Free with HRM Issue 14.9
Annual guide to HR Technology & Outsourcing Guide
Featuring:
Big Data: Digging deeper for talent Is HR admin weighing you down?
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NEWS
HR Technology EUROPE
ASIA
Firms up spending in HR Tech and mobility Companies across the Asia Pacific region are planning to increase investment in HR technology, HR portals and software-as-a-service (SaaS) systems, via cloud and mobile applications, during the next few years. These aim to provide greater efficiencies, better processes and improved skill levels within the HR function. According to the 2014 HR Service Delivery and Technology Survey by Towers Watson, one in three companies plan to change their HR structure and spend more on HR technology in the coming year. Nearly a quarter (23%) plan to increase spending by as much as 20%, while 10% of companies plan to increase HR technology investment by more than 20%. Only 15% of companies plan to spend less on HR technology in the coming year. Improving line managers’ people management capabilities was cited as the top priority for HR departments in the region over the past 18 months, during which adoption rates for manager selfservice tools grew significantly, from 35% last year to 46% now. Alongside manager self-service, 78% of Asia-Pacific organisations that have determined what type of solution they will adopt are considering SaaS to replace their current HR management system, with better functionality cited as the main expected benefit. It also appears that companies are splitting their dollar investments between core HR systems, such as talent management and payroll, nextgeneration technology including HR data and analytics, and integrated talent management systems, with 75% of organisations in the region currently having or looking to have an HR portal. “Organisations are narrowing their focus on HR initiatives as they seek to strike a balance among people, process and technology priorities,” said Jonathan Lo, Regional Practice Leader - HR Service Delivery Asia-Pacific, Towers Watson. “We attribute this shift to high-impact HR investments, such as streamlining business processes and implementing manager self-service, to a commitment towards running the HR function more like a business.”
58%
of the fraud incidents reported in 2014 were perpetrated by employees, up from 47% in 2011 Source: KPMG-SMU Singapore Fraud Survey
Security
is the biggest challenge to businesses adopting Cloud, Mobile or social media technologies Source: KPMG’s latest annual Technology Industry Outlook survey
By 2022, nearly
a third
of workers say they would be happy for their employer to have access to their personal data, such as social media profiles Source: PwC survey
Almost
40%
of organisations in Singapore have reengineered their key HR processes over the last 18 months Source: 2014 HR Service Delivery and Technology Survey
Workforce gears up for era of drones & hologram meetings By 2036, workplaces in Europe will have been transformed by technology and processes that do not even exist today, according to eight in ten employees there. New research commissioned by Ricoh Europe and conducted by Coleman Parkes found that over the next decade, more than half of workers expect their employers to have made the following innovations readily available to them: • Touch-based interactive devices (69%) • The ability to perform all tasks by voice recognition (60%) • Augmented reality glasses (56%) They also predict that within the next 20 years, they will be able to send virtual assistants or holograms (59%) to attend meetings on their behalf. When pressed to think even more boldly, the research respondents considered the next batch of innovations to potentially include drones, bluetooth from brain-to-brain, and carrier nodes (small devices fitted to the ear that allow audio and video data to be transmitted directly to the brain as electronic signals). When it comes to identifying the top benefits of a techevolved workplace, employees give equal ratings to “optimising core business processes”, “better access to information” and the ability to get their job done faster. This indicates that the core requirements for productive working today – the ability to view and use data when required, and adapting quickly to technologyled change – will remain crucially important into the future. Yet despite the widespread excitement and value placed in a tech-evolved workplace, less than a third of employees (29%) say their company has a strong appetite for creating new ways of working and deploying technologies to make the future a present-day reality. The research also shows that before organisations pursue the range of innovations on the horizon, there is significant scope to harness the advanced technology and relevant processes available today. Internal collaboration platforms (first), web-based meetings (second) and follow-me printing (third) are the top three rated systems that employees currently do not use, but want to, in order to make their jobs more valuable today Electronically stored information remains the most valuable technology capability, beyond email and Internet, for today’s employees David Mills, Chief Executive Officer at Ricoh Europe, said: “This (research) heightens the need for organisations to review and adapt their traditional ways of working today, paving a more agile path to benefit from future digital innovations.” ISSUE 14.9
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NEWS
HR Technology ASIA
Screening discrepancies increasing With more and more multinational companies expanding their footprints in Asia-Pacific, the challenges associated with hiring the right candidate have increased. Some of the key challenges in hiring suitable candidates is the continually changing regional legislation environment surrounding anti-corruption, data privacy and consumer protection. The regular updating of laws in different countries complicates the background screening process, making it extremely difficult for employers to
perform proper background checks on their candidates, which can ultimately cost businesses a significant amount. According to the First Advantage Employment Screening Trends Report: Asia-Pacific, Q1 2014, close to one in five of all Asia-Pacific employees have some form discrepancy in their stated backgrounds. About 20% of the discrepancies in the Asia-Pacific region are related to education of employees, a distant second to employment discrepancies, which stands at 54.6% of cases. The study also reveals that more employers from different verticals in the Asia-Pacific region are screening their candidates. Australia and New Zealand tops the list with 23.38% in Q1 2014, which is a significant increase from Q1 2013 when they stood at just 12.96%. This is followed by Singapore, which recorded 18.78% in Q1 2014.
More than a quarter (26%) of the employers in the Asia Pacific region are found to now conduct more than six checks. They are 11 times more likely to uncover a discrepancy as compared to those who conduct only two checks (three per cent) or five checks (nine per cent). There has been a growing trend toward “infinity screening,” in which screening programmes are extended to include contractors and vendors and to introduce periodic rescreening of existing employees. “We are seeing a significant increase in discrepancies in the region and this further highlights the importance of using state-of-the-art screening practices to ensure companies know who they are hiring,” said Matthew Glasner, managing director of South Asia-Pacific, First Advantage.
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NEWS
WORLD
Data breach: Nine points of attack Verizon security researchers have found that 92% of all digital security incidents over a ten-year period can be traced to nine basic attack patterns that vary from industry to industry. This finding, the highlight of Verizon’s 2014 Data Breach Investigations Report (DBIR), will enable a more focused and effective approach to fighting cyber threats. “After analysing 10 years of data, we realise most organisations cannot keep up with cybercrime – and the bad guys are winning,” said Wade Baker, principal author of the Data Breach Investigations Report series. “But by applying big data analytics to security risk management, we can begin to bend the curve and combat cybercrime more effectively and strategically. “Organisations need to realise no one is immune from a data breach. Compounding this issue is the fact that it is taking longer to identify compromises within an organisation – often weeks or months, while penetrating an organisation can take minutes or hours,” Baker said. The DBIR identifies the nine threat patterns as: • Miscellaneous errors, such as sending an email to the wrong person • Crime-ware (malware aimed at gaining control of systems)
• Insider or privilege misuse • Physical theft and loss • Web app attacks • Denial of service attacks • Cyber espionage • Point-of-sale intrusions • Payment card skimmers The report also found that cyberespionage is rising again, representing a more than three-fold increase compared with the 2013 report. In addition, these attacks were found to be the most complex and diverse, with a long list of threat patterns. As it did last year, China still leads as the country with the most cyber espionage activity; but other regions of the world are represented, including Eastern Europe with more than 20%. The use of stolen and/or misused credentials (including user names and passwords) continues to be the leading way to gain access to information. Two out of three breaches exploit weak or stolen passwords, making a case for strong two-factor authentication.
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FEATURE
HR Tech
BIG DATA
Digging deeper for talent
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FEATURE
“Big data” and complex algorithms are increasingly taking decisions out of the hands of individual interviewers – a trend that has far-reaching consequences for job seekers and recruiters alike By Shalini Shukla-Pandey Big Data is becoming more pervasive in business decisions. An Avanade study, conducted by Wakefield Research, found that 96% of business leaders and decision makers around the world use Big Data to help them analyse their business information. The majority (84%) believe that it helps them make better business decisions. Nearly three-quarters of the survey’s respondents (73%) had used data to increase revenue. More businesses are also allowing their employees greater access to tools to analyse and manage data. The research concluded that 91% of companies are using and investing in big data technologies. “Beyond tangible business value, evidence shows big data has become pervasive,” the report states. Increasingly, Big Data is gaining traction in recruitment decisions too. According to the Financial Times, the recruitment team at Xerox Services analyses personal data for the 30,000 jobs at the company each year, instead of looking at the hundreds of thousands of résumés submitted. “Companies are increasingly using more analytical tools such as HR dashboards and recruitment software to make their recruitment decisions and processes more ‘scientific’,” says Ho Chee Tiong, Regional Sales Director, UNIT4 Asia-Pacific. “Using parameters and variables, recruiters can make more informed decisions when comparing candidates.” As a provider of psychometric assessments and other recruitment and retention tools, Par-ex is familiar with the concept of objective and reliable data being applied to recruitment decisions, and the company says it is excited at the expansion of this approach. Paul Wilson, Director, Par-ex says that in general, the HR profession (when compared to other business functions such as Marketing and Finance) has lagged behind in the use of big data. “It is, therefore, not surprising that its potential is only now becoming fully appreciated and we are going to see it used a lot more in the future,” he notes.
Hiring technology Such technology makes the recruitment process more effective and efficient. “For example, many recruitment systems allow you to filter the thousands of résumés into
‘qualified lists’ based on user definable queries (such as asking salary, education level, or years of experience) saving the hiring manager many hours of manually filtering through emailed documents,” says Ho. More use of technology in this area of business, as with most others, has the potential to improve efficiency, drive down costs, and facilitate better decision making, says Wilson. “For example, we have helped businesses with large scale recruitment campaigns for sales staff through the use of an on-line sifting (sieve) questionnaire,” he explains. “This is based upon identifying which of the hundreds of applicants possess the personality traits most often found in successful sales people,” he adds. “By then focusing on those applicants, HR was more efficient in drawing up shortlists for the next stage of the recruitment process.” Companies are also increasingly using social media and job-site data for recruitment. According to Jobvite, a social recruiting platform, more than 90% of companies use or plan to use social media in their recruitment efforts. This is inevitable, says Ho. “Due to the tight labour market, recruiters need to go out and look for people who are not actively seeking job opportunities, and social media provides that platform to constantly engage this
29%
of staffing directors say reducing costs through effective recruitment is a current priority Source: Global Selection Forecast (2012), a research paper by Development Dimensions International
‘yes’to Big Data
Recruiters say
As a result of using Big Data, companies say they have been able to: • Improve the quality of hires. By using Aon Hewitt’s Global Assessment and Talent Engine (GATE), a quick service restaurant chain was able to save $2 million annually through reduced staff turnover. • Demonstrate return on investment. By identifying key business metrics that define the success of recruitment processes and streamlining the screening process, a commercial health and benefits firm was able to save $9.6 million in selection and training costs. • Enable selection of suitable candidates based on specific needs. By clearly articulating selection criteria, a global food service retailer’s revised approach led to the hiring of more qualified managers. • Improve recruitment processes. By analysing past selection data, a global financial services firm was able to modify processes based on clearly identified recruitment success factors. • Bring consistency through automation. End-to-end use of technology across job analysis, validation, assessment and implementation helps Aon Hewitt’s clients create streamlined time-efficient recruitment process. Source: Aon Hewitt
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FEATURE
HR Tech More are passing through this GATE Aon Hewitt has observed an increase in take-up amongst clients for its preemployment assessment tools, which are hosted on the Global Assessment and Talent Engine (GATE). GATE is a highly configurable Software-as-a-Service tool that allows high-volume, robust, integrated (into other HRIS tools) and repeatable applications for assessment, surveys, reporting, and more. GATE has the capacity to collect and store Big Data, which can then be used to: • broaden applicant pools, reaching even the most mobile of applicants and allowing them to take assessments anytime, anywhere, • standardise assessments, which can be used across different locations to maintain uniformity. This consistency in recruitment process across locations has proven to be amongst the top three priority areas for staffing directors, and • benchmark assessment results against similar organisations.
group of candidates,” he explains. “Such platforms also allow recruiters to increase their organisations' brand awareness to potential candidates.” While employers now have more channels to engage and obtain information on candidates and employees, the reverse is equally true. “The popularity of online companyprofile databases means that more informed job seekers and employees have access to data about their potential employers and the current job market,” says Kulwant Bardh, Practice Leader – Leadership, Aon Hewitt Singapore.
Tech support While using big data to sieve talent helps avoid some of the bias that humans bring to the selection process, great care has to be taken not to also build unhelpful bias into the algorithms in the first place. “So there is a need to be mindful that correlation does not necessarily equate to causation,” says Wilson. “In other words, just because analysis shows that your top performing managers are males in the age range 35-45, doesn’t mean you should be recruiting more males. “It probably just means that past recruitment practices have been biased towards selecting males for managerial positions.” Companies face a myriad of challenges when using technology in recruitment. For instance, many struggle with the question of how much data is needed for real insights. “Based on statistical modelling of multiple psychometric assessments published in the research journal ‘Personnel Psychology’ (2012), very large data (more than a million sample points) is important to make reliable predictions about low base-rate events,” says Bardh. Companies also often expect to see short-term results from using Big Data in the assessment context. However, Aon Hewitt observes that real improvement of the 6
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assessment instruments and processes comes only after the collection and refinement of data from the assessment design, validation, implementation, and ROI review stages. “Gathering this vast amount of data, performing the crucial analyses and making the required changes to the assessment process may take some time,” Bardh explains.
The tech way or the highway? The big question now though is whether Big Data and other technological methods should replace the human analysis of job interviews. Ho believes technology applications should be “enabling tools”. “They should complement and not replace the human touch,” he explains. Wilson agrees, saying that while a wide range of selection techniques that complement the job interview are now commonplace, he doubts that technology will replace the need for a face-to-face interaction (if not a formal interview) at any time soon. “It would run the risk of de-humanising candidates, who do have a choice to accept or reject an offer of employment and will probably opt for the employer with the friendly understanding face,” he says. According to Global Selection Forecast (2012), a research paper by Development Dimensions International, 29% of staffing directors say reducing costs through effective recruitment is a current priority. “Given that one-on-one job interviews are expensive, some companies aim to replace interviews by other more efficient assessment instruments,” says Bardh. “Big Data and advances in technology have indeed improved assessment methods and made it possible for companies to reach their targeted ROI without using a job interview in the selection process.” However, it is not necessary to perceive the use of Big Data or structured job interviews as mutually exclusive strategies. “In contrast, results from structured job interviews may be added to Big Data and thereby contribute to improving the selection procedure,” Bardh says. “Similarly, using non-traditional data from the assessment process for Big Data purposes, may increasingly contribute to making reliable decisions in several organisational domains.” Aon Hewitt has developed the world’s first computer adaptive personality profiling instrument, which it says has proven very powerful for making reliable decisions. It has found uses in the pre-hire assessment process, for promotion purposes, for driving interventions to increase engagement, for identifying high potentials, and for developing future leaders. “Adding this personality information to Big Data will lead to the identification of powerful patterns between individual differences in personality and several other organisational outcomes,” says Bardh.
FEATURE
HR Tech
IS HR ADMIN
WEIGHING YOU DOWN?
10
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FEATURE
While HR strives to become an important strategic fulcrum to the organisation, they are still burdened with an avalanche of administrative assignments. HRM explores how HR technologies can be utilised to ease the hassle By Sham Majid
There is no doubting HR’s increasing importance as a strategic business partner to an organisation. According to the Human Resources Technology And Service Delivery Trends in 2014 report by the Information Services Group (ISG), enhancing strategic alignment with the business is the chief area that HR is looking to improve over the next few years (see: boxout) This sentiment is also espoused by the Rethinking Human Resources in a Changing World 2012 report by KPMG International, which stated that six in 10 (59%) of its survey respondents echoed the notion that HR would grow in strategic importance. Nevertheless, while there is an acknowledgment that HR professionals should spend more time and resources on strategic matters, administrative overload can sometimes impede their efforts to do so. The 2014 Global Mobility Survey by the Sante Fe Group, deduced that among other factors, general administration (40%) occupied most of the HR professional respondents’ time (see: boxout). Olivia Yeoh, Director of PayrollServe, says HR professionals should be spending time developing policies and imparting greater and positive changes within the organisation. “Because of inefficient technology, many HR professionals are forced to spend much of their time on administrative tasks rather than strategic HR initiatives,” says Yeoh. “Some common reasons of administration overload are the lack of proper admin support, unnecessary administrative processes and cumbersome work processes and systems.” Zain Jawadwala, Director, HR Transformation and Technology, Asia-Pacific, Towers Watson, says there has been an almost traditional under-investment in HR technology in Asia, largely driven by the low cost of labour. “It has always been easier for a business in Asia to hire another administrator than to automate a process and
put in an expensive system, despite the promise of larger returns in the long term,” says Jawadwala. “Now we are seeing a change in that equation.”
The push towards HR technology According to Jawadwala, as Asian firms become increasingly competitive in the global arena, they realise they require more sophisticated systems and HR data to support their managers, employees, and senior leaders. “The streamlining of processes using technology and the continued emphasis on manager self-service tools is freeing up resources from transactional activities to facilitate highly capable HR practitioners in becoming more involved in driving transformational change,” he says. Yeoh cites Employee Self Service systems that provide a company’s employees with secure, 24/7 access to their individual payroll, human resource and benefits information. “By granting employees direct data access, the systems seek to reduce the amount of routine data queries, requests, and transactions made directly to HR professionals,” says Yeoh. The clear trend of companies utilising HR technology platforms to complement their HR departments’ strategic efforts can be seen from the Towers Watson’s 2014 HR Service Delivery and Technology Survey. This highlighted that in Singapore, more than 30% of organisations are looking at changing their HR structure in 2014/2015, with the aim of achieving efficiency and quality improvements. In fact, almost 40% of organisations in Singapore have reengineered their key HR processes over the last 18 months. “The findings show similar change drivers as last year, namely the need to improve HR efficiency and effectiveness,” says Jonathan Lo, Regional Practice Leader - HR Service Delivery Asia-Pacific, Towers Watson. “This is compounded change given considerable progress already made over the past year.”
Almost
40%
of organisations in Singapore have reengineered their key HR processes over the last 18 months
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FEATURE
HR Tech
Let’s get strategic HR Strategic alignment with the company’ business has become an imperative. According to the Human Resources Technology And Service Delivery Trends in 2014 report by the Information Services Group (ISG), advancing strategic alignment with the business is the chief area that HR organisations are targeting improvements for between now and 2016. Close to one third of respondents (32%) ranked strategic alignment as their highest leading improvement aspect, way ahead of the secondranked talent acquisition, which was the main goal for 19% of respondents. Enhancing business processes came in at 13%, and delivering on cost reduction targets sat in fourth place, with 10% viewing it as their main focus area for improvement.
Lo says HR technology and HR portals is proving an effective way to meet corporate objectives. Jawadwala concurs with Lo’s notion. “These organisations are emphasising the use of supporting technology tools that help to deliver this experience, from online performance management systems to portals that help manage employees’ careers,” he says.
Types of HR technology According to Jawadwala, organisations are utilising a plethora of HR technologies to meet continuing pressures to be more efficient and effective. Two key platforms are cloud-based Software-as-aService (SaaS) platforms and HR management systems (HRMS). In fact, the Towers Watson’s 2014 HR Service Delivery and Technology Survey found that in Singapore, nearly one in three organisations are implementing or planning to implement a new HRMS. Of these, 77% are considering SaaS as a replacement for their current HRMS with better functionality as the primary expected benefit. Being a technology driven service organisation, PayrollServe offers payroll, leave, claims and employee self-service systems, all on a single platform. With payroll outsourcing being their core business, huge investment and resources are merged together to keep PayrollServe’s systems updated with the latest technology. According to Yeoh, for companies who prefer to keep HR in-house, the most common HR technologies adopted is the Human Resource Management Solution (HRMS). “It comprises of a suite of HR Administrator and Employee Self-Service (ESS) modules that will greatly reduce administrative work for HR,” says Yeoh. “Information is stored safely in the cloud and HR 12
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professionals can access them anytime, anywhere.” Yeoh adds that for smaller companies, they may consider PayDay! SaaS – an online payroll system specially designed for firms with less than 50 employees. “The plus point is that no payroll knowledge is required,” she says. In addition, a hybrid module is also gaining in popularity. “The list of combinations is unlimited and flexible for every business’s needs,” says Yeoh. Jawadwala also says Manager Self Service (MSS) is experiencing a surge in importance, enabled by the new structures, processes and technologies. “HR recognises that MSS creates many benefits for the organisation,” he explains. “Among these are decreased cycle times and increased accuracy for HR transactions, manager satisfaction in handling many of these transactions on their own, and a level of comfort for HR that work is being handled appropriately.” According to the Towers Watsons’ survey, MSS adoption rates in Singapore is at 49%, which is consistent with the rest of Asia-Pacific (46%). Manager self-service typically constitutes such work as performance reviews and leave approvals. Enhancing internal communications also ranks highly on the HR agenda, as demonstrated by the continued growth in use of HR portals, says Jawadwala. “The survey shows very positive sentiment: 75% of organisations in the region currently have or will have an HR portal – 76% see it as an effective way to meet their objectives,” adds Lo. “Quite simply, HR portal provides a single online destination where all employees in the organisation – at all locations – have their HR needs met,” Jawadwala says. “When users enter the portal, the portal knows who they are and where they are located. It tailors content relevant to each individual.” In addition, Jawadwala states the portal provides the type of consumer-grade online experience employees are accustomed to on the internet and it enables them to be more self-sufficient. Yeoh says certain HR process areas are easier to outsource than others. “Outsourcing payroll, leave and claims will generally reduce many man-hours spent on non-core HR activities, enabling HR Professionals to focus on strategic organisational development activities such as employee engagement and talent management, to achieve higher operational excellence,” she adds. “For HR, robust portals mean fewer calls from employees – and more satisfied employees,” he adds.
FEATURE
“They have the information and services they need at their fingertips. This reduces HR’s administration activities and improves the level of service.” As the world continues to be wired up, it should perhaps come as no surprise that mobile technologies are also included in the HR technology framework. “While the use of personal technology is far from prevalent at this point, HR is catching on to the mobile trend,” says Jawadwala. The survey further highlighted that close to half of the survey respondents (46%) cited utilising mobile technologies for HR transactions, a rise from 36% in 2013. Nevertheless, there is considerable scope for growth, as only 10% are using mobile access for a majority of HR transactions. In Singapore though, only 39% of organisations are using or considering using mobile technology; slightly higher than their APAC counterparts. “As technologies evolve in the personal realm for employees and managers, often enabling greater productivity, it is reasonable to expect that personal technology – especially in the form of smartphones and mobile applications – will be helpful in their professional lives a well,” says Jawadwala.
The administrative nightmare It’s official: HR professionals are bogged down by the glut of administrative work. According to the 2014 Global Mobility Survey by the Sante Fe Group, a worldwide provider of employee relocation and workplace services, four in 10 HR and in-house global mobility professionals feel they should be channelling their energies into strategic aspects of HR. However, only one in 10 (11%) are presently able to do so. In fact, immigration compliance (48%), tax compliance (43%) and general administration work (40%) take up the majority of the 1,269 respondents’ time, according to the global survey.
The rise of HR shared services The Human Resources Technology and Service Delivery Trends in 2014 report shed some telling information on the phenomenon of HR shared services. The report revealed that two thirds of respondents have either implemented or are in the process of implementing an internal or external HR shared service centre (SSC). A significant 40% claimed their shared services experience had exceeded expectations while 42% said it met them. In addition, a similar percentage (81%) claimed that HR outsourcing had met or exceeded case expectations. Furthermore, the survey highlighted that in Asia-Pacific, internal and external recruiting, onboarding, compensation, career development, workforce planning and succession planning remain manual or paper-based functions for around half the companies polled. “So there are clearly opportunities to streamline and optimise these processes, and integrate with core HR systems to attain greater efficiencies,” says Lo. “It also appears that companies are splitting their dollar investments between core HR systems, such as talent management and payroll; next-generation technology, including HR data and analytics; and integrated talent management systems.” ISSUE 14.9
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PROFILE INTERNATIONAL HR
Par-ex
HR Analytics – the smart way to employee engagement Employee Engagement is not just a survey – it is essential at every stage of the employment cycle. Go the high tech route with online SaaS tools for all your talents’ engagement needs Employee engagement specialists, Par-ex Pte Ltd, together with UK partner, great{with}talent, bring your organisation a range of respected online engagement tools and locally-based consulting and support services. A full suite of online SaaS engagement tools available at EmployeeEngagement.com.sg. • Reference Expert – efficient and cost-effective way to manage, track and receive employee references.
Reference reports at a fraction of traditional reporting costs • OnBoarder reports – provide reliable data to help you target people who are at risk of leaving, and improve your attraction, recruitment and induction processes • Engagement options – Four options [e14 (to gather data fast), Traditional, Bespoke, and Plus (our new and sophisticated approach to measuring people engagement at work)] turn engagement surveys into commercial achievement • Leavers – Last Opinion – survey tool that offers a consistent way to
understand employee turnover, reduce attrition, lower recruitment costs and help your organisation perform better. Whether you are just taking up the Engagement challenge or needing to refresh your organisation’s Engagement profile, our comprehensive suite of tools and services will set you in the right direction.
To find out more, please contact: Par-ex 3 Raffles Place, #07-01 Bharat Building, Singapore, 048617 Tel: +65 63296456 Email: info@employeeengagement. com.sg Web: www.employeeengagement. com.sg
HR Analytics Improve your employees’ engagement Reference Expert Frees HR resource to do the things that make the difference.
New Hires - OnBoarder Reduce early attrition and protect your investment.
Engage Plus The Survey that asks the important question - does it matter?
Leavers - Last Opinion Smart learning to retain future talent.
3 Raffles Place #07-01 Bharat Building Singapore 048617 Tel : +65 6329 6456 info@employeeengagement.com.sg www.EmployeeEngagement.com.sg
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07/08/2014 13:41
PROFILE
iqDynamics
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PROFILE INTERNATIONAL HR
PayrollServe
Outsourcing pays Why risk payroll miscalculations, non-compliance, and internal control issues, on top of paying for costly in-house payroll software systems? Avoid these by simply outsourcing the entire process to payroll specialists By outsourcing payroll administration to PayrollServe, your HR team is able to focus on improving business operations rather than just keeping up with market demands. With our team of payroll and HR professionals behind you, gain access to expert advisory for best practices and compliance matters as well as enjoy world-class customer service. We will be responsible for all your payroll-related paperwork, including expense claims, statistical reports and government forms that have to be filed with the relevant authorities. Have doubts or questions? Our specialists are just a phone call away, ready to provide you with answers.
Count on Us PayrollServe’s SSAE 16 compliance status indicates that we have met international risk control standards, with sufficient safeguards in place to protect clients’ data and confidentiality. This is a mark of service quality and commitment that gives you greater assurance.
Trusted by
Harnessing Technology PayrollServe firmly believes that technology should work for you, not against you. Our combination of industry experience, technical expertise and business acumen culminates in next-generation services that help customers increase operational efficiency and reduce overall expenses. We understand that one size rarely fits all, which explains why we insist on custom-built software solutions for our clients, tailored to their exact needs. Our systems are scalable and can be integrated into your existing HR platform or ERP system.
“Our experience, technical knowledge and implementation skills turn challenges into opportunities” “Greater integration of technology, scalable for your future growth” 16
ISSUE 14.9
SUPPLEMENT
Healthcare & Pharmaceutical
Banking & Finance
Legal & Professional
F&B
Manufacturing
Retail
ABOUT US PayrollServe is the ideal partner for local and international companies. We support your organisation with the full range of scalable payroll and HR management solutions. Whether it is managing the payroll of your entire staff force, or the confidential data of your senior management, our dedicated in-house team based in Singapore is on hand to provide expert consultation and support. For more information, contact: Ms Olivia Yeoh, Director Tel: +65 6705 7188 Email: oliviayeoh@payrollserve.com.sg Hotline: +65 6336 0600 Email: info@payday.com.sg Web: www.PayDay.com.sg
Your corporate stars deserve the best. The new C-Class. The best knows no alternative.
A Daimler Brand
Masterful in appearance. Unique in detail. The new C-Class impresses with its driving performance and technical innovation that sets new benchmarks in its class. Just like your corporate stars. With the Mercedes-Benz Corporate Lease, you can now reward your key talent with a unique car benefit that keeps them at the top of their game. www.daimler-fleetmanagement.com.sg
C-Class – Fuel consumption: 5.5-5.9 l/100km; CO2 emission: 127-136 g/km Figures do not relate to the specific emissions or fuel consumption of any individual vehicle, do not form part of any offer and are intended solely to aid comparison between different types of vehicle. The vehicle shown features optional equipment.