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Contents 16

Nurturing High Performance Teams HR can play a more proactive and critical role in identifying high performance teams, and help accelerate their growth through specific actions

EDITOR Sumathi V Selvaretnam 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 Edwin Lim Jolene Ong MANAGING DIRECTOR Kaveri Ayahsamy PHOTOGRAPHY BY David Teng (xcalibrephoto.com) Frank Pinckers (pinckers.com) PRINTED BY Times Printers Pte Ltd

“While HR is busy with many other priorities it can be difficult to justify time on high performing teams. But it is sometimes these teams that can actually help leverage the work of HR”

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

– RICHARD R. SMITH, ACADEMIC DIRECTOR FOR GRADUATE PROGRAMMES IN HUMAN CAPITAL, SINGAPORE MANAGEMENT UNIVERSITY

MICA (P) 206/07/2013 ISSUE 14.5

ISSN 0219-6883

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HRM 14.5

Contents

Check out HRM online:

hrmasia.com

FEATURES 10 | Engineering engagement In the technology sector, today’s trends can become obsolete in the blink of an eye. Change thereby becomes the only constant for Avnet Technology Solutions, as its President of Asia-Pacific operations William Chu tells HRM

16 | Nurturing High Performance Teams HR can play a more proactive and critical role in identifying high performance teams, and help accelerate their growth through specific actions, writes Richard R. Smith, Academic Director for Graduate Programmes in Human Capital at Singapore Management University

22 | Rewarding good work Strong performance management and recognition practices can help organisations, both large and small, get the most out of their people. HRM finds out more

27 | From underdog to top dog While firms are powering ahead with efforts to raise productivity levels, demotivated and underperforming employees can bring all of that work undone, and more

30 | Three rules for effective performance appraisals Annual performance appraisals can be a daunting exercise. They require managers to give credit where it is due, while maintaining objectivity and a keen eye on results. Guest

contributor Paul Falcone offers these simple rules to make the process less painful

36 | Career fast track Attracting young talent into the services industry often poses a sizeable challenge for HR. Innovative engagement strategies and rapid career progression opportunities can create a leading edge, says French hospitality giant, Accor Asia-Pacific

43 | Hey HR, don’t forget to train yourself! While HR leaders are in charge of training and development schedules for entire organisations, they can often overlook upgrading their own skills. Sound HR training and development is the oil that allows HR teams to function like smooth machinery within an organisation

48 | A home away from home Overseas work attachments are now the norm in every organisation. However, there’s more to a successful overseas stint than just excellent performance in the host country

52 | HR evolution from operational to strategy The HR function has grown to take on increasingly bigger roles in strategic business planning, but how do people managers continue to align HR and business strategy to generate positive results? HRM talks to speakers of the upcoming HR People & Strategy Congress to gain insights into the next step in the HR’s evolution

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

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ANALYSIS

Diversity

Singapore’s board level gender gap Just 8.3% of board positions in Singapore businesses are held by women. HRM explores what’s holding women back from the top levels By Sham Majid The latest statistics on the board directors of Singaporelisted firms has shed light on the issue of gender diversity within the country’s corporate culture. According to the Diversity Task Force (DTF), only a meagre 8.3% of board directors at Singapore-listed companies are women, while 57% of such firms comprise of all-male boards. The DTF was formed in 2012 by then-Minister of State for Social and Family Development Halimah Yacob, who voiced concerns over the under-representation of women in these leadership posts. Of the 300 firms surveyed, one third concurred that gender diversity on boards was significant. About 44% believed that better gender diversity would enhance their company image, while 38% felt it would help to improve decision making. Still, a staggering 34% revealed they did not do anything at all to develop their board diversity, while just 12% said that boardroom diversity formed part of their board’s objectives. An alarming six per cent of surveyed organisations formally assessed the success of board gender diversity goals. DTF chairperson Mildred Tan says the research is proof that women continue to be under-represented in leadership positions. “There is currently low awareness about the importance and benefits of gender diversity among Singapore Stock Exchange (SGX) listed companies, and little is being done by companies to improve gender diversity,” she said. “From the study findings, the DTF sees that gender diversity on boards of SGX-listed companies is improving, but at a slow rate.” Tan says there are multiple complex and interlinked causes for the low gender diversity. “These range from the lack of awareness about the importance of gender diversity, to over-reliance on personal networks when sourcing new directors, to only looking for candidates with past board experience,” she said. “On the other hand, some women who are capable of serving on boards might also not do so due to a mix of

reasons (including) family responsibilities or being uncertain of how their skill sets fit the needs of boards.” Dr Marleen Dieleman, Associate Director of the National University of Singapore (NUS) Business School’s Centre for Governance, Institutions and Organisations (CGIO), says the limited diversity on SGX boards is not a result of conscious exclusion, but rather of unconscious bias. “Directors tend to feel more comfortable with people like themselves, or they may source new directors from their own personal networks, which introduces a bias,” said Dr Dieleman. “There is now considerable awareness, so companies are feeling the pressure to increase board diversity,” said Dr Dieleman. “However, nominating committees do not always know how and where to find capable female candidates. They may confuse this inability with a lack of available female talent.” Tan advises firms to look at their current board composition and consider the implications of board gender diversity for their business. “With manpower shortage and an ageing population, tapping on the under-utilised pool of talented women in Singapore could give companies a competitive edge,” she said. “Board gender diversity improves board effectiveness by enabling companies to reap the benefits of diverse viewpoints for improved decision-making.” Tan says that making board diversity a business imperative will help to foster shareholder confidence. Dr Dieleman suggests boards engage an external search firm to ensure a structured search process and a shortlist that represents the available talent pool, including candidates from beyond the immediate circles of existing directors. “For those boards that do not engage external search firms, I recommend that the board insists on a transparent process and on a minimum number of female candidates on the shortlist,” she said. ISSUE 14.5

Of the 300 firms surveyed,

one third

concurred that gender diversity on boards was significant.

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NEWS

Asia ASIA

Employers urged to tackle rising health-care costs Corporate health costs are set to double in Asia over the next four to seven years, according to the Asia Total Health and Choice in Benefits report from Mercer Marsh Benefits, which studies the future challenges of providing employee benefits in the Asian market place. While people are living longer, they are also getting sicker. Poor lifestyle habits have resulted in deteriorating general health and an increasing incidence of chronic illness. The cost of medical care is also increasing every year, with medical inflation outstripping general inflation significantly (See table 1). These costs are being passed on to employers through employer-sponsored health programmes, said Rose Kwan, Partner, Southeast Asia Business Leader, Mercer Marsh Benefits.

Table 1: Medical inflation table Country

General inflation 2013

Medical inflation 2013

Expected change in Medical premiums

Hong Kong

3.5%

4%–5%

10%

Indonesia

7.3%

12%–13%

10%–12%

Malaysia

2.0%

15%

10%-15%

Singapore

2.3%

3%–4%

4%–8%

Thailand

2.2%

18%–22%

15%–20%

Note: The figures are estimates based on current market conditions and subject to fluctuations

“HR professionals will need to be more financially vigilant, with targeted implementation and prevention a priority,” said Kwan. “Alternative solutions require investment, but HR professionals must be equipped with the necessary data, tools and knowledge to justify any investment to their business leaders.”

ASIA

Are you ready for Gen Z? Generation Z (‘Gen Z’) is set to be the most disruptive generation in modern history. Comprising workers born from 1995 onwards, Gen Z is now beginning to enter the workforce and making decisions about the higher education that will later influence their careers. Instead of waiting for ideas to filter through the generations that came before them, Gen Z are go-getters and trendsetters. Social media has demolished all barriers to communicating about brands and products, 4

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HONG KONG

Setting sights on 54 74%

of employees in Singapore perform better at work when they work out, or play sport Source: Randstad Workmonitor Q1 2014 survey

The blending of work and personal device usage is best demonstrated in Indonesia with

63%

of workers in Indonesia at their own devices for business applications Source: Aruba Networks report

“Likeability” is quickly becoming a big factor for success at work Source: Polycom

As the government looks to increase the retirement age of newly hired civil servants (from 60 to 65), a survey by Randstad has revealed that almost half of all Hong Kong workers are looking for a retirement age much closer to 54. The survey also found that employees would be motivated to work longer if their workplace offered fewer working hours (47% cited this), a relaxed work schedule (45%) and reduced physical effort or stress (40%). “As the population ages, there are fewer workingage people to support the growing number of elderly,” said Peter Yu. “If a large number of employees vacate the workforce early, companies here will face an even bigger talent shortage challenge.” To encourage their older workers to remain in the workforce, organisations should introduce flexible working arrangements, said Yu. These may include offering programmes which provide mature employees with a greater sense of work-life balance, such as the option to work from home, take on a consulting role, or work on a part-time basis. “By offering solid career progression opportunities for younger employees, as well as the opportunity to scale down as they age, organisations are building a strong employer brand to not only attract the best talent, but also help keep them in the workforce for longer,” Yu concluded.

meaning that corporations will be more intensively researched and scrutinised by job seekers than ever before. Gen Z are willing to invest in their future – the majority are prepared to take a lower salary in their first employment to get better training and experience. They also value experience, and fun and interesting working environments at lesser known companies over larger, big name corporations. Gen Z sees that economic growth is creating opportunities that were not available to their parents, and this manifests itself in more choices. Notably, most of Gen Z has a

preference for working in service industries, as well as in arts, sports and entertainment. Very few of those surveyed showed interest in the more traditional industries, such as manufacturing, with fewer wanting to work in the wholesale trades – traditionally the backbone of industry in some Asia markets. “It is interesting to learn of the many aspirations and the differences that this new generation can bring to the workplace. They are clearly well-informed and are certainly very interested in playing an active role in the career paths,” Femke Hellemons, Country Manager, Adecco Singapore said.

NEWS

ASIA

Talent insights for employers revealed Three times as many aspiring job candidates look at employers directly, rather than head straight to social media, the Asia Talent Insights survey by Resource Solutions (the global recruitment processing specialist within the Robert Walters Group) has found. Referrals and networking continue to be another strong sourcing channel for candidates. “Social media is not the only solution,” said Simon Bradberry, Asia Managing Director at Resource Solutions. “Retain ‘traditional routes’, as they are still significantly more successful and the power of referrals remains strong,” he advised further. The survey also found that nearly half (46%) of candidates would consider taking on a temporary or contract role over the next 12 months, with 34% saying that temporary role based on the new skills that can be gained. “Promote non-permanent opportunities if you wish to increase C your flexible workforce,” Bradberry said. Employers should also look into attracting more passive candidates.M According to the Asia Talent Insights survey, 18% were not actively jobY hunting when they were interviewed for their current roles, and 82% CM planned to actively look for a new position in the next 12 months. MY

SINGAPORE

Unpaid overtime – what’s the real cost? CMY

Almost one in three (31%) employers report that their people are clocking up increasing amounts of overtime, according to the 2014 Hays Salary Guide. Of those, 61% said the amount of overtime had increased by up to five hours a week over the last year, and 28% by between five and 10 hours a week. A further 11% reported that the level of extra work had increased by more than 10 hours a week. Only 15% of employers had managed to reduce overtime, with 54% saying that the level of overtime or extra hours being performed inside their organisations had remained steady over the last year. The Hays Salary Guide also revealed that 40% of that overtime was unpaid. “Pressure on organisations to increase productivity means that existing teams are being asked to do more work with the same number of heads,” said Chris Mead, Regional Director of Hays in Singapore and Malaysia. “They are looking for maximum productivity. But if not managed carefully, this has the potential to cause workplace stress and employee burnout, which will cost a lot more in the long run. Tips for managing employees during sustained periods of increased overtime: • Actively monitor the amount of overtime being performed by which team members, as well as absenteeism and general employee wellbeing; • Remain open to adding permanent headcount; • Use temporary staff to relieve pressure on overtime hot spots; • Use monetary and non-monetary rewards to recognise those employees putting in the extra time. ISSUE 14.5

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FEATURE

Employee Health & Safety

Post MH370:

Should employees fly together? The Malaysia Airlines incident has thrust corporate travel policies into the spotlight. HRM finds out the benefits of travel risk management By Shalini Shukla-Pandey While it’s clearly not a comfortable issue to confront, it bodes well for organisations (both large and small) to have risk management policies in place should a nightmare scenario such as the mysterious disappearance of Malaysia Airlines Flight 370 occur again (see boxout). In the presumed crash of the Malaysia Airlines flight, en-route from Kuala Lumpur to Beijing, Freescale Semiconductor has lost 20 key executives. Twelve of the employees were from Malaysia, and eight from China. According to Reuters, the vanished employees were engineers or specialists involved in projects to streamline and cut costs at key manufacturing facilities in China and Malaysia. Freescale is not new to corporate travel. It spends US$14 million on it a year, according to a 2014 case study by its handling agency, Carlson Wagonlit Travel.

Managing travel risk Greeley Koch, executive director of the Association of Corporate Travel Executives (ACTE), told travel industry researcher Skift that most companies with managed travel programmes have policies covering executives and employees flying together on the same flights. No more than one or two C-suite executives are allowed to travel together, and fewer than five employees at an operating committee level are permitted to do likewise, Koch said. Travel policies for employees at lower ranks vary widely by company depending on corporate culture, the size of the company, and the expertise and proprietary nature of the skill sets involved, Koch added. The ACTE conducted a survey about the topic after US Airways flight 1549 safely landed on the Hudson River after a bird 6

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strike on January 15, 2009. Bank of America reportedly had more than 20 employees on the flight. The survey found that at that time, 84% of companies had varying policies that prohibited a certain number of employees from traveling together, but 61% of those mandates applied to company executives only. Some 16% of the companies surveyed had no such policy. In addition to the US Airways “Miracle on the Hudson”, other incidents in recent years have provided impetus for corporate travel policies. These include the New Jersey helicopter crash in 1989, in which three of Donald Trump’s top casino executives died.

Developing a sound corporate travel policy McDermott, an offshore field development services provider, has in place a corporate

travel policy forbidding senior executives from travelling on the same flights together, and limiting the total number of travellers on the same fight to 10. An internal authorisation system triggers an alert if more than 10 of its employees are travelling together. This system has had to stop some bookings before. On the Freescale-MH370 case, Serene Chua, Travel Manager, McDermott, Singapore, told TTGmice e-Weekly, that it could have been a case of more than one agent making the bookings, disguising how exposed the company was. In some companies, bookings are not centralised with some travellers making their own bookings. “As part of improving our duty of care, we will be reviewing what is in place, and if we need to introduce other measures,” says Chua

ROI for travel risk management As with all things travel, demonstrating value, return on investment (ROI) or conducting a cost-benefitanalysis is a key priority for travel, risk and procurement managers. “However, when it comes to demonstrating similar ROIs for travel risk management (travel health, safety, security and risk management/ duty of care) the task has proven a challenge for many,” says Tony Ridley, CEO, Intelligent Travel. The first step in the process is to determine practical business benefits associated with travel, legislative or regulatory control requirements, and industry research along with benchmarking against ‘doing nothing’. According to the American Society of Safety Engineers, the ROI for safety, health and environmental management programmes was between 4:1 and 6:1, meaning every dollar spent on safety yields $4$6 in return. Across all industries, the average incremental ROI is roughly $15 for every $1 spent on business travel. Global Business Travel Association (GBTA), analysis indicates that industries with high levels of business travel may not necessarily experience the highest return from increasing business travel expenditures. • Average cost of business travel ($2,600) x Business travel ROI (15:1) = Average international business travel ROI ($39,000) • Average international business travel ROI ($39,000) + Employee annual salary ($200,000) + Value of business deal ($2,000,000) + Medical/legal costs ($50,000) = Potential single business trip loss (US$2,289,000) Therefore, $100 spent on Travel Risk Management creates a potential ROI of 22,890:1. “It bodes well for employers to take a serious look at travel risk management policies as the above figures are not just applicable for travel to ‘high risk” locations only,” says Ridley.

NEWS

International UK

EUROPE

IT talent war heats up Skill deficiencies, strong demand, and worries around staff retention are spurring pay increases in the UK IT sector, according to the latest ReThink Recruitment IT directors survey. The specialist IT hiring consultancy also found a gap between resourcing capacity and anticipated activity in its poll of more than 1,500 director level professionals. Statistics in the seventh annual poll revealed that wages have proceeded to rise, following a difficult era during the global recession. The majority of directors (65%) revealed salaries had increased in their organisations over the preceding 12 months, with 95% saying that contractor rates had either risen or stayed stable during the same period. The increase in pay is expected to continue through 2014, with 27% of those polled anticipating contractor rate increases and 69% expecting to raise permanent wages this year. The report results also illustrated a clear gap between projected workload over the next year and the volume of current resources. The majority of those polled (77%) expected a rise in workload over the next 12 months. “The results of this year’s research have built on the promising figures returned in the last edition and give plenty of cause for optimism for IT departments in 2014,” said Michael Bennett, managing director at ReThink Recruitment. “Initial signs suggest stability is returning to the market, but there is clearly some way to go yet before full confidence returns. IT directors face growing competition for talent, which is driving salary increases across the board. “While the UK economy continues to show signs of positivity, it seems the IT arena still has a number of challenges to contend with. The next year, then, looks set to be extremely busy for IT professionals.”

Staff depression crippling companies too 36%

Of working Americans are aiming to leave their current job for a position that allows them to be more creative Source: The Creative Jobs Report

425,000

People are employed by McDonald’s Europe in 38 European markets Source: McDonald’s Europe

CEOs’ increasing pay packets The largest US trade-union federation has deduced that the CEOs of top US conglomerates were paid 331 times more than the average US employee in 2013. According to the American Federation of Labour and Congress of Industrial Organisation’s (AFL-CIO’s) 2014 Executive PayWatch database, US CEOs of 350 firms earned an average of US$11.7 million last year, while the average average employee on their payrolls earned US$35,293. Out of all the Western nations, income inequality is largest in the US, according to a slew of indicators. A different poll of the top 100 US companies, unveiled by the New York Times Sunday recently, has found that the compensation of CEOs of those firms last year was even higher, at an average US$13.9 million for the 12 months’ work. The Equilar 100 CEO Pay Study, revealed that those CEOs accrued a combined US$1.5 billion in 2013, slightly larger than their total compensation in 2012. “Pay Watch calls attention to the insane level of compensation for CEOs, while the workers who create those corporate profits struggle for enough money to take care of the basics,” said AFL-CIO President Richard Trumka.

Firms must be more hands-on in preventing depression in their staff, a new report has advocated. The Importance of Social and Cultural Factors for Attitudes, Disclosure and Time off Work for Depression report, by London School of Economics’ professor Martin Knapp, and Dr Sara Evans-Lacko, of King’s College, found the illness is costing European businesses a staggering 92 billion euros annually. The authors found some thirty million people in Europe are combatting depression, with many workplaces miscalculating the flow-on effects to their organisations. They claim that affected workplaces encounter severe economic losses through absenteeism and lost productivity. In the cross-European poll of 7,065 workers from Denmark, France, Germany, Italy, Spain, Turkey and the UK, between 20% and 55% of workers suffering from depression said they take time off because of the illness. The survey stated that female, divorced and part-time staff were more prone to depression, while university-educated professionals were less likely to ask for time off because of the illness. Those that did tended to be less willing to reveal the reason to their company. The report also revealed significant differences in the strategies used to fight depression across offices in Europe. For example, Italians are less prone to disclose a prior diagnosis of depression to their employers than workers in the UK and Turkey. Managers in Denmark, meanwhile, are more compassionate towards depressed workers and are less prone to discriminate against them than their peers in other countries of Europe. “Despite a lot of publicity surrounding mental illness, it is worrying to see that there is still a major stigma associated with depression and many employers are not dealing with it adequately,” Knapp said. Evading the problem only contributes to a general ignorance of mental illness and does not aid the firm or particular employee, Evans-Lacko added. “Managers have an important role to play by creating supportive working environments that promote social acceptance. By doing so, their employees will feel more secure discussing any potential mental health issues,” she said. ISSUE 14.5

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NEWS

International UK

Paying for your own development Close to half of all UK temporary and contract employees feel they are provided less opportunities to upgrade their skills and their careers than colleagues employed on permanent terms. New research by the UK Commission for Employment and Skills (UKCES) has found that a meagre 58% of temporary employees who undertook training over a three month period had their costs subsidised by their employer, with the rest having had to fork out themselves. The statistics compares lopsidedly with permanent workers, for whom 74% had their training paid for. Among those faced with their own training bills, 17% settled the costs with their own cash on hand, while five per cent felt compelled to tap on to friends or family. Jeremy Anderson, commissioner of the UKCES says companies risk ruining the future pool of talent into the workforce if they do not also invest in training and developing flexible contract employees.

Employees aggrieved by unfair pay 42%

of US employees had “purposely” left a job because of a stressful working environment Source: Monster.com

“Flexible contracts are an essential part of our 24/7 economy and they meet the needs of many workers,” he said. “However, we need to ensure that people on them can still access opportunities to develop skills and progress in their careers, particularly young people.” He urged for more collaboration in incorporating the best practice of upgrading staff on flexible contracts so that all parties were able to profit “employer and employee alike”.

45%

of UK workers are anticipating a pay increase in the coming year Source: Legal & General survey

SWEDEN

Six-hour work day trial A Swedish city has begun experimenting with a six hour work day, in an attempt to boost local productivity levels. A group of municipal workers in the city of Gothenburg will work for an hour less each day, as their colleagues continue with Sweden’s typical seven-hour day. The move has been carefully implemented as part of an experiment, with a group of municipal workers clocking fewer hours and a control group embarking on regular hours, all earning the same wages. The groups’ displays will then be assessed and compared. It is hoped that the move will eventually save money, by making employees more productive during their working hours. Mats Pilhem, the city’s deputy mayor, told The Local Sweden that he hoped “staff members would take fewer sick days and feel better mentally and physically after working shorter days”. According to data gtom the Organisation for Economic Cooperation and Development (OECD), there is a correlation between working fewer hours and enhanced productivity. The Greeks are the hardest working members of the OECD, clocking in more than 2,000 hours a year, as opposed to 1,400 hours per year for the average German worker. 8

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A new report has found that 42% of women claim they are paid unfairly, something that ruffles feathers with only 34% of men. The findings emerged from research by career services site Glassdoor. “It’s a big number,” said Rusty Rueff of Glassdoor. “Sixty-two percent also say they would consider leaving for a new job if there was a pay increase, and if they don’t feel they are moving toward a more fair pay level; they take off.” Over half the respondents (57%) to Glassdoor’s research said their employer was the most ideal source to solve the issue. The poll revealed that other kinds of benefits can help to make workers more satisfied. These include more paid vacation days (61% of respondents suggested this would improve their satisfaction at work), career opportunities (52%), flexible work hours (50%), remote work options (46%), and company and stock shares (44%). Should a pay rise not be an option, health-care subsidies (34%), gym memberships (23%), chances to work on new projects (21%), free food and drinks (15%), and less direct supervision (nine per cent) are other aspects employees would like to be afforded. Women are more interested in flexible work hours (60%) than men (40%), while 52% of women are specifically keen on working from home, as compared to 39% of men.

LEADERS ON LEADERSHIP

Talent Management

Building strategies How can leaders provide for the short term, while formulating a strategic long term plan?

Andrew Tan

Chief Executive, Maritime and Port Authority of Singapore

In a world of constant change, effective leaders are expected to achieve immediate results while also building future value. The short-term imperatives are always pressing. Consequently, many organisations operate in the trenches. They lose sight of the larger goals of what their roles are and how they should keep themselves relevant. These are existentialist issues that every organisation should ask itself from time to time. To create long term value without compromising the short term, organisations could consider three things. Firstly, have a good mix of people whose roles are to tackle the present as well as to plan for the future. Management needs to stand back from the fray from time to time, take stock of the competitive position, and adjust strategies. Secondly, no plans are ever static. Management has the role of integrating the various functions within the organisation, and making sure that the strategies are executed well. Too often, the enemy comes from within – silo mentalities and turf boundaries – which undermine the effectiveness of the organisation. We need to guard against this. Thirdly, leaders need to be in touch with the ground. The people closest to the customers are the frontline employees. They will be able to tell you where the problems and opportunities lie. Everything starts with self-awareness, avoiding mission creep, and focusing on the basics while pursuing excellence relentlessly.

Fong Yong Kian

Chief Executive, Tote Board (Singapore Totalisator Board)

Many of us have no problem fighting fire at the office! After a busy day with meetings, phone calls, and shooting off memos, it’s easy to tell ourselves that we have accomplished a lot. But what we really struggle with is devoting the time and effort needed to build a better tomorrow for the organisation. When I see staff being overworked because of daily operational routine, I challenge them that they can enjoy high performance and work life harmony at the same time. This requires having a clear vision of the future. Where do we want to be and what do we want to do three to five years from now? With this strategic perspective, it becomes easier to know what is important in everyday work and what we should stop doing. Without a clear goal, all work seems to be important and without a destination; any direction seems to be the right one. Besides having a strategic plan in the drawer, another important aspect is to get staff ready to embrace the future. In all the organisations I have worked in, I have stressed on developing agility as a strategy to meet the challenges of an uncertain, complex and constantly evolving future. Going beyond traditional staff development, our staff need to have an outward-orientated mindset sensitive to external changes, continuously learn and unlearn, and be able to look for opportunities and collaborate with multiple stakeholders, both internal and external. No organisation can go beyond where its people can take it to. It requires a peoplecentric approach that constantly focuses on engaging, valuing and developing staff.

TM Nagarajan

CEO, Minor Food Group Singapore

At Minor Food Group, internally, we are very focussed on people, system and process. These are three key areas, or pillars, that we focus a lot on. In terms of people development, we have a whole talent management development programme in place. We invest a lot of time and effort in terms of process and putting a better Standard Operating Procedure (SOP) in every area so that we can scale better. Secondly, in terms of system and technology, the constant question is how can we be more productive? The goal and vision of the organisation is to be a global and multiple food operator. One of the major challenges we have right now is expansion into Malaysia. Our goal is to expand there focussing on Thai Express and that particular brand. As we progress and move along in that area, we tend to have challenges. The long-term is to expand into Malaysia but in order to manage those challenges, we go back to our three key foundations. The governance system, founded on the three pillars, helps us to mitigate short-term situations. Whatever the challenges are in the short-term, our governance process means we always have our weekly operations meetings, our monthly operations meetings and we also have our competitors’ visits. For example, if we have a challenge with people, such as if we do not have the 60/40 talent requirement that the government wants us to have, we immediately go back to our system again and look at where are we right now. ISSUE 14.5

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LEADERS TALK HR

“When I have one dollar and someone tells me his plan on how he wants to be successful (with that dollar) versus someone who expects us just to train them, I would invest the dollar in the first guy” – WILLIAM CHU, PRESIDENT AVNET TECHNOLOGY SOLUTIONS ASIA-PACIFIC

BIO-BRIEF William Chu, president, Avnet Technology Solutions, Asia-Pacific, is responsible for the strategic direction and profitable growth of Avnet’s value-added IT solutions distribution business in the region, which encompasses Australia, New Zealand, China, Hong Kong, India and the Association of Southeast Asian Nations (ASEAN) markets. Chu joined Avnet in 2007 with its acquisition of Azure Technologies, an IBM systems distributor in Malaysia and Singapore. He was named vice president and general manager of Avnet Technology Solutions, ASEAN, in 2007, overseeing the company’s expansion into Indonesia and Vietnam. In 2008, he won the Avnet Employee Engagement Champion award for receiving the highest engagement index in Asia, and in 2009 he won the prestigious Avnet Chairman’s Award. Under Chu’s tenure, Avnet Technology Solutions ASEAN’s revenue increased 400%. Prior to joining Azure, Chu worked for IBM Singapore as a regional project manager. His career spans more than two decades in the IT industry. He holds a bachelor’s degree in electrical engineering from the National University of Singapore and a Master of Business Administration (Accounting) from Nanyang Technological University. 10

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LEADERS TALK HR

Avnet

ENGINEERING ENGAGEMENT In the technology sector, today’s trends can become obsolete in the blink of an eye. Change thereby becomes the only constant for Avnet Technology Solutions, as its President of Asia-Pacific operations William Chu tells HRM By Sham Majid

For a global IT solutions company such as Avnet Technology Solutions, staying in the comfort zone of distributing electronic components and computer products can be a very tempting proposition, says its President of Asia-Pacific operations William Chu. “With technology such as Big Data, cloud computing, mobility and analytics, the easiest solution for us is to say that we are happy with what we are doing and that we are successful,” he notes. “So why should we take any risks?” Nevertheless, the need to evolve and adapt to the rigours of a volatile technology industry is what drives Avnet to consistently mould and tweak its policies. Chu says that is especially true when it comes to talent and performance management, as well as employee engagement. With Avnet comprising around 1,400 employees across 11 different locations in Asia-Pacific, Chu says that providing platforms for staff to “be engaged and committed to the business” is a vital objective. He says that with many of the company’s talents often headhunted by rivals and suppliers, Avnet has to manage its resources to ensure it has the right mix of employees across all ranks. “Another issue is out of these 1,400 people, how do we continue to retain those top talents?” Chu adds. “I think (this) is always a challenge because with 1,400 people, we need to continue to provide an opportunity for them to grow.” Avnet has carefully crafted several initiatives for its workforce to help it do just that.

Taking talent to another level Avnet’s annual Talking Talents process is one of these. Every year, the company asks its senior leaders to identify the top five or six talents in the organisation. The selection criteria stems from Avnet’s performance management programme, known as I Perform. This is conducted twice yearly, with all employees having an opportunity to sit together with their manager to assess their mutually set goals and review performance. “We actually use certain methodology to put them in the ‘readiness’ or ‘performance’ matrix and from there, we envisage them in terms of the level we feel that they can actually reach in the company, today and in the future,” says Chu. As an offshoot to Talking Talents, Chu says Avnet recently launched the Avnet Talent Leading Avnet Strategies (ATLAS) programme. Out of all the different businesses, the company nominates one or two employees from the three regions (US, Europe and Asia) to create a global team to work on specific projects that will help in the company’s international operations. “It’s not an academic exercise, but very much like real-life business problems that each of the regions face. The employees provide their input via suggestions and research,” says Chu. “We enable them to have this cross-cultural experience together, and understand their teammates and the environment. They have to recognise the differences in how people work things out and how the system works.” ISSUE 14.5

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LEADERS TALK HR

Avnet Extracting value beyond monetary terms It is no secret that company bottom lines are the often ultimate benchmark of an organisation’s success or failure. However, Avnet also prides itself on a unique reporting methodology known as Value-Based Management. Chu says that the return on working capital is more critical than just the absolute dollar return. This concept is taught corporate-wide so that when employees make investments, acquisitions or even new product decisions, they understand that they are not only driven by the absolute number of dollars . “So it’s what kind of value will this particular resource bring?” Chu explains. The Value Based Management theory also applies when it comes to rewarding high-performing employees every year. Chu says the company will consider what each individual actually produced, based on the resources it provided. Secondly, it will also measure contributions to the company as a whole. “Sometimes it can be about delivering more for the company than just revenue, such as winning clients and strengthening relationships,” says Chu.

Training to be compliant For a company so in tune with the technological sector, it might appear surprising that acquiring new IT skills is not Avnet’s primary training priority for its employees. “Compliance may not be the most exciting thing but to Avnet, it is the number one most important training area,” says Chu. The company is listed in the New York Stock Exchange, and has strict rules to comply with across all areas of practice. It is also subject to the foreign corrupt practices act.

“We want every business that we win to ensure we are ethical in terms of our dealings,” Chu says. Avnet has made eight different Asia-Pacific corporate acquisitions in the past five years. Chu says that the organisation now has a new employee pool in developing countries and from smaller companies and diverse backgrounds. “So how we help them assimilate into the Avnet standard of compliance is the top most training area in my opinion,” he adds. Avnet also conducts leadership training courses to groom its identified high-potential leaders, says Chu. It specifically practices (and teaches) ‘situational’ or ‘transformational’ leadership. This allows the company’s leaders to not just look at themselves from what their boss says about them, but from a 360-degree type of feedback. Avnet also pays attention to technical and sales training for specific functions. It regularly sends its staff for certification courses required to keep up to date with the latest technological developments and innovations. For example, Chu says that 240 staff are currently certified in one particular supplier’s platform, whereby they are certified to sell and support the product. There is some risk in this, he admits. With Avnet not bonding its employees after such function-specific training, there is a risk that they may jump ship to another firm. “Although there is a risk as a global company, we feel that these are opportunities that we should provide to our people and we have the faith that we don’t need all these legal contracts to bind our employees,” says Chu. He recalls an incident when an Avnet employee, armed with certifications, was poached by a supplier. But after a month, the individual asked if there was an opportunity for

• I love: Investment, thought-provoking ideas and insights, and caring for overseas students • I dislike: A lack of initiative, an unwillingness to admit mistakes, and those who take credit for work not performed by themselves • My inspiration: My father was my ultimate inspiration: he was always there for me and provided me with everything I needed to be a success • My biggest weakness is: I tend to empathise with people to such an extent that it may compromise the best solutions for the business • In five years’ time, I’d like to be: Leading a successful and profitable Avnet Asia-Pacific operation that has fully engaged team members and is admired and respected in the industry • Favourite quote: “The important thing is not to stop questioning; curiosity has its own reason for existing.” Albert Einstein

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LEADERS TALK HR

IT’S GOOD TO TALK Avnet’s commitment to employee engagement stretches further than the conventional feedback methods. After receiving employee feedback, Chu says the company started a quarterly management leadership call in Asia. He summarises what is happening both globally and locally in terms of financial, business and new policies and strategies before inviting about 200 managers from different countries to call in during one conference call. The managers are able to listen and also ask questions. “We just started it because we want more engagement after hearing all these feedback,” says Chu. “We chose the managers because we want them to do their own sharing with their people after hearing the call from the leaders.”

him to come back, says Chu. “The person said that when he was in Avnet, he felt himself being replenished and refreshed even when Avnet was using his resources. But when he worked for the supplier, the pay may have been higher but he said that from the moment he stepped into the supplier’s office, he had not seen the sun or his family.”

Canvassing employee opinions In a cut-and-thrust sector like the IT industry, employee engagement can sometimes be placed on the backburner. However, according to Chu “engagement is big in Avnet”. Every 18 months, Avnet organises an employee opinion survey, whereby feedback from workers is collated and carefully analysed. Managers are instructed to give regular reports on what they are going to do about the feedback received, and awards are even handed out to managers who score high engagement marks. “In fact, our CEO has all the templates and dashboards on which region is improving and what we should be doing, and he personally takes an interest and that shows how important it is,” Chu says. Chu says that acting on employee feedback is a crucial element of the whole engagement process. “If we do a survey and don’t act on it, it’s actually worse than not doing the survey,” Chu adds. “If you don’t follow up, you might as well not do it.” Chu says that employees want more engagement from their management, including wanting to know what is happening to the company, what new programmes area available, where the company is investing, and how it is travelling in terms of the business direction. Even when employees do eventually decide to leave Avnet, he says the feedback garnered from their exit interviews is utilised to improve retention policies. “What they do in Australia is to summarise all the key reasons, mainly for the past three months, of the feedback from the people who leave the company, and they draw lessons from them,” Chu says. “So we actually have two angles: from people who stay with us, and from the people who leave us.”

If we do a survey and don’t act on it, it’s actually

worse than

not doing the survey

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Performance Management Special

In this issue, we look at: Nurturing high performance teams Rewarding good work Managing underperformers Better performance appraisals

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PERFORMANCE MANAGEMENT SPECIAL

Strategic HR

Nurturing

HIGH PERFORMANCE TEAMS HR can play a more proactive and critical role in identifying high performance teams, and help accelerate their growth through specific actions, writes Richard R. Smith, Academic Director for Graduate Programmes in Human Capital at Singapore Management University

When was the last time that you received a call from a business leader who said: â&#x20AC;&#x153;Thank you for all the great organisation development support with our teams; we are exceeding our business results due to their high performance!â&#x20AC;?? While some HR leaders may think that this type of call is a rare occurrence, it is exactly the type of feedback that many HR and organisation development (OD) professionals are receiving when they become active in the design and planning for business teams. So what is the role of HR in nurturing high performance teams in the organisation? 16

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Situation In most organisations today, working in teams is a common phenomenon and is rarely given much thought. Business leaders routinely set up taskforce teams, cross-functional teams, virtual teams, special review teams, project teams, cross-border teams, and the like. In most cases, little planning and architecture goes into the design and planning for each team. While some proactive HR leaders may issue guidelines or try to help with all these teams, this orientation is generally not productive. Instead, HR must clearly understand which teams are critical for business impact and then dive into the role of nurturing these selected teams to high performance. While it is hard to be selective and focused, this is a critical prerequisite. To understand how HR can help facilitate high performance teams, let’s consider the potential for HR’s role across Tuckman’s commonly known axiom of team development that includes: “forming”, “storming”, “norming”, and “performing”.

Forming Even before the team starts forming, HR has the opportunity to influence the team design, composition, and expectations. Strong HR leaders are able to influence and design these things before the team members even meet. In that first meeting or two as a team, HR can again make a significant contribution by helping to set the right tone and norms for the team. Too often at this early stage of team development, people are on their best behaviour, avoiding conflict, and staying in individual comfort zones. As a result, it generally takes time for a team to ‘warm-up’ or start to be productive. HR can help accelerate this with team building activities that are targeted at specific areas that the team will need to tackle. One HR leader at a large consumer products company remarked, “We really try to skip the forming stage of development and quickly get into the ‘storming’! While it seems unnatural that HR is creating team conflict, it is exactly the type of ISSUE 14.5

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Strategic HR thing we need to jump-start teams into a high performance mode.”

Storming At this stage, teams generally have multiple options and different perspectives on what should be done. While this can be healthy, it can also be detrimental to the team dynamics and results if not managed well. Here HR can play a critical role in helping team members understand each other and proactively manage the team dynamics. By employing the use of a team-profiling tool, HR can quickly help spot potential conflict areas and facilitate active discussions with team members on areas such as decision-making, communication styles, and task-orientation. An HR leader in a health-care organisation stated, “Talking about team dynamics and personal styles is difficult. Then when you put data in front of team members – the discussions and open conversations seem to happen without effort.” The use of a team profile should generally be coupled with active facilitation to help team members make the most of the instrument. It is important to remember that the goal is not to skip or shortcut the “storming” stage of team development, but rather to make it productive and impactful towards the team results.

Norming During the ‘Norming’ stage of team development, many teams fall into common patterns or rhythms that are consistent with the culture and that generally minimise conflict. At this stage, people are familiar with each other and the team interactions can become routine. The danger is that the teams no longer push themselves or challenge the norms to drive to higher performance. During this stage, HR can again play a critical role in helping to challenge the current thinking by working with line management to infuse new challenges into the team with such things as a change in team membership, adding new team components or constraints, setting new goals, or assigning new tasks. As one HR leader in a financial services firm stated, “When our product teams fall into the ‘norming’ stage of complacency, we generally do something to shake them up – it is great to be able to bring new life into a team (even if it is not always immediately welcomed).”

Performing At this stage, teams are generally quite functional in accomplishing their tasks and can be counted on

HR can play a critical role in helping team members understand each other and proactively manage the team dynamics – RICHARD R. SMITH, ACADEMIC DIRECTOR FOR GRADUATE PROGRAMMES IN HUMAN CAPITAL, SINGAPORE MANAGEMENT UNIVERSITY ISSUE 14.5

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69%

Employees

WOULD WORK

HARDER

IF BETTER

RECOGNISED HOW DOES YOUR

RECOGNITION RATE

by Power2Motivate Source: Workforce mood tracker report, 2013

Strategic HR to operate smoothly. While not all teams may reach this “performing” stage, those that do may occasionally revert back to prior stages as they change over time. While the teams at this stage are generally productive, HR can again play an important role in keeping the team performance high and encouraging even higher results. One way of keeping the engagement level of the team high is by expanding its scope, influence or impact in the organisation. High performing teams will need new challenges and opportunities to fuel their interests and ambitions. As one HR manager from a professional services firm remarked, “When we have a highly successful team, HR takes a special note to develop new ways of using this team for more impact. While it is tempting to spend time on the team that is struggling, we must always remind ourselves that the high performing teams will not be there for long without continued nurturing.” While HR is busy with many other priorities it can be difficult to justify time on high performing teams. But it is sometimes these teams that can

actually help leverage the work of HR. In fact, one organisation created team process ambassadors from high performance teams. In this role, team members spent time with other teams to share their successes, processes, and development. As they become ambassadors, they teach others about what they have learned while also increasing their own learning on effective teaming. This can help spread the word and expectations for future high performance teams in the organisation. Working in teams is a normal and sometimes routine part of the workplace today. Yet, research shows that we are not often that effective when working in teams for a variety of reasons. HR leaders can play a critical role in each stage of team development, by not only building the right teams, but accelerating the development process, creating team profiles for insight to dynamics, disrupting routines, and even stretching teams for organisational impact. Building a high performing team is not only good for business; it is a great way to showcase the power of the HR team in leveraging human capital.

ABOUT THE AUTHOR

The role of HR in nurturing high performance teams Start by being selective… only work with teams that are critical to business results! Forming

• Building the optimal team design (structure, functions, competencies, etc.) • Managing the team composition and selection with line management • Facilitating the team expectation setting process with stakeholders • Accelerating the forming process through targeted team building activities

Storming

• Completing a team assessment profile to proactively manage the natural team dynamics and differences • Facilitating a team dynamics session to agree on decision-making, communication modes, and taskorientation can short-cut and diffuse potential conflict areas

Norming

• Challenging the norms and the routines of the team (changing team membership, adding new complexity, setting new goals, etc.) • Creating a catalyst at the right time for signaling a change to help drive the team to new levels

Performing

• Changing the scope, influence, and impact can help the team expand to a new level of performance • Creating team process ambassadors can help teach and mentor other teams to reach the goal of high performance

Finish by being effusive… showcase the results of the team and their work on the team processes!

Richard Smith is a senior lecturer and the Academic Director for Graduate Programmes in Human Capital at Singapore Management University. He is the author of numerous articles on organisation effectiveness and the co-author of Human Capital and Global Business Strategy.

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PERFORMANCE MANAGEMENT SPECIAL

Rewards and Recognition

Rewarding good work

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Strong performance management and recognition practices can help organisations, both large and small, get the most out of their people. HRM finds out more By Shalini Shukla-Pandey

Employee performance management can seem like an administrative overhead sometimes. Like any processes, unless there is practical meaning to it, it is hard to sustain, says Raymond Yip, Senior Manager – Group HR, Qian Hu Corp. “Top to mid-management must clearly understand the need for a structured approach to performance appraisal of staff, and that how staff performances are graded equally reflects on how it is perceived to be executed by them,” Yip explains. “If the supervisors look at it as another administrative chore then staff will perceived it as just another academic exercise.” Where staff members’ gradings are used to administer promotions and performance bonuses, it becomes a serious thing and the top management must hold supervisors accountable for their reports. “Likewise, staff will have more faith in the system if learning and development needs are identified and followed through for career advancement within the organisation,” says Yip. Still, HR can put in place the best employee engagement strategies in place, but without affective communication, it can only have limited results. “Whether it’s communicating the value of pay and benefits through a total reward statement or providing regular face-to-face updates for the team, communication is key to an engaged and motivated workforce,” says Daniel Sherrington, General Manager – Singapore, Grass Roots. “Targeted, relevant and engaging communications are the foundation of a successful employee engagement strategy.”

Rewarding good performance “For years, we’ve believed our best performers are also our most engaged employees and so we had little to worry about,” says Leadership IQ CEO Mark Murphy. “Not anymore.” A recent study by Leadership IQ found that in 42% of US companies, low performers are actually more engaged than middle and high performers.

The logic is rather simple: In most organisations, low performers are pretty much left alone. They are as happy as clams because no one notices or bothers them. Top performers, on the other hand, are stressed out and feel undervalued despite making the most effort, with work often assigned to them because they are the only ones the boss can count on. According to the survey, low performers were also more likely to recommend their company as a great place to work than were others in the organisation. Murphy says this can be a very scary prospect. A separate study found that employee referrals were one of the top sources of talent, so if low performers are the people who are more likely to be the ones recommending their employer, then one should wonder who they are hanging out with and recommending their company to, he warns. Murphy says HR should work on raising engagement levels for middle and high performers by first, defining performance expectations for everybody in the organisation – great performance versus good performance versus bad performance. Employers should also hold people accountable to those performance standards. They should manage low performers and not avoid the difficult conversations, whilst differentiating and recognising high performers. By appealing to the individual drivers and interests, a company can develop a reward and recognition strategy that motivates the masses. Many people come to work because of the rewards associated with the role, whilst others come and are motivated by what they actually do – ‘Extrinsic and Intrinsic motivation’. “For many, simple public recognition for a job well done is worth much more to them than say a voucher or set of golf clubs, whilst others will be driven by the reward,” says Sherrington. “We are seeing much more evidence that the simple act of recognition without a reward attached, but done in a way that

42%

of US companies, the employees who do the worst job are the ones who feel the most “engaged” Source: Leadership IQ

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PERFORMANCE MANAGEMENT SPECIAL

Rewards and Recognition Rewarding on a budget Author of several books including ‘Employee Engagement 2.0’ and the NY Times, Wall Street Journal and USA Today bestseller, ‘We: How to Increase Performance and Profits Through Full Engagement’, Kevin Kruse, shares 25 zero or low-cost ways to recognise employees: I’ve got some text to add in the body so I’ve numbered accordingly: 1 A sincere word of thanks costs nothing and is very effective 2 Post a thank you note on their door in their honour 3 Throw a pizza party or cake party in their honour 4 Create a simple “ABCD” card that is given when someone goes “Above the Call of Duty” 5 Write about them in a company-wide email 6 Give a long-lunch, extra break, or compensatory time 7 Honour them at the start of the next staff meeting (recognise someone at the start of every staff meeting). 8 Post a “thank you” sign in the lobby with their name on it 9 Give them flowers, a book, or other small gifts 10 Invite them to a one-on-one lunch 11 Give them a card with lottery tickets inside 12 Give them a card with movie tickets inside 13 Give them a card with gift vouchers inside 14 Have the entire team sign a framed photo or certificate of appreciation 15 Arrange for a boss several levels up to stop by to say ‘thanks’ 16 Send a thank you note or gift basket to their spouse 17 Arrange to have their car washed 18 Arrange to have their home cleaned 19 Let them bring their pet to work 20 Buy a dozen of donuts and announce to the department that they are in the honouree’s office; they should stop by to say ‘hi’ and get one 21 Feature them in the company newsletter 22 Pick an unusual or funny object and place it on their desk for a week 23 Let them dress casual for a day 24 Have the entire team honour them with a standing ovation at the start of the next staff meeting 25 Offer to swap a task with them for a day or week

enables a public ‘well done’ can be far more effective than a monetary reward.” “Also using learning and development, dinners with senior leaders and mentor programmes are becoming really popular in organisations that want to contribute back directly into an individual’s growth,” he adds At Qian Hu Corp, Work Improvement Teams (WITs) have been set up to attend to operational issues, set team targets and reward proportionately. “While staff pay increments and bonuses are based on company and individual performance, we also have a award of a minimum of $60 to recognise creative and resourceful ideas implemented to help in the staff member’s own work area,” says Yip. The company’s rewards structure consists of both monetary and non-monetary incentives. These include annual awards such as the Best Contribution Award, Best Improvement Award, and Innovation Award.

Recognising rank-and-file workers While sales incentives have been around for years, the forgotten participant in most reward programmes tends to be rank-and-file workers. First and foremost, management has to understand the needs of this group of personnel, says Yip “Generally, they are more geared towards monetary awards but there is always that ‘pat-on-the-back’ recognition and the big ‘thank you’ from a CEO or other directors that can have greater impact,” he explains. “Top management must leverage on its HR professionalism to execute rank-and-file schemes to recognise the contribution of this important group of people within their organisation.” Yip advises regular reviews as well as the development of creative approaches to give recognition to rank-and-file workers. “Recognition, like celebrating special events in a unique location that is meaningful to the employee, goes a long way,” he suggests. “Likewise, HR personnel should always keep communication channels open with staff on the ground to better understand their needs and issues.”

Danger: Over-rewarding staff! There’s also always the risk of “over-rewarding” or “over-paying” staff for their performance. This is where the value of separating reward from recognition is really powerful, says Sherrington. For example, during the Global Financial Crisis of 2007-2008, many companies slashed their reward budgets but still wanted to engage their staff. “There was a switch to focusing on recognition and removing the reward element, and we found that employee engagement scores went through the roof,” Sherrington explains. 24

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“This was a big win for companies because they were able to reduce their spend on reward whilst increasing engagement, just by adopting the simple yet affective process of building a recognition strategy and taking the focus off rewards, which also dealt with the double dipping, or over-compensating.” Managing is more an art than a science, says Yip. “While we need science like statistics to make certain decisions or justifications, over the years, I have learned that it is very dangerous to base a business decision solely on hard data.” Therefore, it can be hard to say how much reward is too much or little. “There are always the soft, hygiene factors that are more important,” Yip explains. “It is better to be slightly under-rewarding and close the gap by offering other non-monetary rewards, with an emphasis on hygiene factors.” “It is (also) better to have a case of hungry employees than over-satiated ones,” Yip concludes. “Depending on the business and the industry you are in, management has to strike a fair and reasonable balance.”

“Recognition, like celebrating special events in a unique location that is meaningful to the employee, goes a long way”

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PERFORMANCE MANAGEMENT SPECIAL

Managing Underperformance

From

underdog to top dog While firms are powering ahead with efforts to raise productivity levels, demotivated and underperforming employees can bring all of that work undone, and more By Sham Majid A report into workplaces around the world has revealed the stark reality of Singapore’s labour force: it is suffering from extremely high levels of disengagement and is severly unmotivated. According to Gallup’s 2013 State Of The Global Workplace report, a staggering 76% of Singaporean employees were not engaged with their organisation, while only a shocking nine per cent of the workforce was actually engaged in their individual job. “Close to two million people (in Singapore) are just showing up at work every day, doing what they need to do, but not feeling emotionally invested in their companies,” Gallup’s Singapore and Southeast Asia manager Leong Chee Tung told The Straits Times last December. Singapore’s rate of nine percent of engaged workers was below the global average of 13% (see boxout).

With the national government actively championing the need to enhance productivity levels across all segments of the workforce, these figures are difficult to swallow.

Managing underperformance Nevertheless, it is not all doom and gloom for Singapore’s working population. Key findings from the World Management Survey (WMS) in Singapore, conducted by Singapore’s National Productivity and Continuing Education Council (NPCEC), found Singapore was ranked sixth out of 22 markets for overall management practices. The study reviewed the management quality of 408 manufacturing firms located in Singapore. According to the results, released in October last year, Singaporean companies attained the highest ranking in “People Management”, coming in fourth among all the nations polled. ISSUE 14.5

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PERFORMANCE MANAGEMENT SPECIAL

Managing Underperformance Singapore’s strengths were in “rewarding high performance” and “retaining talent” (see boxout). For Holiday Inn Singapore Atrium (HISA), managing employee underperformance is a core aspect of their talent management strategy. Its Director of HR, Joseph Chu, says the organisation provides underperformers with a Performance Improvement Plan, including clearly defined targets and timelines. These are worked on under the coaching of the employee’s superior to ensure that the expectations are understood. HISA has also been collaborating closely with the Employment and Employability Institute (e2i), in adopting a progressive wage model through improving productivity. The hotel implemented several initiatives throughout 2012 and 2013 to raise the productivity levels of hotel staff. “Under the Job Flexibility Programme, local and foreign employees were trained in the departments of their choice, and this has opened up opportunities for them to work across different job functions within the hotel, thus reducing the reliance on casual labourers,” says Chu. The hotel adopts a two-pronged approach towards productivity, via multi-tasking and automation, adds Chu. Through multi-tasking, employees are trained to take on additional job duties. For example, the hotel’s bell desk employees were trained to perform security duties after receiving their security licence. In terms of automation, HISA has invested in additional equipment and machines that allow employees to perform the same job tasks within shorter time periods. A key example is the new Uniform Distribution System. “Previously, a uniform attendant had to be stationed at the uniform room to distribute the uniform to the employees,” says Chu. “However, with this system, employees are able to collect and return their own uniform, and the uniform attendant can be redeployed to assist in other areas, such as linen sorting.”

SINGAPORE A disengaged workforce? Gallup’s 2013 State Of The Global Workplace report has certainly raised some searching questions on the state of Singapore’s workforce as it bids to accelerate its productivity levels. A sizeable 15% of Singapore’s working population was said to be “actively disengaged”. This percentage was matched by Indonesia (15%) with both the Philippines and Malaysia recording much smaller numbers of actively disengaged workers (8% each). Only two per cent of Thailand’s workforce was said to be “actively disengaged”. The proportion of disengaged workers in Singapore (76%) was said to be one of the highest in the globe, faring even poorer than the US (52%) and UK (57%). Interestingly, 33% of the polled Singapore respondents were said to be “thriving” in their work, 64% claimed to be “struggling” and four per cent said they were “suffering”. A significant 71% of Singaporean respondents also answered “yes” when quizzed on whether their current job was ideal for them.

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At global aerospace manufacturer Pratt & Whitney, employees are motivated to perform by the strong employee value proposition on offer. It is a company that has an identifiable growth trajectory, strong leadership, good values and opportunities for career advancements, says William Kircher, Vice President of Singapore Repair and Overhaul at Pratt & Whitney. In particular, Kircher says that Pratt & Whitney has established a performance management system that acts as a career road map to monitor each individual’s performance against their own aspirations. The performance management system consists of three key elements: a Performance Feedback Tool – a mix of objective setting and competency models; Individual Development Plans – a tool that evaluates employees’ learning and development needs; and the Employee Improvement Plans– a 90-day process that monitors employees’ performance and offers mentorship guidance. “Assessments are regularly conducted to evaluate each employee so that a career plan with training opportunities may be developed to aid in their progression,” says Kircher. “With more than 32,000 employees around the world, our real power and innovation comes from our people.” At Mindwave Solutions, an IT services provider, there is a three-pronged approach to motivating staff to outperform their own benchmarks. Aditi Nayak, CEO, MindWave Solutions says any underperformance is closely managed. “Whenever we sense that an employee is underperforming, we will take the first step to sit them together with their reporting manager and the HR manager and identify the root cause of their underperformance,” she says. “For an employee to perform better at work, he or she needs to clearly communicate their goals for working at MindWave before an actionable plan can be jointly devised.” Following that, staff monitor the employee’s progress over a span of time. If necessary, they are sent for additional training programmes which will allow them to develop the right capabilities to excel in their job. Nayak says the management believes that positive reinforcements can have an impact on employee performance. For example, whenever possible, the company acknowledges its star performers. Those who are not performing as well as their counterparts are encouraged further through specific challenges which allow them to prove their hidden capabilities. “When we find employees stretching themselves beyond their job scope, we thank them with appreciation letters, emails or incentive rewards,” says Nayak. As a result of Mindwave’s performance management strategies, the company saw labour productivity increase by 17% between 2012 and 2013.

Money not the sole incentive In the 2013/2014 Employee Intentions Report, by Michael Page Singapore, 25% of respondents revealed that financial reward based on performance was the main motivating factor for staying in their present job. Moreover, some 22% of survey respondents highlighted that a rise in wages was the most important aspect when considering a new position, with 31% seeking a wage raise of between 10% and 12%. In Pratt & Whitney’s case, Kircher says the same programme will not have the same impact on everyone, because no two employees are the same. “They all have different wants, needs, desires and see rewards and recognition differently,” he says. “We practice a mix of standard and personalised offers at Pratt & Whitney to strike a balance between fairness and effectiveness.” For example, Kircher says the benchmarks for bonus and compensation system are standardised but the company customises career development for each employee in terms of training needs and career progression opportunities. These include assigning them to special projects or fast track programmes that move staff out of their comfort zones. “For Pratt & Whitney, developing and retaining talent is a key focus, and we have in place long term plans and strategies to achieve our HR goals to support our growth in Singapore and the region today,” adds Kircher. Nevertheless, according to Chu, “monetary gain not the only way to motivate employees.” That’s especially when it comes to the Generation Y cohort. He says that this young category of employees are looking for career development and learning opportunities, along with supportive and trusted superiors and colleagues that they can look up to. According to Kircher, while employees do react positively to monetary incentives, “these are definitely not the only or best ways to motivate them”. He says employees today desire the best of everything, from competitive salaries and job security to career enhancement and work-life balance. Therefore, Pratt & Whitney personalises rewards and recognition to match each individual’s preferences, making them more meaningful and motivating. Beyond monetary gains, Kircher says Pratt & Whitney has also formulated a wide variety of recognition programmes, such as presenting awards for performance at individual or team levels, recognising employees for demonstrating company values, employee engagement projects, and appreciating mistakes as learning opportunities. While “monetary gains exist at MindWave”, the firm has structured non-monetary incentives to cajole employees into outperforming themselves, says Nayak.

Raising the productivity bar The World Management Survey, administered by Singapore’s National Productivity and Continuing Education Council (NPCEC) took into account of 18 different elements of management, classified into four separate dimensions: operations management; monitoring management; targets management; and people management. Singapore came in fourth in the world in people management, with clear strength in the elements of “rewarding high performance” and “retaining talent”. Singapore also ranked among the top 10 when it came to operations, monitoring and targets management. Local small and medium enterprises were actively encouraged to assess their management practices and raise productivity levels.“Economic growth cannot be sustained without improvements in productivity,” a NPCEC spokesperson said. “Businesses and employees both have a role to play to work together to develop strategies to innovate, and pilot and scale-up new methods of growing in a manpower-lean way. “Employees will also be more engaged, as well as benefit from skills enhancement through training, and consequently, higher wages.”

“Some of the strategies which we’ve adopted include team-building activities such as celebrations for special occasions and informal lunch and tea sessions held outside the office,” she says. “Besides bonding with their colleagues, staff come back recharged and happier, and are able to give their best to the company.”

One size does not fit all In today’s employment landscape, where various generations of workers have differing goals and ambitions for their professional careers, it is imperative that firms design customised programmes for workers to achieve their full potential. For example, HISA crafts specific programmes to different levels of employees. Operational workers with soft skills are sent for on-the-job training while Approved Training Organisation and Workforce Skills Qualifications programmes are also available for hotel staff. Accelerated Leadership Development Programmes are also available for supervisors and managers looking to upgrade their leadership skills, while senior management and department heads attend career insight programmes to take their careers to the next level. Nayak says MindWave prides itself on its flexible working schedule, “one that is embraced by all our employees”. “We also find that our employees are more productive and efficient, whether the task was completed from home or elsewhere,” she says. The management also advocates sabbatical leaves for staff members who seem to look as if “they could do with a recharge” adds Nayak. They either utilise this time to pick up new skills they never could set time for, or simply go for extended breaks. “Everybody needs to let go once in a while,” quips Nayak.

25%

of respondents revealed that financial reward based on performance was the main motivating factor for staying in their present job Source: 2013/2014 Employee Intentions Report, by Michael Page Singapore

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PERFORMANCE MANAGEMENT SPECIAL

Annual Reviews

3 RULES for effective performance appraisals Annual performance appraisals can be a daunting exercise. They require managers to give credit where it is due, while maintaining objectivity and a keen eye on results. Guest contributor Paul Falcone offers these simple rules to make the process less painful

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Writing employees’ annual performance appraisals remains a challenge for managers worldwide because so much is at stake. The annual assessment exercise has the potential to motivate and reward, but it can likewise demotivate and derail an otherwise successfully-performing employee. Further, managers often inflate grades for fear of confrontation, hoping naively that by awarding a higher overall score, underperforming workers will somehow “rise to the occasion”. And in many nations, this anchor document, if too flattering and positive, makes it difficult to terminate a worker for cause. No wonder many managers proceed with trepidation and voice negative views about the entire performance appraisal process. As daunting as this annual exercise may appear, however, it can actually be made a lot easier by following a few simple rules. And while formally documenting perceptions of someone else’s work can be potentially confrontational and demotivating, how you document that message can make a tremendous difference in terms of the way that the evaluation is received. The rules and tips that follow are a ready reference to refocus your writing strategies the next time you sit down to compose evaluations of your staff members.

RULE 1 Whenever possible, shift the responsibility for evaluating performance back to your employees The reason why managers are often late delivering evaluations, or write scant reviews with little meaningful content, is because they simply don’t have the time to collect the necessary data on each subordinate’s performance. In addition, since relaying negative news can be confrontational (and we all know that the path of least resistance is avoidance), many supervisors postpone documenting sub-par performances for fear of making matters worse with their staff. The solution? Two weeks before sitting down to draft reviews, give your team members a self-evaluation form that asks the following questions: • Address your overall performance track record over the review period. What have you done that has increased revenues, decreased costs, improved efficiency, provided superior customer service, or saved time? How would you grade yourself in terms of consistency, reliability, interpersonal communication, and technical skills? • In what areas do you feel that you need additional support, structure, and direction? What can I, as your supervisor, do to ensure that you are fulfilling your career development goals by building a solid portfolio of skills and preparing for your next move in career progression? • What are your concrete goals over the next review period, and how do you plan to reinvent your job in light of our department’s changing needs? What are the concrete, measurable outcomes that will demonstrate that you have achieved those goals? Of course, shifting responsibility for self-evaluation back to your employees may depend on your organisational culture. Generally speaking, though, you’ll find that many employees appreciate the opportunity to bring to your attention their perspectives regarding their achievements and areas for development. In addition, this automatically places you in the role of career mentor and coach – not unilateral decision-maker and disciplinarian. You may also find that the majority of workers will be harder on themselves in the self-evaluation than you would have ever been. This exercise, therefore, often makes it easier to deliver difficult news because you can help the individual strengthen self-identified weaknesses, rather than having to point them out. Giving control back to your staff members allows you to become part of their career solution. Of course, if you don’t agree with a staff member in terms of how they performed, remember that you’re still the boss and have final say. Any disagreement in terms of perception of an individual’s performance will provide an opportunity for open communications in the future, but your ultimate decision on the matter stands.

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PERFORMANCE MANAGEMENT SPECIAL

Annual Reviews RULE 2 Look at the total performance record for the review period, including last year’s annual performance review, before you begin writing the annual review Performance reviews shouldn’t be drafted in a vacuum. They’re designed to address performance and conduct throughout the entire review period – not just in the past few weeks or months. Think of it this way: Year-over-year reviews, if placed on a long table one after the other, should tell a continuous story of either improvement or failure: Improvement in terms of strengthened skills, additional responsibilities, greater decisionmaking autonomy; or failure in terms of an employee’s inability or unwillingness to raise performance or conduct levels to an acceptable range, despite the company’s documented efforts at trying to help that individual excel. If the longer story of historical performance reviews appears disjointed –the employee, for example, failed to communicate effectively with customers two years ago, met expectations in that same area one year ago, and is now performing poorly in this same area again this year – the review process may appear to lose credibility. In short, a supervisor shouldn’t be managing performance problems from three years ago. Further, if an employee fails to meet expectations two years in a row, a Performance Improvement Plan should be immediately established, spelling out that a third year of unacceptable performance will not be permitted, and the individual’s position is now consequently in jeopardy.

RULE 3 There should be very few surprises in the annual review. The appraisal represents a “total recall” document reflecting 12 months of performance If something totally new needs to be surfaced now, you probably didn’t do a thorough enough job communicating with the employee throughout the review period. So sharing performance concerns for the first time during the performance appraisal should be the exception, not the rule. Still, sometimes it may be necessary to do so, even though that may appear to “blindside” the employee. When documenting new issues in an annual review, recognise that the matter hasn’t been formally brought to the employee’s attention beforehand. (“I recognise that we haven’t formally discussed . . ., but I felt it appropriate to bring this issue to your attention during this review because . . .”) While it’s not ideal to deliver new information during the formal review itself, the alternative would be not sharing the information during the review and continuing to inflate grades to cover up weaknesses, which isn’t necessarily fair to the management or to the company. When in doubt, you may opt to postpone the formal review (and corresponding merit increase, if applicable) and reevaluate the employee three months later. The rules of performance evaluation, due process, and perceptions of fairness and integrity vary from nation to nation as well as from company to company. While no “one-size-fits-all” approach will apply to every situation, the gravity of this exercise should never be underestimated. Simply stated, workers want recognition for their efforts. They want to feel appreciated for the unique ways they contribute to their organisation, and they look to their immediate superiors for the praise or constructive criticism that encourages them to excel or else consider opportunities elsewhere. A well-communicated written performance appraisal is a core element of the economic, legal, and social wellbeing of your employees. Use the opportunity wisely to share the greatest gift that the workplace offers: leading, developing, and encouraging your team members to excel in their roles and grow in their careers over time.

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ABOUT THE AUTHOR Paul Falcone is a HR executive in Los Angeles and has held senior-level positions with Nickelodeon, Paramount Pictures, and Time Warner. He is the author of a number of bestselling books, including: 101 Sample Write-Ups for Documenting Employee Performance Problems, 101 Tough Conversations to Have with Employees, 96 Great Interview Questions to Ask Before You Hire, and 2600 Phrases for Effective Performance Reviews. See more at www.PaulFalconeHR.com.

The annual assessment exercise has the potential to motivate and reward

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2014

ASIA

2014

awards

2 2014

AWARDS

AWARDS The Ritz-Carlton, Millenia Singapor The Ritz-Carlton, Millenia Singapore | 21 February 2014

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HR INSIDER

Accor Asia-Pacific

Career

fast track Attracting young talent into the services industry often poses a sizeable challenge for HR. Innovative engagement strategies and rapid career progression opportunities can create a leading edge, says French hospitality giant, Accor Asia-Pacific By Sumathi V Selvaretnam

If you’re a frequent traveller, chances are that you would have stayed at one of Accor’s global properties. The hospitality giant is the name behind established hotel brands such as Sofitel, Pullman, Novotel and Ibis. This year alone, Accor plans to open 65 hotels in Asia, which translates to more than one new hotel per week. It needs to hire 10,000 new employees to service those properties. One of the main HR challenges faced by the hotel group is keeping its recruitment volume in pace with those rising manpower needs, shares Patrick Ollivier, Chief Human Resources Officer, Accor Asia-Pacific. “We need to find the right people in a short period of time,” he says. The hotel group engages a decidedly young workforce. Some 75% of Accor’s 10,000 new employees in the Asia-Pacific region are expected to be between the ages of 20 and 30 years old, says Ollivier. Getting young people interested in a career with Accor requires the company to look at innovative methods of engagement.

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AT A GLANCE • Total number of employees in AsiaPacific: 65,000 • Size of HR team in APAC: 23 (consisting of the Regional HR Directors and Directors of Accor Academie) • Key HR focus areas: - Talent Management - Learning and Development - HR Marketing

HR INSIDER

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HR INSIDER

Accor Asia-Pacific Accor Professions Challenge Waiters, receptionists, cooks and bartenders are the four professions that form the heart of the business at Accor. Every year, the company organises the Professions Challenge to encourage employees to showcase their skills in these areas. It is organised by the Accor Group’s corporate office in Paris and targets young talents between the ages of 19 and 25. Some 13 employees from Accor Asia-Pacific participated in this year’s challenge.

A good example of such an effort is the mass recruitment exercise that Accor recently conducted to source talent for its latest venture, the Sofitel So Singapore. It invited more than 500 candidates for speedy interviews to fill 75 vacant positions. “While waiting for their turns, interviewees could enjoy the spirit of So with food tasting stations, a So Singapore room mock-up, a Wii station, old-school games, and a DJ spinning the latest tunes,” says Ollivier.

Preparing for take off To keep up with future labour demands, Accor believes in giving young people an early taste of what a career in the hospitality industry could entail. The Accor Take Off Student Challenge is one such initiative. This year’s competition focuses on digital innovation in the hospitality industry. Student teams develop ideas based on this theme and create photo collages and video presentations. The five best teams get the opportunity to attend the finals in Paris where the winner will receive a vacation stay at one of Accor’s global hotel properties. “The competition builds the employer brand and communicates to schools in an innovative way. It ensures that students think about the future and learn to recognise Accor when they are out in the job market,” says Ollivier. The next step is to carve out a career path for employees who have come under its fold. The International Hospitality Management Programme (IHMP) works to do just that. It grooms assistant general managers to become general managers over a period of 18 months.

WHO’S WHO IN HR

Patrick Ollivier

Chief Human Resources Officer, Asia Pacific

ISSUE 14.5

Christine Rumble

Vice President, Learning & Talent Development, Asia Pacific

HRMASIA.COM

Benson Yeong

Director of Sales and Distribution Training, SE Asia

Priscilla Puah

Compensation and Benefits Director, Asia Pacific

Veronique Augier HR Marketing Manager, Asia Pacific

Joycelyn Koh Corporate HR Manager, Singapore

Suhailah Samsudin

HR Coordinator

HR INSIDER

Candidates are chosen through a rigourous selection process. They are required to participate in a full-day assessment that consists of a series of simulated activities. “This year, we selected 30 candidates to go through IHMP,” Ollivier says. Selected participants go through weekly courses every three months, and learn more about business functions such as finance, HR, revenue management, communication and negotiation. There is also a cross exposure activity, where employees are posted to work in another hotel within the group. At the end of the programme, participants make a presentation to the company’s regional executives and receive a diploma.

Accelerating growth Helping senior employees aspire to greater heights is another key tenet of Accor’s employee development initiatives. A hotel’s general manager plays a key role in the success of the property, and the group. Such individuals oversee a gamut of specialisations from guest services to sales, finance, HR, social media, distribution and revenue management. To support its rapid expansion in Asia-Pacific, the Accor Group implemented a new talent development programme in 2013, called High Performing Leaders. This initiative aims to prepare 25 experienced general managers for senior leadership roles. A joint collaboration with Cornell University, the 12-month programme consists of six e-Cornell online leadership courses, a dedicated executive mentor, a collaboration site to share ideas and experiences, a forum with the Asia-Pacific Chief Operating Officer, and a final presentation on the learning outcomes. The mentoring component is especially beneficial, says Ollivier. “They are offered advice and recommendations that help them better understand the direction to take. It is also a very close relationship that is not linked to any hierarchy.” General managers at Accor also receive a host of other training and development opportunities. The e-learning platform, Academie Accor Online University, offers programme participants 24-hour access to a library of over 100 self-paced courses in leadership and hotel operations. Topics covered include hotel financial management, revenue management, crisis and media communication, leadership, coaching and sales. To keep employees up to date, guest speakers from the Accor Asia-Pacific support departments deliver monthly webinars to “Sharpen the Saw”.

Accor’s Planet 21 Programme Some of the results that Accor hopes to achieve by 2015: • 95% of hotels will organise disease prevention training for employees (Health) • 85% of hotels will recycle their waste (Nature); • 10% of hotels will use renewable energy (Carbon footprint reduction) • 40% of hotels will have at least three eco-designed room components (Innovation) • 70% of hotels will purchase and promote products originating in their host country and 100% will ban endangered seafood species from restaurant menus (Local) • 100% of host countries will organise an employee opinion survey every two years , and 75% of hotel managers will be promoted for internal mobility (Employment) • Accor will be included in six internationally recognised socially responsible investment indices or standards (Dialogue). *The seven key sustainability target areas appear in brackets

Specialists share a range of updates including on the use of social media, taming mobile applications, the importance of loyalty, sustainability programmes, and brand innovations during the powerful onehour information sessions.

Caring for the environment As an operator of a large number of hotels, Accor places great emphasis on caring for the environment through its corporate social responsibility efforts. “CSR is part of our DNA,” says Ollivier. Employees play a key role in these efforts. Launched in 2010, Accor’s Planet 21 Programme champions sustainable development through measurable targets and outcomes. The programme focuses on seven key areas, and in each key area there are three specific tasks which its hotels are committed to fulfilling. Each one of these 21 commitments has its own quantifiable goal (see boxout). The programme is led by a regional manager in Asia-Pacific with nominated Country Champions in each market. It is also supported by well-structured communications and a training programme. All Singapore staff are trained and encouraged to apply the Planet 21 objectives in their daily roles. “CSR is in our DNA. The younger generation is very sensitive towards sustainable development and our CSR efforts are a way to show that we are responsible employers,” Ollivier says.

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ADVERTORIAL

Cabcharge Asia

CASHLESS CONVENIENCE for your taxi travel needs With Cabcharge cards, you never need to worry about bothersome taxi reimbursement and petty cash issues again!

Taxi travel is an integral part of almost any business today. The usually tedious claims process can be made more convenient using Cabcharge, a unique taxi charging account backed by 16,600 ComfortDelGro taxis! By issuing Cabcharge cards to your staff, they enjoy great convenience with cashless payment on board Singapore’s largest fleet of ComfortDelGro taxis. All Singapore-registered companies can start a corporate account and apply for individual (nontransferable) and departmental (transferable) cards

which can be used on taxi trips by both taxi-booking and street-hire.

Staff-travel made accountable Cabcharge is unique in that it provides companies more accountability and transparency with their

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ADVERTORIAL

transport expenditure. Satellite-linked fleet of taxis track valuable details like Date/Time of Trip, Pick-up Location / Destination and Taxi fare when your staff use the Cabcharge card. The trip information is captured in a monthly invoice which includes a detailed itemised report on trips taken. This eliminates the need to administer transport claims and eases paper work. Using Cabcharge Cards and eVouchers will indeed give HR an overview of the company’s taxi expenditure and greater accountability of official trips as it provides the pickup and destination. This means less administrative work to manage taxi expenses per employee and petty cash reimbursement. To track travel expenditure, just log on to the Cabcharge Online Portal and gain access to your company’s online account statements for up to the past three months and monitor your taxi travel expenses. At times, the transparency and accountability that the online portal provides has even led to cost-savings as companies adopt smarter corporate travel policies.

A win-win solution Taxi expenditure for night shift employees of a cinema chain operator used to amount to rather large sums, making it hard for them to come up with payment up front. Furthermore, staff faced a one-month wait to be recompensed. The movie multiplex chain also had the hassle of petty cash claims for every single staff. After making the switch to Cabcharge cards and evouchers, payments were made to a single invoice, eliminating hassle for both staff and the company. For smaller organisations where operating a lean outfit is key, time is put to more productive use when the Cabcharge scheme is implemented, as company travel expenses are better managed and the need for taxi reimbursement is eliminated. With the ever increasing cost to own a car, HR can adopt this scheme as an alternative to providing company cars to key employees. Corporate Cabcharge card services also come in handy for sales personnel or field engineers who no longer own personal vehicles after their old cars are scrapped.

Pay with ease Cabcharge offers a secure way to pay, with customised payment modes. Firstly, HR can choose to receive one invoice with a breakdown by card type or cardholder. Separate invoices categorised by department, business unit or cost centre be can also be arranged.

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With a dedicated account manager to look after your corporate travelling needs, you’ll never have to face the hassle of processing taxi claims again. More than 3,000 corporate customers use Cabcharge services across all industries, financial institutions, manufacturing companies, hotels and government institutions.

CORPORATE BENEFITS • Access to a 24-hour priority corporate hotline line to book a ComfortDelGro taxi • Reduce the hassle of petty cash claim • Online portal for tracking of trips taken, usage monitoring and access to past three-month invoice • Dedicated account manager to look after your corporate travelling needs • Secure way to pay through a monthly settlement with a 30-day credit term

To find out more: Call Cabcharge Asia at 6550 8746 or email sales@cdgtaxi.com.sg Alternatively, visit www.cabchargeasia.com.sg

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KEEP YOUR EMPLOYEES

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FEATURE

Corporate Learning

Hey HR, donâ&#x20AC;&#x2122;t forget to

TRAIN YOURSELF While HR leaders are in charge of training and development schedules for entire organisations, they can often overlook upgrading their own skills. Sound HR training and development is the oil that allows HR teams to function like smooth machinery within an organisation By Shalini Shukla-Pandey

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FEATURE

Corporate Learning According to the Deloitte Global Human Capital Trends 2014 report, the biggest challenges facing organisations today are: leadership development (86% of organisations surveyed cited this), retention and engagement (79%), and reskilling the HR function (77%). Let’s focus on that third top-rated issue – the need to reskill the HR function. According to Deloitte, many HR teams lack the skills and data they need to understand today’s global business environment, local labour markets, evolving workforce demographics, shifts in technology, and the changing nature of work itself. In fact, more than a third (34%) of the respondents reported that their HR and talent programmes were just “getting by” or even “underperforming”. Moreover, less than eight per cent of HR leaders were confident that their teams had the skills needed for today’s global environment and the ability to deliver innovative programmes that drive business impact. “There’s no doubt that human capital strategies are now a major factor in business growth,” says Jason Geller, national managing director for US human capital consulting at Deloitte Consulting. “Yet, today’s HR departments are not equipped to face the challenges of this new role. When you add to this the rapidly changing landscape of HR technologies, such as cloud technology and big data, and their impact on attracting, retaining, and developing talent, it becomes clear that reskilling HR teams is arguably the most critical mission for organisations today.” Specifically, 43% of respondents to Deloitte’s survey indicated that their organisations were “weak” when it came to providing HR with appropriate training and experiences, and 47% ranked their organisations “weak” on preparing HR to deliver programmes aligned with business needs. HR is slowly, but surely, moving away from being a hugely transactional function (administering payroll, benefits and processes only) to more strategic initiatives

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that revolve around the attraction, selection, retention and growth of talent. On top of that, HR has broadened its arms into business partnering roles with a more pronounced representation at C-Suite levels. The position of Chief HR Officer (CHRO) is now common in many global organisations. It is imperative that HR re-evaluates its primary role to gather how it can be a competitive advantage for the organisation to leverage on. “For example, some of the organisations that we work with are providing HR with greater resources and opportunities to prove its worth,” says Darren Lin, Associate Consultant, Align HR Consulting. Dr Samir Asaf, Managing Director, HPO International Institute, agrees. He says that in order for HR to change organisational mindsets towards a high performance culture, and prepare themselves for the new Business Partner roles, HR teams must invest in themselves first. “It is true that HR often tends to ignore their own developmental needs in terms of skillsets and competencies.”

The fight to stay ahead In today’s competitive climate, both soft and hard skills are unique selling points that can set the top HR professionals apart from their peers. “HR needs to position itself as a strategic partner, with skillsets such as project management, communication, strategic visioning and planning,” says Peggy Lee, Director, SIM Professional Development. A key skill which Lin believes will have a greater impact on organisations is the ability to lead and manage change and innovation. “We view this as a gap in Asia, especially through our study of the participants in some of the leadership developmental workshops that Align SMA design and run,” he explains. Change and innovation often emerge as areas of weakness in organisations, and HR professionals often face inertia while seeking buy-in and support from staff.

FEATURE

“Indeed, in order to add value in this changed landscape, HR professionals need to learn to manage change, influence stakeholders and manage upwards and across,” says Rexanna Kok, Vice President, Kaplan Financial (a part of Kaplan Learning Institute). “A more consultative role that partners with organisational leaders from an Organisational Development perspective will help shift the focus from measurement of activities to results-based accountability,” Samir advises. In today’s globalised work environments, it is essential for HR leaders to have diversity management skills. “HR professionals have to find ways to capitalise on unique skillsets, backgrounds and contributions of people of differing ethnicities and belief systems,” says Lin. “The key is to create what we term as ‘healthy’ tensions.” When it comes to hiring decisions, stakeholders in the hiring process often have contrasting views on the candidates they on-board. Certain members of the leadership team may prefer candidates who are mirror images of themselves or whom they feel most comfortable with. However, this eliminates the objectivity in getting an alternative voice to challenge or create constructive debates.

“Therein lies a potential danger that the team may lose its competitive edge when there is very little change or creativity to gel the team together,” Lin explains. “Status quo often limits organisational growth. Tensions and dissenting views should therefore be encouraged but be confined to a level where the parties retain a level of constructivism.” The ability to leverage technology and information systems is crucial, as a steady stream of organisations move towards transferring their paper or even spread-sheet based HR on to highly interactive integrated platforms. “Understanding how technology and information systems can be seamlessly integrated is quite an important skill to possess with the current market interest in HR metrics driven by big data,” Lin advises.

Broadening horizons HR today is better represented at the senior management level with a greater emphasis on becoming a profit rather than a cost centre, says Lin. Going forward, it is important for HR to continue to re-invent itself by taking on more portfolios that can help change the thinking that it only plays a transaction role in the organisation.

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FEATURE

77%

of employers believe reskilling the HR function is a top concern today Source: Deloitte Global Human Capital Trends 2014

“HR can take on a more transitional or transformational role by supporting other departments during periods of uncertainty, integration of people and talent during mergers and acquisitions, or transforming the culture and climate of an organisation,” says Lin. HR teams must now begin to understand how the entire organisational eco-system works, including all its nuts and bolts. “Knowledge of strategy development, marketing, finance, operations and IT will help HR managers and leaders attain the required perspective in terms of where priorities need to be pushed hard, and where not to,” Samir explains. For instance, HR professionals should speak to their peers in the marketing function and collaborate on employer branding initiatives as part of recruitment marketing, says Kok.

Challenges in training HR The biggest problem for HR is they often neglect themselves the most, because they are focused on helping others first, says Darryl Parrant, Managing Director, Align HR Group. “Sometimes you need to reverse that focus. To be able to help others you need to help yourself first,” he advises. This is difficult for HR professionals, because they have often been conditioned to put others first. “However, the key challenge for HR folk is to find a big enough mirror for themselves to view their individual and team strengths and gaps, and do something to close those gaps to provide the greatest impact,” Parrant adds. It is vital HR professionals self-reflect and evaluate their own strengths and weaknesses as they need to provide the best possible services to their organisations. “This reflection should involve development plans and training to up-skill based on the direction and capability needs of the organisational goals and business strategy, allowing HR to be a more effective strategic business partner, rather than taking the role as an ‘HR gatekeeper’,” Parrant explains.

Options out there As most training courses in the market are generic, an HR

HR core competencies According to Samir Asaf, Managing Director, HPO International Institute, HR Business Partners need to build core knowledge and skills in four key areas: • Understanding the business of the organisation, its economic value-creation model, and the drivers of success; • Understanding the strategic aspects of HR management including the ability to translate corporate strategies into operational terms, implementation of a total rewards compensation approach, and anticipating talent needs created by a new strategy; • Foundational organisational development capabilities, which help create an environment in which employees can operate at their fullest potential; and • Understanding how to become a “Business Partner” with senior leadership and management through building collaborative relationships.

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department would benefit from having customised training programmes that address their exact needs as a team, says Kok. Kaplan Professional can customise proprietary programmes for HR teams of various sizes. These include programmes such as The Coaching Pill – An Applied Approach to Coaching, Detox Your Workplace and Real Capabilities Development. Align HR Consulting works with both public and private sector clients to assist them in building their HR capability. “Often there are gaps in their skills and competencies to deliver internally,” says Parrant. “The important factor here is to be aware of your own strengths and weaknesses and decide how best to approach each challenge and opportunity relating to human capital and talent.” There are also many general management programmes offered by the top business schools. However, they are typically quite expensive. “I always recommend executive MBA programmes as excellent opportunities to gain the overall organisational perspective,” says Samir. Finance for Non-Finance Managers is a useful training programme. “HR managers can look into productivity improvement programmes such as David Allen’s Getting Things Done, which is used by 40% of the global Fortune 500 companies, says Parrant. In addition, other useful programmes HPO International Institute offers include Emotional Intelligence, Neuro-Linguistic Programming, The Seven Habits of Highly Effective People from Stephen Covey, and leadership courses. While the HR training courses and programmes discussed above provide the profession with avenues to upgrade skillsets, industry organisations also provide HR forums for learning. “For instance, LinkedIn is a great platform for knowledge and discussion,” says Parrant. “The business networking platform has multiple groups to join and each has healthy dialogue where people can seek input and ask questions from other industry experts, many quality articles can be circulated and downloaded as part of your HR library.” Another important learning mode is conferences. One key conference in Singapore is the annual HR Summit, which took place from 28 to 29 April this year. Many global speakers with vast knowledge to share and inspire helped HR to keep abreast with global and regional HR trends and challenges. HR also learnt interventions and best practice solutions to determine how to best tackle the issues. “The HR function has the potential to make a significant contribution to organisational productivity, efficiency, and effectiveness,” says Samir. “Equipped with the right skill-sets, today’s HR departments can rise up to the challenge of developing human capital strategies for business growth.”

FEATURE

Serviced Apartments

H ME A

Overseas work attachments are now the norm in every organisation. However, there’s more to a successful overseas stint than just excellent performance in the host country By Sham Majid Overseas assignments, formerly considered once-in-alifetime opportunities, have now been somewhat nonchalantly regarded as part and parcel of a highly mobile and interconnected working world. However, a survey released last year has laid bare the grim realities surrounding some overseas assignments. According to the poll on global leadership trends, released by Right Management, as many as two in five managers fail in their overseas working stints. Meanwhile, a global average of just 58% of such transfers were deemed to be successful by companies, with little disparity across regions. (See boxout) “This has to be one of the most disappointing findings of our survey on global leadership development,” said Bram Lowsky, Group Executive Vice President for the Americas region at Right Management. “Given the investments being made in bringing along a new generation of leaders and their growing need to be able to think and operate globally, for 42% to fail when they’re sent abroad is hard to fathom.”

However, despite the less than stellar success rate of overseas assignments, organisations seem to keep coming back for more. Mercer’s Worldwide International Assignments Policies and Practices report revealed that a staggering 70% of businesses were anticipating to raise the proportion of short-term assignments they offered in 2013. In addition, the report found that 55% of firms were expecting to boost long-term assignments in the year ahead. It also showed that for the previous two years, there had already been a rise in the overall number of international stints. (See boxout) Nevertheless, the success of an overseas assignment does not solely depend on the competency of the employee in the host country. A KPMG report highlighting the “50 Most Common Concerns” for staff on international assignments found that housing allowances and accommodation for the individual and their families are important aspects to consider when moving abroad.

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FEATURE

No place like home Ensuring that prospective overseas workers have an abode to call home during overseas stints is indeed a vital element, says Henrietta Chong, General Manager of Great World Serviced Apartments in Singapore. Chong says that uprooting for an overseas assignment can be “an unnerving time for both the assignees and their families”, especially if the relocation entails school-going kids or even pets. “All suffer from separation anxiety from that familiar place and the feeling of home,” she says. Grace Goh, Tenancy Manager of Santa Fe Relocation Services, concurs. She says it is crucial for the employee and their family to secure proper accommodation as they seek pastures anew in a foreign country, citing important factors such as culture and having the prospect of having new people around them. “Finding the right home is the key to a happy and productive relocation,” adds Goh.

Services galore on offer With the expected steep and continuing rise of overseas assignments, the whim and fancy of expatriates are being

HRM_GWSAad14.05_186mm(W)x119.5mm(H)_FA.indd 1

The stark truths about overseas assignments

A staggering

A recent survey by Right Management quizzed 202 CEOs and senior HR professionals on how they prepare their employees for foreign postings. The survey revealed some alarming statistics: • Only 25% of firms offer language training • 25% offer an overview of cultural differences • 14% provide in-depth cultural awareness training • 16% provide minimal to no preparation Bram Lowsky, Group Executive Vice President Americas at Right Management, said these figures are proof why “so many managers don’t perform well outside their home country.”

attended to by a host of accommodation, transportation and moving services in Singapore, and around the globe. For example, Great World Serviced Apartments caters to the majority of requirements “that are close to assignees’ hearts,” says Chong. They include 304 apartments, full and comprehensive

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of businesses were anticipating to raise the proportion of short-term assignments they offered in 2013 Source: Mercer’s Worldwide International Assignments Policies and Practices report

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FEATURE

Serviced Apartments Southeast Asia: An expat magnet The HSBC 2013 Expat Expenses league table shows that Southeast Asian nations are the most cost-effective countries for expats to reside in, based upon relative spend on a variety of daily necessities. Thailand took top spot out of 37 nations, due to a combination of highearning expats living in the nation, along with lower spend required for everyday items. Accommodation expenses, which are often responsible for the biggest outgoing costs, are also cheaper in than any of the countries surveyed. Six in 10 (63%) expats there spend less on housing expenses as opposed to the global average of 19% of expats who say the same. Other Southeast Asian countries who made the top five on the Expat Expenses league table included Indonesia (second) and Vietnam (fifth), while Taiwan and India ranked third and fourth respectively.

facilities such as a near-Olympic sized swimming pool, a gymnasium, kids lounge with games, and an indoor playground. In addition, Great World Serviced Apartments is renowned for its location, being mere minutes away from the Orchard Road shopping belt, Central Business District and major expressways. Santa Fe Relocation Services also offers niche services in terms of visa and immigration services, school and home searches, temporary housing for newly-relocated employees, home search, lease negotiation and tenancy management services, says Goh. In particular Goh says that the company specialises in expense management by instantly enabling a 360-degree overview of employees’ relocation costs, allowing the employing to manage and control their expense programme through accurate data and historical trends. Transportation is also fast becoming a key part of accommodation. Kelly Goh, Managing Director of Motorway Car Rentals, says tailored car leasing options for corporations and individuals are one of the company’s core businesses. “This can include brand new or used cars, depending on the client’s requirements and budget,” says Goh from Motorway. With a large fleet of 1,000 vehicles, Motorway Car Rentals also provides special vehicles such as luxury, sports and exotic cars.

THINKING RELOCATION? THINK SANTA FE. We make it easy

Cost-cutting measures While firms aspire to provide the best accommodation and complementary services for their overseas employees, the uncertain economic climate means that companies are considerably cutting back on excessive expenses for their expatriates, says Goh from Motorway. “In today’s cost competitive economies, we are seeing more companies taking a lead on cost containment and cost reduction,” she says. She notes that many firms now provide allowances to expatriates, but these are falling from an expatriate level to be much closer to local terms. Chong also believes that firms are reining in on lavish expatriate packages, citing how many companies now allow their assignees to keep any savings from their relocation package without compromising their lifestyle too drastically. “Furthermore, there has been an upward trend to employ more singles and young couples, rather than families as it is less expensive to relocate the former,” adds Chong. Statistics from the HSBC Expat Explorer Survey 2013 consolidate the assertions of Chong and Goh from Motorway. According to the survey, a global average of 19% of expats is spending less on accommodation and housing. A global average of 23% of expats are also spending less on private transport (See boxout). The cost-cutting syndrome has also spread to shores beyond the Atlantic. In February this year, it was reported that thousands of British expats who had taken early retirement in Spain will now have to acquire private health insurance, after the UK government decided to scrap free access to the UK health system for expatriates there. ISSUE 14.5

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Relocation | Moving Immigration | Records Management

Santa Fe Singapore T: +65 6398 8588 E: sg.sales@santaferelo.com www.santaferelo.com

FEATURE

Strategic HR

HR evolution from operational to strategy

The HR function has grown to take on increasingly bigger roles in strategic business planning, but how do people managers continue to align HR and business strategy to generate positive results? HRM talks to speakers of the upcoming HR People & Strategy Congress to gain insights into the next step in HR’s evolution By Shalini Shukla-Pandey

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The HR profession has been rapidly evolving over the past few years, with professionals moving towards becoming internal consultants for businesses. HR Business Partners (HRBPs) have flourished, focusing on strategic partnerships, leadership development, organisational effectiveness and technology across their organsations. Still, there’s room for improvement yet. For instance, HR professionals need to develop skills to better partner with their businesses, and also understand business numbers and goals. HRM research shows that 69% of HR leaders believe that HRBPs need to be trained to think in terms of business strategy. According to the findings, aspiring HR leaders should also be more participative in strategic thinking, learning to ask ‘why’ and ‘how’ HR policies can affect other departments within the organisation.

Financial and technology literacy is also important. Sixty-two per cent of HR leaders said that HR professionals need to learn these applied skills to be true internal consultants, leading to cost savings and quantifiable returns on investment (ROI). “When it comes to technology skills, strategic HRBPs should be able to apply analytics to talent management and utilise recruitment process outsourcing (RPO) and mobile solutions for their recruitment needs,” the analysis advises. “Even in the training sphere, HRBPs use massive open online courses (MOOCs) to bridge theoretical and practical skills gaps amongst staff.”

CONGRESS SERIES

HR People and Strategy Congress 18 June 2014

Mandarin Orchard Singapore

Strategic vs Operational HR Management While HR has increasingly become a strategic business partner, instead of a purely administrative executor, in many organisations today, both transactional HR duties and strategic functions are equally necessary for an organisation to function successfully. One does not override the importance of the other, Mark Leong, Lead – Talent, Leadership and Management Delivery, Asia-Pacific, UBS, says. “Both need to be working in order for the function to be effective and serve its purpose to our clients,” says Leong. American Express believes in a “OneHR” approach. This outlines four different roles within HR coming together to meet business needs: • HRBPs – strategic thought leaders driving business outcomes and taking responsibility of the quality of talent in their respective lines of business • Market HR – HR leaders for specific markets, enabling enterprise-wide success in their respective markets • Centres of Expertise (COEs) – Thought leaders who are also subject matter experts • Strategic Capabilities and Servicing (Operations)– Specialists who engineers HR processes and experiences that are simple and compliant, driving productivity and efficiency “HR Operations assist with meeting the day-to-day needs of employees and work hand-in-hand with strategic HRBPs who focus on ensuring leaders have engaged human capital that will assist in delivering business outcomes,” says Lana King, Director – HR, Asia-Pacific Business Partner, American Express. “Both strategic and operational facets of HR are fundamental components that together form a powerful asset for the business.” Another school of thought is that the operational and strategic functions of HR should be kept separate. “There is a misconception among some HR leaders that having an employee touchpoint means having an HR person constantly available for any employee query, whether transactional or related to organisational development,” says Deependra Sengar, Lead – Southeast Asia HR Operations, Microsoft. “The fact is that if HR wants to evolve from a purely transactional role to a strategic partner involved in talent management and driving of business deliverables, then it ISSUE 14.5

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The HR function has grown to take on increasingly bigger roles in strategic business planning, but what have we learnt and how do we continue aligning HR and business strategy to generate positive results? The HR People & Strategy Congress will offer insights into the next step in the evolution of HR as an internal consultant and effective business partner through Strategic Partnerships, Leadership Development, Organisational Effectiveness and Technology. Featured Speakers:

Eugene Lam VP - Global HR, Applied Global Service APPLIED MATERIALS

Mark Leong Lead - Talent, Leadership and Management Delivery, AP UBS

Atul Gaur HR Director Singapore Hub DIAGEO

Deependra Sengar Lead - SEA HR Operations MICROSOFT

Lana King Director - Human Resources, Asia Pacific Business Partner AMERICAN EXPRESS

Dr. Nitin More Head - Learning and Development, APAC FACEBOOK

+65 6423 4631 www.hrmcongress.com

FEATURE

Strategic HR 4 ROLES OF AN HR BUSINESS PARTNER Operations Manager Activities: • Assessing employee attitudes • Communicating organisational culture, policies and procedures to employees • Ensuring HR programmes are aligned with culture • Keeping the line updated on HR initiatives • Tracking trends in employee behaviours

Strategic Partner Activities: • Adjusting HR strategies to respond to changing needs • Developing the next generation of leaders • Identifying critical HR metrics • Identifying talent issues and needs of the business • Redesigning structures around strategic objectives

Emergency Responder Activities: • Preparing for different situations • Quickly responding to complaints and line manager questions • Responding to employee and manager needs

HRBP skills

Employee Mediator Activities: • Managing competing personalities in the organisation • Managing conflict between employees and managers • Responding to organisational changes • Resolving political problems in the execution of business plans Despite the importance of the Strategic Partner role, HR Business Partners spend much more time on operations management.

Identifying Time Spent on Each Role

Hours

Strategic Partner Operations Manager

6 4 HRBP (Without Managerial Responsibility)

Emergency Responder Employee Mediator

5 HRBP (With Managerial Responsibility)

Source: Corporate Leadership Council’s HR – Line Support Effectiveness Survey; Corporate Leadership Council research

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needs to move to a model where the transactional work is carved out into another work stream altogether.” Microsoft is currently undergoing transformation and there is a separate organisation which is focused on operational work. While there were mixed results in the beginning for Microsoft, very positive trends are showing now. “The good part of the story is that the countries where HR leadership had seen mature models were keen to adapt to the new model quickly, freeing up their time for more value-added work,” says Sengar. “This was later used as good model to follow in other countries where we still had some work to do in terms of organisational maturity.” Dr Nitin More, Head of Learning and Development, Asia-Pacific, Facebook, agrees. He says keeping transactional and strategic functions of HR separate can be helpful, as both are important and involve different skills. “It will be easier to find the right people for the right focus areas and get a bigger bang for our buck if we are able to separate the two,” he explains. “Of course, that’s going to involve rethinking HR roles and challenges around growth – but it’s doable.”

In today’s knowledge economy, lifelong learning is a key component of maintaining an organisation’s competitive edge. “The basic strategy is really to have a suite of offerings in various forms to meet the organisation’s skill requirements,” says Leong. “However, most important, in my opinion, is inculcating an organisational culture that encourages, builds and strengthens this intrinsic behaviour.” A number of ingredients are needed to accomplish that, including time and leaders that can drive the lifelong learning culture by living, encouraging and building these behaviours into their own daily lives. Effective training initiatives are an important part of moving towards strategic HR management. “Being able to identify the specific need of an employee and addressing that through a training programme in a mass mode is not realistic,” More says. “Such efforts fetch low satisfaction scores but more importantly, there’s low ROI and eroded employee trust in the training investment of the company,” he adds. “The solution is to provide a learning opportunity that can be personalised.” HR can further increase its relevance by positioning itself to broker synergistic partnerships across business functions and drive enhanced business agility during times of organisational transformation, says King. One such transformation American Express is going through currently is its “Transform HR” project, a three-year journey in which global HR is moving towards the “OneHR” model. Not only are change capabilities of HR within the organisation being improved, change readiness of the business to adapt to the new model of HR operations are also being focused upon.

FEATURE

“HR can really add value as a business partner by broadening its perspective outside of executing the change plan, and keeping a focus on meaningful and sustained impact of the change through time,” says King.

What’s next? Whilst evolving from providing traditional services to a function that creates value and enables the profession to be present in the boardroom, HR needs to continue to perform in its bread and butter areas, says Leong. “However, we need to also start to be involved in the strategic portion of the business – understanding where the business is today, tomorrow and in the future – and the corresponding strategies we need to consider in terms of staffing, people strategy, and culture building,” he adds. According to Sengar, by separating the transactional work, HR teams are empowered, enabling employees and managers to have more control over their own data and processes. “Ultimately, I see HR continuing an enterprise view as a talent scout and advocate, with building line leaders capabilities still being at the core of HR activity,” says King.

Splitting operational and strategic HR In order for HR to be an enabler and strategic partner, Deependra Sengar, Lead of Southeast Asia HR Operations at Microsoft believes that the profession needs to look at placing any transactional roles in a separate organisation. He says separating transactional work from HR actually increases the level of “employee touch” by the HR team, but in the “right”, most effective, places. An organisational structure that separates the transactional part of HR work can be implemented by focusing on three major areas: people, processes, and technology. “Don’t assume that the current level of maturity of your organisational structure is the best and can’t be improved (by) making HR an enabler,” Sengar explains. “There are numerous measures and this area is still evolving in all organisations with respect to people, process and technology.

Unleash your prowess

Innovate. Connect. Anywhere. Join us for a sharing session and see how CRM can be used to supercharge HR processes. Come and discover powerful new ways to collaborate and share so you can cultivate a culture where every employee has a voice.

Date: June 20th 2014 (Friday) Time: 10.00am to 12.00pm Venue: Suntec Tower 2, Level 40 Topic: How CRM innovates and connects HR Register:

www.naitconsulting.com l Tel: +65 6509 8655

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CONGRESS SERIES

EMPLOYEE ENGAGEMENT & RETENTION CONGRESS

On Earl Sav Re ly y B e gis S $ ter $1 ird S 90 0 60 be 0 % fo 95 pec PIC re + ia Ca 3 Ju G l sh ne ST ba 2 * c 0 k!

24 & 25 June 2014 | Marriott Hotel Singapore

According to Deloitte’s Global Human Capital Trends 2014 report, engagement and retention is the second most critical challenge facing employers today. 40% of respondents rated their organisations as “weak” or just “adequate” in key retention capabilities. Today’s reality is one where organisations need to find new ways to monitor, encourage and instil passion and purpose in employees. The Employee Engagement & Retention Congress 2014 brings together the best HR minds to share new practices and emerging priorities in designing a suite of systems (work, culture, flexibility, total rewards and employer branding) that supports talent experience and organisational success.

Featured Speakers:

Learning Objectives: Build a proactive retention model that identifies potential problems before they surface Focus on employer branding and a talent experience that challenges traditional engagement models Win on the new battlefield shaped by new global talent networks and social media Customise career development to lock in high potential talent Save with a total rewards programme that caters to a wide range of employee needs and keeps them happy

Joyita Poddar HR Director - APAC SABRE HOLDINGS

Jayesh Menon Regional HR Director ITRON

Hans Han Head - Compensation & Benefits, APAC HUNTSMAN

Rachael Fitzpatrick HR Director - APJ AKAMAI

+PLUS! HRM EXCLUSIVE WORKSHOP How to Use HR Data to Maximise Workforce Retention, Engagement and Productivity? THINK TANKS Roadblock Alert! Identifying the Causes of Employee Disengagement and Ways to Solve it Examining the Death of Both Employer and Employee Loyalty

INTERACTIVE ROUNDTABLE SESSIONS Phan Yoke Fei GROUP HEAD - HR AURIC GROUP

Lisa Duty Head - Communications, Culture and Engagement EXPERIAN

Cara Reil VP - Talent & Leadership Development SINGTEL

Debashish Chatterjee Director - Human Resources BOMBARDIER

Engaging and Retaining Entry Level Talent Engaging and Retaining Management Level Talent

www.hrmcongress.com | +65 6423 4631

VIEW POINT

CEB

Eugene Burke Chief science and analytics officer, CEB Email: info.singapore@shl.com

Are you building your competitors’ talent pipeline? Eugene Burke, chief science and analytics officer, CEB, discusses the challenges organisations face in finding high flyers that will drive future company growth As organisations look to drive profitable growth in challenging markets, they increasingly recognise the need for a strong bench of rising talent that evolves with the shifting needs of the business. CEB’s research shows that organisations with stronger leadership gain double the revenue and profit growth compared to companies with weaker leadership. The development of effective leadership from talent programmes therefore has to be an imperative for both public and private organisations. But how do organisations identify their highpotential (HiPo) individuals? And what is the probable ROI of HiPo programmes?

employees who are performing well today are its HiPo employees for tomorrow. Our research shows that only 1 in 7 high-performers have what it takes to succeed at a more senior role. Secondly, organisations are continuing to invest in those who do not have the aspiration, ability and engagement to succeed in a senior role. This misidentification is preventing those with the strongest potential from reaching the top, where their talents are critical to the organisation’s future, impacting productivity, innovation and performance.

HiPo: the value and reality

Only a third of organisations are using valid assessment methods to identify HiPo talent and almost half lack a systematic process for identifying and developing these candidates. By using objective data and re-thinking HiPo programmes, the success of these initiatives can be improved by a factor of 11. Organisations need to collect data which indicates whether an employee will rise to a senior position, whether they will be effective when they get there and if they will still be with the organisation when they reach this level – preventing high flyers from leaving to pursue careers in a rival firm.

Our research, ‘Improving the Odds of Success for High-Potential Programmes’, shows that HiPo employees are seen as almost twice as valuable to their organisations as employees who are not. That said, 5 in 6 HR managers are dissatisfied with the results these programmes deliver; 50% of individuals drop out of their programme within five years and just 1 in 6 employees entering a HiPo programme succeed in a senior role. The search for future leaders may be happening, but our research clearly shows that many organisations are not going to realise ROI from pursuing historical practice.

Assumptions lead to the wrong investment There is a simple fact driving these poor outcomes: organisations are failing to identify the right people for HiPo programmes. That error flows from a failure to define exactly what a HiPo employee is and what that HiPo is going to deliver for the organisation. One of the most common errors is assuming that the organisation’s high-performing

Changing the odds of success of HiPo programmes

Doubling up on success Better leaders and managers drive higher business returns. Surfacing talent in organisations has to shift from an art to a science if organisations are going to see ROI from these programmes. The choice is simple: better leaders building stronger organisational performance versus a failure to deliver those leaders resulting in poorer organisational performance.

CEB 80 Raffles Place, #30-02 UOB Plaza 1, Singapore 048624 Tel: +65 6645 4200 Fax: +65 6532 0470 Email: info.singapore@shl.com Web: www.ceb.shl.com

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

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IN PERSON

HR talent Nuryasmin Hannah

Assistant Director, HR, Asian Women’s Welfare Association (AWWA)

How many years HR experience? I have more than 10 years of HR experience.

decision as I look not only to ride the waves of challenges but to also make waves with AWWA.

Why HR? I like the fact that in HR, there is no one-size-fits-all solution to every challenge. Every aspect of the human psyche is unique, therefore I find it a stimulating challenge to be in HR, where the policies have to be viewed fairly to a diverse group of employees. Striving to achieve a balance of being firm, fair, compassionate and relatable sometimes calls for unique and, at times, plainly bizarre solutions to everyday challenges. At the end of a long day, I bask in the satisfaction of helping people realise their potential – to be the best that they can be.

Biggest achievement? AWWA being nominated as one of the finalists in the recent HRM Award is my proudest moment as a HR professional so far. We wrote history by being the first and only non-profit organisation in the social service or in the intermediate long term care sector that was nominated for the prestigious prize.

Why AWWA? AWWA is a non-profit organisation, serving different groups of clients in the community. The opportunity to contribute back to the community, indirectly through the HR function, appealed to me in particular. Seven years down the road, I have never regretted my

After hours? Since I spend most of my daylight being committed to my work, the evenings are set aside to chill out and catch up with the family. Being a foodie, I bake and check out new eateries whenever I can. Family? I am mother to two boys: my eldest is 10 years old while the youngest is turning four year this year. My husband is a public officer – having three boys at home can sometimes be a handful!

RESOURCES

Book reviews

Local talent tips Keen to get the lowdown on what it takes to cajole and coax Southeast Asian workforces into producing excellent business results? Talented Southeast Asia is the ultimate must-read guide for bosses and HR practitioners, especially for those who have significant business interests in this unique part of the world. The book compiles more than 100 interviews with over 50 multinational conglomerates functioning in the Southeast Asian region. A whole host of sectors are covered, including consumer goods and energy. The book features thoughts and advice from business heads, senior HR executives and HR directors. A key aspect of effective talent management, it says, is having a healthy and engaged workforce. The

authors recommend a variety of global best practices, regional right practices, and regional fresh practices to optimise talent acquisition, performance, and engagement in Southeast Asia. These include innovative new ideas such as gamified recruitment, “everyday performance” (real time feedback and evaluation rather than annual reviews), social learning management systems (powered by social networks) and mobile interfaces for work. In addition, the authors distil the advice of contributors to identify six major trends that will define the future of talent management. They include concepts of increasingly mobile talent, the need to reinvent work, and the changing business of HR and talent communities. This book is essential reading material for those looking to leverage on and utilise human capital, ensuring their organisations remain in the hunt when it comes to attracting and retaining the cream of the crop talent.

Title: Talented Southeast Asia Author: Karen Cariss and Sylvia Vorhauser-Smith Publisher: PageUp People Cost: US$39.95 ISSUE 14.5

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TALENT LADDER

New Appointments Anand Wong

Senior HR Manager, SEA, Sigma-Aldrich Anand Wong has been appointed as the new Senior HR Manager at Sigma-Aldrich where he has ownership of HR function across all disciplines in the Southeast Asia region. In this role, he is tasked to bring greater alignment and transformation of HR practices to meet the expectation of a growing business in the region. “I’m excited about the expansion plans and it comes with a handful of challenges but what makes it interesting is that I get to be involved

in the real action and be there to make a difference and create impact in every step throughout the employee life cycle,” says Wong. “There is a lot of work to be done and I look forward to helping the organisation achieve its best-in-class HR practices and contribute significantly to making Sigma-Aldrich one of the Best Place to Work for.” Wong has more than 14 years of HR experience both as Generalist and Specialist spanning across various industries. Prior to joining

Sigma-Aldrich, he was the Regional HR Manager at Metso Singapore Pte Ltd – a Finnish leading process performance provider, with customers in the mining, construction, and oil & gas industries where he has accountability of Country HR management in Malaysia, Singapore, Taiwan, Thailand and Vietnam as well as Regional HR management for the Automation business segment across Asia Pacific (excluding China & India).

Martin Prinz

Executive Director, HR Transformation and Strategic Projects, UBS Martin Prinz has joined UBS in Singapore as Executive Director Head of HR Transformation (APAC). He will report to the Global Head of HR Transformation, based in Zurich. His responsibilities include rolling out a new HR service delivery model, deploying a new HCM SaaS solution, re-engineering HR processes, and optimising the HR location footprint. Prinz has 20 years of international leadership experience with blue chip companies. He has lived and worked

in the US and Germany, before moving to Asia, where he spent seven years in India, followed by eight years in Singapore. In his previous roles, Prinz led the Global HR Service Delivery organisation at EMC, the Regional HR Operations organisation at SAP Asia, and SAP’s largest R&D organisation outside Germany, SAP Labs India. “I joined UBS because the HR Transformation programme here is very focused, ambitious, and strategic,

with strong support from the business,” said Prinz. “This is a great opportunity to make a difference to the way HR runs and delivers, touching on organisational design, processes, service delivery platforms, HCM technology…on a global scale.” Prinz will lead a team of HR transformation experts, who focus on the various aspects of the programme, and maintain strong connections with global centres of expertise.

and Singapore, eventually being appointed as vice-president of HR for Asia and Africa. His appointment coincides with Philips’ bid to further expand its business in South Asia across its lighting, healthcare and consumer sectors. Shankar, who will be based in the firm’s Gurgaon office in India, will pay particular attention on partnering with the leadership team to devise and formulate talent agenda strategies at Philips. “Our focus will be on

developing world-class business and functional leaders, grow diversity and build a culture of entrepreneurship and teamwork,” he said. “Each of our three businesses is going through huge growth and transformation and the role of HR is to help our talent reach its full potential.” “Our vision is to make Philips India the engine of global growth by becoming the wellspring of extraordinary leaders and innovation,” said Philips India’s vice-chairman and MD Krishna Kumar.

Krish Shankar

Head of HR, South Asia, Philips Krish Shankar was appointed as Head of HR for South Asia for Philips. Shankar will mastermind the company’s HR team and talent strategy in the region. He replaced Yashwant Mahadik, who moved on to become head of HR business transformation and learning at the company in December last year. Shankar has more than 30 years of experience across a range of organisations, including Bharti Airtel, Unilever and Eicher. He stayed over twenty years at Unilever in India, UK 60

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One One Group â&#x20AC;˘ One Practice Your Corporate Healthcare Solution

As corporate healthcare needs have evolved significantly in the recent years, Raffles Medical Groupâ&#x20AC;&#x2122;s RafflesOne experience seeks to confer operating benefits and value to companies and HR professionals. RafflesOne promises to partner and help our corporate clients to better manage their healthcare needs at ease through our Group Practice Model and 38 years of direct clinical and operational experiences. Email rmgcs@rafflesmedical.com or call 6557 6861 to let us customise RafflesOne for your company www.rafflesmedicalgroup.com

MedicalGroup We are the only healthcare provider that offers you direct and integrated medical services and group insurance.

TALENT CHALLENGE

Recruitment

Qualifications vs all roundedness Are HR departments now sourcing for candidates with holistic backgrounds, rather than simply well educated ones? Roselin Lee

Director of HR, Estee Lauder Travel Retailing Inc, Asia Pacific

While academic qualifications form a fundamental foundation, the new age HR officer should extend the search for candidates with holistic backgrounds. In today’s world, many organisations, regardless of size, are hoping to transform their workforces, bringing a competitive edge and value to their businesses. This calls for existing employees to have a paradigm shift in the way they conduct business – candidates need to draw upon new skill sets and competencies. Candidates who have broader perspectives possess the capabilities in wearing both functional and corporate hats. Instead of looking at things from a narrow or single functional standpoint, a holistic background enables an individual to look at things from a different perspective and provides invaluable insights to creativity and innovative ways of doing things. Gone are the days when organisations only hired for skills and competencies to fill the current job. Employers now want candidates with skill sets that enable them to perform roles at least two years ahead, and they also hire from outside the industry, but with the right attitude and leadership competencies. Take HR as an example - if the HR Business Partner does not have the right mind set of wanting to spend time understanding the business and understanding how different skill sets, leadership competencies could impact their area of expertise, the individual will continue to be perceived as a backend support, and not a strategic business partner whose views and comments could impact how an organisation attracts, develops and retains talents. 62

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Juliana Ong

Director of HR, Royal Plaza on Scotts

Candidates with high education qualifications are not difficult to find in Singapore’s employment market. Employers now not only evaluate a candidate based on their education levels but also on other qualities. An integral part of the process includes assessing the cultural fit of the applicant to the organisation’s brand and values. The organisation is screening for candidates who can grow well with the organisation and work towards a common goal together with the rest of the team in a collaborative work environment. A good cultural fit can lead to many positive impacts on the organisation. With greater job satisfaction and commitment to the job, the associates are happier and more likely to stay longer with the organisation. During their time at work, they are also more productive, engaged and innovative. Meaning is created when the associates identify with the way the organisation runs. The younger generation in the workforce is also known to prioritise work that is meaningful to them over the pay alone. HR professionals on the team need to be trained to identify these traits and learn how to evaluate a candidate based on their responses in these situations. In short, besides the skillsets and technical competencies, the search is on for candidates who are passionate, possess a good attitude with the ability to adapt and learn, as the goal is not only to attract talents but to retain them in the long term.

Tan Li Li

HR Director – Corporate Banyan Tree Holdings Limited

Education is important, but that’s not the only quality that we look out for in a candidate. We assess them in terms of their experience, how prepared they are and their attitude. It is vital that they have the ability to be groomed and to progress in the company. In today’s era, there are candidates who change their jobs quite regularly. We do not hire such candidates, even if they appear relevant for the position. If a candidate has a history of working at companies for only one to one-and-a-half years, we avoid hiring them. It is really important for candidates to be able to stay and contribute in a firm for at least two years. In today’s workforce, everyone has a degree or least a diploma. I do not just look at their qualifications. The first thing I look at is the candidate’s working experience. Qualifications do not mean much these days if the person does not have important characteristics such as the right attitude. Even the smartest can be very calculative and once they possess such an attitude, it can be very difficult. As a global company, we do not focus on names or where the candidates come from. What is more crucial are the qualities candidates possess. For example, are they able to work as a team? Are they willing to go the extra mile for the company and for their colleagues? If everybody has the same mentality of simply doing their own job and nothing else, then it will be very difficult for the company to advance. It is really important to choose candidates who will be the right fit for the firm.

TWENTY-FOUR SEVEN

HR at Work 9.00 am My usual habit is to check incoming emails first thing in the morning so that I can act quickly on all the actions required. 9.30 am Take my first cup of coffee and check with individual HR staff on the status of their projects and assignments, assigning new tasks where necessary.

Low Bee Hee

Head – HR, Clearlab Singapore

10.00 am Meet my boss, the Managing Director, to keep her posted on the latest happenings in the department and around the company. I also get feedback and information from her, and bounce my ideas and proposals off her. 11.00 am Start to work on the various projects or assignments that I have on hand. The bulk of my work involves putting up strategic plans and policies that impact the engagement of people, and devising ways to drive the organisation’s productivity. 12.00 pm Lunch time. My staff and I would normally eat inside the office. That is the time when we will talk about anything but work.

1.00 pm Continue with my work. I will also take this time to clear off all the signing jobs such as approving claims and payments, and putting my signature on various forms that arise from work processes like exit interviews, confirmation forms and disciplinary actions. 2.30 pm My projects and assignments always require me to meet with various levels of staff, either individually, or through addressing a large audience. I also take most of the afternoons to meet external parties like vendors, suppliers, contractors and consultants. If I have to interview staff, I usually do it at this time too. 4.00 pm We usually have regular management meetings at this time which involve all heads of departments and our Managing Director. 6.00 pm Time to go home but rarely for me. I prefer to stay back and quietly continue with my projects, especially those on the drawing board until I am satisfied that I have reached a certain milestone. The time to knock off is usually never before 8.00 pm.

Country Human Resources Manager (based in Indonesia and Thailand)

Vice President, Learning & Development, Asia Pacific

Regional Human Resources Director

› US industrial multinational company › Highly hands‑on and operational role › Work location: Indonesia and Thailand

› Financial services industry › Rewarding, challenging and hands‑on role › Make a difference today

› US diversified industrial MNC › Highly strategic and operational role › Challenging and rewarding opportunity

A key leader in a niche industry, our client has extensive global presence and now seeks an experienced Human Resources Manager to join two of their expanding country operations.

A respectable and growing organisation in the region, our client is hiring an experienced Learning & Development Professional to play an integral part in the human capital development strategies.

A global industrial company, our client has an immediate need for a dynamic and consummate Human Resources professional to provide HR leadership for its ASEAN region.

You are responsible for the quality and performance of the overall HR function, providing high level professional and operational HR advice to Business Leaders. You will lead HR in ensuring delivery against key HR priorities to support organisational objectives in areas of Recruitment, Compensation & Benefits, Organisation Development, Industrial Relations, Work Place Safety, etc.

You will develop, implement and deliver hi‑potential and management training programmes for the Asia Pacific region. You will work with business leaders and managers to identify learning needs and design in‑house solution which includes a blended approach to learning such as classroom training, coaching, 1 to 1 sessions, action learning, etc. You will deliver these blended solutions and learning sessions to your delegates. You will also collaborate with programmes planner, assist in programmes facilitation, optimise all learning opportunities and measure its effectiveness.

A people manager and key member of the regional leadership team, you will develop and implement HR strategies and programs to support attainment of business objectives. As a strategic HR business partner to leadership team, you will participate in business strategy development, maximise organisational performance and take lead for M&A related organisational and people issues. You will provide direction and develop country HR teams with required competencies to support the business and lead all HR related projects in the region.

Degree qualified, you have proven success in site HR operation in a leadership role, executing change management activities in a matrix reporting MNC environment. You are hands‑on, and possess strong influencing and partnering experience with cross‑cultural business leaders. You are able to work with all levels of employees and pragmatic with a strong passion in building a performance‑driven culture. Strong commitment to quality, standards of service excellence, and values such as integrity, collaboration and respect are key success factors.

Reference number: MH/JD44832B

Degree qualified with recognised learning certifications, you have at least 8 years relevant experience with Asia remit. Ideally, you have worked in the financial services industries and are experienced in operating in a matrix reporting environment. You are highly hands‑on, organised, confident and a self starter with excellent interpersonal, communication, presentation, facilitation and PC skills.

You are degree qualified and ideally possess postgraduate qualification. You are a commercially‑attuned, highly strategic and hands‑on HR practitioner with minimum 15 years of HR management experience including 8 years in senior HR leadership role with regional remit in MNC. Possessing strong leadership, interpersonal, influence management, coaching and communications skills, you have demonstrated ability to operate in a highly matrix, fast‑paced and demanding environment.

Reference number: MH/JD45372

Reference number: MH/JD42731A

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

ISSUE 14.5 HRMASIA.COM

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

{ WE KNOW RECRUITMENT Regional HR Manager

Total Rewards Specialist, SEA

Senior HR Business Partner

› Reputable US MNC › Newly created SEA role

› US MNC › Industry Leader

› Global leader in industry › Attractive remuneration package

Our client is an US MNC in the FMCG industry. In this newly created role, you are responsible for the full spectrum of HR responsibilities and are expected to partner the business with its expansion plans in the region. Key to your success will be your ability to engage with business stakeholders. The successful applicant should possess strong business acumen and excellent interpersonal skills with a degree in HRM and at least 8 years of relevant experience in a regional role.

Our client is an MNC and an industry leader with a recognisable brand name in its sector. Reporting to the Compensation & Benefits Director, you are responsible for overseeing all aspects of the compensation as well as health and welfare plans within the SEA region. You will develop regional strategies and design programs that align with the overarching compensation philosophy while maintaining an awareness of the local legal requirements. Ideally, you should be degree qualified and have at least 5 years experience in regional Compensation & Benefits.

Our client is a global leader in the real estate industry. As part of their expansion plans, they are looking for a hands-on HR leader to join the regional management team. Reporting to the Head of HR in London, you will have responsibility for the full spectrum of HR matters for the SEA business. Leading a small team, you will be a key member of the senior management team, and will play an advisory role on all human capital matters. The successful applicant will have a tertiary degree in HRM with at least 8 years of relevant experience.

Please contact Eugene Wong (Reg no: R1331128) quoting ref: H2207740 or visit our website.

Please contact Ashley Wong (Reg no: R1434529) quoting ref: H2216030 or visit our website.

Please contact Sean Tong (Reg no: R1110029) quoting ref: H2219790 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

Get Connected. Stay Ahead.

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

HR Manager (Manufacturing)

Payroll Manager

Global MNC Leadership Role

Leadership Role Fast Track Career Growth

Our client is a reputed global MNC that delivers diverse products, services and solutions to increase energy efficiency for buildings. They are looking for a HR Manager to lead a team as a strategic business partner. This role reports to the General Manager and will cover full spectrum of HR services and EHS function. Your role will be both tactical and strategic requiring you to be hands on whilst at the same time act as a business partner working closely with the business unit heads. You will oversee HR functions in Singapore and Malaysia and will be responsible for Operations Management, Learning and Development, Talent Development, Payroll Operations, handle EHS Programs, HR Policies and Procedures. To be successful in this position you will have a bachelor degree with 10 years of full spectrum HR experience. Good communication skills with proven leadership track record will make you suitable for the position. If you meet the above criteria, please email your detailed CV in word format to priya_prakash@kellyservices.com.sg EA Personnel Registration No. R1325491

#14847 Licence No.: 98C5473 Business Registration No: 199804751N

MICHAEL PAGE

Our client is an established global facility and catering service provider. They are looking to hire a Senior Manager to manage their payroll services. This role reports to the HR Director and covers a large headcount of blue and white collar employees. It is a Singapore based role and incumbent will be responsible for managing a team of 6 staff. You will run staff payroll, maintain payroll information, check discrepancies, compile and prepare reports, update management with information and maintain employee confidence in system. With time you will be expected to manage other HR functions and initiatives. To be successful in this role you should have a degree in a relevant discipline with 7 years of payroll experience. You should have a minimum of 3 years experience in managing a team. Candidates with proven expertise in internal HRIS system and people management skills are likely to be successful in this role. You will have knowledge of Salary Structures, Benefits Administration, Worker Compensation and Singapore Employment Law. To submit your application, please email your resume in word format to priya_prakash@kellyservices.com.sg EA Personnel Registration No. R135491

Kelly Services, Inc. is a leader in providing workforce solutions. For more than 35 illustrious years, Kelly has been partnering Singapore’s leading companies to deliver the best talent in the market. Today, Kelly Singapore operates from over 10 strategic locations island-wide. Complementing our general staffing capability, Kelly also offers great expertise in the sourcing of specialised professionals across technical disciplines such as Engineering, Technology and Science, as well as functional specialities for Finance, HR, Sales & Marketing, Procurement and Banking.

kellyservices.com.sg

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

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Frazer Jones Global HR Recruitment Frazer Jones exclusively focuses on the global HR market and our specialist teams recruit across the full HR spectrum for local, regional and global positions, for all levels and industries. If you are looking for your next opportunity, please do not hesitate to get in contact with a member of the team.

HR Director . Singapore This global leading consumer brand with headquarters in New York are currently seeking a HR Director for its Singapore office. Boasting some of the strongest talent in their sector, the firm is looking for an exceptional generalist to report into the Global Head of HR in the US and the Asia Pacific CEO. Ref: FN 194731

Benefits Leader . Singapore

This leading consumer brand, boasting a much loved household name, is looking for a Benefits Leader to lead the analysis and implementation of the various benefit programmes across the region. You must have solid project and implementation experience with benefits to be successful for this role. Ref: FN 192941

C&B Director . Singapore

Our client is a leader in the consumer space and is currently seeking a C&B Director to develop and implement the C&B programmes across the region. You must have over 10+ years’ experience dedicated to the compensation and benefits space. Ref: FN 194731

International Rewards Specialist . Singapore

An international bank, with a long-standing history in Asia, is currently seeking an international rewards specialist to develop selected global policies and processes in compensation. You must have 7+ years’ experience working in an international HR or consulting environment. Ref: JG 195421

HRBP – Recruitment . Singapore

We are pleased to release our 2014 market report and salary survey for HR professionals working in Singapore, Hong Kong and China. To download your copy, visit frazerjones.com

This reputable FS organisation are in need of a HR Business Partner to manage the entire recruitment process and support the HR Manager. To be succesful, you must have a minimum of 4 years’ experience in a HR role and experience with HRIS. Ref: JG 195411

Resourcing Associate . Singapore

This well-established private wealth organisation with a global presence requires a resourcing associate to partner closely with the HR team and recruiters. To be successful, you must have previous in-house recruitment experience and a background in financial services. Ref: JG 195531 For more information, please contact Fiona Nesbitt at fionanesbitt@frazerjones.com or Jenae Grieveson at jenaegrieveson@frazerjones.com alternatively, call the team on +65 6420 0515.

frazerjones.com @FRAZERJONESHR FRAZER-JONES

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GLOBAL HR SEARCH & RECRUITMENT

Your career in HR starts here. Payroll Manager (1 year contract)

Full scope of payroll leadership for a global technology services MNC You will lead a small team to provide the full scope of payroll administration to the APAC countries, and be responsible for accurate and timely processing of monthly payroll, ensuring payroll cycles and deadlines at multiple locations are adhered to by all parties involved in the payroll cycle. Partnering closely with HR, Tax, Legal, 3rd party payroll vendors regarding compensation matters, tax matters, pay practices, policy implementation, severance, transfers, you will also analyse, identify and highlight tax and/or legal considerations for staff transfers and international assignments. With qualifications in HR/Accountancy/Finance and 5 to 7 years of similar work experience in handling payroll functions of a medium to large-sized organisation, we are ideally seeking for candidates with exposure to SAP HR & Finance FICO system. Contact us at +65 6632 0044 / hrmg@capitagrp.com for a confidential discussion.

HR & Admin Manager

Lead in HR for a renowned construction and engineering MNC Working closely with the Line Managers for recruitment and HR matters, you will handle a full spectrum of HR duties including employee relocation, training program development, performance appraisal, policy drafting, compensation and benefits as well as provide timely advice to the management on all HR matters. You possess a degree in HRM with 4-6 years relevant experience in a HR generalist role, preferably in a multi-cultural working environment. Thorough knowledge of the Singapore Employment law and a good understanding of Tax practices is a must, along with a high level of maturity and confidence as well as the ability to relate well with people across all levels and cultures. Contact us at +65 6603 3378 / hrmg@capitagrp.com for a confidential discussion.

Senior Manager, Human Resources

Succeed as a senior HR leader with one of Asia's major private healthcare providers Responsible for the full spectrum of Human Resources Management function, you will lead and coach a team of HR team members in delivering and administering HR services. You will work in close partnership with internal customers in developing and implementing HR strategies and practices and be accountable for the compliance of HR policies, procedures and documentation with the statutory regulations and internal policies. A HR degree from a recognised university, with at least 8 years of work experience in Human Resource Management of which 2 years at a managerial level is essential to be considered for this role. You are well-versed in all aspects of recruitment, preferably within the healthcare / medical sector. You are competent in handling industrial relations issues and have strong knowledge of local labour law and related statutory regulations. Contact us at +65 6632 0057 / hrmg@capitagrp.com for a confidential discussion.

BUSINESS SUPPORT | OUTSOURCING | TECHNOLOGY | ENGINEERING | BANKING

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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Regional HR Manager â&#x20AC;&#x201C; South East Asia

HR Manager â&#x20AC;&#x201C; Global Manufacturing Organisation

Learning & Development Manager Financial Services industry

Regional Coverage

Global Reach

Prominent Financial Services Organisation

Leadership Role

Strong Career Progression Opportunities

Local L&D Focus

High Growth Organisation

Attractive Remuneration

Competitive Remuneration

This is a leading international brand with global operations and a large presence in Asia. They are looking for a strong senior HR manager to support South East Asia and emerging markets.

This is an established manufacturing MNC with a strong global footprint. An opportunity now exists for a strategic business partner to join them in this generalist role.

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

Reporting to Regional HR VP, you will manage the full spectrum of HR functions, including recruitment, compensation & benefits, performance management, L&D, budgeting and other HR related matters supported by several team members. You will work as a strategic business partner in implementing initiatives to support business growth especially in emerging markets, including smooth running of C&B operations, audits, performance/salary reviews, sales incentive programs, international assignments etc. to ensure alignment to group guidelines. You will work closely with in country HR teams for annual budgeting.

Working with a team of professional and energetic colleagues, you will report to the Regional Head of HR and be responsible for effective and efficient delivery of the entire end to end HR functions for both the local operations as well as the regional teams based in Singapore.

Reporting to the HR Director, your role will focus on the L&D strategy, implementation and manage processes. You will create a learning environment that provides a platform for employee overall development that align to its business performance. This role requires you to manage efforts to develop cost-effective L&D options to meet specific business needs of the organisation, that includes training budget support and recommendations. You will be hands-on and execute plans through a wider network via working with HR Team, business and function leaders across all levels.

Degree qualified, you will have least 10 years of experience with a solid track record in business partnering/generalist role. You have strong C&B experience and work well in a matrix environment. You are well presented, driven and able to engage senior stakeholders. Willingness to travel up to 40% is required. To apply, please submit your resume to Finian Toh at finian@kerryconsulting.com, quoting the job title and reference number FT6736\HRM, or call (65) 63338530 for more details.

This includes providing strategic and tactical advice to business leaders in the areas of learning and development, recruitment, compensation & benefits and talent management. You are tertiary qualified with HR qualifications and have worked a minimum of 8 years in a progressive multinational, preferably with some years spent in a manufacturing environment. Prior experience in pharmaceutical, FMCG, chemical, and oil & gas industries will be highly advantageous. You are hands-on, have strong knowledge around local employment practices and are overall, an excellent team player.

You are experienced in running a training/L&D function in a managerial capacity. You have demonstrated success in developing and implementing learning and development strategies aligned to business strategy and organizational capability requirements. You are comfortable working in client focused and people centric environment balancing client interest with Firmâ&#x20AC;&#x2122;s interest. Knowledge in various technology tools to deliver L&D platform.

To apply, please submit your resume to Finian Toh at finian@kerryconsulting.com, quoting the job title and reference number FT6919\HRM, or call (65) 63338530 for more details.

To apply, please submit your resume to Finian Toh at finian@kerryconsulting.com, quoting the job title and reference number FT6711\HRM, or call (65) 63338530 for more details.

Financial Services I Commerce I Engineering I Human Resources I Legal I Sales & Marketing I Technology 68

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

Returning the Human to Resourcing

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

Private Banking HRBP

Asia Training Manager (FMCG)

Talent Management Deputy Director/Director

Leading Premier Bank

Newly Created Role

AVP Level

Asia Coverage

High Visibility

Attractive Remuneration

Dynamic Environment

A strong European Bank who has been known for their financial stability, diversity, sustainability and internal mobility is seeking a HRBP for wealth management. This role will report to the Senior HRBP.

An employer of choice with annual revenue in excess of US$10b, this renowned FCMG company has announced exciting plans to expand their operations across Asia. To support evolving business needs, they are now seeking a training manager to join their team in Singapore and reporting to HR Director.

A prominent public organisation is looking for a Deputy Director/Director to develop and implement a robust Talent Management framework.

You will be part of a team that partners the management and staff, supports their needs in the entire HR spectrum including recruitment, employee relations and engagement, performance management and compensation. Other key areas of involvement, include the implementation of HR initiatives and programmes in HR information system, organisational development, talent management and learning & development. You need to be degree qualified with at least 5 years of relevant experience within private banking/wealth management. Strong recruitment experience within banking is preferred. You are an effective communicator with strong interpersonal skill and be able to engage and work with all levels of staff and possess a strategic mindset and approach. You are also able to customise HR solutions to address business needs. To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC6910\HRM, or call (65) 63338530 for more details.

An integral member of the team, you will manage training and development function for Asia, that is in line with Market Training & Development plans and consistent with global strategies. You will provide leadership to the field and execute training and development plans and other human resource activities. You will participate in the execution of other human resource activities, including induction, employee relations, performance management and employee separation. This role will require 50% of travelling.

You will be responsible for developing and executing talent management philosophy and practices, so as to develop retain and deploy talent to meet the organization goals. You will partner with senior management and line managers in driving successful talent strategy, development plan, assessing talent development needs, developing and implementing customized talent programs to develop high-potentials, future leaders, successors and management associates. As part of a team, you will also be involved in projects relating to employee engagement and development.

You have minimum 7 years of experience in HR, with emphasis on training and development in a commercial environment. You have sound understanding and experience in learning theory, training needs analysis, design and maintenance of training programmes, utilisation of training techniques, succession planning and training evaluation.

Degree qualified, you will have relevant years of experience including a minimum of 5 years in talent management. With strong interpersonal and communication skills, you are able to relate to staff at all levels. With strong influencing and negotiation skills, you are strategic, proactive, dedicated and a team player.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC6857\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 PC6708\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 regional Head of l&D petrochemical

regional compensation & Benefits manager lead a regional team & advise the business

A very exciting opportunity exists for a senior L&D specialist with relevant experience setting up an L&D function from scratch on a regional level. This role is suitable for an individual with a strong analytical background coupled with excellent stakeholder management skills. You will be part of transforming the learning culture of this organisation from the ground up and contribute your knowledge of best practices to this organisation to enhance its already formidable, global success.

This is a rare opportunity to shape the regional compensation and benefits strategy for an investment firm with a global footprint and an impeccable reputation. You will need seven to eight years of relevant experience and thorough firsthand knowledge of Asian benchmarks. A big picture person, you must be able to communicate with headquarters effectively and partner with the business to realise their strategy, even anticipate future requirements and how to plan for these. Based in Singapore, this role will lead a small team.

Hr Business partner functional expert in compensation & benefits

Head of talent Development (apac) create the regional l&D strategy

A renowned educational institute is looking for a HR Business Partner (C&B) to oversee both HR Generalist and C&B portfolio for the organisation. Reporting to the HR Manager, you will work closely with key line managers and business heads in the respective centres as the C&B expert and at the same time handle full spectrum of HR Generalist duties. You will have more than six years of relevant HR generalist/business partner/C&B experience preferably within a private educational setting.

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

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

hays.com.sg

ISSUE 14.5

HRMASIA.COM

ISSUE 14.5

HRMASIA.COM 71

ISSUE 14.5

HRMASIA.COM

Advanced Payroll Masterclass for HR Professionals

2-Day Seminar

This intensive two-day masterclass allows HR, Payroll and Finance professionals to fast-track development of their skills in making effective strategic decisions for the payroll department. The advanced course will provide them with the skills and expertise to become premier payroll specialists within their organisations. At the end of the masterclass, you will be armed with knowledge of common payroll compliance blind spots that even experienced payroll professionals may overlook. You will also better understand legislative changes that affect HR and payroll administration as well as pre-empt red flags in your payroll process that auditors look into. You will also leave with many valuable and practical tips that you can apply at your workplace.

PayrollServe Academy provides a wide range of Payroll and HR-related training: HR Masterclass for Business Owners

Latest Legislation Updates & Highlights

MS Excel for Payroll Specialists

Insights into HR in China

Individual Tax Filing Information Session

Payroll Year-end Tax Returns Workshop

ABOUT PAYROLLSERVE For over 25 years, PayrollServe has been delivering highly effective payroll services and training. Our unrivalled in-house team of expert payroll specialists facilitates all workshops, backed by extensive practical experience in the payroll environment. Every single workshop is specially designed for specific roles: whether you are new to payroll, have been in the industry for years, keeping your skills up to date, or simply looking for a refresher course.

Hotline: +65 6336 0600

Email: info@payrollserve.com.sg

Website: www.payrollserve.com.sg/training

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