the island is connected by road links to mainland Singapore, attracting dedicated employees who are willing to make a long commute to work can be tough, says Lim. “During our interviews, we try to assess if they will stay. They might come in for half a year and decide that it’s not a sustainable place to go to every morning.” Linde Gas Singapore tackles its recruitment challenges by attracting the right talent very early on in their careers. This is done through campus recruitment, graduate training programmes as well as talks at local universities.

Fuelling long term growth While employees at Linde Gas Singapore receive valued incentives such as shift allowances and retention bonuses, ensuring that they stay for the long haul requires a holistic effort that goes beyond monetary rewards, says Lim. “Whenever you interview someone, you are not just giving them a job, but a career.” Key talents at Linde Gas are given a career roadmap and every employee participates in a yearly development dialogue with their manager. The Linde Leadership Competency Model acts as an anchor for these dialogues, allowing managers to assess the employee’s competency levels against job requirements. Learning and development programmes are administered based on the competency gaps raised during these discussions.

ation

BIOGRAPHY Lim Seck Luan has served as the managing director of Linde Gas Singapore since 2012 and oversees The Linde Group’s growing business in Singapore. The company’s plant on Jurong Island operates the largest hydrogen and carbon monoxide (HyCO) facility in the region. It also has a specialty gases and mixtures filling plant in Tuas that serves Linde customers in Singapore and the region. Lim joined Linde’s South and East Asia regional business unit in May 2008 as Regional Head for Strategic Marketing. In this role, she oversaw the strategic marketing and planning function in 11 countries: Bangladesh, India, Indonesia, Korea, Malaysia, Pakistan, Philippines, Singapore, Sri Lanka, Thailand, and Vietnam. In March 2009, she was also given the additional role of Regional Head of the High Performance Organisation Programme Management Office. Lim began her career in Esso (ExxonMobil) in the Controllers function, and moved on to the company’s Supply, Treasury and Tax division. She then joined DuPont where throughout her 12year career with the organisation, she gained considerable regional experience in business startups and management, strategy, planning, project management and marketing. In her career with the two organisations, Lim also spent a considerable amount of time on overseas assignments. Lim has a Bachelor of Business Administration (Honours) degree (majoring in marketing) from the National University of Singapore and is also a certified Six Sigma Master Black Belt.

ISSUE 14.3

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LEADERS TALK HR

Linde Gas Singapore Touching on her own management style, Lim says that it is also important for managers to provide feedback “on the go” so that issues can be rectified early on. “Most people are not good at delivering bad news. I believe in giving immediate and constructive feedback instead of waiting for the yearly appraisal. We have really valuable employees, but nobody is perfect.” Line manager training is a key development area at Linde. Managers of the first and second level are the “interface” to Linde’s employees. However, not everyone is born a manager, says Lim. “Strong individual contributors do not always make good managers. Some come with experience while some need tips.” Linde University is the umbrella organisation focused on the professional development of employees. One of its offerings is the Global Talent Circle programme, which helps managers acquire the necessary skills and leadership qualities to use, coordinate and lead their teams more effectively. Spread over seven months, the programme consists of face-to-face training, as well as a variety of activities both before and after its duration. This includes 360-degree feedback, followed by a discussion with an external personal coach. A key feature of this programme is Linde’s own personal coaches, who speak the local language of the participants. Managers at Linde are encouraged to get training and accreditation in Six Sigma, a management approach that is focused on improving business performance. Training is offered through different levels or ‘belts’. “Most line managers are put through yellow belt training as it helps them get familiar with project management tools,” says Lim.

Managing volatility Linde AG acquired The BOC Group in 2006, marking a

• I love: Setting goals and putting my energy and focus on achieving them • I dislike: Disrespectful behaviour • My inspiration is: Seeing my team grow and progress in their careers with Linde • My biggest weakness is: Working long hours and missing special moments with my family • In five years’ time I’d like to be: Seeing Linde Gas Singapore double its sales and profits • Favourite quote: “No one can make you feel inferior without your consent” - Eleanor Roosevelt

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period of change and transition for its employees. The group established a renewed focus to become a highperformance organisation and it was necessary to ensure that everyone spoke the same language. Change management training has since become a core focus at Linde as the organisation feels that alertness and the ability to change are critical to succeed in a competitive global marketplace. The programme uses realistic scenarios to help employees understand change. It teaches managers how to introduce change in the organisation, be sensitive to employees, and ensure that the change is sustainable, says Lim. It also helps them recognise that change is sometimes greeted with feelings of denial by employees, and that it can take time to gain their acceptance. The change management programme has a strong practical focus. Employees are encouraged to bring a real business problem to class and jointly work on a solution with other participants. “They break up into groups to discuss and bring back the solutions to implement them at the workplace. Every Linde manager goes through the programme,” Lim says.

Selling gases like a pro Linde’s online learning portal is a one-stop resource for employees trying to make sense of the industrial gas industry. It takes them through the science of the business, explaining concepts such as the composition of air, as well as the technical terms used on a daily basis. Employees also learn about workplace safety, compliance, and the company’s code of ethics through the online portal. Tests are administered to ensure that employees fully grasp the information, says Lim. Sales employees at Linde undergo the “Linde Pro”, an accredited sales foundation programme that equips

LEADERS TALK HR

Workplace health and safety Employees in the industrial gases industry risk exposure to hazardous materials on daily basis. Good workplace health and safety measures are essential for ensuring their long term health does not suffer. The Linde Group uses a global management system for safety, health, environmental protection and quality (SHEQ) to identify potential hazard sources in the workplace and to set risk control standards and guidelines. It also pays close attention to employee work profiles to determine their risk of exposure and conducts mandatory health check-ups to ensure that their health continues to be protected. Linde Singapore received a Bronze award from the Health Promotion Board for promoting a healthy lifestyle among its employees.

them with the necessary competencies to open and close a sale professionally. “Specific modules focus on areas such as how to sell our products and services, how to press for a price increase and how to negotiate a business contract,” Lim says.

Getting employees involved Sharing company information and gaining honest employee feedback is an essential part of the HR strategy at Linde. Quarterly town hall meetings allow it to share new wins and opportunities with employees. A global employee survey is conducted every two years to gather feedback. “It is a very detailed survey covering every aspect of work life. It looks at the tools needed to perform well, employee relationships with bosses, and if they enjoy working with them,” Lim says. The employee survey conducted in 2012 saw a number of follow-up actions. For example, some employees expressed concern that they were missing certain physical tools required for site inspections. As a followup, every team was given a tool belt that holds all the essential items together. Grass Roots Innovation Development (GRID) is another programme at Linde that encourages employees to send ideas that would improve their work environment. “We are not looking for big projects that will help use save thousands or millions of dollars,” Lim says. “We are looking for little ideas that make our lives a lot better. It is part of the engagement and enrichment process.” Employees submit their ideas into the GRID online portal, where their peers can view them and make comments. They can be simple ideas to improve productivity and safety – such as adding yellow strips to black tile stairs so that employees do not trip in the dark. These ideas are reviewed on a monthly basis and the best ones are implemented and formally recognised. The employees behind successful ideas receive small rewards such as supermarket vouchers. “They are proud to receive the award from me, and feel happy to be recognised and rewarded for their suggestions,” Lim says. ISSUE 14.3

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FEATURE

Compensation and Benefits

Malaysia’s

Minimum Wage Order As part of a drive to become a high income country by 2020, Malaysia has implemented a nationwide minimum wage policy. HRM finds out how employers are coping with the increased costs of labour and compliance By Shalini Shukla-Pandey

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All employers in Malaysia are now required to pay minimum wages to their staff, with Minimum Wages Order 2012 taking effect from January 1 this year. The new legislation has raised basic wages of all employees to a minimum of RM900 a month in Peninsular Malaysia and RM800 a month in Sabah, Sarawak and Labuan. Failure to do so will result in a RM10,000 (US$3,009) fine. According to the International Labour Organisation’s (ILO’s) Global Wage Report 2012/13, minimum wages have been implemented in various forms in more than 90% of world’s labour markets. Malaysia’s neighbour, Singapore, does not implement minimum wage but has rolled out a progressive wage model for occupations in ‘traditional’ industries, such as those employing carpenters, electricians, plumbers and cleaners (see boxout on page 19). The idea is to ensure that these skills are not lost when the current generation of workers retires.

FEATURE

Impact on employers While the Malaysian government believes the minimum wages policy represents a step in the right direction, it recognises that some employers will face challenges as they adjust to the new regime, Datuk Seri Zainal Rahim Seman, Secretary-General of Malaysia’s HR Ministry says. Employers can no doubt expect higher labour costs. According to Bank Negara Malaysia, on average, affected workers in Peninsular Malaysia are expected to receive a 33% increase in wages, while those in East Malaysia would be given a 38% increment. Datuk Shamsuddin Bardan, Executive Director of the Malaysian Employers Federation (MEF) says that small and medium enterprises (SMEs) are facing up to a 60% increase in labour costs because of the minimum wage. He notes that this is in addition to the increase in the retirement age from 55 to 60 on 1 July last year. In the short run, the minimum wage policy may subject firms to higher costs, especially those that have been highly dependent on low-wage workers, says Sashikala Devi, Senior Marketing Manager of Kelly Services Malaysia. “This could result in adjustments through several possible means, including by absorbing the increased cost through a reduction in margins, increasing productivity, reducing the overall costs through improved efficiency, and reducing the total amount of labour used,” she explains. Firms may also pass on some of the increase in costs to consumers, although this may not be feasible in markets where firms face strong competition. “For the more labourintensive and financially-constrained firms, immediate adjustment to the policy may result in cost-cutting or, where applicable, cost-passing measures,” says Devi. However, any adjustment to employment as a result of the minimum wage policy in Malaysia will likely be temporary. With a relatively tight labour market already in place, dislocated workers are expected to be quickly reabsorbed into the workforce. “Indeed, job vacancies have been on an increasing trend in Malaysia since 2004, while our unemployment rate has

remained consistently low, with a historical average of 3.3% over the recent two decades,” says Devi. Not all employers have been impacted by the new Minimum Wage order. For instance, out of Maybank’s over 26,000 staff in Malaysia, only four non-clerical staff were earning below the now wage floor. “As at December 31, 2012, their salaries were adjusted to meet the minimum requirement,” says Nora Abdul Manaf, Group Chief Human Capital Officer, Maybank. The minimum wage policy also had little impact on OCBC Bank (Malaysia), with all employees already earning above the minimum wage, Cheah Syn Yeam, Head – HR, OCBC Bank (Malaysia), said.

Time to implement changes

The minimum wage policy is estimated to benefit

27%

of workers nationally Source: Bank Negara Malaysia

The Minimum Wages Order 2012 was gazetted on July 16 last year, to be effective from the start of 2013 for employers with six employees or more with smaller businesses receiving an extra six months for the law to take effect The Order also allowed employers to apply for deferments, and as of September 10 last year, a total of 1,044 deferments have been given to individual employers. For SME employers, deferments were also given in respect to their foreign employees.

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FEATURE

Compensation and Benefits

US President Barack Obama will raise US minimum wages from US$7.25/hr to

US$10.10/hr Source: State of the Union speech

The deferments were granted by a special tripartite committee, and aimed to give some breathing space for certain employers who needed some time to revisit their business model and wage structures. Most of the deferments expired at the end of last year, with the new laws now enforceable across the economy. Still, some employers feel they have not been given enough time to implement the minimum wage. “The time given to employers to implement wage changes was too short, especially for SMEs,” says Shamsuddin. “While the intention was to move up the value chain, employers have not been given enough time to rally resources and increase productivity. “Employers suddenly face increased operating costs while employees get paid more for doing the same work without any increase in productivity,” he adds. Shamsuddin says wages are a contentious labour issue. “For instance, a line manager may feel that their subordinate is earning very close to themselves after the Minimum Wage Order has kicked in. The manager might now want a raise and this can cascade upwards within the organisation,” he explains. “Ultimately, the best way is to leave wages to market forces.”

Higher wages, higher productivity? The minimum wage policy provides incentives to organisations undertaking productivity-enhancing measures. Companies may have to tweak how they measure the performance of employees and will also be encouraged to automate operations or acquire newer technologies that could enhance productive capacity.

Comparative minimum wages in Asia Country/City

US$ per day

Cambodia

$2.03

China (Shanghai)

$4.00

Indonesia (Jakarta)

$6.31

Hong Kong

$28.87

Japan

$65.78

Malaysia (Kuala Lumpur)

$9.81

Myanmar

$0.58

South Korea

$31.8

Philippines (Manila)

$9.72

Thailand

$9.45

Vietnam

$3.20 ($3.76 in Hanoi and Ho Chi Minh City)

Laos

$3.33

Source: www.business-in-asia.com 18

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“In view of the fact that the minimum wage policy is envisaged to be a positive step towards promoting higher-valued added economic activities and higher skills job (in addition to its aim to encourage a fairer-wage structure), the policy is further complemented by other productivity-enhancing measures, such as the provision of training to up-skill workers, improvements in the quality of education, and the facilitation of investment in automation and advanced technology,” says Devi. “These are and will continue to be executed with government and institutional support, as well as proper supervision and enforcement – ensuring that the minimum wage policy is well-positioned to realise its goals,” she adds. Some employers will also outsource functions that are not the core business of their organisations, says Shamsuddin. “Others freeze hiring and consider not replacing those employees who are leaving the organisation naturally,” he adds. “Employers across the country are looking to become leaner.” Maybank has always inculcated a performance-based culture in line with its 2009 transformation objective. The comprehensive approach, from target-setting based on internal and external benchmarking and dashboard tracking, through to individualised interventions like the internal Career Transition Programme, continues to be intensely monitored, and is becoming an institutionalised discipline in Maybank. “We track amongst others, revenue per headcount, profit per staff cost, and of course, employee engagement and organisational climate,” says Nora. “Employees are then actively recognised for their good performance under the bank’s Total Rewards and Staff Engagement strategy.” Maybank’s reward and recognition strategy is competitively benchmarked, and goes beyond simple cash incentives. “We have continuously made concerted efforts to ensure our staff productivity performance ratio is moving in the desired direction as we optimise our workforce by increasing the value of jobs and effectively deploy our staff with right capabilities and competence,” says Nora. The bank’s comprehensive development programmes equip its people with the knowledge, confidence, and skills to excel. Staff are strongly encouraged to learn new skills for both professional and personal growth and Maybank invests considerable resources to strengthen employees’ competencies in areas that support the Group’s development plans. Maybank’s productivity trends continue to improve and employee engagement indices continue to remain high. The Bank was recently recognised as the first and only Asian organisation in the top 25 list of Towers Watson Global High-Performing Organisations. “Recognitions such as this continue to motivate and spur our 46,000 staff across the 20 countries we operate in,” says Nora.

FEATURE

Foreign workers not left out The Minimum Wages Order applies equally to all employees, including foreign staff. According to the MEF, this will be a boon to some two million low-paid foreign workers in Malaysia. However, some quarters are appealing to the government to adopt and implement a separate minimum wages package for foreign employees in which non-wage components, such as accommodation, are factored into the calculations of basic wages, says Devi. “The government does not think it is a wise move to have a separate minimum wages package for foreign employees as we should not discount their (foreign employees) immense contribution to the Malaysian economy,” Devi counters. “By doing so, not only would we end up doing an injustice to the foreign employees who are present on our shores, we would also be going against the existing provisions in the labour legislations (and) not conforming with international labour standards,” she adds. Still, foreign worker levies have changed due to the implementation of minimum wages in Malaysia. Previously, the collection of levies for foreign workers (introduced in 1992) was fully borne by the workers. In 2009, the Malaysian government decided to shift the burden to their employers. The 2009 decision was to control a ballooning population of foreign workers in the country at the time. “The additional cost to employers to implement the national minimum wages policy for foreign workers is around RM8.4 billion annually,” says Shamsuddin. To ease this burden, MEF proposed that foreign workers be required to pay the levy instead of their employers. “Today, with the full force implementation of the minimum age policy, employers in Malaysia have welcomed the move, saying the burden of paying the levy should now rest with the employees,” says Devi. She adds that the levy of between RM34.16 and RM154.16 per month is lower than the expected increase in salary for low-paid foreign workers as a result of the minimum wage. Those previously on the lowest wages can expect up to RM500 per month extra.

Singapore sets basic wages for cleaners Singapore’s Progressive Wage Model is considered an “evolved” wage model. It is more than just ensuring a minimum wage for each worker. Rather, the worker gets paid according to his or her level of skill and productivity, and has the opportunity to upgrade skills in order to climb the wage ladder. From September 2014, all Singaporeans cleaners will receive a compulsory basic wage of S$1,000 per month, up from $850 per month. Skill upgrades, such as learning to use motorised equipment, will allow cleaners to command higher wages of about S$1,400 a month. Those who are promoted to supervisory roles can make even more, about S$1,600 per month. A similar requirement for standard starting pay and the Progressive Wage Model is also being worked out for the security industry, as issues of low basic wages and long overtime hours are rife in that sector. A voluntary Progressive Wage Model for carpenters in the furniture industry includes an apprenticeship scheme that will train 180 Singaporeans. The scheme hopes to attract and grow the pool of local skilled workers, which will comprise about 20% of the furniture industry as a whole. Trainees will be paid a salary of S$1,500 during the six-month period. Source: www.business-in-asia.com

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COVER STORY

Workplace Diversity

EQUAL ACCESS Creating a disability-friendly workplace

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COVER STORY

Singapore has made significant inroads regarding the employment of People with Disabilities (PWDs). Nevertheless, more can be done, as PWDs strive for meaningful job opportunities in Singapore By Sham Majid Employing People with Disabilities (PWDs) has been a thorny issue for many employers. From fears of rising operational costs, perceived lower productivity levels, and uncertainty over how to manage and supervise these staff, companies have long taken a cautious stance. According to “A Better Bottom Line: Employing People With Disabilities”, a report for the association of US State Governors, of the roughly 54 million Americans living with a disability, 20% are working or seeking employment, as compared to nearly 70% of Americans without a disability. In the UK in 2012, 46.3% of working-age disabled people were employed, as opposed to 76.4% of workingage non-disabled individuals. That 30.1 percentage point gap, as revealed by the UK Office for Disability Issues, equates to over two million people. Closer to home, while both the public and private sector have continued working in tandem to roll meaningful initiatives, PWDs are still struggling to secure meaningful employment in Singaporean firms. According to SG Enable, a Singaporean agency committed to serving PWDs, there are an estimated 10,000 work-capable PWDs aged between 18 to 35 years old in Singapore, of which 20% are already in open employment. “It appears that the PWD employment rate still lags behind mainstream,” says Nicholas Aw, President of the Disabled People’s Association. “Some disability groups also seem to be disproportionately unemployed or underemployed, such as the blind and those with intellectual disabilities.”

Challenges PWDs face in employment The Enabling Masterplan 2012-2016 has been formulated by an official steering committee, which involved representatives from the public, private and people sectors. It highlights the employment outlook for PWDs in Singapore and elaborates on the different avenues and schemes available to help PWDs into work. It also illustrates its key findings and proposed suggestions to improve the prospects of PWD employment in Singapore. The report has noted that employers have expressed concern “on the lack of supply of job-ready PWDs”. Three factors were listed as the possible reasons for the shortage of job-ready PWDs. Firstly, it was acknowledged that several individuals with disabilities “lacked the requisite skill sets” of both industry-specific skills and general employability. The second group involved people with more severe forms of disability. While they may have possessed the

necessary skill sets required for the post, their condition meant employers had to make crucial alterations in terms of “customised adaptation and job re-design”. Finally, the third aspect was “mindset”. The report added that several PWDs, while acquiring the requisite skills, “were not psychologically ready to take on available jobs”. The second factor in particular rankles with Aw, who says his office is not PWD-friendly and does not comprise of ramps or toilets for PWDs. He recalls having an intern who used a motorized wheelchair in an office building not adapted to such devices. Aw says she had to go to the office next door and use a narrow ramp to enter and exit the building. She was also forced to use the MRT toilet as the office toilets were not designed for PWDs. “Mind you, she is a bright student who aspires to be a lawyer and she has conditional offers to read law at Oxford, UCL and Warwick. There are many like her out there but they have to be given the opportunity to fulfil their dreams,” says Aw.

PWD policies and shortcomings Under initiatives driven by the earlier Enabling Masterplan (2007-2011) The Open Door Fund (ODF) and the Enabling

A dignified profession: Project Dignity Kitchen Set up in October 2010, Project Dignity Kitchen is Singapore’s first hawker training school for disabled and disadvantaged people. People with Disabilities (PWDs) receive hawker training for six to eight weeks, coupled with in-class theory lessons. Following this, they are attached to respective stalls. Once they have learnt to cope with the rigours of working in a hawker environment, they are offered ongoing placements. They earn an allowance during the course of their training and working stint in Dignity Kitchen. Yeo Hiok Keat, General Manager of Project Dignity Kitchen, says they have a mixture of about 10 full-time and part-time PWD staff and another group of seven currently under training. The majority of them will be placed with commercial entities after their stint at Project Dignity Kitchen. According to Yeo, since October 2010, more than 140 PWDs have taken jobs in commercial enterprises through the Kitchen. That’s out of 180 who have undertaken the training. “We train them in commercial settings and improve their social skills with customers before they go to work in commercial entities. We want to train them in real working environments so they are prepared for the working world Training in progress outside,” says Yeo. ISSUE 14.3

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COVER STORY

Workplace Diversity Employers’ Network (EEN) were established to further enhance the employment prospects of PWDs. The EEN, formed in 2007, has been a key driving factor behind moving PWDs into jobs. According to the latest Enabling Masterplan, “the EEN has engaged more than 100 companies from various industries, such as hospitality and food and beverage, to commit to more than 400 employment opportunities for PWDs since April 2009”. Presently, there are four dedicated Job Placement and Support agencies to offer PWDs with six months of job support. While these initiatives are funded to afford six months of job training, many of them continue to offer job support services beyond that maximum term. Sheltered workshops are another form of employment outlet for PWDs who are deemed unqualified for open employment. PWDs who gain employment in sheltered workshop are granted an allowance for their work. Considerable attention has also been paid to Special Education (SPED) students. The Masterplan report noted that from 2008 to 2010, “an increasing proportion of (these) students have been placed in open employment”. According to the SPED Graduand Survey, 36 SPED students were placed in mainstream education in 2010, while a further 60 earned placements in open employment. Nevertheless, Aw believes that the Enabling Masterplan 2012-2016 report is geared too much towards SPED graduates and that employment prospects are weighted towards sheltered workshops. “There is a dire need to examine the large number of PWD graduates with higher qualifications who face discrimination and difficulties in getting employed,” he says. The ODF may be tapped on for that goal. According to the Enabling Masterplan report, the scope of the Open Door Fund has not been wide enough, with some

Telecommuting:

The key to solving the PWD unemployment conundrum? If results from a recent US survey are anything to go by, telecommuting could well help bridge the employment gap in Singapore between able-bodied workers and People with Disabilities (PWDs). According to a national survey by private-public cooperative Think Beyond the Label eight out of 10 (81.1%) workers with disabilities claimed that telecommuting was a vital workplace benefit. It ranked second in terms of most desired workplace benefits (39.3%) in the US survey, ahead of healthcare and commuting spending programs (14.2%), onsite fitness centres and services (2.0%) and free or subsidised meals (0.8%). Paid time off (42.5%) emerged as the number one benefit. Interestingly, 67.1% of the workers with disabilities surveyed said they would take up an offer at a firm even if it did not offer telecommunicating options. In terms of productivity, 73.5% said they felt that telecommuting made them more efficient in their work while 70.6% claimed they did not need assistive technologies to aid them in their work.

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stakeholders feeling “that more attractive and sustained incentives could be given to employers”. In addition, its application process has been described as “tedious” and may put off employers from hiring PWDs, a key point to which Aw attests to. “One suggested change is to allow companies with existing staff with disabilities to apply for the fund, instead of companies having to apply for it before they hire staff, which is the case now,” he says. Edmund Wan, President of the Handicaps Welfare Association, also believes that the ODF is in need of restructuring. “Companies should hire based on their respective needs and not rely on incentives to employ PWDs,” says Wan.

Dignity, not sympathy Nevertheless, while PWDs continue to face obstacles in securing open employment in Singapore, several firms have happily adopted PWDs into their working cultures. Project Dignity Kitchen is one such enterprise. It is Singapore’s maiden hawker training school for disabled and disadvantaged people and also doubles as a functional hawker centre open to the public. Yeo Hiok Keat, General Manager of Project Dignity Kitchen, recalls a chastening experience in Dignity Kitchen where PWDs were unintentionally made to stand out from their able-bodied counterparts. In 2011, the management made each of their PWD workers wear badges to illustrate what impairments they had so that the public could understand their disabilities and exercise patience with them. However, Yeo says the experiment bore disastrous consequences. “People started looking at our PWD employees differently and business was very bad and we took off the badges one to two weeks later,” he said. “PWDs do not want sympathy, they just want dignity through working and earning their own salary.” He stresses that the food they serve has to be impressive in its own right. “We do not want the public to patronise the stalls (only) because they should care for charity.” The issue of dignity also resonates with Aw. He says employers should primarily “look at the ability, and hire on merit. “Disregard other irrelevant factors; it’s not easy but they must focus on ability, not disability,” he says. Yeo emphasises that his PWD workers are not treated differently as compared to their able-bodied mentors. He says that PWDs are capable of undertaking the same tasks as able-bodied people and should not be cast aside simply because of their disability. “Most of the PWDs are very hardworking and willing to learn and we need to see the gift of the trainee, and not look at their limitations,” says Yeo. The Holiday Inn Singapore Orchard City Centre is another company that advocates the employment of PWDs.

COVER STORY

SG Enable:

Forging partnerships with PWDs and firms Set up in July last year, SG Enable is an agency dedicated to enabling persons with disabilities (PWDs). Besides enhancing employability and employment options, the organisation seeks to empower them and their caregivers by providing easy access to information and referral services. It also works to engage the wider community, to advocate a more inclusive society. SG Enable prepare PWDs for employment by facilitating the interview and job search processes, and providing them with essential job skills. Working in close partnership with Voluntary Welfare Organisations and training providers, SG Enable supports PWDs in vocational assessment, pre-employment training, including vocational skills, job placement, job support services and continuous education and training. SE Enable also supports the EEN initiative, an alliance of employers who champion for more employment opportunities for PWDs. Through systematic planning and engagement, SG Enable matches manpower demand and requirements of employers with the supply of work-capable, job-ready persons with disabilities.

It currently employs 38 PWDs, comprising 15% of the workforce. James Lee, Director of HR, Holiday Inn Singapore Orchard City Centre, says the company’s staff with disabilities do not receive special dispensations. “Once they have learnt the skills, they are not treated differently, and they are not even singled out when serving the guests,” Lee says. “They do not wear special name tags and the guests may not even be aware that they are PWDs. “In the bigger picture, we help PWDs discover their sense of worth and have thereby been able to make a difference and contribute back to the society.” Wan proudly recalls how a group of PWD trainees secured jobs in the architectural industry thanks to the Handicaps Welfare Association’s Placement Centre for the Physically Challenged, an outlet to prepare PWDs for open employment. He says ten of them learnt architectural drawing with the help of a volunteer architect. They then passed the exam of the Singapore Institute of Architects. They also learnt to use Building Information Model (BIM) technology, a software used by all architectural firms to submit their drawing plans to the Building and Construction Authority. “Despite not having any background in architecture, they took the tests and cleared them and have now secured meaningful employment by constructing and submitting plans using the BIM format,” says Wan. Wan, who has also overseen the training of some of his

PWD workers to become bookkeepers, emphasised the importance of job training. “Employers do have a good intent to help PWDs, but sometimes they don’t do it with the correct training,” he says. Lee says that all of the hotel’s PWD staff are assigned a buddy to help them learn their roles quickly. “The buddy or coach is specially trained in understanding the needs of the PWDs, and they are coached to be patient and assuring,” he adds.

Debunking the myths There is a long-held view that the employment of PWDs will result in extra operational costs for companies. That is also dismissed by Yeo as a myth. He says Project Dignity Kitchen does make additional adjustments, such as installing a small ramp in each stall and enlarging the width of the stall entrance. However, he stresses the importance of engaging in innovation, by citing an example. The drinks stall in the centre has plenty of pictorial description to encourage the public to engage in small sign language with the drinks stall attendant. “It is essential that we think out of the box and innovation bears very little cost. Innovation will push up productivity levels but we constantly go through our work processes because every batch of PWD workers has different characteristics and they have to be treated differently,” he adds. Wan also concurs that PWD employees usually contribute to a high level of productivity. He says they are “dedicated, loyal and add value to what they are doing.” “In terms of productivity, it’s higher as they are willing to do more than what they are given and they are a very stable group who won’t job-hop,” he says. Lee feels that PWDs can also help elevate the critical shortage of manpower in the service industry, “in alignment with the drive to reduce the reliance of foreign labour for the service industry”.

36 SPED students were placed in mainstream education in 2010, while a further 60 earned placements in open employment

Shaping success stories According to Aw, the need to promote such success stories is perhaps the most pertinent ingredient to championing the employment of PWDs. He recalls a foreign bank recently approaching his organisation, as it was keen on employing qualified PWDs for an array of posts as part of a plan for corporate diversity. “So, it’s not all doom and gloom out there,” says Aw He adds there needs to be more awareness and publicity of success stories along with the creation of more avenues to tap onto job coaching and mentoring services by Voluntary Welfare Organisations. “Maybe in the beginning but with time, most-if not all-will not ‘see’ the disability anymore. It’s a matter of becoming used to the situation. The beauty of being humans is that we are endlessly adaptable,” says Aw. ISSUE 14.3

HRMASIA.COM 23

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Email exec1@sim.edu.sg

FEATURE

Corporate Learning

Training to be

SAFE There’s no doubt that everybody has a part to play in ensuring workplace safety. Businesses are also finding that emphasising workplace safety and health makes good business sense By Shalini Shukla-Pandey Workplace Safety and Health awareness in Singapore has increased greatly in recent years. According to the Workplace Safety and Health Council (WSHC), the workplace fatal injury rate has gone down significantly from 4.9 per 100,000 employed persons, in 2004 to 2.1 in 2012. “This would not have been possible without the efforts from all stakeholders, including the industries,” says Lai Poon Piau, Executive Director, WSHC. Businesses are also increasingly aware that workplace safety and health makes good business sense. A study by the Singapore Workplace Safety and Health Institute found that work-related injuries and ill health in 2011 resulted in an estimated S$10.5 billion worth of direct medical costs, productivity loss, human loss to society and potential future earnings foregone for the companies and workers concerned. That’s about 3.2% of the country’s GDP. The costs borne by employers alone were around S$2.3 billion, with staff turnover, training and loss of worker output contributing to the bulk of that figure. “When companies focus on workplace safety and health, employees feel more valued,” Lai explains. “This in turns creates higher staff morale, leading to higher staff retention and increased productivity. ISSUE 14.3

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FEATURE

Corporate Learning “Apart from productivity loss and economic costs, it is the right thing for employers to ensure that their workers go home safely at the end of day,” he adds. Workplace safety and health is the responsibility of both the employer and employee. “Companies should have in place safety regulations and guidelines for employees working in the premises,” says Nicholas Goh, CEO of Verztec Consulting. “Employees, on the other hand, should also take ownership and undertake instructions with care and diligence. “Proper procedures should also be put in place to audit personnel in hazard-prone areas and to ensure safety measures are in place,” he adds. To complement the capability building of companies, more emphasis will be placed on creating industry ownership for workplace health outcomes by WSHC and Ministry of Manpower (MOM), says Teresa Yang, Assistant Vice President – System & Process, Quality, Environmental Health Safety, TÜV SÜD PSB Learning.

CASESTUDY LWE Pte Ltd bizSAFE Project LWE Pte Ltd is an SME specialising in the installation and termination of electrical cablings and the installation and relocation of light fittings. After conducting risk assessment, the following hazards were identified: • Electrical hazard • Slip, trip and fall hazard • Ergonomic hazard due to • Contact with sharp cutting tools repetitive strain disorder • Fall from height hazard Besides safety awareness training such as risk assessment, work safely at height and the safe use of power tools, additional risk control measures were implemented as shown below:

EXAMPLE 1

EXAMPLE 2

BEFORE

Hazard / Risk: • Worker may accidentally injure/cut himself when using the manual cable cutting tool. • Awkward position when using the cutting tool

Hazard / Risk: • Worker may come in contact with live wire or injure himself if the drilling tool is faulty

AFTER

Risk Control: Use of battery operated cable cutting tool

Risk Control: Use of battery operated drilling tool

Outcomes: • Reduce the chances getting cut by the manual cutting tool. • Reduce ergonomic hazard due to better handling. • Dead-man switch is incorporated to prevent inadvertent activation of the cutting tool.

Outcomes: • Battery operation eliminates tripping hazard and potential electrocution if cutting tool is faulty. • Adjustable drilling speed provides better control during drilling operation

Results: Reduces risk from medium to low

Description of Work: Cutting of cable using manual cable cutting tool

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Description of Work: Drilling for installation of work

Bigger companies (including multinationals) in Singapore are generally more workplace health and safety-savvy compared to small and medium enterprises (SMEs), as they tend to have bigger budgets and greater commitment from top management to implement health and safety management systems and measures. “However, WSHC and MOM are working to get SMEs to adopt workplace safety and health practices through the bizSAFE programmes,” says Yang. “By embarking on the bizSAFE journey, SMEs can progressively establish an effective management system over time.”

WSH training solutions The WSHC organises industry-specific forums regularly to generate health and safety awareness in various industries. “The forums serve as a platform for learning and sharing good practices in the management of workplace safety and health, and are recommended for supervisors, safety professionals, managers and senior management,” Lai explains. Apart from forums, the WSHC website also has the latest updates and other resources such as guidelines, activitybased checklists, case studies, research, videos and posters. Private organisations such as Verztec Consulting also conduct health and safety training workshops. One of the most popular courses at Verztec Learning, the Learning solutions arm of Verztec Consulting, is “Safety in the Workplace” – a 60-minute e-learning course or one-day, instructor-led workshop. Objectives include creating a safety committee, identifying and resolving hazards, and devising and reviewing a workplace safety plan. Apart from this course, Verztec has its very own Safety Induction kiosk call iSafe. It is a highly customisable network solution that allows employees entering secured and hazardous premises to first go through a quick health and safety training course, comprising of an online learning seminar, a video and a quiz section. “Our solution can be rolled out as a standalone kiosk or a network of multiple kiosks at multiple entry point locations, with a secured link to a backend server platform,” says Goh. The online learning course and video can also be translated into over 60 languages, allowing foreign workers to select the language of their choice before scanning their pass to launch the video and course. Company administrators and safety officers can also generate daily or weekly reports on the personal details of employees who have undertaken the course before entry into the premises. TÜV SÜD PSB Learning offers a comprehensive range of training programmes catering to all levels in an organisation, from front line workers and supervisors to workplace safety and health professionals. These range from professional accreditations to competency-based programmes built on the Workforce Skills Qualification (WSQ) framework.

FEATURE

Innovative WSH campaigns “Work safely. Your family awaits your return” was the theme of the Workplace Safety and Health campaign for the most recent festive season. The campaign, which ran from December 2013 to February 2014, aimed to reiterate the importance of workplace safety and health so that workers continue to return to their families unharmed. Working through various channels including television, SMS marketing, radio, online and public roadshows, the Workplace Safety and Health Council (WSHC) reached out to various audiences, including the general public and workers across various industries. In collaboration with popular Singaporean filmmaker Night Owl Cinematics, WSHC has also produced two YouTube webisodes to communicate the importance of working safely in a fun and humorous way. The webisodes show how the Ying Yang Twins, head chef Sikeen and sous chef Nina deal with workplace safety and health issues as they operate in a hectic and stressful kitchen environment during the festive season. “We have received generally positive response on the webisodes for the refreshing approach,” Lai Poon Piau, Executive Director, WSHC.

“Our occupational health and safety trainings in the areas of introduction, implementation, and auditor training allow trainees to benefit from step-by-step guidance from our experts. They gain confidence and the competencies to ensure that the organisation is OHSAS 18001 compliant,” says Susanne Heng, Manager, Strategic Marketing, TÜV SÜD PSB Learning.

Reporting workplace accidents From January 6 this year, employers have been required to report all workplace accidents which render an employee unfit for work for more than three days to MOM. These accidents must be reported within 10 calendar days from the fourth day of medical leave. This is to discourage the practice of breaking up medical leave unnecessarily, which could affect employee’s recovery process and the integrity of the incident reporting framework. Employers also have to report all work-related traffic accidents involving their employees to the Commissioner for Workplace Safety and Health. This is to emphasise the employer’s duty under the Workplace Safety and Health Act to manage traffic safety and better track work-related traffic accidents. “Good policies and processes have to be put in place so as to ensure incidents get reported efficiently and accurately,” says Goh. “These processes have to be consistent and engage people at all levels, from the management team to individual employees.” Organisations can consider engaging a service provider to update legal compliance and set up training

programmes to educate and engage employees, says Raghunathan Chandrakesan, Senior Consultant – Environmental Health Safety, TÜV SÜD PSB Learning. “It will be useful to involve staff in all health and safety matters, consult them for opinions and desired improvements, and encourage them to contribute ideas,” says Raghunathan. “A service provider may also be able to simplify legal jargons and explain in layman’s terms how workplace safety and health matters affect employees and what they can do to contribute towards the success of the company.”

Upping the ante on training To adequately train organisations in health and safety issues, HR must encourage ownership of their actions at the workplace. “We have to understand that everybody in the organisation has a part to play in ensuring workplace safety, and to mitigate risks that might lead to unnecessary accidents,” says Goh. “Employees should be encouraged to take ownership of their own workspaces, and to make safer choices on their own.” “Competitive businesses understand that good health and safety practices enhance business value by creating a good corporate image, increasing productivity, and reducing disruptions to work,” says Goh. “This strategy encourages employers to seek better understanding of the benefits of good workplace safety and health performance. “Companies should also be aware of the different means to obtain funding and continue to leverage on new research, technology, methods and business practices to ensure that only the best policies are put in place,” he adds.

Being bizSAFE The bizSAFE programme is a five-step approach tailored to assist companies build up their workplace safety and health capabilities. By completing the programme, enterprises and companies will not only benefit by acquiring capabilities, they will also be able to implement effective risk management at their workplace to better manage workplace safety. “Some organisations are even requesting their business partners attain a minimum of bizSAFE Level Three before going into business with them,” says Lai Poon Piau, Executive Director of the Workplace Safety and Health Council. TÜV SÜD PSB Learning’s bizSAFE portfolio of courses are geared towards developing a pool of business leaders and executives who are aware of the WSH roles and helping organisations build up their WSH capabilities. “Our bizSAFE Level One course is aimed at improving knowledge, thought and skills for WSH leadership,” says Susanne Heng, Manager, Strategic Marketing, TÜV SÜD PSB Learning. “It not only equips top management with the necessary strategies and tools to carry out these roles to achieve and sustain good health and safety performance; it also serves to alert them to the business case for workplace health and its impact on profitability and productivity.” The bizSAFE Level Two course is targeted at an organisation’s Risk Management champion. At the end of the course, this officer will be equipped to chart out a risk management implementation plan for the organisation. BizSAFE Level Three requires companies to fully implement the plan developed in Level Two, and for the plan to be successfully audited by an independent auditor. “Company-appointed Workplace Safety and Health Management System champions can take advantage of our bizSAFE Level Four course, and learn to develop a workplace safety and health plan for the company,” says Heng. ISSUE 14.3

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HR INSIDER

Waggener Edstrom

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HR INSIDER

People first. In an industry as demanding as public relations, agencies work doubly hard to retain talent. Waggener Edstrom’s HR team shares how it emphasises talent development and helps mould account executives to one day become directors By Shalini Shukla-Pandey The global Public Relations (PR) industry employed more than 75,000 people last year, up from 66,000 in 2012. The annual Holmes Report into this sector also estimates that the industry is continuing to grow at an average of eight per cent per year. Waggener Edstrom Communications Asia-Pacific (WE) has also seen growth in recent years. However, expansion is not without its drawbacks. The demanding industry sometimes sees people putting in their notice as soon as they’re hired. Even at the best companies, employee turnover can be an issue. “Talent retention will continue to be the key focus for us this year, as companies continue to compete for the same talent due to the limited talented pool,” says Pearl Tong, Senior HR Business Partner at WE. “The Singapore

AT A GLANCE

• Total number of employees in Asia-Pacific: 150 • Size of HR team in Asia-Pacific: 5 • Key HR focus areas: - Talent Acquisition - Rewards (Compensation and Benefits, Payroll Administration) - Learning and Development

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HR INSIDER

Waggener Edstrom government’s restriction on foreign workers has also impacted the already limited talent pool.”

Talent scouting The most pressing hiring challenge WE faces is the lack of candidates with three to five years of PR experience, for the Account Executive and Senior Account Executive roles. “Also, Singapore’s restrictions on foreign workers has in effect restricted our selection of talent outside the local market,” says Audrey Lai, Senior Talent Acquisition Partner, WE. While the limited pool of strong talent, and competition with other agencies makes for tough hiring, WE looks towards innovative recruitment strategies to source for talent. “These include online job posting platforms, social media platforms such as LinkedIn and Facebook, and staff referrals,” says Lai.

Developing talent at WE While the agency currently has an above-industryaverage retention rate, the HR team works to maintain this through several avenues. “We encourage our people to be creative and innovative, and have the flexibility to do work that they love,” says Tong. A strong emphasis is placed on developing staff by providing a challenging environment for them to learn and grow. “We look at each individual’s strengths and weaknesses and provide different opportunities for them to grow in their role,” says Tong. “For example, an Account Executive who has been with the agency for a while will get a chance to mentor Account Coordinators and interns.”

Also, an employee who is not yet well-versed in digital PR will be given the opportunity and resources to learn more about it, and incorporate digital channels into their work. “We like to keep things creative and allow our people to try different things to keep them engaged,” Tong explains. Each year, HR looks at the latest PR trends – such as integrated communications – and provides training to equip the team with the necessary skillsets. Training is provided for different levels of staff, with tailor-made courses provided based on the team’s needs. “For example, we invited Professor Jim Avery from the US in September last year to host a Strategic Planning Workshop for our senior-level employees,” Tong says. “The workshop was held in our Hong Kong office, and employees from our other markets flew over to attend.” “The workshop was a success and allowed the teams to get together and share their insights and experience,” she adds. Upon joining WE, line managers take staff through the structure of the company and set goals to determine their career path. The staffing partner also lets the employee know about career opportunities within the agency. Account servicing employees will usually start as an intern or an Account Coordinator and move up subsequent roles to become Account Executive, Senior Account Executive, Account Manager, Senior Account Manager, and Director. Employees will usually join one practice – such as the technology team – but are not restricted to staying within that field forever. “We encourage diversity and our people have a chance to move into other areas within our business,”

WHO’S WHO IN HR

Pearl Tong

Senior HR Business Partner, Waggener Edstrom Communications Asia-Pacific

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Audrey Lai

Senior Talent Acquisition Partner, Waggener Edstrom Communications Asia-Pacific

Mabel Chan

HR Program Specialist, Waggener Edstrom Communications Asia-Pacific

Elisa Xu

Senior HR Officer – APAC, Waggener Edstrom Communications Asia-Pacific

HR INSIDER

says Tong. “We also provide overseas opportunities – for example, we have employees who have moved from Mumbai and Singapore to Shanghai.” From the very beginning, employees are groomed to become future leaders of the organisation. “As they move up into managerial positions, staff gain more ownership of their teams and accounts,” Tong explains. “We create opportunities for them to run programmes or drive new initiatives for the office such as organising team and office events, workshops, trainings and brown bag sessions.” “Everyone has their official roles and positions, however, we encourage leadership from all levels and are open to suggestions and ideas from everyone,” says Tong. “For example, two Account Coordinators from the Singapore team put together an internship programme, which has been successful in recruiting interns who have eventually been offered permanent positions within the agency.”

Keeping them engaged One area of concern amongst Singaporeans is work-life balance. “We promote work-life balance and constantly review our policies to ensure we are achieving this goal as this an important factor in the Singapore market,” says Tong. WE provides work-from-home arrangements, closely monitors working hours, and reviews increases in overtime. “Outside of work, we also encourage our employees to be healthy and provide a WE-Life benefit (reimbursement for fitness clubs and other wellness activities),” Tong adds. Another initiative is company-sponsored vacations. After an employee has completed three full years at WE, they and a friend will receive a companysponsored vacation capped at a certain value. Employees are also entitled to three weeks of paid sabbatical leave after having completed four full years at WE. The Global Exchange programme at WE also works to promote employee engagement. The annual two-week programme is one of the most popular within the agency. Each year, a select number of participants from an application pool are given the opportunity to travel to another one of WE’s offices. This gives them a chance to experience a new culture, gain fresh perspective on WE’s global operations, and meet WE’s regional leaders and colleagues. “Ultimately, we put a strong emphasis on work-life balance, training, and development, and provide a flexible working environment that encourages our people to do things that they love,” says Tong. “This encourages employees to not only stay, but also grow with us.”

Rewarding rock stars Waggener Edstrom Communications Asia-Pacific has put in place various programmes to recognise and reward employees. One example is the monthly “Rock Star Awards” which recognise employees on their great thinking, going above and beyond, and delivering notable results. The Rock Star Awards is a monthly peer-driven programme that enables employees to nominate their colleagues to be recognised and rewarded for their great work. Each nominated employee is recognised agency-wide across all markets and is entered into a monthly draw for a chance to win a gift card. “We also conduct a biannual employee performance review and recognise and reward them accordingly,” says Pearl Tong, Senior HR Business Partner, Waggener Edstrom Communications Asia-Pacific. Every six months, managers review their teams’ performances. Based on ratings, employees are recognised and rewarded via promotions, bonuses, or merit increases. Managers also review pre-set goals with each employee and decide whether goals need to be refreshes for the following six months. “The Singapore team has great spirit and morale – our people work very well together and they enjoying coming to work every day,” says Tong. “This is something that you might not see in every other organisation, thus resulting in our above average retention rate.”

“We promote work-life balance and constantly review our policies to ensure we are achieving this goal” – PEARL TONG, SENIOR HR BUSINESS PARTNER, WAGGENER EDSTROM COMMUNICATIONS ASIA-PACIFIC

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FEATURE

Performance Management

Analysing

ANALY Big data and analytics have become the big buzzwords for business. However, many companies are still in the dark over how to effectively utilise analytical tools to boost company performance By Sham Majid 32

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TICS

“Big data” and “analytics” are terms repeatedly bandied around by firms looking to increase productivity levels and raise bottom lines. They describe the endless amount of data companies collect in the hope of analysing and translating into meaningful and attainable targets, which will in turn boost company revenue. However, these lofty ideas can often become Catch-22 scenarios; companies are constantly looking for new ways to utilise tools to increase their profit margins but are unsure over how to put such plans into practice. The 2014 Strategic Directions: Utility Automation and Integration report by Black and Veatch, a global engineering, consulting, construction and operations firm, paints a telling picture regarding the application of analytics. It says utilities are keen on data analytics but a staggering 32% out of 235 respondents claimed they do not know how to utilise such technologies. Further proof that companies are struggling to dissect the complexities of analytics is epitomised from a new report by professional services firms KPMG. In August last year, it surveyed 144 chief financial officers and chief information officers at major businesses generating more than $1 billion yearly. Some 96% of its respondents admitted “they could do more with big data and make better use of analytics” in their organisations, while 56% claimed that the advantages that could be gained from the untapped data could be “significant”.

Using analytics for HR functions Some of the biggest sources of big data are HR departments, and analytics can also be used as a barometer to monitor the success of individually-crafted strategies, says Timothy Long, Director of Workforce Information, Micron Technology. “Talent Analytics is used to inform HR organisations on precisely how programmes should evolve to be more effective” says Long. He says that for many organisations, although manpower spending is the largest single category of their annual expenditure, firms are unable to understand the real return on their investments. “Talent Analytics is the means to measure the value of these HR programmes,” he says. Jaclyn Lee, Senior Director of HR, Singapore University of Technology and Design, says analytics are “a very critical part of the HR function”. “Many departments are caught in the day-to-day operations and processes of HR and forget that having a good talent analytics framework in the organisation, and especially in the HR department, can make their function a lot more strategic and measurable,” she says. ISSUE 14.3

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FEATURE

Performance Management Long stresses that it is insufficient for HR organisations to “simply understand and source the workforce needs of the firm”. In order to remain relevant and firmly aligned with the business, HR departments must develop strategies to maximise workforce productivity by enhancing people programmes and practices. ”Many HR organisations set direction by reviewing ‘best-practice’ benchmarks, or other popular trends in the industry. Only from analytics can a firm understand the true effect of HR programmes to the bottom line and use this information to continuously improve the productivity of the firm,” says Long.

Utilising metrics for HR Metrics is another crucial element that HR organisations can tap, particularly in talent development and management, says Yan Renyi, Head of Learning and Organisational Development, Integrated Health Information Systems. “Metrics” refer to a wide range of tools companies use to measure and assess if their targets, goals and objectives are being met. Yan believes that HR can benefit from “objective, evidence-based analysis to support human decisions”. “Talent development at times is undertaken as a reactive measure to plug capability gaps that leaders see in people. Learning investment decisions entail significant time and resources, and metrics help support

KPMG survey reveals analytics appeal The endless potential of big data and analytics is an appealing concept for many companies. The KPMG’s “Going Beyond the Data” report found that 69% of business leaders believe that data analytics is “either crucial or very important to their business”. Over half (56%) claimed their firms had transformed their strategies to “meet the challenges” of big data. The chief reason for the reticence of analytics is clearly epitomised from more than 40% of the chief financial officers and chief information officers surveyed who said that their toughest challenge in utiliising big data was integrating data technology into their existing systems and business models. A staggering 85% of businesses are also encountering huge problems in “implementing the correct solutions to accurately analyse and interpret their existing data”. Some 75% of respondents confessed to having troubles formulating decisions regarding data analysis, while they also added that the biggest obstacle to constructing a data and analytics strategy was knowing what specific data to amass. Nevertheless, there are signs that firms are increasingly beginning to invest more resources in analytics, as more than a third (38%) of large firms have hired analysts and data scientists specifically for that task. A further 28% of respondents claimed their organisation had engaged with external consultants or suppliers to incorporate data and analytics into their operations.

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that decision-making process –identifying the capabilities required in people and the type of investment required, for example,” he says. Lee says HR can partner with top management to identify key HR metrics to measure and analyse through the available data. “This can help to make a great deal of strategic difference to the way HR adds value as a strategic partner to the business,” she says. Yan adds that metrics can then initiate the decision by identifying and mapping the skills gaps in the workforce against emerging trends from the industry or business, before then feeding that information into the learning management system so as to provide critical learning and development needs for people. However, a one-size fit approach won’t work for every organisation or market. Instead, Yan says talent analytics can help develop country-specific learning roadmaps for key talents. “Identifying capability needs in people provides a starting point of reference towards formulating an enterprise-wide learning roadmap,” says Yan. Using simple analaysis tools such as correlation can help to ensure the right learning intervention is provided to the individual, and that such investments are optimised for the organisation, he adds. Yan says correlations can identify if a technical capability area is critical to develop so as to support the firm’s business growth in that segment. Organisations can then add accordingly by training the individual. “Leveraging on analytics gives substance to support human decisions and can pay off when resources are optimised to generate a healthy return on investment on development,” Yan adds.

Quality, not quantity of data Contrary to the popular notion that business are required to make perfect sense of endless data, Long says quality is far more important than quantity. “HR data is particularly challenging to work with because most of it is assessed and entered by people, and therefore it is wrought with error and biases. It’s important for HR analytics teams to first implement the infrastructural technologies and processes to ensure data collection is as accurate and calibrated as much as possible before attempting to amass more data,” he says. That being said, Long adds that small databases are often too minute to produce any statistically noteworthy data and can often produce incorrect conclusions that may be based purely on a coincidental sampling error. He adds that retaining full snapshots or monthly HR data over a number of years usually provides the scope for insightful and succinct analytics implementation. Long says the first step firms should undertake is to identify the strategic reason that justifies the investment

CONGRESS SERIES

UK businesses nonplussed over analytics

HR ANALYTICS

While most firms seem to be keen on embracing the utilisation of big data and analytics, it appears that a majority of businesses in the UK are unconvinced by the arguments in favour of this approach. Research from data storage and analytics firm EMC revealed that while 75% of professionals in this space felt that their organisational decisions could be enhanced by effectively utilising data, only 37% concurred that their senior departments had faith in big data analysis to make impactful business decisions. Only 21% of respondents to EMC’s survey had accomplished a competitive advantage due to big data analytics insights, while only 44% felt that markets that flourish will be the same ones utilising such analytics.

in analytics, and use this understanding to structure a persuasive business case. “A mature analytics implementation takes time – it’s important to link to a strategic business opportunity and find ways to prove value from analytics early and often,” he says. Lee believes that firms must first identify “the core business strategies and drivers that are needed to impact organisational goals” before they decide to take the plunge into analytics. “Once the goals are clearly defined and we are clear on the key metrics that are needed to drive the business, we start to look at the necessary talent analytics that are needed to help in decision making and planning for programmes,” she says.

Using analytics effectively Long says that business intelligence and applied data science are acknowledged as the next strategic differentiator for firms. “Because firms spend so much directly on the workforce, leaders are often willing to invest modestly in analytics to help optimise their workforce investments,” he says. For companies working on a limited budget, Long also cautions that analytics should be targeted towards the most pressing imperative. He says firms must ensure analytical investment is directed towards supporting the most important business opportunities. “Successful analytics projects are also virtuous – success in one project gives confidence to leaders to invest more in future projects,” he adds. Lee suggests that firms should “start small”. “Go for small wins and low lying fruit. We don’t need complicated systems if we target for areas that really need massive improvement, and use simple metrics to track.”

CONGRESS

9 April 2014 | Hilton Orchard Singapore

Join industry experts and your peers at HRM Asia’s signature congress - HR Analytics - a jam packed one day event that will provide new insights and dynamic blue prints on data-driven initiatives, offer strategy plans and solutions to its complexities and help companies maximise current resources for real business advantage.

Featuring:

Interactive Workshop HR Measurement: Analysing the HR Value Chain and Applying the Balanced Scorecard in Human Capital Management

Jaclyn Lee Senior Director Human Resources SINGAPORE UNIVERSITY OF TECHNOLOGY AND DESIGN

69%

of business leaders believe that data analytics is either crucial or very important to their business

BY POPULAR DEMAND!

Source: KPMG’s “Going Beyond the Data” Survey

Cheng Fong Tuan Head - Group Talent and Performance Management MAYBANK

Shweta Mishra Lead - Human Resources DELL

Timothy Long Director - Workforce Information MICRON TECHNOLOGY

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Joy Roman Head - Talent Solutions 3M ASIA PACIFIC

Renyi Yan Head - Learning and Organisational Development INTEGRATED HEALTH INFORMATION SYSTEMS (IHIS)

+65 6423 4631 www.hrmcongress.com

HR SUMMIT 2014

Sam Silverstein

Raising accountability Encouraging accountability among employees can lead to great engagement, higher performance and better business results. To achieve this says STJobs HR Summit speaker Sam Silverstein says HR needs to take the lead

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HR SUMMIT 2014

Why is accountability so important at the workplace, and how does it ensure future success? When you create an organisational culture that is based on accountability you naturally have an environment that employees are highly engaged in. In this type of environment safety improves, productivity goes up, employee morale increases and profits also rise. Products and services are commodities for the most part. If you want a significant competitive advantage, create an organisational culture based on accountability and then out-deliver the rest of the industry. Our research has uncovered proven techniques on how to make this happen and we know how to transfer that knowledge to our clients.

How can HR help raise accountability among employees?

Are employees today hand-held too much?

HR must take the lead in determining as an organisation what they believe. You must be able to state: “This is how we do things here.” And do that for every aspect of your organisation: “This is how we treat customers. This is how we treat teammates. This is how we handle customer service. This is how we run our business.” The more you can state how you do things and the more you can communicate that to everyone in the organisation, the better positioned you will be in building your ideal culture. HR is uniquely positioned to get everyone involved from the executive team to the front line.

They will actually become less accountable. Instead, reward them for fixing it fast. Once we put people in charge of living “How we do things here” they will be empowered, take ownership and produce at a level beyond what you can imagine. We have documented proof of that and will share it at the STJobs HR Summit.

It’s not about too much handholding or not enough. It’s about

We make excuses when we focus on what we cannot control. We cannot control the economy. We cannot control our competitors. We cannot control the weather. We cannot control traffic. When people learn to focus on what they can control, they make decisions. When they make decisions they get results, instead of excuses. You cannot “tell” people to be accountable. It doesn’t work like that. Most people don’t even know what accountability means. You can, however, create a highly accountable organisation that outperforms the competition year after year after year, and you never even have to use the word, “accountability”.

how we do things in our organisation

What are some common excuses that attribute to a lack of accountability?

KNOWING

Culture is what is accepted and what is repeated. Once we define and communicate: “How we do things here”, then it is a matter of making that absolute. If you create a culture based on exceptions then no one will be accountable and nothing will be accomplished. It’s not about too much hand-holding or not enough. It’s about knowing how we do things in our organisation and then letting people go get the job done. If they make a mistake, that’s fine – fix it and fix it fast. Then move on. If you penalisse someone for a mistake then you will effectively shut them down. ISSUE 14.3

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HR SUMMIT 2014

Sam Silverstein

Save $900 Early Bird Special

Only S$1095 + GST*

CONGRESS SERIES

7th Annual

EMPLOYMENT LAW

CONGRESS

What is the role of trust in this equation?

7 & 8 May 2014 | Marriott Singapore

Trust is critical. Too many leaders think that trust must be earned. Trust must be given and then you will receive it in return. Loyalty must be given and then you will receive it in return. Care must be given and then you will receive it in return. If you don’t trust someone you shouldn’t have hired them – it’s that simple.

Back for the 7th consecutive year, HRM Asia’s magnum opus – Employment Law Congress – is the guide for HR and Legal practitioners to navigate through the complexities of managing a regional cross-cultural workforce.

What are you looking forward to the most in your Summit presentation in Singapore?

Join us as we shine the spotlight on 15 jurisdictions in Asia-Pacific to provide an accurate, timely picture of critical employment issues in the region and how these laws work in practice.

I can’t wait to be able to share ideas that can make a significant difference in all types of organisations. Afterwards I always look forward to conversations with the people in the room who want to talk about how to take this message further and deeper. We can transform our organisations. We need to know that it’s okay to run our business based on what we believe, and the power that comes from that knowledge can be very impactful.

Day 1:

in Catch Sam Silverste ‘live’ at the 2014 STJobs HR Summit 28-29 April 2014 Sam Silverstein will be presenting at the exclusive Suntec Singapore C-suite stream and the Strategy stream at STJobs HR Summit. Convention & Exhibition Centre No More Excuses

Top three takeaways • An understanding of what accountability really looks like • The four elements of creating a culture based on accountability • Exactly where to start in building accountable organisations

Join Sam Silverstein as he challenges attendees to break through the barriers holding them back from superior business results by facing the concept of accountability – head-on. Based on his best-selling book No More Excuses - The Five Accountabilities for Personal and Organisational Growth, Silverstein will lead a thought-provoking discussion that will help you and your organisation to boost employee engagement, productivity and profitability. An expert in engaging workers to improve their accountability and authenticity skills, Silverstein is an entrepreneur, business expert and international author who teaches winning techniques to build success both personally and professionally. In addition to selling his own companies for over US$100 million, Silverstein specialises in helping international organisations to be more effective and their people to be more productive leaders. He is currently the Editor-In-Chief of Accountability Magazine, has authored ten books, and has also been a contributing author to countless publications around the globe.

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Day 2: Australia

China

India

Hong Kong

Japan

Indonesia

Myanmar

Malaysia

New Zealand

Philippines

Singapore

South Korea

Thailand

Taiwan

Vietnam

Learning Objectives: Explore latest developments, updates and the future direction of Employment Laws and how these changes will affect your business operations in Asia-Pacific Address people issues and staff migration challenges of cross-border business transfers and the rising mobile international workforce Mitigate legal risks from hiring to firing by avoiding danger zones of contracting, employee termination, unfair dismissals and compensation issues Discover effective ways to prevent trade secret infringements and enhance the entity’s ability of resolving trade secret disputes Understand disciplinary procedures in each country and take away solutions to your specific employment law questions from top legal consultants

+65 6423 4631 www.hrmcongress.com

HR SUMMIT 2014

Sam Silverstein

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HR SUMMIT 2014

How can HR help raise accountability among employees?

Are employees today hand-held too much?

It’s not about too much handholding or not enough. It’s about

how we do things in our organisation

What are some common excuses that attribute to a lack of accountability?

KNOWING

HRMASIA.COM 37

HR SUMMIT 2014

Sam Silverstein

Save $900 Early Bird Special

Only S$1095 + GST*

CONGRESS SERIES

7th Annual

EMPLOYMENT LAW

CONGRESS

What is the role of trust in this equation?

7 & 8 May 2014 | Marriott Singapore

What are you looking forward to the most in your Summit presentation in Singapore?

Join us as we shine the spotlight on 15 jurisdictions in Asia-Pacific to provide an accurate, timely picture of critical employment issues in the region and how these laws work in practice.

Day 1:

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Day 2: Australia

China

India

Hong Kong

Japan

Indonesia

Myanmar

Malaysia

New Zealand

Philippines

Singapore

South Korea

Thailand

Taiwan

Vietnam

+65 6423 4631 www.hrmcongress.com

Early Bird Discounts Expire 28 March Special Extended Session: A New Framework for the Future of HR Peter Cheese Chief Executive, Chartered Institute of Personnel and Development (CIPD)

Would YOU Want to Work for YOU? Brenda Bence Branding Expert, International Speaker & Author

Shaping Vibrant Business Cultures - Google Style Julian Persaud Managing Director, Southeast Asia Sales and Operations, Google

No More Excuses - C-Suite Exclusive Sam Silverstein Accountability Expert, International Speaker & Author

HR as a Change Agent Aileen Tan Group Director Human Resources, SingTel

Walmart Case study: Achieving Growth through Diversity Scott Price Executive VP, Wal-Mart Stores Inc. & President and CEO, Walmart Asia

Current Labour Challenges and Solutions in Singapore Ow Seng Fong Divisional Director, National Human Resources Division, Ministry of Manpower (MOM)

Turning Conventional Management Upside Down C-Suite Exclusive Vineet Nayar Former CEO HCL Technologies, Founder, Sampark Foundation, Management Guru & Author

Legendary Leadership Strategies at GE Paul Thomas Kannimmel Human Resources Director, Global Growth and Operations, ASEAN, General Electric

Delivering Strategy Through People Amit Oberoi CEO, Coca-Cola Singapore Beverages

Dare to be Their Best Boss Ever! Ian Cook Author & International Speaker

Maximise Your ROI through Operational Excellence Lyn Lee VP HR, Shell Business Service Centres, Shell Eastern Petroleum

No More Excuses - Building an Organisational Culture Based on Accountability Sam Silverstein Accountability Expert, International Speaker & Author

Engaging Employees Through the use of Social Media Fiona Mullan Senior HR Director, Microsoft Asia Pacific

Preparing for the Rise of the NextGen Leaders John Nolan SVP HR - Global Markets, Unilever Asia

The Leadership Development Challenge Richard Cook VP Human Resources, AMEA, BT Group

HR Transformation 2.0 Leadership Lessons From the High Seas Navid Nazemian International Speaker & Global HR Business Partner, Roche

1501 Ways to Reward Employees - Low Cost Rewards to Increase Employee, Retention, Engagement & Performance Dr. Bob Nelson Recognition & Engagement Expert & Author

Help Them Grow or Watch Them Go: Career Conversations Employees Want Julie Winkle Giulioni Learning Strategist, Author & International Speaker

Full Details of this Presentation to Follow Dr. Roland Smith Vice President, APAC & Managing Director, Center for Creative Leadership

Ask the Experts Power Panel Tommy Ng HR Guru

Ask the Experts Power Panel Low Peck Kem Senior Director, HR & Organisation Development, GAIN

What Does the C-suite Really Want from its HR Leaders? Arthur Fong Managing Director, 3M

What Does the C-suite Really Want from its HR Leaders? Patrick Bergstedt President, Asia Pacific, MSD (Merck Sharp & Dohme)

Ask the Experts Power Panel Geraldine Lee Chief HR Officer, NTUC First Campus Co-operative

Ask the Experts Power Panel Caroline Lim Global Head of HR & Corporate Affairs, PSA

What Does the C-suite Really Want from its HR Leaders? Andrew Thomas Regional Director SEA & Managing Director, Singapore, Ogilvy PR

What Does the C-suite Really Want from its HR Leaders? Chandran Nair Managing Director Southeast Asia, National Instruments

The Secret to Employee Retention - Corporate Social Responsibility William H. Taylor International Speaker

The Secret to Employee Retention - Corporate Social Responsibility Scott Friedman Motivational Humorist & Author

Inclusion and Well-being is there a connection? Elizabeth Nieto Global Chief Diversity & Inclusion Officer, MetLife Inc.

Inclusion and Well-being is there a connection? Damien Green Regional Head, Employee Benefits, Asia, MetLife Asia Limited

Empowering Context Intelligence

hrsummit@keymedia.com.sg | (65) 6423 4631 Naming Rights Partner

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Last Man Standing Preview Session

You’re Hired!

Vineet Nayar Former CEO HCL Technologies, Founder, Sampark Foundation, Management Guru & Author Turning Conventional Management Upside Down

Dr. John Gray Relationship Expert, Best-Selling Author and International Speaker Men are from Mars, Women are from Venus At Work

Dato’ Dr. Jannie Chan Tay Co-Founder and Executive Vice Chairman, The Hour Glass Limited & Founder of Save our Planet Investment

Prof. David Ulrich Management Expert & HR Guru Preparing for the Future: What Every HR Professional Should Know

Timeless Tips

Innovative Comp & Ben Programmes as a Strategic Tool for Retention Adzhar Ibrahim Group Head of People, AirAsia

Innovation Strategies for Employee Engagement at Samsung Grace Wong Regional Head of Human Resources, Samsung

Extreme Retention Michael McCarthy Group Head Human Resources (APMEA), MasterCard

The Engagement Formula - Three Simple Steps that Guarantee Full Employee Engagement Prof. Ross Reck Engagement Expert & Author

L & D Strategies for Maximum Talent Retention - LUX Maldives Resort Case Study Afeef Hussain Director, Training, Development & Quality Assurance, LUX* Island Resorts, Maldives

The Foundations of Effective Succession Planning in a Globally Integrated Enterprise - An IBM Case Study Pallavi Srivastava Asia Pacific Consulting Services HR Leader, IBM Global Business Services

Talent Management at DBS Laurence Smith Group Head of Learning & Talent Development, DBS

Over to You, Employee - Getting Your Staff to Take Accountability for Their Performance, Satisfaction, and Development Ian Cook Author & International Speaker

Helping Employees Switch OffThe Importance of Work-Life Balance A. Mateen Vice President HR, SG/SEA, DHL Express

Effective Inclusion of Your New Recruits Eng-Sing Soon Executive Director, Human Capital Management, Goldman Sachs

Zap the Generation Gap: How to Work with Different Generations without going Crazy Ava Diamond Employee Engagement Expert & International Speaker

Leading Edge Practices in Recruitment and Talent Management Dr. John Sullivan Talent Management Expert & Author

Thinking Outside the Box: The New Reality of Talent Engagement Dr Raymond Madden Chief Executive Officer, Asian Institute of Finance (AIF)

The Growing Importance of HR Analytics Aparna Kuman Regional Human Resource Lead, Asia Pacific, Monsanto

Workforce Planning for The Future Tan Kwang Cheak Director, HR & Talent Development, MOH Holdings (MOHH)

Maximising Growth through Effective Sales Compensation Plans Jennifer Frei Director, Sales Effectiveness & Rewards, Asia Pacific, Towers Watson

Building Business Relationships: How to Start a Conversation, Keep it Going, Build Rapport and Leave a Positive Impression Debra Fine Communications Specialist & Author

Staying Ahead of the Curve: How People and Teams Make Breakthroughs in Performance David Lim Veteran Expedition Leader & Motivational Expert

Building the Workforce of the Future Gordon Zeilstra Vice President of Product Sales and Strategy SuccessFactors

Your People ARE Your Brand How is Your Organisation Being Represented? Lesley Everett Personal Branding Expert & President of Global Speakers Federation

‘Out of the Box’ HR Strategies to Boost Performance & Productivity Ute Braasch COO & Head of HR, Corporate Solutions, Asia Pacific, Jones Lang Lasalle

‘Out of the Box’ HR Strategies to Boost Performance & Productivity Stephane Fabregoul General Manager, W Singapore - Sentosa Cove

‘Out of the Box’ HR Strategies to Boost Performance & Productivity Tiffany See Executive Director HR,Global Commercial Business Organisation Sales & Global Organisations APAC & Japan, DELL

Tackling the Labour Shortage James Lee Director HR, Holiday Inn Singapore Orchard City Centre

Tackling the Labour Shortage Christina Kong Senior Director, HR & Corporate Affairs, JUMBO Group of Restaurants

Tackling the Labour Shortage Victoria Oddy Acting Head of Talent Management, Baker & McKenzie.Wong & Leow

Tackling the Labour Shortage Richard Lau VP Group Marketing & Communications and Recruitment, Certis CISCO Security

* Early bird rates expire 28/3/14 and are not available for HR Vendors & Service Providers who are welcome to attend at the regular price.

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GUEST CONTRIBUTOR

Employee Engagement

The secret to employee retention

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GUEST CONTRIBUTOR

The secret to real employee retention may already be in your organisation’s toolkit. But guest contributor Scott Friedman, an international speaker on employee engagement, says CSR needs to be driven by staff’s own personal values in order for it to be effective

Would you like to know the secret to employee retention? Sure, who wouldn’t? After all, employee engagement drives performance outcomes. And, employee retention is both a result of that engagement and an outcome that keeps performance high. According to research by emotional health expert Dr Steven Stein, the number one predictor of employee retention is the emotional intelligence attribute of social responsibility. That is - employees are loyal to companies that are doing good things in the world. Not only does our research confirm the importance of CSR to the workforce of today, but more importantly, we believe that “PSR” - personal social responsibility is the foundation of the best CSR programmes that lead to the most effective results. The good news is that it is available to every single company, regardless of size, location, and industry. A recent study by the United Health Group found compelling evidence that dedicated employee volunteer programmes can help a business in key areas such as productivity, engagement, and synergy. That study found that 96% of employee volunteers believe that volunteering enriches their sense of purpose in life, which naturally leads to more engagement. Additional research published by organisations such as the Society for HR, the Center for Creative Leadership, the MIT Sloan School of Business, Aon, and The Conference Board all tends to reinforce the power of tapping into the passion of your employees to make a difference in the world. In our personal experiences, not only with hundreds of clients, but also with our own partnership with the nonprofit group we established, called Together We Can Change The World (TWCCTW.org), the key is PSR. That is what drives us to educate impoverished children in Southeast Asia and provide them with an opportunity for a self-sustaining life. The bottom line? CSR is grounded in personal values… in PSR. And, by that we mean the PSR of the board, the CEO, the leadership, and the PSR of every single employee. Tap into those values and you’ve got a powerful CSR programme. The deeper the connections between CSR programmes

and the core values of the organisation, its leaders and employees, the more credible the end results will be in the eyes of the business community, and even more importantly, in the eyes of your employees and their families. Let’s look at some real-life examples. Bill Taylor is an HR consultant living in Seattle, home of Microsoft and Starbucks, and has had a chance to spend time with both. Microsoft’s CSR programme is called its “Citizenship Giving Campaign” and is deeply ingrained in the corporate culture, and designed with the employees in mind. In this ongoing programme, directed by a rotating team of two senior executives, six “Loaned Executives” are appointed annually. Then, following a month of full-time training, these Loaned Executives spend another three months championing the Citizenship Giving Campaign throughout the Microsoft organisation. They extend their reach through a team of 300 Vice President Appointed Leads, who then become the front line of the annual giving campaign. These vice presidents then carry the programme ideals –and practices – throughout Microsoft. In 2012 the programme resulted in more than US$100 million contributed to over 18,000 non-profit organisations, followed by another US$108 million to an even larger number of non-profits in 2013. The lifetime total for the programme now exceeds US$1 billion. (Incidentally, this is all over and above whatever takes place with the Bill & Melinda Gates Foundation.) How do they make this happen? The short answer is deep employee engagement. They’ve tapped in to a vast resource of PSR. All employee contributions to a non-profit organisation (of the employee’s choice) are matched dollar for dollar up to a maximum of $15,000 per year. And, all employee volunteer time for non-profits (again, of the employee’s choice) is matched at a rate of $17 per hour. In addition, employees are encouraged to conduct on-site fundraisers. Each year there are thousands of these events happening throughout the various Microsoft campuses. When Bill talked with Patricia Donnellan, one of the leaders of this programme for 2013, several interesting points came out. First of all, she says the programme does not heavily influence recruitment. Because it is such a low-key and primarily internal programme, many

96%

of employee volunteers believe that volunteering enriches their sense of purpose in life, which naturally leads to more engagement

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GUEST CONTRIBUTOR

Employee Engagement We believe that every single organisation, regardless of size, location, or industry can

DEVELOP

a strong, effective CSR Programme

candidates are not even aware of it during the interview process. Where it really pays off is in retention – a fact regularly validated in employee surveys. The Citizenship Giving Campaign is often cited by employees that had left Microsoft and then returned as one of the primary reasons for their return. Starbucks’ efforts in this regard are no less impressive. As with Microsoft, the key emphasis is that the programme – called Community Investments – is a clear reflection of the company’s core principles and employee values, and is deeply integrated with business strategies. Starbucks’ Chief Community Officer, a member of the top-level leadership team, oversees not only Community Investments, but also HR, the Starbucks Foundation, the Ethical Sourcing team, the Café Practices team, the Environmental team, and the Government Affairs and Shareholder Issues team. Now that’s what we call a deep, integrated commitment to CSR. Starbucks also has a generous programme of matching both employee financial and volunteer time contributions to non-profit organisations. And, as you might imagine, this results in consistently high engagement scores in employee surveys. Clearly, Starbucks treats Community Investment as a reflection of its core values throughout the 200,000-employee worldwide organisation – and not just an “add-on” to the business model. Another particularly noteworthy experience was when I met recently with The Tata group from India, globally

an Catch Scott Friedr m & Bill Taylo ‘live’ at the 2014 STJobs HR Summit 28-29 April 2014 Suntec Singapore Convention & Exhibition Centre

Top three takeaways • How to keep employee morale high and turnover low • Why CSR is critical in talent attraction and retention • Tips on creating an effective CSR strategy

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known not only for its wide range of quality products, but also for its contributions to charity. Amar Sinhji, Head of HR at Tata Capital, says the company shows compassion for its employees and the community. He explains how Tata contributes to many non-governmental organisations and charities as well as to a number of the many religious and cultural celebrations throughout India. It is a basic premise of every Tata Company to give back to the community through service and support. Tata Group grounds its CSR programme in PSR and reaps the benefits in terms of employee engagement and retention. The company Netapp, which consistently appears on various “best employers in the world” lists, allows their staff (100,000 worldwide) to take a week off (paid) to do any volunteer work they want. According to Dorsey Delavigne, an engineer we interviewed, the volunteer work can involve anything from working in a youth home to travelling to Africa to help build a school. Can you imagine the impact internally? We believe that every single organisation, regardless of size, location, or industry can develop a strong, effective CSR Programme. Here are our ten recommendations for doing just that: • Begin at the top. Drive your CSR programmes with values emanating from your CEO and your Board of Directors with your employees in mind. • Ground your CSR programme in “PSR”. Tap into the power of your employees – readily available to you • Think in broad, integrated terms. CSR is more than just charity. Where are the critical junctions between

Explore how great companies such as Microsoft and Starbucks keep employee morale high and turnover rates low in this informative session. Scott Friedman and Bill Taylor will detail how an employer’s commitment to CSR is increasingly crucial to attracting and retaining its workforce. Attendees will learn powerful strategies in creating a CSR programme that will not only win HR high praise, but also help you keep your best employees and become an employer of choice. A former President of the National Speakers Association (NSA), Scott Friedman inspires and entertains with interactive and content-rich presentations. His main areas of expertise are employee innovation, celebration and customer experience. Friedman has written three books, including Celebrate - Lessons Learned from the World’s Most Admired Organisations. As past President of the National Speakers Association and founder of the Global Speakers Summit Friedman has a long track record of community and professional service. He is co-founder of Together We Can Change The World (TWCCTW) Fund (http://twcctw.org) supporting disadvantaged children and women throughout SE Asia. Bill Taylor CMC is a long-time human resources management consultant based in Seattle, Washington. He spends most of his time these days with his own non-profit organisation, The SE Asia Children’s Foundation (http:// asiachildrensfoundation.org) focused on breaking the cycle of poverty by providing education for disadvantaged children and women in SE Asia – and collaborating with Friedman on TWCCTW projects.

GUEST CONTRIBUTOR

your corporate values, employee passions, the communities in which you do business, and the financial success of your business? What are the opportunities for service there? • Seek meaningful partnerships with non-profit organisations. Perhaps there are direct connections with your business goals, corporate values and employee interests. • Market the programme internally. Create energy around it. Get the employees engaged – really engaged. Have them help design the programme. Support what they want to support. • Give your employees a platform to promote their cause. By helping employees engage other employees, the community and the organisation in their cause, it will be difficult for the employee to leave for greener pastures. • Spend some money. Don’t attempt to do it on the cheap. Match employee donations. Contribute for employee volunteer time. Support employee fundraising activities in a variety of compelling ways. • Train. Educate. Don’t expect everyone to just know why CSR and PSR are important or how to do them. Lead with examples. Show the way. Walk the talk. • Make it unique. Don’t simply copy what someone else is doing. Sure, borrow some good ideas. But then adapt them to your own unique circumstances. Do CSR/PSR your own special way. • Have some fun. Fun leads to engagement. Engagement leads to service. Service leads to connection. Connection leads to retention. Who knows… that might even lead back to fun.

Kensington Ballroom: 400 – 500 pax

Whether for

Business or Pleasure, we have the

Perfect Venues for you

KTV Rooms: 8 – 10 pax

Beer Garden: 80 – 100 pax

Casuarina Room: 50 pax

Serangoon Gardens Country Club offers clients a quiet refuge complete with a variety of function rooms that are perfectly suited for any corporate or private event. Conduct a workshop in our Casuarina Room, have a few drinks with your clients or colleagues in our Beer Garden or KTV Rooms or opt to have your company’s next dinner and dance in our Kensington Ballroom. From team building workshops to power lunches, whether for business or pleasure, we have the perfect venues for you.

Scott Friedman, Treasure Shine and Bill Taylor at a TWCCTW project in Chiang Rai, Thailand

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To book your next event, call or email us today! Tel: 6286 8888, 6398 5381, 6398 5365, 6398 5387 Email: banquetsales@sgcc.com.sg 22 Kensington Park Rd Singapore 557271 www.sgcc.com.sg

MICE

Meeting & Conferences

Make your

meeting memorable

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MICE

Picking the right meeting or conference venue can set the tone for an event and determine its overall success. In 2013, Singapore was named the Top Asian Convention City for the 11th consecutive year by the International Congress and Convention Association (ICCA). With a plethora of meeting facilities on offer here, meeting organisers are certainly spoilt for choice. Some key factors to consider when choosing a venue include its location, seating capacity, and the availability of support services that ensure that your event runs without a hitch, says, Janice Yee, Director of Sales and Commercial Development, Singex Venues. “The venue manager should also be able to accommodate customisations and be swift to respond to unforeseen last-minute changes.” Ideally, the venue should also be away from distractions, and the hustle and bustle, so that meeting delegates can revitalise and reinvigorate, says, Samuel Cheng, Food and Beverage Banquet Executive (Sales), Serangoon Gardens Country Club. “Companies need to look at the totality of a conference, the shaping and sharing of common vision towards common goals.”

Managing costs Working around a stipulated budget is another key challenge facing event organisers. This is where engaging the services of a professional events planner can make a difference. They are able to pinpoint possible cost savings, as well as negotiate for better prices. Singex Exhibitions for example, is able to help organise conferences for is clients, market them to their target audience, handle logistics like registrations, and even take charge of selling the conference seats. At Singapore Marriott Hotel, a dedicated Event Planner is assigned to plan each meeting and function. “Our meeting planners assist to tailor your menu according to your needs, handle all the

logistics and execution of programme, and most importantly, being the single point of contact to make sure you have everything you need, and the prompt service you seek,” says its director of marketing, Elaine Kum. In most cases, it makes financial sense to spend the most on items that leave the biggest impact on delegates. Some areas to consider include the audio-visuals, meeting space, as well as catering. At Marriot Hotel, clients can save on miscellaneous items such as in the printing of place cards. The hotel extends flexibility in allowing its clients to bring their own materials, says Kum. Singapore Expo offers an extensive range of in-house equipment for clients onsite. “Clients can also leverage on our wide network of business partners offering add-ons on a pay-per-use basis,” says Yee. An all-inclusive seminar and meeting package often cuts the frills and unnecessary add ons, says Cheng. “Accommodating and allowing flexibility is the key to building relationships.”

Conference facilities There are a variety of conference venues in Singapore, catering to every taste and budget. Max Atria (at Singapore Expo) offers 32 meeting rooms that come

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EXPERIENCE IT...

MICE

Meeting & Conferences fully equipped with audio-visual equipment such as moving heads, ceiling-mounted projectors and dimmable lighting controls. “Our rooms can also be easily configured to suit the seating arrangement of any conference type and size,” says Yee. Complementing the conference rooms are large pre-function areas that organisers can use to showcase exhibits that go alongside their conference. Max Atria also offers high-speed internet access, meeting equipment, and business services. At Serangoon Gardens Country Club, multiplesized function rooms cater to different capacities and seminar needs. Retreat facilities include a bowling alley, barbecue areas, Mah Jong rooms, Karaoke areas, and a private lounge. Facilities such as these encourage rest and relaxation after a long day of meetings, says Cheng. The Singapore Marriott Hotel offers 12 function rooms of various sizes, as well as the newlyrefurbished Grand Ballroom fitted with the latest technologies. Its mezzanine floor, known as The Gallery, serves as a special venue suitable for cocktail receptions and banquets. Event planners can choose from half day and full day meeting packages.

Customisation Every event is unique and venues are more than happy to cater to specific needs to ensure every event is also a rousing success. When Singex organised IBM’s AP Industry Solutions Workshop in 2013, it helped the organiser decorate the main plenary room, print banners and conference agendas, and address the company’s specific landscaping, logo and audio-visual requirements. It also recruited short-term workers to help manage the event onsite. “We can even arrange for booth construction and procurement of furniture for exhibition, if need be,” says Yee. Ensuring that delegates are well-fed throughout the event is another important consideration. Venues in Singapore are pulling out the stops to create meal experiences to remember.

Kensington Ballroom – Serangoon Gardens Country Club

IBM AP Industry Solutions Workshop 2013 – SINGEX

From Indian cuisine and Muslim Halal dishes, to vegetarian and Kosher food, Singex offers a comprehensive food menu that caters to a wide range of dietary requirements. There are also 10 Food and Beverage outlets a stone’s throw away from the Singapore Expo Convention and Exhibitions Centre. At Serangoon Gardens Country Club, the western and local food menus are updated on a monthly basis, so that every visit brings about a different dining experience. Buffets and Chinese sit-down meals are favourites among bigger conferences, shares Cheng. The Marriot Hotel offers “Inspiring Event Menus” which are designed to suit each type of meeting or function. Lunch menus are customisable, or guests can also choose to have the buffet lunch at Marriott Cafe. Looking to give your delegates an energy boost during the mid-afternoon lull? Marriott Hotel also offers an “Energise” menu that includes options such as granola bars, yoghurt, fresh juices, and even a Red Bull Granita to awaken both the palate and the mind.

Greener meetings The Singapore Tourism Board (STB) has launched Sustainability Guidelines to serve as a reference guide for MICE industry players in Singapore. The guidelines are referenced from international standards and geared towards those who are keen to adopt sustainable practices. They cover seven industry categories from across the business events ecosystem, including hotels, venues, event organisers and meeting planners, transportation, food and beverage, as well as audio-visual set-up. Some of the specifics covered under the guidelines include advice on waste management and the efficient use of water and energy, as well as initiatives that encourage employees to develop a commitment to sustainable practices. According to STB, venues and hotels have also started offering green meeting packages that include options such as water dispensers instead of bottled water, and making extensive use of natural daylight to reduce electricity usage.

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IN PERSON

HR talent Elvin Goh

Group HR Manager, Suki Sushi

How many years of HR experience? I started my career with seven years in operations in the food and beverage industry. My last position in this industry was as an Operations Manager. I then decided to move to HR, starting as a Learning and Development Manager. I was then given the opportunity to become as HR Manager. Why HR? I am passionate about people, and especially the great people in the food and beverage industry. Seeing the challenges in this industry, mainly talent retention and talent development, I felt that with my operations experience and HR background, I would be able to contribute to the development of HR in Suki Sushi. Why Suki Sushi? Suki Sushi is not only a company with a passion for affordable food, but also a company that believes in nurturing its people, specifically in people development. It is also a company with great vision.

Biggest achievement? Seeing my staff become assets to the company and achieving greater heights in their career through initiatives in Learning and Development programmes. I also relish witnessing my staff grow with the company and have better lives as a result. With that passion, I received an HR award in 2013 with my previous employer. Biggest challenge? Talent retention, talent development, and getting the best use of limited resources in tackling them. What happens after hours? Basketball. I am now pursuing my love of competitive basketball again, having left it behind for ten years. Family? My mother, younger sister and Grandma have been staying with us for many years â&#x20AC;&#x201C; Grandma is turning 88 this year. Family time is bringing our granny out for brunch every weekend and seeing the smile on her face.

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TALENT LADDER

New Appointments Constance Ho

HR Manager, Chappuis Halder & Cie, APAC Constance Ho joins international consulting firm Chappuis Halder & Cie at a time of exciting expansion, as Human Resources Manager (APAC). With more than 120 collaborators in offices across three continents, the firm specialises in providing business solutions to the financial sector, and its network is set to expand significantly in Asia as its reach and reputation grows. Constance has six years of generalist experience from manufacturing and education industries, most recently with the British Council in Singapore

as HR Executive and Regional Equal Opportunities & Diversity Lead (East Asia), tending to a host of operational HR areas ranging from recruitment to performance management and driving a culture of inclusion. An alumnus of the National University of Singapore, she also partners the NUS Career Centre as a mentor to undergraduates across all faculties. At Chappuis Halder & Cie, she will be steering all HR functions in the Asia-Pacific region, building a talent pipeline and providing strategic support for talent management and

engagement. “It feels a little strange to suddenly be part of Management,” Constance says, “but it’s also very exciting to be able to exchange ideas with sharp minds and to be part of bigger picture discussions.” One of her key challenges, besides navigating labour legislations in Hong Kong and China, will be to quickly introduce a degree of structure necessary to support rapid growth to mediumsized proportions, while keeping processes nimble so as to retain the flexibility that is characteristic of the firm’s entrepreneurial DNA.

ensures Yahoo global priorities are successfully implemented while factoring in the unique local needs. “I’m excited to be a part of Yahoo, which is such an iconic brand,” says Gambhir. “There is incredible momentum at Yahoo and I feel inspired by the quality of talent here. I am looking forward to amplifying the culture of excellence, and partnering with teams in the region to make Yahoo the

absolute best place to work.” He is a seasoned HR executive with over 20 years of international experience in global and strategic HR, HR Information Systems and global operations spanning the regions of Asia to the US. Prior to joining Yahoo, he was with Cisco as the APAC Head of Global Staffing. He also served as the Head of HR at HCL America and spent over a decade in multiple functions at Intel.

Vineet Gambhir

Vice President and Head of HR, Yahoo APAC Vineet Gambhir is the VP & Head of Talent for Yahoo in APAC based in Singapore. Gambhir joined Yahoo in October, 2013 and he is responsible for overseeing the HR function in the region. Gambhir’s key priorities are to build, engage, develop and retain a world class talent team in the region. He is a trusted advisor to the key business leadership in the region helping them think through their human capital strategy. Gambhir

Vicky Lee

Assistant HR Manager, W Singapore, Sentosa Cove Vicky Lee started out with Pan Pacific Singapore in 2006 after graduating from Nanyang Technological University. After working for six months as a Guest Care Services Executive, she was selected to be on the Management Trainee Programme. Throughout the two-year programme, she was rotated to various departments including F&B & Room Divisions before moving on to do HR. As an Assistant Manager, Human Capital of Pan Pacific Singapore, Lee reported to the Assistant Director, Human Capital & Development while

guiding and coaching the Human Capital Executive and Human Capital Coordinator. She also supported the recruitment function including strategising on recruitment plans and carrying out various recruitment activities. “The six years I spent in Pan Pacific Singapore allowed me to experience a wide spectrum of duties including Operations, Administrative and Corporate,” says Lee. “I wanted to experience a different aspect of HR and the opportunity to do

a pre-opening, hence, I joined W Singapore Sentosa Cove in 2012.” Having five-and-a-half years of HR experience under her belt, Lee specialises in generalist roles and has forged strong business partnership in the F&B and Culinary sectors. In W Singapore Sentosa Cove, Lee will also be exposed to various aspects like payroll and internship recruitment. Lee is also looking forward to strategising on new and interesting ways to attract and engage the new generation of hoteliers. ISSUE 14.3

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TALENT CHALLENGE

Strategy

Employee engagement How do you motivate staff without raising their salaries? Angie Chua

Director of HR, Continental Automotive Singapore

We believe that active regular employee engagement through activities is key to continually motivating staff. We aim to achieve balanced value prepositions by providing employees with an environment that they feel proud to belong to, such as in an organisation with strong values and excellent leadership. At the same time, there are regular reviews and dialogue to ensure that employees are being competitively rewarded and differentiated by performance. We then aim to create more challenging and motivating work experiences for them, by providing them with differentiated development opportunities in either expert area or general management direction. We are convinced that it is not only monetary measures that differentiate Continental, it is also the leadership excellence, our corporate culture and values that make us different, that make us an employer of choice. Our culture and value creation starts from on-boarding, where our employees are kept actively engaged from Day One. In addition, our all-year-round Wellness Programme continues to create an environment that makes staff feel Continental is a “Great Place To Work” with several health, mental, sports, social or even “people” related sessions. We also never fail to utilise the constant use of our own in-house social media platform to generate interest and communication among our staff.

Foo Wah Teng Associate Director, HR, Asia-Pacific, Illumina Singapore

The traditional thinking follows that the more you pay someone, the more loyal and satisfied they are in their job. However, in today’s workforce, employee motivation is a complicated mix that also includes autonomy, open-culture, praise, career development, and leadership opportunities. One of the greatest employee motivators is cultivating a sense of purpose. If employees feel like they are contributing to the greater good, they will be driven and energised in their work. Illumina has in place a performance management system that promotes autonomy and a ‘self-directed’ culture, whereby employees at different levels are responsible for setting their own goals, communicating with their managers about their performance, taking an active role in planning their development, and being accountable for their actions. An open and collaborative culture is in our genes. We create a work environment that drives on clear, open and honest communication, and employees are motivated to work collaboratively for the greater good. We also promote a culture of ‘praise’ whereby deserving employees are given immediate recognition for their achievements and contributions across different mediums, such as company events and the intranet platform. For employees who show interest in a leadership path, we allow to hone their leadership skills in the form of leading project meetings, off-site meetings, and client engagements.

Ida Lee

HR Director, Ngai Heng

This question has caused me to reflect on whether our organisation had been running an efficient and effective system over the past 30 years. Being a player in Asian’s economy is like taking a roller coaster ride. When faced with the downward slide motion, the organisation’s safety belt has to harness and motivate staff with its values, vigour and vision. Values are the fundamental key towards bringing staff of various department to work cohesively and continue the smooth productive levels. We introduced “Breakfast Bonding Time’ once every month, where two departments will create their own synergy outside the working environment. Last year, our company won a monetary award as one of the best partners of Postal Services. In recognition of our team’s fast turnaround service, the awards and subsidy were given as an incentive trip to Indonesia for 40 staff. HR paid plenty of attention to providing every employee a memorable and exciting annual event. Food, fun and lucky draws were extended to staff and their family members. Our vision is to diversify our products and services, and at the same time train our people in the new technologies and equipment that the company has invested in. On our next lap upward, we will be ready to go forward with new challenges, rewards, and a fruitful future. ISSUE 14.3

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RESOURCES

Book Reviews

Benchmarking and developing your star talent Ever felt that creative leadership within an organisation is much more than simply thinking out of the box? Ever believed that the Western way of thinking and running an organisation could be merged with Eastern cultural notions and pragmatism? The book Leading with New Eyes by BH Tan, offers compelling insights into how creative leadership can also be engaged by the Asian perspective. Tan argues that firms cannot be dictated to by rigid and solid process, practices and systems.

Instead, he urges his readers to delve deeper into themselves by focussing on a wide spectrum of aspects, such as character, purpose, deep listening, disruptive questioning, complexity and reflection. Being creative does not solely mean that leaders must think of creative solutions. Tan encourages them to adopt a holistic view of creativity to engage with all layers of an organisation. In particular, the inclusion of absorbing case studies serves as real-life pointers to those who believe in Eastern philosophy and principles. Leading with New Eyes is a definite must-read for those keen to embrace the notions of creative leadership and utilise the gifts of Eastern wisdom.

Title: Leading with New Eyes Author: BH Tan Publisher: McGraw-Hill Education (Asia) Price: S$34.24

TWENTY-FOUR SEVEN

HR at work 8:30 am Get into the office and start with a morning coffee with my Marketing Director. I usually have coffee chats with different functional heads to catch up on issues within their departments. 9.15 am Start my work day with my emails. I usually receive most emails from US, Australia and Japan in the morning since they are ahead of Singapore. Then I do my outine checks on our onboarding tasks, requisition status, and e-performance reviews.

Jesslyn Lee Director of HR – Asia-Pacific, Kofax Singapore

10.30 am Have conference call with Japan team on a recruiting outcome, and local commute allowance changes. 11.15 am Update meeting with the Senior Vice President of Sales in Asia-Pacific. As a business partner of the sales organisation, I work closely to discuss issues surrounding the sales, presales and maintenance sales teams. 12.00 pm Lunch with a recruiter. I know some recruiters personally and do have lunch with them

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occasionally to discuss recruitment needs and challenges. 1.30 pm Back to the office and clear more emails. Also, review the payrolls reports for February. I am responsible for approving on the outsource provider’s portal prior to payment processing. 2.30 pm Interview a candidate for the role of PS Consultant. Usually I sit in the interviews with the hiring manager and spend an hour on the interviews and another 10 to 15 minutes reviewing the feedback. 4.00 pm Web chat with my HR Manager in Vietnam. We go through the benefits for the Vietnam team for posting on our intranet website. 6.00 pm Continue to clear outstanding emails or tasks which are still pending. Check calendar for tomorrow’s activities. 6.30 pm Time out. Sometimes I stay on later to complete some ad-hoc projects or urgent issues.

Human Resources Consultant

Assistant Vice President – Payroll & Benefits

Human Resources Business Partner

› US Industrial MNC › Strategic Business Focus

› Leading Global Bank › Key Singapore Hire

› Vice President Level › Asia Pacific Remit

A global US industrial MNC, our client is a recognised leader in every market that it operates and as the industry bench mark for products, services and customer solutions. Based on growth in the region, we are now looking to secure a Human Resources Consultant.

Our client operates in more than 80 countries globally and across APAC for over 100 years, and is able to offer stable and long career paths for their employees.

Our client is a reputable bank with an established presence in Asia Pacific and have consistently been maintaining a good position in the Project Finance league tables for the region.

As the Assistant Vice President (AVP) for Payroll & Benefits you will be responsible for the day‑to‑day management of the team. You will be required to ensure efficient processing of payroll, benefits administration and the appropriate procedures are in line with group policies and regulatory requirements. You will be the key contact for vendor management to ensure smooth and satisfactory delivery of services as well as taking a lead role in all projects relating to payroll and benefits.

As HR Business Partner you will be working closely with the HR Heads and Management of each branch in Asia Pacific with a focus on developing and retaining key talents, compensation & benefits, and training & development in APAC Branches.

You will be responsible for developing and implementing organisational effectiveness, leadership development as well as driving talent management strategies. You will be required to identify and help develop plans that allow strategic, tactical, and practical integration in the areas of organisational effectiveness, change management and learning & development. The successful candidate is degree‑qualified and have nine to twelve years of relevant experience in a similar industry. Excellent interpersonal and communications skills coupled with outstanding presentation skills are required in order to succeed in the role.

Reference number: MH/JD44507

You are degree qualified with minimum 6 years of relevant experience within large MNC. You will have an extensive knowledge of all aspects of payroll, tax, shares and benefits administration including local employment legislation, taxation, payroll and accounting principles. It is key that you are an effective communicator with good writing, interpersonal and creative problem solving skills would is able to work to tight‑deadlines. Reference number: MH/JD44104

Degree‑qualified, you have significant experience as a HR generalist and minimum five years HR business partnering experience within financial services industry. The ideal candidate will have high adaptability, excellent interpersonal and communication skills in order to partner directly with senior management. Proven experience with regional strategic planning, especially in retaining and developing key talents will be advantageous.

Reference number: MH/JD44571

Your Human Resources recruitment specialists To apply, please go to talent2.com and search for respective reference number. For a confidential discussion, you can contact Maureen Ho in our Singapore Office on +65 6511 8555  linkedin.com/company/talent2

Talent2 Singapore Pte Ltd. Company Reg. No. 200511940M EA Licence No. 11C4535

{ WE KNOW RECRUITMENT Regional HR Manager

Payroll Manager, Regional Role

Senior HR Manager

› Reputable European MNC › Newly created SEA role

› Blue chip MNC › Fast growing industry lead

› Market leader › Great work culture

Our client is a European MNC in the FMCG industry. In this newly created role, you will be responsible for the full spectrum of HR responsibilities and will be expected to work closely with the business for its future expansion plans. Key to your success will be your ability to engage with business stakeholders. The successful applicant should have excellent interpersonal skills and a degree in HRM and at least 3 - 5 years of relevant experience.

Our client is a prestigious leading Aviation MNC with a rapid growth in the APEC region. Reporting to the Regional HR Head, you will have a team reporting to you and will be responsible for providing leadership and direction for the team in managing payroll operations for approximately 1000 headcount. Ideally, you will possess a Degree or Diploma in HR and Business or related studies and have 8 to 10 years of postgraduate experience in Payroll, Compensation & Benefit as well as Talent Management.

Our client is a globally recognised blue chip financial services company. Reporting directly to the Asia Head of HR, you will have full responsibility on all HR matters for Singapore businesses. Key to your success will be your ability to engage with the senior leaders on a strategic level whilst retaining oversight on HR operational matters. Ideally, you will be Degree qualified, with at least 10 to 15 years post-graduate experience, gained in a multinational environment.

Please contact Eugene Wong (Reg no: R1331128) quoting ref: H2122970 or visit our website.

Please contact Sean Tong (Reg no: R1110029) quoting ref: H2127640 or visit our website.

Please contact Sean Tong (Reg no: R1110029) quoting ref: H2113960 or visit our website.

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

Human Resources

14701-AC_SG_HRM_Feb17th.v3.indd 1

Get Connected. Stay Ahead.

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

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#14701 Licence No.: 98C5473 Business Registration No: 199804751N

MICHAEL PAGE

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HR Roles in Asia Director C&B - APAC . Consumer Brand Our client is a leader in the consumer space. Due to internal movement they are now looking to appoint a Compensation and Benefits Director to cover the APAC region. Although strategic, this role will operationally support the exec level comp. Ref: FN 194731 SG$Attractive

L&D Manager . Banking

Global bank looking to appoint an experienced L&D Manager. Opportunity to shape and develop function, responsibilty for internal delivery, external vendor management and e-learning modules. You will lead the execution of new programs and initiatives. Ref: JG 194421 SG$80,000

VP Global Mobility . Banking

Responsible for implementing and managing short and long-term assignment programmes across Asia. The role works closely with the regional team and globally on assignment case management and projects. Must have detailed GM experience in APAC. Ref: JG 194331 To SG$120,000

HR Compliance . Insurance

Insurance organisation looking for an experienced HR Compliance Specialist. Previous experience conducting fit and proper checks of staff, ensuring compliance with accreditation/licensing and due diligence around financial advisors and brokers. Ref: JG 194171 SG$60,000

Head of HR - SE Asia . Aviation

Leading company in the aviation field is looking to appoint a Head of HR for the SE Asia region. Based in Singapore, this role supports the full spectrum of HR with a strong focus on talent development across the region. Ref: FN 194851 SG$200,000

HR Senior Manager . Education

Leading provider within the education industry is looking to appoint a Senior Manager in Singapore. Candidates must have direct experience within the education space and have had responsibility for setting the strategic agenda for HR. Ref: FN 194691 SG$140,000

How do you really feel about working in HR? To download the Frazer Jones Global Workstyle Survey 2014 please visit frazerjones.com or contact Fiona Nesbitt at fionanesbitt@frazerjones.com or +65 6420 0515.

frazerjones.com @FRAZERJONESHR FRAZER-JONES

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Your career in HR starts here. HRIS Analyst

HRIS specialisation in a fast-paced retail industry role You will front the HRIS team to liaise with the HR business partners to ensure accurate maintenance and administration of HRIS System for employee data, to support the global employee workforce. You will streamline data input processes from various interfaces and ensure all reports are generated in a timely fashion. You will also participate in projects and UAT as and when necessary. Armed with a Degree and at least 3-4 yrs of HRIS and Benefit experience, you are well-versed with various HR Information Systems; SAP HR experience is strongly preferred. You have strong time and project management skills and are able to deliver within tight timelines. Contact us at +65 6632 0061 / hrmg@capitagrp.com for a confidential discussion.

Senior Executive, HRD

Implementation of key HRD policies and facilitate organizational learning With the aim to improve organizational effectiveness through building organizational capabilities, you will assist in the implementation & review of all HRD processes, procedures and policies including training administration and funding platforms. You will implement learning needs analysis (LNA) and monitor the progress of the LNA plan and review all systems and processes related to the People Developer Standard framework. To qualify for this role, you should have a Degree with at least 3 years of HRD experience and preferably familiar with conducting stand-up training, design and development of training programmes, e-learning platforms. You are able to exercise flexibility through creativity yet maintain a fair approach in problem solving and execution of processes and policies. You are a people person who enjoys being a learning facilitator. Contact us at +65 6632 0057 / hrmg@capitagrp.com for a confidential discussion.

Payroll Analyst

Solid SAP payroll and process flow experience Responsible for supporting the Senior Payroll Manager in the overseeing, managing & administering the Payroll and Payroll Accounting function in specific countries in support of the companyâ&#x20AC;&#x2122;s strategic business objectives, you will work closely with key finance and global compensation personnel to ensure payroll management is aligned to regulatory and business requirements. You are degree-qualified with more than 5 years of local and Hong Kong SAP payroll and HR experience. You have solid SAP and advanced SAP skills and pride yourself on having a strong grasp on process flows and communicating such concepts effectively to all stakeholders involved. Contact us at +65 6632 0061 / hrmg@capitagrp.com for a confidential discussion.

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

CAPITA PTE LTD

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

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Returning the Human to Resourcing

HR Business Partner Oil & Energy Industry

HR Business Partner (Asset Management Industry)

Regional Training Manager Manufacturing Industry

Global Prominent Oil & Energy Organisation

Prominent Global Asset Management Firm

Fortune 500 Company

Regional Scope

Excellent Career Progression Opportunities

Newly Created Role with Regional Scope

Attractive Remuneration

Up to $120k Base p.a. Plus Bonus

Competitive Remuneration

This prominent organisation has recorded impressive business growth in the region.

This is a leading international asset management firm. It is seeking a dynamic and seasoned HR Business Partner (Senior Manager Level) to support its growing business in the region.

This global organisation is one of the world's most recognized and respected manufacturing organisation. Due to continued growth, there is now an exciting opportunity for a dynamic individual to be part of its training and development team, based in Singapore.

Degree qualified, you will have at least 10 years of strong HR generalist experience gained within the energy or commodities trading industry. You are a proactive, mature, credible and tenacious individual. You are able to influence priorities and build relationship at all levels.

To apply, please submit your resume to Finian Toh at ft@kerryconsulting.com, quoting the job title and reference number FT6528\HRM, or call (65) 63338530 for more details.

Reporting to the HR Director, you will work closely with senior business leaders in aligning business and people strategies through appropriate advice and intervention. You will influence and co-ordinate the development of a performance culture through effective implementation of integrated people management strategies and plans, including performance management, talent acquisition, rewards and talent management.

You will be responsible for designing and organizing a range of programmes in organizational development. You will play a proactive role to work closely with the business units to identify staff learning and development needs, and developing strategic initiatives for continuous improvement.

You will play an integral role in business transformation programs and support the achievement of their overall strategic objectives. Degree qualified, you have more than 8 years of relevant experience working in a global bank or asset management firm. You have a proven experience in managing the Annual Compensation Review process and 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.

We are looking for individuals with strong training setup background in manufacturing industry. You have experience in setting up training departments and possess strong experience in innovation and L&D, including stand-up delivery. You have good people skills and able to connect well with people with all levels. You have a keen interest in curriculum design and programme. You must also possess strong analytical and interpersonal skills and organizational ability. Traveling up to 20% is expected for this role.

To apply, please submit your resume to Finian Toh at ft@kerryconsulting.com, quoting the job title and reference number FT6488\HRM, or call (65) 63338530 for more details.

To apply, please submit your resume to Finian Toh at ft@kerryconsulting.com, quoting the job title and reference number FT6446\HRM, or call (65) 63338530 for more details.

Financial Services I Commerce I Engineering I Human Resources I Legal I Sales & Marketing I Technology 60

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

You will provide HR advice and services to the energy trading segment for Singapore and Asia Pacific region. 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.

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

Payroll Assistant Manager/ Deputy Manager

APAC Shared Services Team Lead

Regional HRIS Project Manager

Major Regional Bank

Multinational E-commerce Corporation

Global FMCG Company

Newly Created Position

Newly Created Position Supporting APAC

Newly Created Position

Salary Circa Up To $84K

Salary Circa Up To $65K

Salary Circa Up To $120K

A major regional 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 the Singapore, there is now an exciting opportunity for an experienced payroll specialist to join the team.

Our client is a multinational E-commerce corporation and headquartered in US. It has a multi-billion dollar business with operations presence in more than 30 countries. There is a new and exciting opportunity as a team lead to be part of the Shared Services team supporting Asia Pacific. This role reports into the APAC Senior Manager of Shared Services.

A leading player in the FMCG industry, our client has earned numerous accolades for its innovative products. In line with evolving business needs, there is now an exciting opportunity for HRIS project manager to join their team.

As a successful candidate, you will report to the Team Lead of the Local Payroll. You will ensure timely and accurate execution of local staff payroll, including managing e-Overtime application and statutory submission of CPF and Income Tax. You will manage the expatriate staff payroll and ensure data accuracy in Payroll database. You will also participate in other Human Resources projects, and review and make recommendations to enhance systems.

You are responsible to manage employee queries from HR Business Partner, COE and Vendors. You will maintain relationship between HR and related stakeholders, monitoring HR Analytics to improve processes. You will ensure meeting KPI and SLA as set by Management and 100% compliance to SOX Compliance, Internal Audit and External Audit. You will ensure 100% of key data integrity in SAP and related HR systems.

You will be the overall coordinator of change management efforts to ensure a successful adoption of the new system. You are responsible for the development and management of the change strategy and plan for preparing stakeholders and ensuring organizational readiness. You will review and approve communication and training plans. You will ensure HR and business leaders are equipped with tools and information to be effective change agents. This includes managing and coordinating with the vendors.

You are degree qualified with at least 4 years of experience in payroll/compensation. Team supervisory experience is preferred. You are proficient in MS applications, especially in MS Excel and Paymaster. You possess strong analytical skills with an eye for detail. You have strong interpersonal and communication skills, and are well-organized, resourceful and numerate.

You should have minimum of 6 years relevant work experience with 3 years in customer facing/ shared services environment. Those with regional HR and team leading experience is preferred. You have strong knowledge and prior experience in HR processes and policies. As a successful candidate, you are proactive and solution focused with an ability to deal with difficult interactions and swiftly resolve employee issues. You have the ability to use technology (including data entry into SAP) and multi-task.

You have at least 10 years of experience in Human Resource, of which at least 5 years in deploying HRIS in sizable MNCs. You possess strong project management and communication skills, and is able to partner with different functions and influence stakeholders. Experience working in cross cultural environment is preferred and able to effectively and credibly interact with stakeholders at all levels. You must be willing to work in the West.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC6408\HRM, or call (65) 63338530 for more details.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC6594\HRM, or call (65) 63338530 for more details.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC6613\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 talent acquisition manager (aviation industry) formulate and implement recruitment strategies

senior Hr manager focus on people strategy

This established aviation group in Singapore is looking for a HR Manager to spearhead several crucial development projects and recruit key talents to the organisation. Reporting to the HR Director, you will be part of the HR recruitment team in designing, implementing and monitoring key strategies in sourcing and recruitment of talent for a wide array of technical roles within the aviation industry. With over five years of relevant HR recruitment experience, you are an independent and pro-active team player who can work comfortably within a fast paced environment.

This is a newly created role for an experienced HR generalist to join a growing professional services company. You will be reporting to the Chief Operating Officer and heading a small HR and admin team. You will be able to advise the business on strategic HR matters, such as recruitment, salary benchmarking, talent management and employee relations. You must have at least eight years relevant experience, have a good grounding in operational HR and be skilled at managing others.

regional Hr Business partner / manager provide Hr support in line with aggressive growth plans A fantastic opportunity exists within a renowned US retail organisation for a Regional HR Manager to set up the HR function for Asia Pacific leveraging off global. Following on from a successful start within the region, this well known brand is targeting further aggressive growth for 2014 and needs a fully integrated HR function to support the business strategy. Reporting to the President for Asia Pacific with a dotted into Global HR, you will manage the HR Business Partners across nine markets, guiding them on the full spectrum of HR and assisting them to achieve their targets in line with their countryâ&#x20AC;&#x2122;s growth strategy.

regional training manager enhance performance and support business strategy This global organisation is a recognised and respected name in the logistics space. Due to continued growth, an exciting opportunity exists for a dynamic individual to be a part of its training and development team based in Singapore. Organising a range of programmes in OD, you will play a proactive role working closely with business units to identify staff L&D needs and strategic initiatives for continuous improvement. You must have strong analytical and interpersonal skills and be willing to travel 20 per cent as a part of this role.

please contact tamara sigerhall , ash russell, mamta shukla or chris lui at hr.singapore@hays.com.sg or +65 6303 0721.

hays.com.sg

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HELPING YOU BUILD A STRONG PEOPLE TREE WITH OUR INTEGRATED HUMAN CAPITAL CONSULTING SERVICES

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Payroll Systems Our payroll systems are designed to address the full spectrum of modern payroll needs, combining flexibility, control and compliance to support the unique aspects of your organizationâ&#x20AC;&#x2122;s specific requirements. Employees can check online payslips from the same application on a browser.

PayrollServe is the Payroll and HR Administration Services division of Chio Lim Stone Forest group, a leading accounting and business advisory group that focuses on growing businesses. We are supported by a team of more than 1,000 professionals in Singapore, China and Malaysia specialising in Payroll, HR, Corporate Secretarial, Accounting, Taxation and Management Information Systems.