Human Capital Volume 12.3

HR from The Factory Floor

Powering Human Capital

Asia Pacific

Charismatic Leadership

Solving Real HR Problems

D r i v in g B usin ess Su ccess an d E xce ll e n ce

Leading by Empowering Individuals

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contents Executive editor

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Centerstage 27 Leading by Empowering

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Individuals

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The truth about life is that we are in Relationship. We are never alone. Values are not practiced and demonstrated in isolation. They are practiced and demonstrated in relationship.

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On the Cover 22 Human Resources from the factory floor

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44 SOLVING REAL HR PROBLEM

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38 MONITORING EMPLOYEE IN DIGITAL ENVIRONMENT Sixty per cent of corporations expected to implement formal programs for monitoring external social media for security breaches and incidents by 2015.

40 ENGAGING A DIVERSE GROUP OF PEOPLE

Leaders can be charismatic and at the same time, tackle the sticky issue of employee motivation.

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Daniel Ho, MSHRI

www.facebook.com/PeopleTrendsPteLtd www.linkedin.com/company/People-Trends-Pte-Ltd

Professional HR departments are good at recruiting and good at training, but sometimes, overlooked the main problems managers face: people problem.

53 SINGAPORE HR AWARDS The Singapore HR Awards marks the successes and accomplishments in the HR fraternity.

LEADERS 28 CHARISMATIC LEADERSHIP Leaders can be charismatic and at the same time, tackle the sticky issue of employee motivation.

Features 34 CORPORATE REST AND REJUVENATION Rest is important for everyone. A corporate executive without adequate rest will wear out and thus impaired productivity.

36 INNOVATION AS THE KEY TO PRODUCTIVITY Technology is a great enabler for innovation and productivity. What are the existing and new technologies that will impact corporations and individuals in the future?

Human Capital Vol 12 Issue 3

assistant Editor Admin Support Design

Eva Berlin Fransiskus Joyce Chai Phyo Theingi Oo Bridge Graphics

CONTRIBUTORS Rahul Shah, Gery Messer, Ralph Tam, Nicholas Tuckfield

Sales & Marketing Daniel Ho 9457 5671 Zung Tran 9467 8894 Rebecca See 6842 7212 (advertise@peopletrends.biz)

HR practitioners can turn diversity from a weakness into a strength within an organisation.

42 CHANGE MANAGEMENT ‘Change’ is inevitable in today’s fast-paced business environment. Ronald Lee shares how you can successfully manage a change programme in the workplace.

Powering Human Capital

SINGAPORE HUMAN RESOURCES INSTITUTE 2 Serangoon Road, Level 6, The Verge Singapore 218227 Tel: (65) 6438 0012 Fax: (65) 6299 4864 www.shri.org.sg EXECUTIVE DIRECTOR David Ang, FSHRI

Lifestyle & Events 31 THE SUCCESS DELUSION The more successful we become, the more positive reinforcement we get - and the more likely we are to experience the success delusion.

60 SHRI AGM Representing Singapore human resource professionals for the 46th year, SHRI commemorated the milestone in March this year.

Regulars 03 Editor’s Note 03 Director’s Note 06 Local News 15 World News 21 Executive Appointments 62 Book Review 64 SHRI Conferences & Seminars 66 Academic Listing 68 Workshop Listing 70 Corporate Friends and Members Listing

SHRI PUBLICATIONS COMMITTEE LTC (Ret) Sardar Ali, FSHRI (Chairperson) Assoc. Prof. David Wan Paul FitzPatrick Ethan Tan, MSHRI Falilah Mohd, MSHRI

Designed & Published By Tel: +65 6842 7212 Fax: +65 6842 1986 www.peopletrends.biz www.humancapital.sg For enquiries, email us at: Advertising: advertise@peopletrends.biz Events Sponsorship: sponsorship@ peopletrends.biz Subscription: subscribe@peopletrends.biz Editorial: publications@peopletrends.biz

Rights & Permissions All rights reserved. No part of this publication may be reproduced or transmitted in any form without the prior written permission of the publisher. The views and opinions expressed in this publication are those of the authors and contributors and do not necessarily reflect those of the publisher. Although every reasonable care has been taken to ensure the accuracy and objectivity of the information contained in this publication, neither the publishers, editors and their employees and agents can be held liable for any errors, inaccuracies and/or omissions, however caused. We shall not be liable for any actions taken based on the views expressed or information provided within this publication.

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Please RecyCle or pass on to friends after use

editor's note 01

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I

07 ncreasing productivity requires not just cost efficiency, but an accumulation and the sharing of knowledge,

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experiences and a commitment to do it right and to do better each time. As highlighted by the father of

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modern management, Peter F. Drucker, the productivity of the knowledge worker is the biggest of the 21st

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century management challenges and in the developed countries, this will be the first survival requirement. In this

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issue, we put together a collection of thoughts from the past and present on the topic of productivity which holds

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the key to sustaining long-term competitiveness.

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Also, learning is a lifelong process and the greatest leverage an organisation can have is to invest in the

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education and learning of its people, the human capital. The aim is to enable a workforce with higher skills, quality and productivity. In line with lifelong learning is the re-employment of older workers who serve as a pillar of knowledge, experience and inspiration for the younger workers. In celebrating its Golden Employees, the Dairy Farm Singapore honoured and thanked 275 of its senior employees aged 62 and above for their continued contribution at an award ceremony.

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The world of computer and Internet has certainly changed the way we work and learn. In the article Globalise

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Your Business, we learn how the new Global Generation can make use of the online social networks in running a

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global business and reaching a global market. Also, HR Cloud Computing has enabled human resources managers

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to boost productivity and optimise team work.

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Besides looking forward, learning may also require unlearning and adapting to allow change. Dr. Mike Teng’s

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article on Tradition and Old Assumptions looks at the mistakes made by companies in not being adaptable to

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change with the times. In The Art of Peace, Professor Hum Sin Hoon from the NUS Business School shares the

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leadership principles of Admiral Zheng He to develop and grow business through building collaborations. Finally,

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Innovation Through Art allow us to see that Art not only serves to create conducive and beautiful workplaces,

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but it can also be used to promote and contribute to

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innovation and creativity within organisations.

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We wish our readers a positive and enriching reading and learning experience.

Daniel Ho, MSHRI Executive Editor People Trends Pte Ltd

LTC (Ret) Sardar Ali, FSHRI Chairman, SHRI Publications Committee

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Vol 12 Issue 3 Human Capital

SHRI's message to members 02

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Harnessing the Future

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nhancing the HR capability is key for human progress in a constantly changing environment where keen business competition and workforce challenges continue to dictate the course of an organisation’s survivability.

In this regard, the mission of SHRI is to be the leading organisation representing human resource

professionals and to help them proactively advance their professionalism and contribute to the HR profession and organisational goals. A strong and capable HR community shall serve as the catalyst, as well as change agents to initiate and implement human capital engagement development practices in organisations, helping to build stronger capabilities amongst business leaders and managers.

Looking into the future and into HR 2020, we visualize further changes to the business

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environment and the HR profession. Emphasis will continue to be upon business sustainability, the

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importance of leadership development as well as having critical pools of talents, with employee

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engagement productivity and innovation as key drivers for progress.

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What are the HR future challenges for global organizations? The volatile globalization of

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businesses constantly gives rise to dynamic forces of cost consciousness, transformations and

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triggers for evolving new business models, retention of talents, engagement of people and

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leadership development.

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HR challenges of the future will continue to re-define its role and advocacy. As a strategic business partner and policy making based on values and principles, Advocate-Connect-Enhance (ACE) Model at SHRI champions the cause of identifying standards and emerging business trends, connecting and analyzing how they would impact the role of HR by conducting applied research, organizing focus group discussions and distilling valuable strategies from there.

Join SHRI’s effort to help create a proactive impact on the HR profession and leading HR practices.

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David Ang, FSHRI, SHRP Executive Director, SHRI

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NOTE *The special benefits and privileges for members are on SHRI’s web site, www.shri.org.sg. *For suggestions or comments, please feel free to e-mail them to david@shri.org.sg, julia@shri.org.sg or enquiries@shri.org.sg.

Human Capital Vol 12 Issue 3

local news

S I NGA P O R E Ne w s Singapore has more women in senior finance roles 04

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While it could be said that women are typically underrepresented in senior finance roles, the picture here looks less dire than elsewhere. Survey shows that 28% of CFOs in Singapore listed firms are women.

A recent survey by KPMG in February showed that some 28% of chief financial officers (CFOs) in Singapore-listed companies are women. This compares to 17% of CFOs in Hong Kong-listed companies and 11% in Australia-listed firms.

Data from the survey based on 460 listed companies in Singapore is fleshed out in a joint article by Ang Fung Fung, partner of KPMG Singapore and Singapore co-chair of WomenCorporateDirectors, and Mak Yuen Teen, head of research at KPMG Singapore. This is an update of an earlier KPMG survey released in December 2011.

Elsewhere, a study by the Department for Business, Innovation and Skills (BIS) in the UK last year found that there were only six female CFOs among FTSE 100 companies while CFO.com reported that only 9% of CFOs in Fortune 500 companies in the US were women as at June 1, 2011.

“Although the percentage of female CFOs here is relatively high compared to other countries, there are nevertheless challenges to women becoming CFOs,”Ms Ang and Prof Mak said in their report.

They pointed to the 2011 Gender Diversity Benchmark Study published by Community Business, which showed that the drop-out rate of women in Singapore’s workforce takes place at the senior level at 45.9%. Work-life balance is the oftcited reason for women opting out of the workforce.

The KPMG survey showed that female CFOs are more likely to work for larger companies, with the mean and median market capitalisation of companies with a female CFO at $1.2 billion and $78 million, respectively.

Larger companies have more resources and may be better able to adopt family friendly and flexible work arrangements, said Prof Mak and Ms Ang. Companies with a female CFO include Singapore Telecommunications, DBS Group, ST Engineering and City Developments.

Female CFOs are also more likely to work for local companies rather than for foreign companies. Some 70% of female CFOs work for local companies, compared to 55% of their male counterparts. Among local companies, one in three CFOs is female, compared to one in five for foreign companies.

Prof Mak and Ms Ang said this could be due to two factors.

One related to the cultural norms of the countries where these companies operate. Secondly, being a CFO for a foreign firm could mean more travel commitments.

Companies whose operating base and listing venue are in different countries“will continue to find it more challenging to

Human Capital Vol 12 Issue 3

attract and retain female CFOs and senior business executives”, observed Prof Mak and Ms Ang. The KPMG study also found that some 53% of female CFOs are in the 40-49 age group, while only 42% of male CFOs are in this category. About a quarter of female CFOs are aged 50 and above, compared to 32% of male CFOs. “This suggests that the trend of female graduates outnumbering male graduates in accounting and businessrelated disciplines is translating into more women being appointed into CFO positions in recent years,”Prof Mak and Ms Ang concluded. BT.

local news

Local workers find it harder to strike work-life balance: poll Singaporeans are finding it harder and harder to strike a healthy work-life balance, according to a global survey by Accenture. It found that only 45% of Singaporean workers felt that they had a good work-life balance most of the time, as compared to 71% worldwide.

The survey was conducted at the end of last year, across 31 countries and among 3,900 business executives, 100 of whom were from Singapore.

It also found that 48% of respondents in Singapore sacrificed time with their families in order to succeed in their careers, while 42% said that career demands have had a negative impact on their lives.

These findings were mirrored across Asia, with 49% of respondents from Malaysia and 43% from China agreeing that they needed to sacrifice family time to succeed in their careers.

A healthy work-life balance is considered essential for job satisfaction among Singaporeans, with 32% ranking it as the most important factor in their careers.

The survey also found that Singaporean male respondents prized a good work-life balance more highly than women, with 38% of men prioritising it as compared to only 24% of women. Female respondents were more concerned about job compensation and benefits.

Local companies have tried to address this issue by introducing more flexible work options to improve employees’work-life balance. This has been moderately successful, with 39% saying they had some type of flexible work schedule and 26% having used them for more than three years. However, such options were still not available to 61% of respondents.

Worryingly, Singapore also ranked second lowest globally in job satisfaction, with 76% of respondents claiming to be dissatisfied with their jobs.

On the other hand, European respondents appeared not to share these problems. 86% of respondents from the Netherlands claimed to strike a good balance between work and life, while 84% reported not having to sacrifice family time for their jobs. BT.

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Vol 12 Issue 3 Human Capital

local news

Singapore’s jobless rate at 14-year low

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Singapore’s overall unemployment rate for the fourth quarter of 2011 and for the full year averaged 2%, the lowest in 14 years.

Latest figures released by the Ministry of Manpower showed that among citizens, the jobless rate averaged 3% for the whole of last year.

On average, 60,600 residents, including 52,900 Singapore citizens, were unemployed in 2011. In 2010, 64,800 residents were unemployed, including 57,700 Singapore citizens.

However, layoffs increased in the fourth quarter of 2011, resulting in a slightly higher number of workers affected in the whole year than in 2010.

3,250 workers were made redundant in the last quarter of 2011, higher than the 1,960 laid off in the preceding quarter.

For the full year of 2011, 9,990 workers were made redundant, slightly higher than the 9,800 in 2010.

Supported by hiring for the festive season, employment growth strengthened in the fourth quarter of 2011 to 37,600, from 31,900 in the preceding quarter and 33,900 in the fourth quarter of 2010.

For the whole year, total employment increased by 122,600, or 3.9%, in 2011, slightly higher than the gains of 115,900 in 2010.

Based on CPF records, 59% of residents laid off in the third quarter of last year found jobs by December 2011.

This rate of re-entry into employment within six months of redundancy dipped slightly from 60% in September 2011, after rising for three consecutive quarters.

Job vacancies fell by 4.3% over the quarter to 51,700 in December 2011, but were still 17% higher compared to 44,100 a year ago.

Meanwhile, Singapore’s labour productivity declined 0.4% in the fourth quarter of 2011 compared to the previous year, following a 2% rise in the third quarter.

For the whole of last year, overall labour productivity increased by 1%, after rising sharply by 11% in 2010.

The ministry said the moderation in productivity gains resulted from the slower GDP growth amid continuing strong employment creation.

Singapore has set itself the target of two to three per cent productivity growth over the next 10 years.

Labour economist from SIM University, Associate Professor Randolph Tan, believes the latest labour productivity figures will not derail the country’s long-term productivity targets.

He said:“What it simply means is that when you compute labour productivity in this way, when there’s a slowdown you need a compensating rise later on if you are to keep to your aim of improving productivity performance in the long term.

“I think for long-term productivity measures, what we need to do is to take into account more inputs than just labour inputs.

Apart from labour inputs, you can take into account capital investments, spending on energy inputs and things like that.”

He added:“By itself, this dip does not mean that we will not be able to achieve our long-term growth target. In fact there are other factors in the report that indicate that we could be on

Human Capital Vol 12 Issue 3

track to achieve a quite stable performance in the labour market over the coming years, such as our improving real unit labour costs against competing manufacturing countries.

“What is needed in the long run is to reduce our dependence on manpower as the primary source of driving growth in the coming years and to focus more on improving productivity performance.”

In response to strong manpower demand, foreign employment increased by 84,000 or 7.6% in 2011. This followed the gains of 59,000 or 5.7% in 2010.

Workers’earnings rose amid a tight labour market, with average monthly earnings increasing 4% year-on-year in the fourth quarter of 2011.

After adjusting for inflation, real average earnings declined by 1.4% in the final quarter of 2011, after dipping by 0.2% in the preceding quarter.

For the whole of 2011, nominal average earnings grew by 6%, after increasing by 5.6% in 2010.

Weighed down by higher inflation in 2011, real average earnings rose by 0.7%, following gains of 2.7% in 2010.Wage pressure from job seekers is expected to continue amid a tight labour market.

Ian Grundy, a management consultant from Adecco Singapore, said:“At the moment, where there is still such a high number of positions, the unemployment rate is still very low, and job seekers know that they still have quite a few options and that is keeping the wage pressure high. “(This is) good for the employees, not always great for the employers, but we are going to see that continuing for a short time longer.” CNA.

local news

More accept the personal use of social media in Singapore’s workplace Social media is gaining a firm foothold in Singapore’s workplaces, with more than half of employees approving the personal use of social media while at work, but with others seeing it as disruptive to workplace harmony, according to the latest survey results from Kelly Services.

Almost a third (31%) say social media has a negative impact on workplace productivity, and 52% say that mixing personal and professional connections through social media can cause problems in the workplace. Many, about 59%, also continue to hold the view that it is unacceptable to share opinions about work with friends and colleagues on social media.

“The use of social media is increasingly viewed as almost an entitlement for many employees in Singapore, especially with an internet-savvy workforce. Over the years, the use of internet and, thereafter social media, has become a fundamental part of their communications armoury. Hence many would hold the view that as long as they are responsible with their social media activities within the workplace, they should be given the freedom to do so,”said Mr Dhirendra Shantilal, Senior Vice President, APAC of Kelly Services. “However, there still is a sense of nervousness about the pitfalls if the personal and professional worlds of social media are allowed to intermingle.”

With the talent war for highly-skilled workers in full swing, it is important to note that significantly more employees with Professional/ Technical skill sets feel that it is acceptable to use social media for personal use when at work (54%) compared to those with non-P/ T skill sets (49%). Kelly.

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Majority of professionals careful about online image

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Some 69% of respondents deemed it important to maintain a professional presence online, with 36% of employees reporting that it was‘very important’, according to a global well poll by Robert Walters.

In Singapore, 69% of professionals feel that it is crucial to maintain a professional image online, on par with the global average. However, 41% of Singapore professionals found it‘very important’.

Amongst the countries polled, employees in Thailand were the least concerned about their professional image online with only 43% of respondents finding it‘important’or‘very important’.

With the advent of the digital era, it has become increasingly easy for employers to find potential candidates through social networking sites or by running a simple search engine background check.

Therefore professionals should ideally maintain a positive image online, especially if they are frequent users of social networking sites such as Facebook or LinkedIn, according to Robert Walters.

The global well poll included a total of 35,280 responses from visitors to Robert Walters’websites around the world and were collated between mid-March to early May this year. AO.

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Vol 12 Issue 3 Human Capital

local news

Why unskilled foreign workers’ hired period extended 02 04 06 08

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Minster of State for Manpower and National Development Tan Chuan-Jin said the move to increase the maximum employment period of unskilled foreign workers is not meant to ease Singapore’s labour crunch.

Mr Tan said the extension makes more effective use of labour within the time period allotted.

The Ministry of Manpower (MOM) said from 1 July 2012, unskilled work permit holders from non-traditional sources can be employed up to 10 years, up from the current six years.

Workers from non-traditional sources are those from Bangladesh, India, Myanmar, Philippines, Sri Lanka, Thailand, and China.

Many companies have been asking for an extension to the period of employment of unskilled foreign workers.

This is to help them keep workers who are trained, experienced, and thus more productive. It is hoped these workers can also improve on their skills and qualifications.

“It’s not so much easing the labour crunch. I think what it does is that it allows employers to hold their staff for a little bit longer so the numbers don’t change because they still operate within the dependency ratio ceiling,”Mr Tan said.

“They have been here a while. They have become socialised to the norms so that is also important not in terms of assimilation but in terms of adjusting to the society as opposed to, say, bringing in another new worker.

“This means another whole round of adjustments needs to take place. And from a safety perspective, it’s also important because they become seasoned to the practices here.

“They understand the different measures put in place, so they are also more attuned to that.”

In addition, Mr Tan indicated the government would not be considering removing the period of employment totally, so soon.

MOM will continue to track the industry, gather feedback and take one step at a time.

Earlier, during a visit to Caliberlink, Mr Tan launched several initiatives from the Workforce Development Agency (WDA) targeted at professionals, managers and executives.

To meet the needs of individuals on-the-go, a free mobile application called Learn SG was introduced. Job seekers can also play Go Rush! - a mobile game designed to encourage them to upgrade their skills.

Meanwhile, WDA has revamped its website. One new feature is the job profiler that helps determine the occupations that best fit job seekers.

Other features include a salary benchmark, a tool for users to find out more about the average salaries for various occupations.

WDA chief executive Wong Hong Kuan said:“What we find is that there are different segments of professionals that need different help.

“Some just need some touch up in terms of their job-search skills. Some actually need deeper training to enable them to make significant transition into new areas of interest and to follow their passion.

“So in that sense, our approach will be individualised to each professional depending on what his or her needs and interests are.”

Some 400 PMEs have benefited from Caliberlink’s services since it was launched last December. CNA.

Human Capital Vol 12 Issue 3

Gen Y more gracious now: survey Young people under the age of 30 appear to have become more gracious, according to the Singapore Kindness Movement’s 2012 Graciousness Index.

The group of youths -- commonly called Gen Y -showed marked improvement in graciousness, with their rating rising from a mean of 5.9 to 6.3.

The Singapore Kindness Movement’s General Secretary William Wan said: “The educational level of our young people, their exposure to different people and their opportunities for travel also probably influenced the way they look at life. At the end of the day, graciousness is being aware of the people around you.”

Baby boomers, aged above 50, still scored the highest overall. Their mean rating is at 6.7, unchanged from 2011.

On the whole, Singapore recorded a stable level of graciousness.

The index standing for 2012 is at 61, a slight increase from 60 in 2011.

1,400 residents took part in the survey about their own behaviour, and those of others, with respect to social etiquette and standards in Singapore.

According to the index, behaviour on the road and on public transport continues to bug Singaporeans.

Fifty-three per cent of the respondents said their biggest grouse was public transport passengers not making space for incoming passengers.

Sixty-six per cent of the respondents surveyed were happy with the way respect is shown for other religions and races. CNA.

local news

Internal branding can benefit firm, current, future staff Branding can help firms to engage prospective and current employees, not just its consumers.

According to leading businessmen and consultants speaking at the Singapore Brand Conference 2012, more can be done to promote employer branding and internal branding.

An audience of about 330 businessmen, government officials, as well as branding and marketing professionals, heard how these forms of branding help firms maximise their utilisation of human capital.

Employer branding, or building a credible brand as an employer of choice to prospective employees, is among the top concerns of firms today.

Jacky Tai, principal consultant of branding specialist StrategiCom Pte Ltd, emphasised concerns of CEOS, that their‘employer brand is not strong enough to attract the kind of people they need to drive their market expansion’.

And this seems to be lacking particularly among Small-Medium Enterprises (SMEs).

According to a 2011 survey of young graduates on which were their top 100 choice employers, they identified‘a lot of Multinational Corporations (MNCs) and some large home grown companies, but SMEs were nowhere on the list, which was a little surprising . . . since 60% of the workforce are hired by SMEs,’said Jonathan Kwan, principal of Kwantum Leap, a career counselling business.

Mr Tai added that SMEs lacking on the human resource recruitment front should look towards training their employees, and in the meantime‘the CEO or chairman have to do it (recruitment) themselves’in order to transform young graduates’perception of their SME. However, amid this desire to hire top talent, firms must be mindful of internal branding considerations to ensure an alignment of staff and management to deliver a brand’s promise.

Wilson Chew, group principal consultant and CEO for StrategiCom Pte Ltd, cautioned that firms using the current model of ‘competency based recruitment’should consider hiring‘based on the values of the organisation’.

Dr Chew revealed findings from a StrategiComEnterprise 50 study done by polling 50 top local SMEs on internal branding and productivity, explaining how there is great potential for firms to better use internal branding to increase profit.

‘When you want effective productivity and

improvement, your internal branding efforts must increase. Part of this increment in aligning staff to deliver brand promises, is selling, not telling,’added Dr Chew.

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11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 He emphasised that employees must be convinced of the organisation’s values rather than have them being prescribed upon.

Especially for the younger employees, who want to‘feel that what they do in the organisation makes a valuable and meaningful contribution’, it is essential for an overall mind-set change, starting with the top management. BT.

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Vol 12 Issue 3 Human Capital

local news

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For progressive employers, hiring inclusively is not only‘right’, it makes good business sense.

WORK, Voltaire said, spares one from three evils: boredom, vice and need. Speak to a retiree-age employee - and there are apparently some 180,000 of them across Singapore - and it is likely that is what he or she would say too (apart from the vice bit).

When he turned 62 in October 2002, Tan Tock Seng Hospital nurse Harbhajan Singh picked up new skills and moved from covering the wards to providing administrative support to nurses.

Re-employed on a yearly-renewable contract upon reaching retirement age, he is today - after 52 years on the job - the most senior nurse in the National Healthcare Group (NHG) and probably the longestserving male nurse in town.

He switched to a fiveday flexi-hour scheme only this year, though he still clocks, at the age of 71, 30 hours a week.

‘I will continue as long as I’m healthy and fit and can still contribute,’the chirpy grandfather of four told BT. Tan Tock Seng Hospital (TTSH) concurs. Indeed, Mr Singh is one of 29 nurses there who are aged above 62 and gainfully re-employed, in a sector where no amount of technology can ever replace the human qualities of empathy, care and compassion.

‘We value the experience and expertise that these staff share in the training and mentorship of younger nurses,’says a TTSH spokesman.

The hospital will soon be celebrating 50 years of long service for three of its nurses, including Mr Singh.

Alexandra Hospital, too, retains most of its staff who turn 62. But it’s not only the hospitals and healthcare sector that see a growing number of silver-haired staffers. While performance evaluation policies are still largely ageist at many workplaces here, more organisations across various industries have wised up to the need to tap‘mature’folks - and, for that matter, housewives, people with disabilities, ex-offenders - to augment their labour pool, given business needs and labour market realities.

Across the economy, the proportion of employed residents aged 60 and above crossed 9% of the

Human Capital Vol 12 Issue 3

workforce in 2011, up from barely 4.5% in 2001.

Notably, the number of working women, 60 years and older, grew more than three times over the period, to some 63,200 last year. The majority of these women - including 1,900 aged 70 and above - are in the‘accommodation and food services’ industry.

Lily Cheng is one of them. At almost 80, she is McDonald’s Restaurants Singapore’s oldest employee, and has been with the fastfood chain for about 15 years. Aunty Lily, as her colleagues call her,‘chose to work in McDonald’s after retiring from her previous job and continues to enjoy working and sharing her experience with the rest of the employees in the restaurant’, says Chad Tossi, McDonald’s director of human resources.

McDonald’s Singapore is, of course, a pioneer in the employment of mature workers here, having first hired retirees back in the 1980s. Today, its brigade of ‘aunties’and‘uncles’form about 30% of its 9,000-strong workforce across more than 120 restaurants in Singapore - and many of them are exemplary role models to the younger crew, says Mr Tossi.

‘It is easy for a mature worker to fit into the McFamily culture,’ he adds. ‘This is a place where our people, regardless of age, are given opportunities to grow and develop in an inclusive, energising and supportive environment.’

McDonalds, TTSH and the NHG are among various progressive employers held up by the Tripartite Alliance for Fair Employment Practices (TAFEP) for leading practices in its mission to encourage and help companies to hire fairly and responsibly, on merit, because - as the role model employers show - not only is it ‘the right thing to do’, it makes good business sense.

In a TAFEP study last year looking into how 10 leading local employers started and progressed on their journey of fair and inclusive employment, one key finding stood out: All 10 organisations - finalists for the TAFEP Exemplary Employer Award 2010 - believe there is a distinct business case, i.e. a bottomline return on fair and inclusive practices. BT.

IBM Study: CEOs Embrace a More Connected Culture A new IBM study of more than 1,700 Chief Executive Officers from 64 countries and 18 industries reveals that CEOs are changing the nature of work by adding a powerful dose of openness, transparency and employee empowerment to the command-and-control ethos that has characterised the modern corporation for more than a century.

The advantages of the fastmoving trend are clear. According to the IBM CEO study, companies that outperform their peers are 30% more likely to identify openness – often characterised by a greater use of social media as a key enabler of collaboration and innovation – as a key influence on their organisation. CEO’s are embracing new models of working that tap into the collective intelligence of an organisation and its networks to devise new ideas and solutions for increased profitability and growth.

ASEAN CEOs, more so than their global peers, regard interpersonal skills of collaboration (Global: 75%, ASEAN: 87%) and creativity (Global: 61%, ASEAN: 72%) as key drivers of employee success to operate in a more complex, interconnected environment.

The trend toward greater collaboration extends beyond the corporation to external partnering relationships. Partnering is now at an all-time high. More than two-thirds of Global CEO’s (69%) IBM spoke to intend to partner extensively. In ASEAN this number is even higher at 79%, with CEOs in the region aiming to partner extensively as part of their core innovation strategy. IBM.

local news

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Vol 12 Issue 3 Human Capital

local news

Foreign workers apply for self-exclusion from casinos The majority of foreigners who have applied for voluntary self-exclusion from Singapore casinos are foreign workers, says the National Council on Problem Gambling (NCPG) Casino self-exclusion orders are made by individuals who want to exclude themselves from entering casinos in Singapore for at least one year.

The NCPG said most of the applications by foreigners are made by foreign workers here on work permits and passes. It added that they did so with the help of their employers.

Over the last four months, the number of foreigners who applied for selfexclusion from the casinos has gone up by more than 20,000 to hit 55,500.

Some foreign workers told Channel NewsAsia they avoid the casinos as they cannot afford to gamble.

Some companies like Tiong Seng Contractors also reach out to their workers to educate them on the ills of problem gambling.

Mr Andrew Khng, director of Tiong

Seng Contractors, said, "When they are here, they are here for a cause, and the cause is to work, not on a game of chance.

I think all employers also recognise that during the stage of construction, we cannot bear to have absenteeism.

"We actually came up with a plan and invited the NCPG to come on board to help us ... When NCPG's counsellors came in together with my HR, we did a plan to go to the various worksites that we have and talk to the workers directly."

Mr Khng said since they started the programme, some 70% of the company's 1,000 foreign workers have voluntarily opted for self-exclusion.

Mrs Halimah Yacob, Minister of State for Community Development, Youth and Sports, said: "That is something they decided, something they work within themselves and their employers to exclude themselves.

"Everyone must assume personal responsibility not to dissipate their own hard-earned money and put themselves and their family in serious trouble because of that."

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Human Capital Vol 12 Issue 2

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Your relative strength of these desires can show what you are striving for, what is really important to you, and the area which will make you most satisfied emotionally. It defines who you are as an individual rather than as a personality types.

Motivation is all about applying one's values. Only if you know what a person really wants can you motivate from the outside. Good performance and success are dependent on the extent to which the strength of any particular desire is matched by the opportunity of satisfying it.

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world news

G LOB A L Ne w s Cloud computing to create 2 million jobs in India by 2015, says study HYDERABAD. Cloud computing will generate some 14 million new jobs worldwide by 2015, and India alone will create over 2 million, predicts a study commissioned by Microsoft and conducted by International Data Corporation (IDC).

Pointing out to a strong linkage between cloud, innovation and entrepreneurship, the study said most companies look at migration to cloud computing as a way to free up existing resources and work on more innovative projects. Freeing up budget allows organisations to shift some of their legacy work to the cloud and invest such freed budget in IT innovation that supports business innovation and in turn create new jobs.

"A common misconception in cloud computing is a job eliminator, but in truth it will be a job creator - a major one," said John F Gantz, chief research officer and senior vice-president at IDC in a statement.

The Microsoft-IDC study estimates that the revenues from cloud innovation could reach as high as US$1.1 trillion a year by 2015 from $400 billion in 2011, where some US$28 billion was spent worldwide on public cloud IT services (as compared to over US$1.7 trillion of spending on total IT products and services industry) creating 1.5 million jobs.

The study predicts over two million jobs each to be generated in the communications and media and manufacturing sectors, followed by banking at over 1.4 million. General manager, customer and partner experience of Microsoft India, Ramkumar Pichai, said that although there is no such break-up available for the Indian market, the footprint is expected to be more or less similar to global markets.

On the security, privacy and regulatory-related concerns that prevented rapid cloud adoption, he said Microsoft offered the best in class data centre security and also flexibility to organisations to shift between private cloud, public cloud and on premises software, apart from enabling organisations inter-operate between the three.

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15 17 19 21 23 25 "We at Microsoft expect cloud computing to emerge as the most disruptive force for technology industry and enable India to emerge as the global innovation hub from global services hub now, apart from helping the Indian economy grow multi-fold," he told ET. According to the Microsoft-IDC regional forecast, the US accounted for 62% of worldwide spending for public IT cloud services last year compared to 35% of worldwide IT spending. Europe, Middle East and Africa (EMEA), a complex mix of developed and emerging countries, has more cloudcreated jobs than North America, primarily because of its workforce, which is nearly four times as large.

Coming to Asia Pacific region, the study observed that except for a few small countries that account for only about 5% of the total workforce, the region is dominated by two countries in terms of job creation - China and India. IT.

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Tourism has potential to create 25 million jobs by 2016 in India

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NEW DELHI. Highlighting India's tourism potential, Tourism Minister Subodh Kant Sahai today said the sector has the capacity to create 25 million jobs in the coming years.

"India has the potential market for tourism and has set a target to achieve 12% growth in tourism sector by 2016. If this is achieved, we will be able to create 25 million additional jobs," Sahai said while inaugurating the Indian pavilion at ITB, the tourism fair in Berlin.

He said in order to achieve the target, the Ministry has already taken concrete steps to increase tourist traffic to India in the coming years.

Aiming at enhancing its reach across the globe, Sahai said it has been decided to appoint marketing representatives in other countries where it does not have tourism offices.

Currently, Tourism Ministry has 14 overseas offices including in New York, Toronto, Frankfurt, Dubai and Paris.

Emphasising that tourism has developed into one of world's largest industry, he said it is a major engine for economic growth. "Indian tourism continues to grow, both in volume and value. It has registered a growth of 11.8% foreign tourist arrivals in the country in 2010," he said. IT.

Vol 12 Issue 3 Human Capital

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shri news

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five minutes with MS SODHI

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Graduated last November from SHRI Academy, Ms Jitender Kaur Sodhi shares her experience on studying Postgraduate Diploma in Human Capital Management (PGDipHCM) and Postgraduate Diploma in Training & Development (PGDipTD programme) in SHRI.

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6. How do you find your education at SHRI? “Learning at SHRI was fun and fruitful.”

“The experience of the lecturers and classmates, insights given by the lecturers on the different HR policies, especially in the local context is invaluable.”

“The historical development of the Trade Union Movement and the knowledge of the background to the various legislations in Singapore have been of immense value to me.”

1. What programme did you study at SHRI Academy?

“I studied two courses at the SHRI Academy: Graduate Diploma in Training & Development, 2008–2009; and Post Graduate Diploma in Human Capital Management, 2010-2011.”

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2. What motivated you to the study this programme at SHRI Academy?

“A personal belief that knowledge of concepts, theories and practices of any field or discipline -in my case HR- are essential to get an understanding of the discipline led me to look for institutes which conduct courses in HR.” “I decided to undertake the study at SHRI –as I heard about SHRI from some friends and colleagues.”

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3. Tell us about your experiences of studying this course at SHRI Academy?

“Getting back to studying after a long gap was initially daunting, but the atmosphere in the class room was energising and rejuvenating. It was fun coming back to studying.”

“The experience of doing group projects and classroom activities made me realise that mode of study has changed with time.

Group/team work was here to stay - I also realised that group activities can make or mar an individual’s performance.”

4. What are your career goals?

“At this point in time – I would like to gain as much understanding as I can of HR practices and their applications and see how I can use them to better my

Human Capital Vol 12 Issue 3

performance in my organisation.”

“Yes, I would like to see some upward movement in my career.”

5. How do you think the knowledge and the skills you acquired at SHRI Academy benefit you in your career?

“The knowledge and skills, together with the real life experience shared by the lecturers and class discussions – has helped me understand practical applications of HR concepts. Discussions with class mates with valuable inputs from the lecturers have helped in understanding the implications and effects of HR policies on the operations of an organisation.”

“The importance of HR in propagating the vision, mission and goals of an organisation, employee management and consequently the operations of the organisation have indicated the importance of the HR department in an organisation irrespective of the size of the organisation.”

“This understanding of the role of HR has definitely caused me to do due diligence to my role as HR practitioner in the organisation.”

7. Do you feel that SHRI prepared you well for your career of choice?

“SHRI has definitely prepared me to perform better in my career by providing me with the knowledge and skills to be a good HR practitioner.”

8. Were there any experiences that you felt while studying that really made a difference to you as a person?

“Studying at SHRI was a rewarding experience.”

“It gave me an opportunity to understand concepts such as baby boomers, Gen X/Y/Z and interact with younger Singaporeans whose industry experience was longer than mine.”

“Understanding these concepts, the mindset of the younger generation and their skills especially in using technology especially in the local context was of utmost importance to me as an expat.

“Studying with the younger generation, interacting with them for group work helped me in my interactions with my colleagues and builds a stronger rapport with them.” HC.

world news

More women satisfied with their current jobs than men, says study KOLKATA. New global research from Accenture, titled 'The Path Forward', has found that a greater number of women (40%) are satisfied with their current job and are not looking for new job opportunities as compared to men (28%). The research further reveals that 80% of the respondents in India stayed at their jobs longer than they may have otherwise because of a flexible work arrangement. Family responsibility is the most commonly cited reason to work a flexible work schedule.

Accenture conducted this global research study for release on International Women's Day to gain insight into behaviours and attitudes regarding women's careers. The research explores career satisfaction levels, aspirations and factors for career advancement.

Besides factors that may hold professionals back from progressing in their careers, it tries to better understand the support and programs companies provide that attract, develop and retain highperforming employees.

In a release issued by the company, Rekha M. Menon, Executive Director - Geographic Services for

Accenture in India and ASEAN said: "Companies across the globe are recognising employees' need for work-life balance and are devising various policies like flexible work options and telecommuting to assist employees in better balancing their lives. The study reveals that 28% of the respondents in India felt they had work-life balance all the time, which was highest among all countries."

In November/December 2011, Accenture conducted an online survey of 3,900 business executives from medium to large organisations in 31 countries: Argentina, Australia, Austria, Brazil, Canada, China, Denmark, Finland, France, Germany, India, Indonesia, Ireland, Italy, Japan, Malaysia, Mexico, the Netherlands, Norway, Philippines, Singapore, South Africa, South Korea, Spain, Sweden, Switzerland, Thailand, Turkey, United Arab Emirates, the United Kingdom and the United States. Respondents were split evenly by gender and were balanced by age and level in their organisations. IT.

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One in four managers 'don't know how bad they are' LONDON. One in four of the UK’s line managers – almost 2m people – have an inflated opinion of their ability to lead teams, the study by the Chartered Institute of Personnel and Development (CIPD) has claimed.

The so-called “reality gap” is having a negative impact on business attempts to motivate and inspire teams to go the extra mile amid a tough economic climate, the CIPD warned.

Poor managers should “look in the mirror” if they want to get the best out of their people, the body said.

Eight out of 10 managers believe their staff are

satisfied or very satisfied with them as a manger, compared to just 58% of workers stating this is the case, the research revealed.

In other cases, almost half of bosses said they always provided feedback on performance while just 17% of workers agreed, and six in 10 managers thought they always gave praise and recognition for a job well done, compared to just 19% of employees.

Ben Willmott, head of public policy at the CIPD, said:“Management capability continues to be an Achilles heel for UK plc, despite mounting evidence that these are‘skills for growth’.

“Too many employees are promoted into people management roles because they have good technical skills, then receive inadequate training and have little idea of how their behaviour impacts on others.”

More than 90% of managers believe that they “coach” employees at work, to help get the best out of their teams, but only 40% of workers agree, the study based on 2,000 managers and employees found.

Mr Wilmott said not enough managers spent time providing high-quality feedback to their teams, or helping them to develop realistic goals, which meant they were spending more time dealing with stressed staff, absence or conflict. TT.

Vol 12 Issue 3 Human Capital

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world news

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6.3% pay rise for 2m German public sector staff

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BERLIN. Two million German public sector workers will get a pay rise of 6.3% over a 24-month period, according to a government official leading the talks, ending a labour dispute that has disrupted services across Germany.

The deal ends the threat of a broader walkout following a series of warning strikes that have disrupted Europe's largest economy.

Wage rises in many other euro zone countries have been steeper than

in Germany, fuelling the economic divergence that has underpinned the debt crisis in the single-currency area.

Interior Minister Hans-Peter Friedrich, who had led the talks with the Verdi union, announced the breakthrough after all-night negotiations in Potsdam, a suburb of Berlin.

“This was not a marathon, this was an Ironman (triathlon),” Mr Friedrich told reporters at the end of the final round of talks.

Finance Minister Wolfgang Schaeuble, speaking at a meeting of European finance ministers in Copenhagen, called it an acceptable deal, adding he was pleased strikes had been averted.

“It is a result that goes to the outer limits of what the federal government and communities can afford but it is all in all a reasonable outcome and I believe it is a good thing that we will avoid another week of strikes,” he said. Reuters.

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Olympics will bring ‘revolution’ for work life balance LONDON. The London Olympics will be a “watershed moment” that embeds widespread flexible working practices in the UK, the Family and Parenting Institute charity has said.

According to the charity, the adoption of family friendly flexi-time by a large number of employers during the 2012 Games will leave a legacy that lasts long after the sporting celebrations have ended.

Dr Katherine Rake, chief executive at the institute, said: “Flexible working is a key aspect of ensuring London and other UK cities can host events successfully and maintain businessas-usual through the Olympics period.

“But beyond this, flexible working during the Olympics could usher in a revolution in terms of how we can balance our work and our family lives. Britons are crying out for greater freedom from long commutes, deskbound jobs and inflexible hours which undermine family relationships. Flexible working is the key that could change family life forever.”PM.

Human Capital Vol 12 Issue 3

CEO/CXO has to be a champion and a catalyst: Dr PV Bhide NEW DELHI. "The CEO/CXO needs to have a high level of agility and orientation to quickly learn and grasp new technologies, skills and ways of doing business.

Hence, senior candidates are assessed for their leadership competency of strategic business perspective," Dr PV Bhide, PresidentCorporate HR, JK Organisation, said in an exclusive interview with TJinsite.

According to a survey conducted

by TJinsite, research and knowledge arm of TimeJobs.com most organisations understand the criticality of senior positions but CXO hiring does not seem to be a planned activity. Over 80% of the organisations find their CXOs by the six month of the start of their search. This relatively long gestation period, points to CXO recruitment being more of a replacement led activity rather than a sustained talent management strategy.

According to Dr Bhide, hiring and selection of CEO/CXOs is extremely critical for the business. "We look for candidates, who can take on new challenges in the dynamic business scenario. The preference is given to prospects with hands-on experience in change initiatives such as mergers & acquisitions, large organic growth, introduction of ERP, restructuring of the organisation and adopting and integrating new technology."

It is extremely important that CEO/CXOs have patience and perseverance, aspirations and leadership styles to fit in the company culture. "Senior leaders needs to be a role model and build excitement around him for achieving the strategic goals and targets", said Dr. Bhide. IT.

world news

China looks southwest for new growth YUNNAN. Despite the economic slowdown China is currently experiencing, Chinese and foreign entrepreneurs are eyeing new opportunities as the country has pledged to expand the opening-up of its southwestern border regions.

Although it is an area long marked by poverty, southwest China is nevertheless believed to have huge yet untapped potential. It is also geologically close to South Asia and Southeast Asia -- regions China is looking to boost trade with in order to buffer the effects of waning Western demand.

Massive infrastructure projects are currently in full swing to complete the transport and logistics networks in Yunnan, which positions itself as the "bridgehead" on the opening up of southwest China.

Construction has begun on 12 railroads connecting Yunnan with other parts of China as well as Myanmar, Laos and Vietnam, and these projects are "making progress," said Li Jiming, vice head of the Commercial Department of Yunnan.

Yunnan is also building a financial center to facilitate trade between China and South and Southeast Asia. Last year, 85% of local companies in the import and export sector got approvals to settle their foreign trade using renminbi, or yuan, China's currency.

Favorable winds are also blowing throughout other southwestern provinces and autonomous regions, including Guangxi and Guizhou, where officials have promised favorable investment conditions.

"Guizhou has rolled out new measures on land supply, tax reduction and support services, which are all to better serve our investors," Meng Qiliang, vice governor of Guizhou, said. EIN.

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Accredited HR Practitioners: Batch 16 SHRI recognises and acknowledges the significant contributions the HR profession has made, and continues to make, to many organisations and businesses. With the increasingly competitive and complex business environment, the way forward for HR professionals is to acknowledge and respond to such challenges by sustaining and improving their own competitive advantages. The HR profession needs to establish itself as a credible brand – through accreditation so as to raise its recognition, standing and reputation. To do precisely that, SHRI has taken the initiative to establish HR as a brand through accrediting HR practitioners in Singapore so as to raise the profession to meet avowed standards and practice.

In 2006, SHRI developed a Singapore model of accrediting HR practitioners. This Singapore model adopts the best worldwide HR practices, while taking into account the needs of our local industry. After several dialogue sessions with senior HR practitioners in Singapore, SHRI proudly presents the Singapore HR Accreditation Framework to the HR Profession in Singapore. Till date, we have successfully accredited more than 500 HR Practitioners.

Powering Human Capital

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S/N Name Organisation Designation Accredited Status

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1

Evi Susanti

-

Student

HRA

45

2

Loh Hui Si

-

Student

HRA

47

3

Tan Pei Ling

-

Student

HRA

49

4

Tan Chuang Yeow

National Parks Board

HR Executive

HRA

51

5

Hon Jin Ling, Clara

National Parks Board

HR Executive

HRA

53

6

Lee Seck Ling

National Parks Board

HR Manager

HRA

55

7 Karen Ow National Parks Board

Manager HRA (Leadership Management)

8

Tan Buck Khiang

National Parks Board

HR Manager

HRA

59

9

Ng Hwee San

National Parks Board

HR Manager

HRA

61

10

Cheryl Poh

National Parks Board

HR Manager

HRA

63

11

Christina Lee

National Parks Board

Section Head (HR)

HRA

65

12

Manish Arya

HCL Singapore Pte Ltd

Associate Manager

HRA

67

13

Jason Soon

National Parks Board

HR Manager

HRP

69

14

Ng Shi Qi, Christina Masstrans Pte Ltd

HR & Admin Executive

HRP

71

15

Saroja Sivanada Panicker Sindhu

Ennovatez Pte Ltd

HR Manager

HRP

16

Lee Jin Hwui

Land Transport Authority HR Manager

SHRP

Vol 12 Issue 3 Human Capital

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world news

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Watching Too Closely Could Demotivate Employees Mr David Ang, 65, the executive director of the Singapore Human Resources Institute, talks about what human resource departments can do about employees' behaviour outside the workplace.

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If a company wants to prevent a scandal, can it control its employees' behaviour?

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There are a few different levels of control. You can tell employees that they are not allowed to go to a KTV lounge or to gamble in the casino, and give them reasons why you have that restriction.

If an employee should go to these places, then you can punish him. But you cannot say that employees cannot have sex.

There has to be collective responsibility. HR cannot be the authority alone. If there is action to be taken, there has to be natural justice; it has to come from the immediate leader, the manager, the supervisor - or even the boss or the board of directors when senior people are involved.

Even then, it is complicated. These people are not going to act unless they have firm evidence that someone's personal life is compromising the interests of the organisation.

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What about trying to prevent it during recruitment?

Can firms do anything to emphasise values?

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It is difficult to do that at an interview. That's why a probationary period is useful for employers to see if the worker is a good fit. For important positions, other verifications and tests could be administered. But even then, people and value systems change over time.

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How do companies avoid sex scandals?

Companies do have certain policies governing an employee's behaviour and responsibilities, including safeguarding the interests and reputation of the different stakeholders.

But these normally do not go into specifics, as far as an employee's personal life is concerned. We need to respect employees' personal life and their welfare, just as they are expected to take care of their employer's.

There needs to be a distinction between personal and professional life. You don't want employees to feel like it is a case of Big Brother watching.

Human Capital Vol 12 Issue 3

Are standards of conduct different between the private and public sector?

Within the public sector, there is always a higher expectation because public trust and interest are involved.

In a small business, moral values are still important, but they can be expressed differently. If you are the big boss and you preach values and integrity but you don't follow them, nobody is going to respect you.

But you can do it and nobody is going to punish you unless you break the law.

By Jeremy Au Yong, as published in The Straits Times 16 June 2012.

Executive Appointment

T

owers Watson announced the appointment of Mr. Scott Burnett as Managing Director for South East Asia. He will be based in Singapore and will also take on the new role of Head of Client Development for Asia Pacific. Mr. Burnett will be responsible for directing the company’s growing business in South East Asia and leading its focus on client relationships across Asia Pacific. Prior to this appointment, Mr. Burnett was the Managing Director of Towers Watson’s Dallas office and has worked across U.S. and continental Europe in various leadership positions.

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he Chartered Institute of Personnel and Development (CIPD), the world’s largest HR professional body, has announced the appointment of Mr. Peter Cheese as its new Chief Executive. Mr. Cheese brings extensive global business experience and expertise in the field of HR having had a long career with Accenture, where he was Global Managing Partner, responsible for the Talent and Organisation Performance Consulting Practice.

obert Half announced the appointment of Ms. Stella Tang as Director of its Singapore operations. In her new role, Ms. Tang will apply her wealth of experience in sales and operations to set the direction for Robert Half Singapore and provide winning solutions for existing and prospective clients and candidates. In addition, she brings extensive industry knowledge and a solid understanding of the importance coaching and mentoring play in growing and developing the next generation of leaders and specialists for the key finance industry in Singapore.

HR cLoUd Computing

Powering Human Capital

Asia Pacific

ReceSSioN-PRoof Yourself

NomiNeeS of Singapore HR Awards 2012

D r i v in g Busin ess Su ccess an d E xcellen ce

KDN No. PPS 1784/03/2012 (022723)

Vol 12 Issue 2 S$7.50 (inc.GST)

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Communication in Global Generation P L U S : I n nov at ion T h rough A r t

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centerstage

Leadership

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Leading by Empowering Individuals The truth about life is that we are in Relationship. We are never alone. Values are not practiced and demonstrated in isolation. They are practiced and demonstrated in relationship.

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Human Capital Vol 12 Issue 3

Leadership

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hen demonstrating values we need to ask ourselves if we are taking the needs of others into account. This will not only impact the “WHAT” we do but also also impact the “HOW we do what we do.”

To help us understand this principle better we need to have a deeper understanding of the two states from which each of us operate every single moment of our lives. The Arbinger Institute groups the two states as our Way of Being.

One Way of Being is the state in which I fully recognise others to be just as real as I am. I acknowledge their personhood – I embrace the reality that they have their own hopes, dreams, fears, wants, and needs. Others are as real to me as I am to myself.

The other Way of Being is the state in which I see other people primarily as things, as objects that either help me or hinder me in obtaining what I want. I see myself as real – with hopes, dreams, fears, and wants – but I see others as mere objects for my use.

Others have noted the difference between these two ways of being and have given them names, perhaps the most memorable of which comes from the work of Martin Buber. He called the one in which I am closed to others’ inwardness “I-It,” and the other, in which I am open to it, “I-Thou” or “I-You.” To illustrate the difference between these two ways of being, picture me hard at work in my study when suddenly I am interrupted by the sound of my young children quarrelling in the next room.

Now, how do I see my children in this situation? What meaning do they have for me? Do I see them as problem children who have disturbed and disrupted me in my important work? Or do I see them instead as children with a problem who can use my help? Do I see them as disturbers of my peace or as in need of my aid?

To see them the first way (all too common for me) is to be “I-It.” It is to see them at that moment primarily as objects – as little obstacles to my peace and concentration. To see them the second way (this happens too) is to be “I-You.” It is to see them empathetically, in terms of their own needs instead of just my own. Far from being obstacles, they are simply what they are - people who seem to need my help.

The same analysis applies to any situation, including work.

Which happens more frequently - seeing my co-workers as objects who either help or hinder me in achieving the aims of my life, or seeing them as real people with deeply felt aims of their own?

It is common to switch back and forth between being I-It and I-You (everyone’s experience confirms this), yet these are fundamental categories, for in any given moment I am either one or the other. I am either alive to other people’s reality or I am not, and everything else, including how I use my intellect, will depend on this pivotal issue.”

centerstage

This understanding of Way of Being throws up an important conclusion: “I can do almost any behaviour (the ‘WHAT’) in two ways. I can do it for a person who has needs and dreams just like me or I can do it for an object whose primary role is to help me with my goals and aspirations!”

The same can be said about values. Am I demonstrating, for example, respect or politeness toward a person or an object? Am I cooperating or collaborating with a person or an object? Am I being professional because that is what is best for everyone in the team or am I doing it so that no one can find fault with me?

Seeing people as people (or the ‘HOW’ I am doing things) is at the core of our ability to demonstrate any value in the spirit they were intended. The understanding of the two ways of being also helps explain moments when people (who are labelled as of a certain type) or who are not inclined to demonstrating certain values, suddenly and amazingly demonstrating these very same values.

What led to them being able to live or demonstrate a certain value that is not typical of them? There is only one way to explain this, “a change of heart or a change in way of being.” In those moments, they were seeing the other as a person.

This brings us to a simply yet refreshing view of values. Values are simply the manifestation or expressions of our way of being…of how we are seeing and being with others!

In other words, values are the outward manifestation of “HOW” we are with people. When we receive the humanity of others, we call forth the right approach (value) toward that person. It might be generosity, or respect or help etc.

When we are seeing people as objects, we can still manage to demonstrate the correct behaviors associated with prescribed values but without the heart!

This means that values cannot be demonstrated in the spirit they were intended if the way of being is not right.

A case in point is a CEO who runs an organisation with about 1500 people. He always believed passionately in values and has always emphasised values as part of his leadership approach.

Upon being introduced to the two ways of being and science of why and how people move between the two ways of being, it dawned on him that there were many instances where he was demonstrating certain values while clearly seeing others as objects. This new found understanding that values are simply manifestations of our way of being got him to emphasise more on the way of being, i.e., whether we are able to see others as people. He started by first empowering individuals with this

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Seeing people as people (or the ‘HOW’ I am doing things) is at the core of our ability to demonstrate any value in the spirit they were intended.”

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knowledge of way of being and the science of how we move between the two ways of being and what it means to stay more in the Responsive Way (where we are seeing people as people). He then organised all the efforts to ensure that in all the things they were doing, they were honoring others as people.

This newfound clarity enabled the CEO and his team to approach critical issues in a very refreshing way, one that was not governed simply (blindly) by policies, but by asking helpful questions that helped them regard all parties involved as people who have comparable needs, burdens and aspirations.

In another organisation, a large franchise operator in the US, all of the franchises adopt and follow the same values/programs/ behavioural strategies nation-wide (the WHAT). You would therefore expect that their results would more or less be similar across locations and franchisees. However, the locations owned and operated by the third largest franchisee (an Arbinger client) in the company outperform the rest of the company by 20-30% on every measure. If the WHAT is the same, how can you explain this difference? Because the HOW is so different!

This understanding invites us to consider what our primary focus in our efforts to nurture values should be. I would like to suggest that it has to be to help people see others as people.

People need to be empowered with the science of why and how people move between the two ways of being and what it will take to minimise seeing others as objects and expand the space where we are seeing each other as people.

In these spaces values naturally manifest, relationships

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spontaneously flourish and results optimise.

To conclude, efforts to nurture values without a deliberate strategy to address the way of being (or the ‘HOW’ we do things) will be difficult to sustain and grow.

Helping people see people as people will provide the much-needed impetus to optimise our efforts to nurture and manifest values and realise our outcomes.

The books Leadership and Self Deception – Getting Out of the Box and The Anatomy of Peace – Resolving the Heart of Conflict, written by Arbinger, both explain the two ways of being and how we move between the two ways of being. Arbinger specialises in helping leaders and organisations with a way to enabling change and high performance (by helping them see others as people) so as to enhance the effectiveness of strategies, optimise results and transform the bottom line. HC.

Svend Brix is the CEO of Arbinger South East Asia and Senthiyl S S G is the Lead Facilitator of Arbinger South East Asia. The Arbinger Institute is an international management consultancy firm specialising in enabling change, collaboration and conflict transformation through Arbinger’s unique ideas documented in their international bestseller, Leadership and Self-Deception.

Join the learning experience of Arbinger’s Leadership and Transformation, visit www.arbingerasia.com or call +65 6842 7212

Leadership

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on the cover

Human Resources

Human Resources from the ‘Factory Floor’

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In Singapore’s tight labour market, particularly in the manufacturing sector, it can be challenging to find and retain talent. To overcome these challenges, our approach has been to put our employees at the centre of our business guided by our strong set of values. by David Wee.

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his isn’t a revolutionary idea. Employers today understand that great employees make companies great. Maintaining a safe, healthy and happy work environment is crucial in not just recruitment, but also retention – and has the added benefit of helping employees be more productive.

Our company’s guiding values is to be sustainable and focused on people. These values have influenced our HR policies in three specific ways.

Health, Safety and Ergonomics Our employees are our greatest asset, so their health and safety is a top priority. To do this, Grundfos has invested heavily on technology to reduce occupational hazards.

A good example is the height-adjustable pump assembly station.

Pumps, depending on their function, can reach upwards of two metres in height. This makes assembly, which is often done manually, a complicated process. Rather than having employees stoop or climb to heights in order to do the job, we redesigned the process to safely move the pump up and down. This allows the employee to work at a consistent standing or sitting height, eliminating fall risk and other ailments.

The same principles are employed in the vertical lift storage system and automation of the packing process. In each instance, technology is brought in to simplify a process or reduce risk.

These concepts are carried over into the administrative parts of the business. Specially designed ergonomic tables are provided to all desk-bound employees, allowing them to work at a height best suited to the individual employee… even if they prefer to stand.

Sitting for long periods at a desk has shown to have a long term health impact. Highly ergonomic office furniture delivers not only comfort, but health benefits as well.

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Engineering a Happy Environment

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The employees' mental wellbeing is just as important as their physical wellbeing. When Grundfos began planning its new Jalan Tukang facility, a lot of care was taken to create a space that will be tranquil and eco-friendly. Through innovative use of greenery, water features, natural lighting and ventilation, the facility, which includes both production space and corporate offices, feels more like a tropical resort than a factory.

These may seem like small, even insignificant, cosmetic

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improvements. Yet they have had visible impact on employee morale and their overall wellbeing.

Empowering Aspirations Caring for the body and mind of employees is critical, but our holistic approach to employee wellbeing also includes a third element – feeding the soul.

Sustainability and social responsibility are cornerstones of the Grundfos philosophy, and we empower our employees to do good for disadvantaged communities all around the world. One example is the Water2Life programme, an employee initiative that brings clean drinking water to communities in need. This programme, and others like it, is actively supported by employees directly, as volunteers, and indirectly, through contributions.

Through these programmes, employees are able to see how the work they do every day is changing the lives of others for the better.

It takes great people to build a great business. This body, mind and soul approach has helped immensely in keeping our staff turnover low, and in turn has helped us maintain a body of expertise and experience within the business, lowering costs and improving productivity.

And this is made possible because human resources played, and continues to play, an active consultative role in the other parts of the business.

David Wee is HR Director of Grundfos Singapore and one of the speakers in Asia Pacific Employment Benefits (APEB) 2012.

Inspiring Success in a New Economy

Returning This November

APEBconf.com Inspiring Success in a New Economy 1st & 2nd November 2012 Singapore Register at www.apebconf.com Wrap up the year with a focus on the future ExcluSIvE: Pre-Conference Seminar Register now for EARlY BIRD SPEcIAl

Please scan this code with any QR-scanner app on your smartphone to find out more about APEB 2012 visit www.APEBconf.com

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Charismatic Leadersship

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Charismatic Leadership

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Long-time senior management and HR practitioner, Joanne Lee shares interesting insights on how leaders can be charismatic and at the same time, tackle the sticky issue of employee motivation.

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Leading Teams Effectively Over a Sustained Period of Time A mark of a leader is the ability of the leader to lead teams. A mark of a good leader is the leader’s effectiveness in leading teams that deliver results. A mark of a great leader is the ability of a leader to get the team to do what the leader wants to do over a sustained period of time.

A great leader knows that the secret to lead a team effectively over a sustained period of time revolves around the idea of knowing what drives employees – or employee motivation. Over the years, the term, “employee motivation” has spun off a plethora of management theories of varying degrees of complexity. For instance, improving job security or enhancing career prospects are often cited as ways to boost employee motivation. These theories, while useful in shedding some ideas on how to motivate employees, do not address one fundamental aspect of employee motivation: that is, a team is made up of individuals, who will each have their unique set of motivators. So while

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an employee may be convinced to give up some of their basic desires in exchange for the common good of the organization by leaders, over time, sustained denial of one’s basic motivators will conversely create undue stress for the employee. This is not an ideal situation for any leader.

Hence, when I was first introduced to the Reiss Motivation Profile tool, I was impressed by how different the Reiss Profile was from conventional employee motivation theories that were typically adopted by HR managers. I liked the fact that the Reiss Motivation Profile tool recognizes the intrinsic differences individuals have as motivators. These motivators were in essence, values of an individual. I liked the fact that the creator of the Reiss Motivation Profile, Steven Reiss, had based the Reiss Motivation Profile on ideas first conceived by Abraham Maslow and Gordon Allport, but had taken their ideas to the next level of understanding and application, and that each of the 16 basic motivators identified had gone through a rigorous empirical testing process of more than 10,000 worldwide interviews.

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Charismatic Leadersship

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I saw how useful the Reiss Motivation Profile was in advocating a refreshing way to motivate employees. Instead of just pushing common motivators such as performance bonuses, career advancement, and other incentives, the Reiss Profile advocates value-matching - the matching of motivators with appropriate job tasks and responsibilities for the employee. The closer the alignment between the organizational goals and an individual’s potential, the greater the sustained performance of the employees. Surely this is an important key to obtaining effective and sustainable results.

Predicting Conflict & Managing Team Dynamics The one beauty about the Reiss Profile that got me really excited about was its ability to predict, with precision, how a person is likely to react or behave in a particular situation. More than that, the Reiss Profile could identify potential conflicts two or more people are likely to have, given their differences in motivators and its intensities. Imagine how forwarding a leader can be, when that leader is able to identify potential causes of conflict, and take proactive steps to prevent or resolve them quickly when conflicts arise.

In my years of working in the corporate sector, I have rarely come across a tool that increases the ability of a leader to read and respond to team dynamics. When an entire team goes through the Reiss Motivation Profile, a leader will be able to matching the values and desires of individual employees into teams and tasks. Imagine how powerful and effective a leader can be, when that leader is able to create synergistic teams that are made up of members who motivators complement and match one another!

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In addition, when a team is put through the Reiss Motivation Profile at the same time, the team enjoys the additional benefit of enhancing mutual understanding of one another’s motivators and how each team member works, be it to increase production capability or efficiency, or to resolve conflict and/or problem solve.

With team dynamics raised to a more conscious level, great leaders can then focus on doing what they do best – pushing their teams to the next level of effectiveness and performance.

Reiss Profile as a Self-Development Tool for Leaders I also saw how the Reiss Profile acts as a self-development tool for leaders. Leaders who take the Reiss Profile to discover their own motivators will gain greater clarity over their leadership styles.

More importantly, they will become more aware of their current limitations – their “blind spots”. With a clearer understanding of their current limitations, and with personalized insights from a Reiss Master Coach, leaders can then start on working on their limitations in a focused way, so that they will be where they want to be.

These are hallmarks of charismatic leaders. HC. Joanne is currently the Executive Director of Reiss Motivation Profile Asia. Reiss Motivation Profile Asia is the direct licensee of Professor Steven Reiss’ Reiss Profile tool. It is also the licensed distributor and Master trainer for Reiss Motivation Profile certification in Asia.

For more information, visit www.reissasia.com, or contact Joanne at info@reissasia.com

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The Success Delusion

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Why It Can Be So Hard for Successful Leaders to Change.

by Marshall Goldsmith.

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ny human, in fact, any animal will tend to repeat behaviour that is followed by positive reinforcement.

The more successful we become, the more positive reinforcement we get - and the more likely we are to experience the success delusion.

I behave this way. I am successful. Therefore, I must be successful because I behave this way.

Wrong!

The higher we move up the organisational ladder, the more our employees let us know how wonderful we are! Our behaviour is often followed by positive reinforcement, even when this behaviour makes absolutely no sense. One night over dinner,

61 I listened as a very wise military leader shared his learnings from years of experience with an eager, newly-minted General, "Recently, have you started to notice that when you tell jokes, everyone erupts into laughter - and that when you say something ‘wise' everyone nods their heads in solemn agreement? The new General replied, "Why, yes, I have." The older General laughed and continued, "Let me help you. You are not that funny, and you are not that smart! It is only that star on your shoulder. Do not ever let it go to your head."

We all want to hear what we want to hear. We want to believe those great things that the world is telling us about ourselves. Our belief in ourselves helps us become successful. It can also make it

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very hard for us to change. As the wise older General noted - we are not really that funny, and we are not really that smart. We can all get better - if we are willing to take a hard look at ourselves.

By understanding why changing behaviour can be so difficult for successful leaders -we can increase the likelihood of making the changes that we need to make- in our quest to become even more successful.

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Why We Resist Change

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UNUM, an insurance company, ran an ad some years ago showing a powerful grizzly in the middle of a roaring stream, with his neck extended to the limit, jaws wide open and teeth flaring. The bear was about to clamp on an unsuspecting salmon jumping up stream. The headline read: YOU PROBABLY FEEL LIKE THE BEAR, WE'D LIKE TO SUGGEST THAT YOU ARE THE SALMON.

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The ad was designed to sell disability insurance, but it struck me as a powerful statement about how we all delude ourselves about our achievements, our status and our contributions. We often: • Overestimate our contribution to a project; • Have an elevated opinion of our professional skills and standing among our peers; • Exaggerate our project's impact on profitability by discounting real and hidden costs.

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Many of our delusions can come from our association with success, not failure. Since we get positive reinforcement from our past successes, we think that they are predictive of great things to come in our future.

The fact that successful people tend to be delusional is not all bad. Our belief in our wonderfulness gives us confidence. Even though we are not as good as we think we are, this confidence actually helps us be better than we would become if we did not believe in ourselves. The most realistic people in the world are not delusional - they are depressed!

Although our self-confident delusions can help us achieve, they can make it difficult for us to change. In fact, when others suggest that we may need to change, we may view them with unadulterated bafflement.

It is an interesting three-part response. First we are convinced that the other party is confused. They are misinformed, and they just do not know what they are talking about. They must have us mixed up with someone who truly does need to change. Second, as it dawns upon us that the other party is not confused - maybe their information about our perceived shortcomings is accurate - we go into denial mode. This criticism may be correct, but it cannot be that important - or else we would not be so successful.

Finally, when all else fails, we may attack the other party. We discredit the messenger. "Why is a winner like me," we conclude, "listening to a loser like you?"

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If our actions are wise, no one will care if the words on the wall are not perfect.

If our actions are foolish, the wonderful words posted on the wall will only make us look more ridiculous.

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What Got You Here Won’t Get You There Workshop

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A workshop by Marshall Goldsmith based on his bestselling book with the same title was held in April. Mr. Sathish Naika, MSc. PGDGBA, a full time Executive Researcher in SHRI Research Centre shares what he learned from the full-day workshop.

“What Got You Here Won’t Get You There is a best-selling book by Marshall Goldsmith that I truly believe in! It was a dream to meet and learn from the world’s renowned and best-selling number one leadership coach and a Business Leader!

Marshall says that the principle of leadership development by personal example doesn't apply just to CEOs. It applies to all levels of management. All good leaders want their people to grow and develop on the job. Who knows?

If we work hard to improve ourselves, we might even encourage the people around us to do the same thing.

Ultimately, our actions will say much more to employees about our values and our leadership skills than our words ever can. If our actions are wise, no one will care if the words on the wall are not perfect. If our actions are foolish, the wonderful words posted on the wall will only make us look more ridiculous.

What struck me was a tool developed by Marshall Goldsmith.

FeedForward Tool was created to provide individuals, teams and organizations with suggestions for the future and to help them achieve a positive change in their behavior.

Providing feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is in line with what their leaders expect. They need to learn what they have done well and what they need to change.

You can change the future. You cannot change the past. This tool helps you to envision and focus on a positive future, not a failed past.

The FeedForward Tool is especially suited to successful people.

Successful people like getting ideas that are aimed at helping them achieve their goals.

Successful people don’t believe in luck.” HC.

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33 35 37 39 These are just a few of our initial responses to what we do not want to hear - denial mechanisms. Couple this with the very positive interpretation that successful people assign to (a) their past performance, (b) their ability to influence their success (as opposed to just being lucky), (c) their optimistic belief that their success will continue in the future, and (d) their over-stated sense of control over their own destiny (as opposed to being controlled by external forces), and you have a volatile cocktail of resistance to change.

Our positive beliefs about ourselves help us become successful.

These same beliefs can make it tough for us to change. The same beliefs that helped us get to here - our current level of success, can inhibit us from making the changes needed to get to there the next level that we have the potential to reach. HC.

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Dr. Marshall Goldsmith was recently named winner of the Thinkers50 Leadership Award (sponsored

by Harvard Business Review) as the world's most influential leadership thinker. Along with being recognised as the #1 leadership thinker, Marshall was listed as the #7 greatest business thinker in the world.

Marshall Goldsmith was brought in to Singapore for an exclusive full day workshop organised by The London Speaker Bureau. To discuss speaking engagements with Marshall Goldsmith, please email jolyna@ londonspeakerbureau.my

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Corporate Rest & Rejuvenation

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Corporate Rest and Rejuvenation

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Rest is important for everyone. Most athletes know that getting enough rest after exercise is essential to high-level performance.

The same goes for organisations: A corporate executive without adequate rest will wear out and thus impaired productivity.

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Corporate Rest & Rejuvenation

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ost athletes know that getting enough rest after exercise is essential to high-level performance.

Rest time allows the athlete to be rejuvenated and allows tissue repair to occur. Without sufficient time to repair and rejuvenate, the body will continue to breakdown from intensive exercise. Symptoms of over working or training often occur from a lack of rest and rejuvenation time.

Signs of over training and working include a feeling of general staleness, sense of depression and hopelessness, decreased sports performance and increased risk of injury, among others. The body repairs and strengthens itself in the time between workouts, and continuous training can actually weaken the strongest athletes.

In a similar vein, a corporate executive without adequate rest will wear out and productivity thus impaired through industrial accidents, careless mistakes and sick leave. But many employees still over work and feel guilty when they take a day off.

Rest days are critical to performance for a variety of reasons.

Some are physiological and some are psychological. Rest is physically necessary so that the muscles can repair, rebuild and strengthen. For employees, building in rest days can help maintain a better balance between home, work and health.

One of the most effective ways to improve mental and physical health is rest. People also produce their best results when they are relaxed and comfortable at their workplace.

The first concept of rest in the corporate context is stability.

Therein, lies an apparent paradox. To cope with the rapid changes, the company needs to change. Yet, in the quest for growth-inducing changes, the company needs to have rest and stability. It is the same with the human body. A company needs some amount of organisational slack or thinking time. Many companies focus on changes after changes except they forgot that the things that they are currently doing are just as important. As a result these companies went through fruitless diversifications and divestments. Finally they ended up losing focus or neglecting their core businesses because they did not protect their fortresses back home.

Times of stillness during rest facilitate a shift of focus from being immersion in one’s stressful environment to a more tranquil state of mind. This will not only allow one to cope with the onslaught of stress but also enable the mind to be energised and rejuvenated while emptying the negative emotions accumulated throughout the day, week etc. The body needs rest in order for it to re-charge and repair itself. It needs time to relax, think and reflect back. But at the same time, the body needs to remain active in order to achieve optimal body functions and good

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health. One cannot remain inactive or passive indefinitely.

Otherwise, prolonged periods of inactivity can result in the loss of mental lucidness and thereafter a steady decline in one’s body functions and health. It is found that people, who retire and do not keep active, often die shortly.

This is why the manager has to master the art of preserving stability amidst change as well as spurring change during stability.

Managers think that if the staffs take things easy and relaxed, they are goofing off. This is not true. Most creative ideas and innovations come about when the person is relaxed. When he is tense and over-crowded in his mind, he has no time to truly think. How can then the creative juices be generated?

Change can create workload and stress to the staff. If the change is well managed to bring in better processes and increased efficiency, then it is justifiable. However, if the changes come frequently and constantly with little respite, then the workload can bring stress and is detriment to the individual as well as the organisation.

Prolonged stress can result in high employee attrition and customer service deteriorates.

It is therefore abhorrent to hear a manager say: “Firing shall continue till morale improves.” Some companies hire and fire whenever they like. This is binge-and-purge staffing or corporate bulimia, an illness in which there is a great and uncontrollable desire to eat, usually followed by vomiting in order not to gain weight. Such frequent changes in management and staff not only breed suspicion and disloyalty among the staff but also rip off the innovative heart and fabric of corporate cohesion. Frequent changes through downsizing exercises have proven to be a corporate cultural disaster. Selfinterest will replace corporate interest, as loyalty and trust are lost.

This is why Lewis Platt, the former Chairman and CEO of Hewlett-Packard said: “There are times when the right strategy is probably to back off on current growth in order to have the company better positioned for the future.” Rest, you cannot afford not to. The time to rest is when you do not have time for it.

This is why there is a saying: “God grant me the serenity to accept the things I cannot change, courage to change things I can, and wisdom to know the difference.” This is why you need R&R – Rest and Rejuvenate. HC. Dr. Michael Teng is the President of National University of Singapore MBA Alumni as well as the author of best-selling book Corporate Turnaround: Nursing a Sick Company Back to Health.

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Innovation as Key to Productivity

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Innovation as the Key to Productivity The Singapore Government has targeted innovation and productivity as the twin engines for our future economic growth. Technology is a great enabler for innovation and productivity. What are the existing and new technologies that will impact corporations and individuals in the future? Take advantage of such technologies to compete and improve productivity.

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Innovation as Key to Productivity

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radical innovations. maller companies do not always need to be high-tech to “When you roll out such innovation programmes, your raise productivity and cut costs - changing the way the productivity will initially drop. You have to learn new ways of business is carried out will do just as well. That was the doing things before productivity becomes better. Many SMEs are message from Mr. Victor Tay, Chief Operating Officer not prepared to take this risk and prefer incremental productivity of the Singapore Business Federation (SBF), at a lunch forum gains,” said Professor Wong. on the Future of Technology and its Impact on Innovation and He also pointed out that SMEs could partner tech start-ups.

Productivity at the National University of Singapore (NUS).

Start-ups need to prove that their technologies can work, while He cited a ramen shop he visited in Tokyo was a one-man the SMEs need them to exploit new business opportunities. operation: only the chef operated it. Customers paid by dropping Prof Wong cited the case of Kai their money into a box, picked up a Square, a local company that voucher to give to the chef, collected developed facial recognition their food and cleared their bowls From left: Dr. Michael Teng, President of NUS MBA Alumni; Dr. Michael Jackson, Chairman of Shaping Tomorrow; Mr. Victor Tay, technology. after eating.

Chief Operating Officer, Singapore Business Federation; and It worked with a local telco “In Singapore, there would Prof. Wong Poh Kam, Professor, NUS Business School & Director, and a bus company to install be a cashier and a server, which NUS Entrepreneurship Centre. remote video surveillance adds cost to the business,” noted in buses. The videos were Mr. Tay. Mr. Tay continues to streamed to the bus company's say that the government has been headquarters, where officers quite successful in producing a could monitor activity in the complete ecosystem of research and vehicles in real time. development (R&D) and innovation, Another speaker at the forum, but this "factory production process" Dr Michael Jackson, said it pays must have the right ingredients of for SMEs to always be on the people, ideas, culture and education lookout for new technologies, system, in order to create "first-inor face the chance that new class products". competitors could cut into their The government has invested business. This should not be a one-time process but an on-going a lot of capital to create the most conducive environment for one, as new technologies appear all the time, he said. He advised innovation, but the "dividends"--that is the creation of knowledge individuals and companies to spot the strategic opportunities that and production of creative goods and services--are below are burgeoning in the present time to ensure they can survive and expectations, Tay said. In other words, while Singapore may be thrive in the future economy, rather than focus on uncertainties tops in terms of innovation input, it would rank lower in terms of and risks. innovation output or efficiency, he noted. While Mr. Tay admits The director of Shaping Tomorrow also highlighted that the that there are innovative products and services from local small and growing prevalence of technology "which will be everywhere", midsize businesses (SMBs), there is still no "blockbuster made-inwill threaten several industries and jobs, but also create a lot of new Singapore product". industries and opportunities. For instance, mobile phones with Professor Wong Poh Kam of the NUS Business school, near-field communications (NFC) technology will mean mobile director of the NUS Entrepreneurship Centre, also spoke on wallets can potentially replace cashiers as well as self-checkout how innovation could raise productivity, cut costs and improve terminals at retail stores, he said. HC. efficiency. He highlighted that big productivity gains come from

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Business Advocate.

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The Human Capital magazine reaches out to HR leaders and professionals who are business advocates, influencers and decision makers within their organisations.

For advertising opportunities, please call our sales department at 65 – 6842 7212 or email advertise@peopletrends.biz Vol 12 Issue 3 Human Capital

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Monitoring Employee

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Monitoring Employee in Digital Environment Monitoring employee behaviour in digital environments is on the rise, with 60% of corporations expected to implement formal programs for monitoring external social media for security breaches and incidents by 2015.

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any organisations already engage in social media monitoring as part of brand management and marketing, but less than 10% of organisations currently use these same techniques as part of their security monitoring program.

“The growth in monitoring employee behaviour in digital environments is increasingly enabled by new technology and services,” said Andrew Walls, research vice president of Gartner, a leading information technology research and advisory company. “Surveillance of individuals, however, can both mitigate and create risk, which must be managed carefully to comply with ethical and legal standards.”

To prevent, detect and remediate security incidents, IT security organisations have traditionally focused attention on the monitoring of internal infrastructure. The impact of

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IT consumerisation, cloud services and social media renders this traditional approach inadequate for guiding decisions regarding the security of enterprise information and work processes.

“Security monitoring and surveillance must follow enterprise information assets and work processes into whichever technical environments are used by employees to execute work,” said Mr. Walls. “Given that employees with legitimate access to enterprise information assets are involved in most security violations, security monitoring must focus on employee actions and behaviour wherever the employees pursue business-related interactions on digital systems. In other words, the development of effective security intelligence and control depends on the ability to capture and analyse user actions that take place inside and outside of the enterprise IT environment.”

The popularity of consumer cloud services, such as Facebook, YouTube and LinkedIn, provides new targets for security monitoring, but surveillance of user activity in these services generates additional ethical and legal risks. There are times when the information available can assist in risk mitigation for an organisation, such as employees posting videos of inappropriate activities within corporate facilities. However, there are other times when accessing the information can generate serious liabilities, such as a manager reviewing an employee's Facebook profile to determine the employee's religion or sexual orientation in violation of equal employment opportunity and privacy regulations.

Monitoring Employee

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“The conflicts involved were highlighted through recent examples of a small number of organisations requesting Facebook login information from job candidates,” said Mr Walls. “Although that particular practice will gradually fade, employers will continue to pursue greater visibility of social media conversations held by employees, customers and the general public when the topics are of interest to the corporation.”

A wide range of products and services have emerged to support these actions and many PR firms provide social media monitoring as a standard client service. Security organisations are beginning to see value in the capture and analysis of social media content, not just for internal security surveillance, but also to enable detection of shifting threats that impinge on the organisation.

This might be physical threats to facilities and personnel revealed through postings concerning civil unrest or it may be threats of logical attacks by ‘hacktivists’. Early detection of shifting risks enables the organisation to vary its security posture to match and minimise negative impacts.

“The problem lies in the ability of surveillance tools and methods to produce large volumes of irrelevant information,” said Mr. Walls. “This personal information can be exposed accidentally or become the target of voyeuristic behaviour by security staff.”

The problem lies in the ability of surveillance tools and methods to produce large volumes of irrelevant information.”

01 03 05 07 09 11 13 15 17 19 21 23 25 27 29 31 33 35 There are a number of important issues that also need to be considered. While automated, covert monitoring of computer use by staff suspected of serious policy violations can produce hard evidence of inappropriate or illegal behaviours, and guide management response, it might also violate privacy laws.

In addition, user awareness of focused monitoring can be a deterrent for illicit behaviour, but surveillance activities may be seen as a violation of legislation, regulations, policies or cultural expectations.

There are also various laws in multiple countries that restrict the legality of interception of communications or covert monitoring of human activity, such as the Telecommunications (Interception) Amendment Bill 2006 in Australia. HC.

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People Solutions.

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Readers of Human Capital magazine seek solutions relating to human capital management that will deliver value and transform their businesses.

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Engaging a Diverse Group of People

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If one searches ‘diversity in the workplace’ in Google, there are over 5.6 million sites that cater to this topic, each one of them very diverse in their own right. With this in mind, Sebastian Anthony shares how HR practitioners can turn diversity from a weakness into a strength within an organisation.

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sk any Human Resource professional and most will tell you that diversity in organisations is one of the hottest topics in the 21st Century, as evidenced by the number of books written on the subject as well as presentations of that nature in major conferences around the world.

University of California, San Francisco’s Chancellor’s Committee on Diversity defines it as, “The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage, age, gender, sexual orientation, gender identity and other characteristics” (UCSF website). Yet most discussion on diversity seems to be centred around race, culture, age and gender, in many organisations. However, as organisations become more global and with cross-migration of professionals within the organisation, some of the other characteristics become more relevant.

Providing insight into Diversity, an online magazine lists 3 key advantages of diversity at the workplace, namely it helps to:

Human Capital Vol 12 Issue 3

• Improve Productivity: Having different cultural backgrounds allow for unique and creative ways of looking and solving complex workplace problems especially in areas of change where complexity borders insanity.

• Foster Understanding: People of varying backgrounds work and interact with one another on a daily basis, resulting in a deeper understanding of and appreciation for the differences and similarities that they share.

• Challenge Perspectives: People who are used to operating from the perspective of their own background and experiences will find that the introduction of different cultural practices and workplace cultures will challenge their own opinions and perspectives.

An emerging trend in the area of sexual orientation may come to loggerheads for HR practitioners in MNCs operating across geographies, when same sex marriages are legalised in one area of operation while not in others.

Leadership This practice has direct links to HR policies on marriage leave entitlements, child leave policies and other monetary implications which would be different from its various theatres of operations.

Perhaps other perspective that may be challenged is the role of Gen-Y who are currently entering the marketplace and the Traditionalist who are re-entering the market. Based on the education, experience and background of the Traditionalist, it would be tantamount to shortchanging the organisation when they are deployed to subservient functions. As for Gen Y who has been reported to handle 4 tasks at the same time, can they be made to ‘fit’ into the structure and form which was designed for the baby boomer generation?

While it may be clear that it pays for organisations to be engaged in diversity in the largest context, it is also a very important and sensitive subject and one that needs to be aligned to the specific corporate objectives of the organisation. In Capitaland, its values of “Building for People, to Build People”, is defined as among other things, adding value to what it does through innovation and continuous improvement. As the organisation spans over 110 cities in more than 20 countries, it makes it prudent for it to have a ‘diversity management strategy’. Some organisations make this strategy happen through a common platform for Training and Development. Here Management Development Programmes and other training interventions which have a strategic impact to the organisation brings together high performing individuals from various countries and backgrounds so that there is depth and cross fertilisation of ideas and success formulas. Capitaland through the Capitaland Institute of Management and Business (CLIMB) provides the answer to impact its desire for continuous improvement and innovation.

Allowing managers to have a high mobility cross geographically boundaries is yet another strategy where knowledge and practises as well as experiences are transferred around the organisation effectively.

This transfer of knowledge and practises can be done through the process of either physical mobility or through the use of appropriate communication technology.

In addition, organisations have in place effective Senior

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What we have to do... is to find a way to celebrate our diversity and debate our differences without fracturing our communities.”

Hillary Clinton Management Coaching and Mentoring so that younger managers learn quickly from the experiences of the “elders”, so that expensive and sometimes tragic mistakes and losses are minimised.

Engaging the organisation through dialogue is yet another way many organisations are able to manage a diverse population, for example through town hall meetings, senior management can promote dialogue which ultimately instils trust. At the departmental levels, air time can be devoted to key strategic initiatives of the organisation so that colleagues from different market regions can be effectively engaged, using not only face to face but viral forms of communication. Through this process ‘Trust of Character’, which is the management of expectations, establishment of boundaries and consistency, as well as ‘Trust in Capability’, namely the skills and abilities of those concerned, will be enhanced, as argued by Dr Dennis Reina (Harvard Management Update, Sept 2000).

When the organisation is able to promote trust through open and honest communication across its different theatre of operation, it no longer just ‘manages diversity’ but is able to celebrate it. HC. Sebastian Anthony is the Senior Consultant of Future Leader, Training Vision Institute. Sebastian has over 20 years of HRD experience both as an external consultant as well as from an internal HRD specialist.

For more information, visit www.trainingvision.com.sg.

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Leaders.

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The Human Capital magazine reaches out to business and corporate HR leaders of major corporations in Singapore and the region.

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Change Management

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Change Management in the workplace

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Subtitle: ‘Change’ is inevitable in today’s fast-paced business environment.

Ronald Lee shares how you can manage a change programme in the workplace.

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s the tongue-in-cheek truism goes, there is nothing certain in life except death and taxes. Well, make that death, taxes and change.

Rapid globalisation coupled with technology updating at lightning speed make ‘change’ a powerful, inevitable force in our lives.

Companies, especially, need to keep up to date and stay relevant against a fast-changing economic and business landscape. Products and services need to be constantly enhanced to sustain consumers’ interest, and keep competitors at bay. Business processes need to be continuously

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improved upon in order to increase productivity and help organisations sharpen their competitive edge.

Companies have to continue innovating and bring new ideas to the market. In other words, businesses have absolutely no choice but to embrace change – or perish.

Consequently, employees also need to be highly adaptable in today’s world. If you are developing a breakthrough product, you need open minds that are ever ready to dive into unchartered waters. If you are revolutionising internal protocols and processes to enhance your competitiveness, you need employees who will be willing to adapt and adopt these new practices.

However, human nature is such that we are generally resistant to change. People get accustomed to certain ways of doing things, and do not like to be jolted out of their comfort zones. When change is introduced in the workplace, employees’ emotional reactions can run the gamut from anger and denial to opposition and even depression. So how do you manage change effectively?

Try these tips:

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Introduce Changes Slowly

Keep Communication Lines Open

The first step to effecting a successful change management programme is to introduce changes slowly – in small waves rather than in one fell swoop. These gradual, bite-sized pieces of change make it less daunting for employees to ‘swallow’ as it gives them more time to accept incremental changes without shocking their systems too much.

It is just as important to maintain the lines of communication with your employees open during the change initiative.

Communicate the reasons behind the change so they understand the need for these changes. Conversely, be available to your employees should they need to air their concerns or share some of the challenges they may be facing as a result of these changes.

Equip Employees for Change

Be a Role Model

As a leader, you need to ensure that your employees are equipped with all the necessary capabilities and resources to support them through the change. Preparing them well to handle the change is critical to the success of your programme – whether it is sending them for skills upgrading via training programmes and workshops or providing them with the technology and equipment they need.

As a leader or part of the management implementing the change, you need to make sure that you walk the talk. You need to embrace the change yourself and exhibit behaviour that is in line with the changes being introduced as this will help get the necessary ‘buy-in’ from your workers.

With proper planning, a meticulous execution strategy, and periodic check-ins, you will be on your way towards a successful change management programme. HC.

Involve Your People

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You simply won’t have a successful change management programme if you use a top-down approach. Instead of shoving the change down your employees’ throats, you should involve them in the process from the creation to the implementation of the measures. This way, they will take greater ownership of the change and may in turn be a ‘change ambassador’ who will influence their peers.

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Empower Action Another way of supporting employees through this change process is by providing constructive feedback at regular intervals.

Feedback should always be given in-person and in private, soon after the event has occurred. You should be very specific about the behaviour and choose the right words and intonation carefully as you do not want to use sweeping statements that may cause the recipient to be defensive. It is also helpful to explain how the behaviour or action you are providing feedback on affects the team or the company. But be fair, and give them a chance to share their side of the story. Then offer suggestions on how they can improve and ask yourself what you can do to help them along. It is important to finish on a positive note and reiterate your employees’ strengths so that he or she does not feel dejected.

After all is said and done, do follow up closely so that they know you care about them and are ready to support them.

You should also recognise and reward progress when your employees display behaviour or produce tangible results that are aligned with the changes that your organisation is moving towards.

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Solving HR Real Problems

Solving Real HR Problems Professional HR departments are good at recruiting and good at training, but sometimes, overlooked the main problems managers face: people problem.

by David Creelman

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ne of my favourite HR stories comes from Kenny Moore, author of The CEO and the Monk. One of the managers in Kenny’s firm asked for help because he had a conflict with another manager.

Kenny had a book of astrology and let the manager read about his own astrological sign and the sign of the opposing manager. After reading this the manager laughed and said “Oh look, we are so different, we will never get along. Thanks Kenny.”

Now, I do not mean to suggest astrology works and it is not what Kenny was suggesting either. What Kenny had accomplished was helping the manager recognise this was not a problem that could be solved, just one of those predicaments you have to manage. Kenny’s intervention was fast, effective, cheap and satisfied the manager. Kenny was doing real HR, applying his knowledge of people to resolve a specific situation.

If only all HR interventions went so well!

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HR good at processes, bad at management

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Professional HR departments are good at recruiting and good at training; they know how to efficiently run compensation and benefits; they understand labour law and keep their organisation in compliance. However, too often HR managers are poor at solving the problems managers face. We are good at processes, but bad at solving managers’ problems.

In fact, it is worse than HR just saying “I have no idea what to do”; we may propose actions that are expensive, time consuming and ultimately useless. HR likes the idea of doing a diagnostic, having meetings, giving workshops --anything to be seen as doing something. There are times when this is the right approach, but those times are infrequent. HR, for all its knowledge of people

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The single most powerful tool for solving a manager’s problems is courage.” and organisations, is too often ill-equipped to help with the sorts of problems managers face: unmotivated staff, low productivity, a toxic culture, conflicts with other managers, and good employees leaving— to name just a few.

How to get good at helping managers To get good at helping managers, a first step is to throw out all those things you know will not work. If employees are unmotivated do not offer to bring in a motivational speaker; that would feel as if you were doing something to help, but you know it is a waste of time. So it is better to admit, “I would love to help, but I do not think there is any straightforward HR solution. What do you think is at the root of this?” If you recognise the situation really has no solution then follow the lead of Kenny Moore and help the manager come to terms with that.

Yet hopefully we can actually solve some problems, not just act responsibly when we cannot. The single most powerful tool for solving a manager’s problems is courage. It is not your excellence in diagnosis that will save the day because most managers already know the problem. It is not your excellence in delivery that will save the day because the standard HR interventions do not work.

What works is sitting beside the manager and say “Look, you have got to fire her” and help them face up to the dreaded decision. Or it may be that “Stop complaining about that other department.

You need to sit down with your counterpart and hash out how you are going to work together. It will not be pleasant but it has got to be done.”

If HR can develop a reputation for avoiding interventions that do not work, and for helping managers find the courage to do the tough things that will work, then you will have achieved a lot.

on the cover

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Solving HR Real Problems

HR Metrics for Investors Standardising the organisation information can improve the relationship between a company and its investors. David Creelman shares what makes a good HR reports.

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What is in the standard

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The draft standard now under review contains the following factors: • Spending on human capital • Ability to retain talent • Leadership depth • Leadership quality • Employee engagement • Human capital discussion and analysis

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The full draft can be found by Googling “ANSI-SHRM 02001.201X”.

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What you need to do

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First you need to know this standard is on the way and brief your senior leaders that this is happening. HR should also have a point of view about it and let senior management know that point of view.

The next step is to create a short report on those standard factors for internal use by the HR function. If there are some parts that are hard to do then leave them out. The standard “minus one factor” is still helpful. Since the standard is meant to be the starting point, not the end point you might want to add in extra information. A “standard plus” report is even more helpful. Once HR is comfortable with the “standard minus” or “standard plus” report, it can begin talking intelligently to senior management about how the board and investors might react to the information.

Keep in mind that in a few years, investors may start asking for the information outlined in the standard. Organisations would be wise to get prepared now rather than scrambling at the last minute. Preparing the standard information should not be a complex or difficult project.

The standard was designed to be easy-to-love.

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hen investors take more interest in human capital, it puts the spotlight on the human resources function. That is a good thing and so one of the projects I have been co-leading is the creation of an American standard (ANSI) on what human capital information to report to investors. The big American HR association, SHRM, has been driving the project and they have the weight to push this forward.

While standards do not require compliance, standards do have power—recall the impact of the ISO 9002 standard on manufacturing and the GRI standards on corporate responsibility reporting. The ANSI standard on human capital metrics for investors could likewise have a large impact. The International Standards Organization has already taken an interest; as the work is relevant globally, not just in the US.

Excitement, concerns and worries Many people are excited by the potential of the human capital standard. Likewise, many people have concerns. Things that could go wrong include investors misinterpreting the measures, organisations manipulating the measures or the standards creating extra work. The team behind the standard is well aware of these issues and have designed the standard with this in mind. First and foremost the standard is small, flexible and straightforward.

The important thing is to channel the excitement and move things in the right direction. Problems that arise later can be dealt with by education, audits and simple good sense. What is important now is getting things off the ground.

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Keeping informed There is a group on LinkedIn called Human Capital Investor Metrics. If you are interested join that group to stay informed and get involved. HC.

David Creelman is CEO of Creelman Research, providing writing, research and speaking on human-capital management. He works with a variety of academics, think tanks, consultancies and HR vendors in Canada, the U.S., Japan, Europe and China. Mr. Creelman can be reached at dcreelman@ creelmanresearch.com

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Vol 12 Issue 3 Human Capital

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Unlock Your Charisma

Eight Keys To Unlocking Your Personal Charisma Have you ever admired successful people who seem to have it all? They secure the best jobs, build the most profitable businesses, earn the biggest paychecks and date the most attractive people. However, here’s the irony – many of them may not be smarter, more educated, or better looking than you!

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ecades of psychological studies have shown that what truly sets them apart is their personal charisma. But what exactly is charisma? The answer lies in its root word ‘charis’, which means gifts or favor. Simply put, a charismatic person find favour with people easily.

Since 2006, I have had the opportunity to interview top executives and sales professionals in key industries like finance, real estate, technology and healthcare.

From the hundreds of hours spent with them – through conversations and shadowing – I discovered eight keys that they use to unlock their charisma. Here are the first four keys.

Connect Charismatic people create emotional connections with others naturally.

They put others at ease with their sincerity, and attract people through their confidence. They are adept at making small talk and always leave the person feeling like a star after the conversation.

But what truly brings them closer to others is their ability to establish common ground quickly, knowing full well that people like people who are like themselves.

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Have Presence

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Heads turn when a charismatic person enters the room. People listen when they talk. Even their silence carries weight. They have such an effect on others because they stand in their own power.

They do not undermine others, but neither do they let others undermine them. Instead, they see people – regardless of wealth and power – as equals. Unlike the majority who are driven by people’s acceptance or praises, they are driven by their passion and purpose, thus making them one of a kind.

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Awareness Charismatic individuals are keenly aware of their strengths that draw people to them, as well as barriers that jeopardize their relationships with others. They are in full control of their psychological state of mind hence allowing them to be at their best. They are also sensitive to people’s thoughts and intentions, allowing them to maneuver any situation to their advantage.

Relationship-Focused In the minds of charismatic people is this mental image –people walking around with an invisible sign hanging from their neck, saying “Make me feel important!”

They then obey the sign, thus making them popular. These individuals are slow to criticize yet quick to compliment. They see the best in people and are genuinely interested in their well-being. Perhaps that is why whenever they enter a room, the place seems to brighten up.

So there you go, the first four keys to unlocking your personal brand of charisma. If you truly want to enjoy the benefits of being charismatic, you got to start practicing these keys. Pick one that appeals to you the most and take it for a test drive. You will find that very quickly, you will start to gain visibility at work, find favour with people and enjoy more successes in life!

Eric Feng is a leading authority in the topic of charisma and has helped close to 5000 executives and sales professionals in Asia unlock their charisma both on stage and off stage. He is also the bestselling author of Unlock Your Personal Charisma and Get To The Point which has sold close to 12,000 copies till date.

Come join him at the upcoming showcases that are complimentary for Human Capital readers. See next page for more information.

ADVERTORIAL

Professional Development that Makes a Difference

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Marketing Institute of Singapore

As productivity becomes a key focus in business today, new demands make it essential for individuals to have the right skills, knowledge and competencies to succeed.

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or 39 years, the Marketing Institute of Singapore (MIS) has played a leading role in providing training, learning & development solutions to professionals and corporations in Singapore and the Asia-Pacific region.

We offer a comprehensive range of Executive Development Programmes that cater to the skills upgrading and professional development needs of executives and managers, equipping them with knowledge and skills for peak performance in their respective fields of work.

In recognition of the growing demand for sales and marketing courses, MIS continues to maintain its leading position as the training provider with the widest range of courses for sales and marketing personnel.

With close to 120 executive development courses, and over 3,000 professionals trained annually, MIS is proud to be named the Preferred Sales Training and Management Training provider

by Human Resources magazine ‘HR Vendor of the Year’ for two consecutive years.

Being the National Body for Sales & Marketing in Singapore, MIS has always strived to be in the forefront of Sales & Marketing Training regionally through our continual engagement of leaders in the sales & marketing profession to incorporate best practices.

Marketing Institute of Singapore is also a membership body

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comprising of members working in the sales and marketing field. These members are actively involved in our all-year round networking activities, courses and talks, both as individual as well as corporate members. These events help facilitate cross learning and networking opportunities. This sets MIS apart distinctly as a professional institute where membership has its privileges.

Organisations can apply for Corporate Membership to enjoy 20% discount off all its Executive Development courses, as well as highlydiscounted rates for networking events/talks by industry leaders.

Custom-Designed Training to Meet your Needs MIS can also help tailor a curriculum to address your organisation’s specific training needs and goals. We help companies identify gaps in their training and recommend relevant courses to maximise training ROI. Such programmes are costeffective ways to bring high quality training to your employees.

Because when corporate training fits your people and business objectives, it can serve up an invaluable return on your investment: a higher-skilled, highly productive workforce for the challenges ahead.

To achieve the ideal custom-designed training course best suited for your organisation, we undergo a rigorous process to:

Marketing Institute of Singapore S4. Design & Development

ADVERTORIAL

S5. Implementation & Review

S3. Training Needs Assessment S2. Capability Gap Analysis S1. Understanding Key Challenges & Business Issues

and perhaps even learn laterally from other participants.” says Suresh Punjabi, Executive Director of MIS. The real players are those who are constantly evolving and re-skilling themselves to stay ahead of the game.

MIS has seen a rise in corporate training enquiries and activities, a good sign that companies are getting back on the training track, encouraged by the Singapore government’s stance on training and development. “There has been a spike in skill-based and executive training because of government incentives, subsidies, and increased awareness of the benefits of human capital development.” says Ho. “We also exercise a high level of quality control for our content and trainers to ensure that participants are able to apply the skills they learn as soon as possible in their daily work.”

From a HR professional’s perspective, you can rely on MIS’ Executive Development Services team to offer advice on your organisation’s training needs. Together with experienced trainers and consultants, we help organisations’ conduct training needs analyses, recommend training that fits with your organisational needs and budget, and finally provide post-course follow-up and advise the next step in your workforce Testaments to our development.

Quality Service: According to Christina Ho, Manager of MIS’ Executive Development Services, the number of working professionals “The trainer was very well-prepared attending training courses at MIS has to handle this topic and had first hand increased significantly over the years, practical knowledge of issues on field. from executive and managerial levels, Some key learnings specifically related from various industries, non-profit to our present working scenarios. The organisations and government agencies. course is really helpful in sharpening “There has been an increased demand our sales & marketing skills and useful from PMETs who are looking to upgrade in our day-to-day decision-making. Life their skills through executive development examples, case studies & role plays were programmes.” very effective.”

Perhaps the key reason companies Senior Sales Executive, Samsung Electronics Ltd are increasingly sending their staff for corporate training is the recognition that “Presentation materials were structured it is only with continual development of & well-organised. Trainer was able its talents that will lead to the companies’ to articulate and explain concepts long term survival and growth. systematically.”

Organisations recognise the need to Assistant Project Manager, Keppel FELS Ltd enhance and ‘update’ their employees on relevant skills and knowledge to “Highly practical and applicable. compete in the changing global business Offered solutions in everyday scenario environment. in working business. The relevance of “HR has to find effective ways the contents and examples by the trainer to update employees’ skills, helping were the best aspects of the course, businesses of all sizes adapt to a variety because it shows the trainer tried to of economic climates. Regular training present localised and realistic examples towards our understanding of marketing allows employees to continuously refresh in Brunei.” their skills, improve their current skills Manager, Business Development Unit, while developing new ones. Participants Baiduri Bank Berhad get tips and advice from industry experts,

Higher Funding – Launch of Business Management WSQ courses MIS is also the only approved training organisation appointed by WDA to provide Business Management (BM WSQ) courses under the Business Development category covering Sales & Marketing and Business Negotiation.

MIS’ participation in funding schemes such as the Skills Development Fund (SDF), Absentee Payroll Support, Workfare Training Support (WTS) provides added support to our clients in achieving their staff development goals, as they benefit from these funded training courses.

In the coming months, HR leaders can expect exciting new initiatives from MIS such as ramping up of its training room facilities and the fullscale launch of its BM WSQ courses.

These heavily-funded courses will help defray training & development costs for organisations.

For more information, please contact: Marketing Institute of Singapore Tel: 6327 7586 / 583 / 581 Email: seminars@mis.org.sg Website: www.mis.org.sg/seminars

Vol 12 Issue 3 Human Cap ital

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HR Awards

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Singapore HR Awards 2012

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The Singapore HR Awards is the first recognition framework introduced in Singapore to mark successes and accomplishments in the HR fraternity.

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he Singapore HR Awards serves to confer distinct recognition on HR professionals and organisations as an employer and employee champion to bring out the best through sound and commendable HR and people management practices. The Awards celebrates leading organisations and practitioners in the drive for impactful human capital strategies.

This year, the Awards will be held on 06 July 2012 at The RitzCarlton, Millenia Singapore.

This makes The Singapore HR Awards an excellent platform that recognises and rewards the entire HR community, thus further emphasising the importance of Singapore putting human capital as the vital part of business. Each leading Singapore HR Award is a distinctive recognition by Singapore's HR Professional body to mark the successes and accomplishments of people managers, thus further emphasising the importance of Singapore in putting human capital as a key business outcome.

53 Bringing Leading People and Practices to the fore Organised yearly by Singapore Human Resources Institute (SHRI), The Singapore HR Awards celebrates leading organisations and HR practitioners in their drive for impactful human capital strategies. As one of SHRI's signature events, it serves as an excellent platform to promote and recognise excellence within the HR profession in Singapore by highlighting leading organisational HR practices and HR individuals (CEOs, HR Leaders, HR Entrepreneurs, HR Professionals and HR Executives).

Through the Singapore HR Awards, leading HR trailblazers and people management practices are honoured. New benchmarks and standards for the HR profession are also developed.

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on the cover

HR Awards

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Objectives of The Awards Through the Singapore HR Awards, SHRI aims to achieve the following: • Demonstrate the critical role of HR to businesses and people excellence • Learn, share and nurture good HR practices and ideas that add value and enhance productivity • Showcase successful HR programmes and initiatives, organisations and HR professionals • Raise the standard of HR practices and people management - critical for determining Singapore's economic progress, and for raising quality workplace and overall standard of living in Singapore • Meet the objectives of increasing and enhancing Singapore's talents through creation of a vibrant human capital industry

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Benefits of The Awards 1. Share/Showcase Success The Awards enable HR professionals and organisations to share and showcase successful experiences and initiatives so that best practices can be adopted and/or adapted to meet different business needs.

2. Honour The Awards honour HR professionals and organisations for their outstanding contributions to HR in the workplace and workforce, i.e. quest in developing and championing excellent HR and people management practices that meet business and employee needs. They foster a great sense of pride and accomplishment amongst all in their organisations.

3. Recognition The Awards confer a recognition to HR professionals and organisations as an employer and employee champion to bring out the best through sound and commendable HR and people management practices.

4. Insights The Awards provide valuable insights and lessons on sound HR and people management practices, thus providing opportunities for all to further develop and improve themselves.

Human Capital Vol 12 Issue 3

Dialogue sessions with Leading CEO candidates of the Singapore HR Awards 2012.

HR Awards

on the cover

Judging Criteria List of Participating Companies for the Singapore HR Awards 2012 Building and Construction Authority (BCA) Civil Aviation Authority of Singapore

(CAAS) Cartus Corporation Changi General Hospital Central Provident Fund Board (CPFB) Dimension Data (Singapore) Pte Ltd Energy Market Authority (EMA) Experian Singapore Pte Ltd Health Promotion Board (HPB) The Hongkong Shanghai Banking Corporation (HSBC) IBM Singapore Pte Ltd Inland Revenue Authority of Singapore (IRAS) Institute of Technical Education (ITE) JTC Corporation Jurong Health Services Pte Ltd Keppel Land International Ltd KK Women’s & Children’s Hospital KPMG Services Mapletree Investments Pte Ltd McDonald’s Restaurants Pte Ltd Ministry of Manpower (MOM) Ministry of National Development (MND) National Environment Agency (NEA) National University Hospital (NUH) NTUC First Campus Co-operative Ltd Performance Motors Ltd Philips Lumileds PrimeStaff Management Services Pte Ltd RS Components Ltd Sentosa Development Corporation Singapore General Hospital Singapore Press Holdings Limited Singapore Telecommunications Limited (SingTel) SMRT Corporation Sony Electronics Asia Pacific Pte Ltd Starbucks Coffee Singapore Pte Ltd Tata Consultancy Services Tractors Singapore Ltd Vishay Intertechnology Asia Pte Ltd Vital Wunderman Pte Ltd

Developed in conjunction with leading academics and professionals from the HR industry, the Awards’ selection and judging process builds on a rigorous 4-month long assessment that includes workplace assessments from members of the judging panel.

The judging panel of The Singapore HR Awards is made up of distinguished judges and advisors from the business and HR arenas.

The panel evaluates and decides on the award recipients based on the judging criteria described below.

01 03 05 07 09 11 13

Leading HR Practices and Special Category Awards

15 17 19 21

Communication & Innovation

23

• Implements new or improved HR practices for the organisation • Involves in innovation & improvement of HR initiatives • Demonstrates good business facilitation and management of multiple stakeholders/business segments to achieve outcomes in HR initiatives • Articulates clearly, employee value proposition and its linkage to broader business and HR goals • Possesses proven track record for providing good feedback channels and review programmes for HR initiatives

29

Contribution to Organisation & Business Needs

37

• Aligns HR initiatives with business objectives • Implements action plans relating to current economic/industry trends • Develops HR initiatives focusing on main stakeholders of organisation • Flexible in introducing tailored HR initiatives to suit different business needs • Achieves good/improved financial performance indicators (e.g. ROI, staff turnover, claims etc) through implementation of HR initiatives • Possesses proven track records of having effectively managed a substantial change agenda

39

25 27 31 33 35

41 43 45 47 49 51

Contribution to Employee Needs • Develops mechanisms that involves employee participation in HR initiatives • Implements HR initiatives which have anticipated employee demands and needs • Efficiently manages culture gaps/changes arising from implementation of HR initiatives • Demonstrates on-going corporate citizenship and commitment to improve employees' well-being • Possesses proven track record of providing strong executive team support and good employee working relations • Achieves good/improved non-financial performance indicators (e.g. employee satisfaction, engagement, morale etc) through implementation of HR initiatives

53

55 57 59 61 63 65 67 69

Contribution to Industry/ National Needs • Implements HR initiatives that raised industry standards • Contributes and achieves recognition at the industry/national level in furthering HR initiatives • Supports governmental HR initiatives

Vol 12 Issue 3 Human Capital

71

on the cover

HR Awards

02 04 06 08 10 12 14

Individual HR Awards

The individual must be an employee of the participating organisation as well as demonstrates and achieves the following:

16 18

Personal Attributes & Professional Development

20

• Demonstrates good rapport and continuously builds networks with related professionals/ organisations • Business-savvy, with good knowledge of HR • Constantly upgrades and acquires new business and HR knowledge to add value to himself/herself and the profession • Responds, adapts and stays flexible to internal and external changes • Shows resilience and perseverance; self-motivated and responsible

22 24 26 28 30 32

Contribution to Employee Needs

34

• Fosters good employee relations, promotes employee satisfaction and talent retention • Improves the well-being of fellow employees • Encourages employee contributions and attends to their feedbacks • Exhibits exceptional business facilitation and management of stakeholders to achieve outcomes (applicable only to "Leading CEO", "Leading HR Leader" and "Leading HR Professional" Awards) • Inspires and motivates his/her staff through progressive staff development and self-improvement programmes (applicable only to "Leading CEO", "Leading HR Leader" and "Leading HR Professional" Awards)

36 38 40 42 44 46 48 50

Contribution to Business Needs

52

• Reduces costs and improves employee productivity • Aligns HR with organisational objectives and business needs • Effectively implements HR practices through good change management process to achieve sustaining solution • Enhances image and effectiveness of the HR function that serves business needs through action plans/strategies relating to current trends • Enhances company's image through sound and innovative HR programmes • Effectively communicates his/her vision and directions of the business • Possesses proven track record of having effectively managed a substantial change agenda

54

56 58 60 62 64 66 68

Contribution to Industry/ National Needs

70

• Actively involves in community service on behalf of organisation • Provides excellent service to the HR services, internal departments and other organisations sound HR services and solutions • Possesses good reputation in furthering HR standards in Singapore and/or overseas

72

Human Capital Vol 12 Issue 3

The Singapore HR Awards categories Corporate HR Champion Award Corporate HR Champion Award is conferred to organisations that have achieved the Corporate HR Awards on at least 3 occasions. The organisations should have demonstrated continuous, effective, creative and proactive HR & people management practices in the many areas of HR to be considered a role model and ‘champion’ for others to emulate.

Corporate HR Award The Corporate HR Awards are bestowed upon organisations that have achieved overall effectiveness in their HR and people management practices, thus contributing to the needs of businesses, the profession, employees, industry and the nation. These organisations would have demonstrated effective, creative and proactive HR and people management practices in at least 4 of the Leading HR Practices categories (These practices are further explained under the Leading HR Practices category).

Organisations should also be conferred at least 1 Leading HR Practices Award each in both the Leading HR Practices and Special Category Awards to be eligible for the Corporate HR Award.

HR Advocate Award HR Advocate Award serves to recognise organisations which have been conferred the same particular category for 3 years with reference to a period of 5 consecutive years.

(Eg. Leading HR Practices in “Learning & Human Capital Development” in 2005, 2007 and 2009). The term “Advocate” is used to accord organisations which have shown drive, support and excellence in improving a particular aspect of HR, thus setting new benchmarks and standards for others to emulate.

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on the cover

HR Awards

02

List of Participating Companies for Special Category Awards

04 06 08 10 12 14 16 18 20 22 24 26

Leading HR Practices Award

28

The Leading HR Practices Awards are bestowed upon organisations that have achieved overall effectiveness in their HR and people management functions, thus contributing to the needs of businesses, profession, employees, industry and the nation.

• Leading HR Practices in Manpower Resourcing & Planning Award • Leading HR Practices in Strategic HR Award • Leading HR Practices in Performance Management Award • Leading HR Practices in Learning & Human Capital Development Award • Leading HR Practices in Talent Management, Retention & Succession Planning Award • Leading HR Practices in Employee Relations & People Management Award • Leading HR Practices in Compensation & Rewards Management Award • Leading HR Practices in Regional / International / Global HR Award • Leading HR Practices in E-Human Resource Management Award • Leading HR Practices in HR Communications and Branding Award

30 32 34 36 38 40 42 44 46 48 50 52 54 56

58 60 62 64 66

Special Category Awards The Special Category Awards serve to support current national initiatives. Awards will be bestowed on organisations that have developed effective and innovative programmes, achieving effectiveness in the areas listed below.

• Leading HR Practices in Quality Work-Life, Physical & Mental Well-Being Award • Leading HR Practices in Workplace Safety & Health Award • Leading HR Practices in Corporate Social Responsibility Award • Leading HR Practices in Fair Employment Practices Award • Leading HR & Management Consultancy Service Provider Award

68

Individual HR Awards

70

The Individual HR Awards serve to recognise individuals whom have shown significant efforts in contributing to the HR needs of business, profession, employees, industry and the nation.

• Leading CEO Award • Leading HR Leader Award • Leading HR Entrepreneur Award • Leading HR Professional Award • Leading HR Executive Award

72

Human Capital Vol 12 Issue 3

CAAS Changi General Hospital Energy Market Authority Experian Health Promotion Board IBM IRAS ITE JTC Corporation Jurong Health Services Keppel Land International KK Women’s and Children’s Hospital KPMG Ministry of Manpower National Environment Agency National University Hospital Philips Lumileds PrimeStaff Management Services Sentosa Leisure Group Singapore Press Holdings Singtel SONY Electronics Starbucks

List of Participating Companies for Individual Awards Health Promotion Board HSBC Jurong Health Services KK Women's and Children's Hospital Mapletree National University Hospital PrimeStaff Management Services Singapore General Hospital SMRT Corporation SONY Electronics Tata Consultancy Services Tractors Singapore Vital Wunderman Pte Ltd

C 30

Postgraduate Diploma (PGDip) Programmes 6-months (Part-time) Postgraduate Diploma in Human Capital Management Dual Specialization Postgraduate Diplomas in HR and

Organisational Psychology Talent Management Organisational Development & Change New! Employment Relations New! Training & Development New! Reward Management

For more information, visit our website www.shri.org.sg Or contact Anita / Lynn today!

Tel: (65) 6438 0012 or Email: anita@shri.org.sg / lynn.koo@shri.org.sg CPE Registration No.: 200722689Z 30th Jan 2012 - 29th Jan 2016

lifestyle & events

SHRI AGM

02 04 06 08

SHRI 46th Annual General Meeting

10

Representing Singapore human resource professionals for the 46th year, SHRI commemorated the milestone with an Annual General Meeting on 30th March 2012.

12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52

H

eld in SHRI at The Verge, the 46th AGM was attended by more than 60 members of the Association.

Mdm Ho Geok Choo, the President of SHRI, addressed the members through a video call. Mdm Ho thanked the Executive Council and Advisory Panel members for their contributions, and the members for their continuous supports.

The agenda for the evening include reviewing the Minutes of the previous AGM, assessing the 46th Annual Report of the Executive Council, as well as receiving the Financial Report for the financial year ended 31 December 2011. Mr. David Ang, Executive Director of SHRI, outlined the events and activities SHRI conducted from March 2011 to March 2012.

Mr. Erman Tan, VP of SHRI, delivered the financial reports and announced that SHRI appointed Rama & Company as its auditors.

Following that, Mr. Tan presented the proposal to change a few points in the Constitution. Members present were engaged in discussion of which amendments are in line with the direction of the SHRI and which ones are otherwise. HC.

54 56 58

60 62 64 66 68 70 72

Members were engaged in discussions to improve the Constitution.

The AGM was preceded by a dinner for members to catch up and network with each other.

The Meeting was led by Mr. David Ang (left, on stage) and Mr. Erman Tan (third from left, on stage).

Human Capital Vol 12 Issue 3

2012 Calender 2012 Calender

Calendar of Events Events 2012 2012 Calendar of

SHRI seeks to provide platforms for HR and business leaders to meet, share, exchange and learn through SHRI seeks to provide platforms for HR and business leaders to meet, share, exchange and learn through various platforms. Various networking and sharing sessions are created in a year to keep CEOs, HR and various platforms. Various networking and sharing sessions are created in a year to keep CEOs, HR and business leaders and managers and executives updated with the happenings affecting the HR - and business business leaders and managers and executives updated with the happenings affecting the HR and business climates. climates.

The key events events in in 2012.

2012.

Thefollowing followingare are the the dates dates of of SHRI’s SHRI’s key SHRI SHRIOutlook Outlook 2012 2012

January January

S M T W T F S M T W T F 1 1 22 33 44 55 66 8 8 99 10 10 11 1112 13 1213 15 16 17 18 19 20 15 16 17 18 19 20

Singapore HR Singapore HR Challenge 2012 Challenge 2012

February February

S S 77

14 14 21 21 22 23 24 25 26 27 28 22 23 24 25 26 27 28 29 29 30 30 31 31

S M S M

T T

55 12 12 19 19

77 14 14 21 21

66 13 13 20 20

F S F S 3 3 44 88 9 10 11 9 10 11 15 16 17 18 15 16 17 18 22 24 25 25 22 23 23 24 W W 11

T T 2 2

26 26 27 27 28 28 29 29

HR HR Day @ SHRI May May May May

June

SS MM TT W W TT FF SS 11 22 33 44 55

SS

M M

TT

10 11 11 12 12 6 6 77 88 99 10

33

44

55

W

13

March March

S M T W T F S S M T W T F S 11 22 33 10 44 55 66 77 88 99 10 11 12 13 14 15 16 17 11 12 13 14 15 16 17

S M T W T F S S M T W T F S 11 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1010 1111121213131414 15 1616 1717 1818191920202121 15

18 19 19 20 20 21 21 22 22 23 23 24 24 18

22 2323 2424 2525262627272828 22

25 26 26 27 27 28 28 29 29 30 30 31 31 25

29 3030 29

SingaporeHR HR Singapore Singapore Singapore Awards Presentation Presentation HR Awards HRCongress Congress2012/ 2012/ HR Pinnacle TM 2012 HR Pinnacle TM 2012 Gala 2012 Gala 2012

July July

T

F 1

S 2

7

8

9

April April

SS M M TT W W TT 11 22 33 44 55 88

August August

FF SS 66 77

99 10 10 11 11 12 12 13 13 14 14

SS MM T T W WT T F F S S 11 22 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1010 1111

13 14 14 15 15 16 16 17 17 18 18 19 19 13

10 11 11 12 12 13 14 15 16 10

15 15 16 16 17 17 18 18 19 19 20 20 21 21

12 12 1313 1414 1515161617171818

20 21 21 22 22 23 23 24 24 25 25 26 26 20

17 18 18 19 19 20 21 22 23 17

22 22 23 23 24 24 25 25 26 26 27 27 28 28

19 19 2020 2121 2222232324242525

24 25 25 26 26 27 27 28 28 29 24 29 30 30

29 29 30 30 31 31

27 28 28 29 29 30 303131 27

Singapore Singapore HR Congress 2012 HR Congress 2012

September September September September

S M T W T S M T W T

F F

2 3 4 3 4 9 10 11 9 10 11 16 17 18 16 17 18 23 24 25 23 24 25 30 30

7 7 14 14 21 21 28 28

2

5 5 12 12 19 19 26 26

6 6 13 13 20 20 27 27

S S 1 1 8 8 15 15 22 22 29 29

SHRI HRD HRD SHRI Conference 2012 Conference 2012

October October

S S 7 7 14 14 21 21 28 28

M M 1 1 8 8 15 15 22 22 29 29

T T 2 2 9 9 16 16 23 23 30 30

W W 3

T T 4 3 4 10 11 10 11 18 17 18 17 24 25 24 25 31 31

F F 5 5 12 12 19 19 26 26

S S 6 6 13 13 20 20 27 27

November November

S M T W T S M T W T 1 1 4 5 6 7 8 4 5 6 7 8 11 12 13 14 15 11 12 13 14 15 18 19 20 21 22 18 19 20 21 22 25 26 27 28 29 25 26 27 28 29

For more information on key events, please call us at For more information on key events, please call us at +65 6438 0012 or email falilah@shri.org.sg or gina@shri.org.sg. +65 6438 0012 or email falilah@shri.org.sg or gina@shri.org.sg.

Information correct at time of print.

Information correct at time of print.

F F 2 2 9 9 16 16 23 23 30 30

S S 3 3 10 10 17 17 24 24

26 26 2727 282829 2930303131

December December

S M T W T F S S M T W T F S 1 1 2 3 4 5 6 7 8 2 3 4 5 6 7 8 9 10 11 12 13 14 15 9 10 11 12 13 14 15 16 17 18 19 20 21 22 16 17 18 19 20 21 22 23 24 25 26 27 28 29 23 24 25 26 27 28 29 30 31 30 31

reviews

Books

Human Resource Practitioners’ Guide to Employment Laws (2nd edition)

by Arthur Khong

L

ike its first, the second edition of this guide serves to outline the employment laws in Singapore in simple language to help readers, especially HR practitioners and tertiary students majoring in Human Resource Management, to have a better understanding of the rights and obligations of both employers and employees. Many real life scenarios faced by HR practitioners are shared in this guide. It must be said that the solutions given in this guide are by no means exhaustive, but they will certainly be useful for the many common issues that HR practitioners may face in the course of their work.

In this second edition of the guide, there are significantly more scenarios and suggested solutions for each topic as it is crucial for HR practitioners and students alike to fully appreciate the applications of the employment laws. It also provides timely and insightful updates on the recent amendments to the employment laws, such as the re-employment guidelines and the new employment dispute resolution mechanism for professionals, managers and executives.

This book will continue to be a valuable resource for those who want to learn more about employment laws in Singapore.

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Books

reviews

Leadership and Self-Deception by The Arbinger Institute Having sold over a million copies worldwide, Leadership and Self-Deception: Getting Out of the Box seeks to bring the authentic leader out of every reader by explaining a little known problem in the human sciences. Through the understanding of this little known problem, the readers start to comprehend more clearly what being authentic, right and supportive is without having to hide behind excuses, blame and justifications.

The key ideas of the book are about the problems of self-deception, which can be simply defined as the problem of not knowing and yet resisting the possibility that could be the problem. In the book you will meet Tom Callum, a new senior executive at Zagrum Company, receiving a whole day of leadership training from his two 'C' Level executives. Through this story you will find yourself being a mirror image of Tom Callum. Leadership and Self-Deception helps readers discover and understand what these problems are, how it undermines our relationships, our thinking and our results and what we need to do to minimise it. The book is not just about leadership; it invites deep introspection and arouses motivation to initiate actions.

This surprisingly brief easy to read book is a must for all HR/People Capabilities practitioners, Training & Skills Development professionals, business experts and “C” Level Executives. It offers hope for a very simple yet powerful way to scale up culture change and organizational development strategies, without the complexity that usually comes with such intricate initiatives.

Marketing Platforms at SHRI reaches out to: 17,000 HR Professionals in our Database 3,500 SHRI Members 820 companies who participated in our events 1,659 HR Practitioners who attended our events Over 1,000 students from SHRI Academy 2,094 individuals who attended our workshops 780 guests at our Gala Nite ….and many more!

Information is accurate as at 2011

www.shri.org.sg | cheryl@shri.org.sg

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Academy & Workshop Listings

QUALITY LEARNING @SHRI Academy

SHRI Academy

02 04

School of Human Capital Management • School of Financial Services & Risk Management • School of Business

06 08 10 12 14

As the only national professional body for HR practitioners, SHRI awakens the richest potential in people. SHRI Academy offers a wide range of courses for students and working professionals in HR and business fields. You will be trained by qualified and experienced professionals to be equipped with relevant business intelligence in your chosen field. Choose what makes business sense. Embark upon your journey of lifelong learning with SHRI Academy today!

Awarded

Partner Universities

16

2 Serangoon Road Level 6 The Verge (formerly known as Tekka Mall)

Singapore 218227 Tel +65 6438 0012 Fax +65 6299 4864 shriacademy@shri.org.sg www.shri.org.sg

18

Certificate & Diploma Programmes

20 22 26

Human Resource Management/ Development

28

Basic Certificate in Human Resource Management (BCHRM)

24

30 32 34 36 38 40

Duration:

Commencement Date: Course Fees:

ding

SRP fun 54 training hours; approved!

3 months 14 Aug 2012/31 Oct 2012 $730.00 + $51.10* = $781.10 (SHRI members) $850.00 + $59.50* = $909.50 (Public)

This practical programme provides an overview of the key HRM practices.

It is suitable for those with little or no HR experience, but who are interested in this field. Upon successful completion, learners may advance to the Certificate in HRM programme.

42

Contact: Er Peh Nak (Email: er@shri.org.sg)

44

Certificate in Human Resource Management (CHRM)

46 48 50 52 54 56 58 60 62

64 66 68 70 72

Enjoy $378 SDF TRAINING ASSISTANCE

Duration:

Commencement Date: Course Fees:

Enjoy $1,092 SDF TRAINING ASSISTANCE funding

SRP 156 training hours; aproved!

9 months 1 Aug 2012/17 Oct 2012 $1,400.00 + $98.00* = $1,498.00 (without SDF) $308.00 + $98.00* = $406.00 (with SDF)

An intensive course that is designed to provide personnel officers, HR officers, clerks, administrators and secretaries with a sound foundation in HRM, this course also paves the way for learners to advance to the Diploma in Business & HRM programme.

Contact: Er Peh Nak (Email: er@shri.org.sg)

Diploma in Business & Human Resource Management (DipBHRM) Duration:

Commencement Dates:

Course Fees:

Enjoy $1,650 SDF TRAINING ASSISTANCE

366 training hours; 18 months (part-time) SRP funding 12 months (full-time) approved!

26 June 2012 (part time) 13 Aug 2012/17 Sept 2012 (full time) $3,300.00 + $231.00* = $3,531.00 (without SDF) $1,650.00 + $231.00* = $1,881.00 (with SDF)

Designed to enhance the professional skills and competencies of HR personnel, this course adds a business dimension to HRM, covering topics such as business management, law of contract, labour economics, productivity management and employee relations.

Contact: Part-time DipBHRM: Shirlin Chua (Email: shirlin@shri.org.sg) Full-time DipBHRM: Fanny Koh (Email: fanny@shri.org.sg)

Human Capital Vol 12 Issue 3

COMPENSATION & BENEFITS MANAGEMENT Certificate in Payroll Administration (CPA) Duration:

Commencement Date: Course Fees:

Enjoy $80 SDF TRAINING ASSISTANCE

40 training hours; 2 months 15 June 2012/24 Aug 2012 $780.00 + $54.60* = $834.60 (SHRI members) $900.00 + $63.00* = $963.00 (Public)

This programme introduces the methods, techniques and systems of payroll administration and examines the legal issues, statutory laws and latest trends involved. It also includes an understanding of the concept and application of payroll software systems.

Contact: Lynn Koo (Email: lynn.koo@shri.org.sg)

Professional Certificate in Compensation & Benefits Management (ProfCertCBM) Duration:

Commencement Date: Course Fees:

SDF TRAINING ASSISTANCE FOR SMEs ONLY

104 training hours; 7 months June 2012 $1,900.00 + $133.00* = $2,033.00 (SHRI members) $2,350.00 + $164.50* = $2,514.50 (Public)

This programme offers a new perspective on the concept of compensation and benefits, where innovation and value creation are aligned with the organisation’s strategic business direction. Planned in a modular format to allow flexibility, HR practitioners interested in gathering new knowledge on specific topics may choose to enrol in the desired modules instead.

Contact: Shirlin Chua (Email: shirlin@shri.org.sg)

Diploma in Compensation & Benefits Management (DipCBM) Duration:

Commencement Date: Course Fees:

183 training hours; 12 months 12 June 2012/13 Aug 2012 $2,200.00 + $154.00* = $2,354.00

Enjoy $1,100 SDF TRAINING ASSISTANCE

The programme provides a solid grounding for individuals who are keen to learn the methodologies for designing motivational reward systems and integrating them with business objectives.

Contact: Shirlin Chua (Email: shirlin@shri.org.sg)

Academy & Workshop Listings

REGULARS

QUALITY LEARNING @SHRI Academy

EnvironmentAL , safety & health management

Enjoy $1,250 SDF TRAINING ASSISTANCE

Diploma in Environmental, Safety & Health Management (DipESH) Duration:

Commencement Date: Course Fees:

SRP funding approved!

180 training hours; 12 months 12 June 2012/14 Aug 2012 $2,500.00 + $175.00* = $2,675.00 (without SDF) $1,250.00 + $175.00* = $1,425.00 (with SDF)

01 03 05 07 09 11

This programme aims to equip HR practitioners, line managers, supervisors and executives with the knowledge and skills for achieving a safe, productive workplace and ensuring that their work environment adheres to legal requirements.

15

Contact: Shani (Email: shani@shri.org.sg)

17

13

19

psychology and counselling Certificate in Applied Psychology (CAP) Duration:

Commencement Date: Course Fees:

Enjoy $420 SDF TRAINING ASSISTANCE

60 training hours; 3 months Year 2012 $1,400.00 + $98.00* = $1,498.00 (SHRI members) $1,600.00 + $112.00* = $1,712.00 (Public)

Designed to help HR officers and supervisors enhance their working relationship with others, this programme examines human behaviour and the components for developing key interpersonal competencies.

Contact: Anita (Email: anita@shri.org.sg)

Lynn Koo (Email: lynn.koo@shri.org.sg)

Diploma in Organisational Psychology (DipOrgPsy) Duration:

Commencement Date: Course Fees:

FINANCIAL SERVICES & RISK MANAGEMENT

SRP funding approved!

Certificate in Financial Services (CFS) Duration:

Commencement Date: Course Fees:

216 training hours; 12 months 1 August 2012 $2,160.00 + $151.20* = $2,311.20

The CFS programme prepares learners who are interested in a financial services career or have just entered the financial services industry. This Certificate programme provides learners with a broad understanding of the financial system, its structure and services; monetary economics; delivery channels and practices in financial services; basic concepts in analysing financial statements; and business English and communication.

21 23 25 27 29 31 33 35 37 39

Contact: Rachel (Email: rachel@shri.org.sg)

41 Enjoy $300 SDF TRAINING ASSISTANCE

195 training hours; 12 months 19 June 2012/13 October 2012 $3,720.00 + $260.40* = $3,980.40

The DipOrgPsy programme is designed to provide a solid foundation in the field of psychology and focuses on the psychological aspects of functioning.

Learners will be expected to critically engage in psychological theories and their applications.

This programme will benefit those working in management / supervisory position as well as professionals whose job requires them to interact with others on a frequent basis.

Contact: Anita (Email: anita@shri.org.sg)

Lynn Koo (Email: lynn.koo@shri.org.sg)

Enjoy $1,512 SDF TRAINING ASSISTANCE

Diploma in Banking & Finance (DipBF) Duration:

Commencement Date: Course Fees:

Enjoy $2,025 SDF TRAINING ASSISTANCE

405 training hours; SRP funding 24 months approved!

2 July 2012 $4,050.00 + $283.50* = $4,333.50

The DipBF programme provides a broad-based knowledge of banking law, financial accounting, banking services and products, investment analysis, treasury operations, bank marketing & management. This programme is structured as a continuing education for holders of the Certificate in Financial Services (or equivalent) as well as trainee officers who have just embarked on their career in banking and finance.

Contact: Rachel (Email: rachel@shri.org.sg)

Diploma in Investment (DipInv) Duration:

Commencement Date: Course Fees:

43 45 47 49 51 53 55 57 59

Enjoy $1,350 SDF TRAINING ASSISTANCE

SRP funding 270 training hours; approved!

12 months 2 July 2012 $2,700.00 + $189.00* = $2,889.00

The DipInv programme provides comprehensive training in investment analysis and portfolio management. It takes an analytical and practical approach in examining the major factors and techniques involved in the investment decision making process.

Contact: Rachel (Email: rachel@shri.org.sg)

Vol 12 Issue 3 Human Capital

61 63

65 67 69 71

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QUALITY LEARNING @SHRI Academy

Undergraduate & Master Programmes 04 06 08 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50

BA / BA (Hons) Human Resource Management with Financial Management Duration:

Commencement Date:

BA / BA (Hons) Financial Services Duration:

Commencement Dates: Course Fees:

BA - 12 Months BA (Hons) - 24 Months 3 October 2012 February 2013

Course Fees: 20 credit points module

= $1,700.00 (exclusive of GST)

40 credit points module

= $3,400.00 (exclusive of GST) This programme aims to equip HR practitioners to become more effective managers with an ability to analyse and apply financial data to improve decision making for contribution to Human Capital Management and effective HRM practices. Individuals graduating with a degree comprising of HRM with Financial Management will be well placed to make an effective and valuable contribution to an organisation’s consideration of the strategic, financial and operational management of people.

Contact: Fanny Koh (Email: fanny@shri.org.sg)

BA / BA (Hons) Hospitality and Tourism Services Management Duration:

Commencement Date: Course Fees:

BA - 12 Months BA (Hons) - 24 Months October 2012 20 credit points module = $1,700.00 (exclusive of GST) 40 credit points module = $3,400.00 (exclusive of GST)

The course will enable you to combine the study of hospitality management with tourism management with a focal point for services and apply these to practical situations. Students will learn practical skills in hotels and restaurants, as well as transferable skills in research.

56 60 62

Contact: Rachel (Email: rachel@shri.org.sg)

58

180 training hours; 9 months Aug 2012 $4,000.00 + $280.00* = $4,280.00

64

66

MSc International Human Resource Management Duration:

24 months Commencement Date: October 2012 Course Fees: 20 credit points module

= S$2,700.00 (exclusive of GST)

40 credit points Module

= S$5,400.00 (exclusive of GST) This course aims to develop your personal and professional skills to enable you to succeed in dynamic and complex international business environments. It will equip you with knowledge and understanding of global perspectives in HRM. This will prepare you to work in organisations to develop and sustain competitive advantage. Graduates from this course will also be equipped with the knowledge and understanding of global perspectives on HRM necessary to succeed in dynamic and complex international business environments. You will learn how to apply appropriate theories and concepts to professional practice while developing a critical understanding of international business environments and the impact on HRM approaches and practices. You will graduate with a range of skills that will enable you to progress your career with the HRM sector.

Duration: Course Fees:

24 months Core unit = S$3,992.00 Elective unit = S$1,996.00

This postgraduate degree programme meets the aspiration of those who desire a specialist qualification in finance, such as senior executives in banks and financial institutions as well as institutional investors and corporate treasurers. The programme is a solid blend of theory and current practice, taught by Macquarie University’s qualified staff and finance industry practitioners from Australia.

Contact: Shani (Email: Sahni@shri.org.sg)

68 70 72

Contact: Fanny Koh (Email: fanny@shri.org.sg)

Master of Applied Finance

Postgraduate Diploma in Financial Management (PGDipFM) Duration:

Commencement Dates: Course Fees:

This programme aims to provide students with sound varied knowledge and understanding of the financial services sectors. It also provides opportunities for students to acquire skills to equip them for a continued or first career within the financial services industry.

Contact: Fanny Koh (Email: fanny@shri.org.sg)

Contact: Fanny Koh (Email: fanny@shri.org.sg)

52 54

BA - 12 Months BA (Hons) - 24 Months 7 Aug 2012/Nov 2012 20 credit points module = S$1,650.00 (exclusive of GST) 40 credit points module = S$3,300.00 (exclusive of GST)

Bring-a-Friend and enjoy rewards when your friend embarks on a learning journey with SHRI Academy!

For more information, please call 6438 0012 or visit www.shri.org.sg Information printed correct at time of print * (7% GST)

Human Capital Vol 12 Issue 3

* prices current at date of print

02

Academy & Workshop Listings

REGULARS

Postgraduate Diploma Programmes

This course equips HR/non-HR managers and executives with the necessary skills and knowledge for managing intra-departmental manpower matters. Topics covered include HR Management, Manpower Legislation & Industrial Relations, HR Development, Reward Management and Strategic & Change Management.

managers and HR professionals as well as those who wish to advance their career in HR and also for professionals who are looking for career switches.

It will help you contribute to organisational development and change, training and development in job analysis and hiring, overcoming grievances at work and enhancing performance, motivation and job satisfaction. This programme provides the basis for the study of organisational psychology at higher levels and also equips you with basic skills in analysing, understanding research methodologies, changing and evaluating human behaviour as well as exploring the interaction between people and their physical and social environments. This programme does not qualify you to register as a psychologist. Organisational psychologists find work in business, public sector organisation and the community.

Contact: Anita (Email: anita@shri.org.sg)/

Lynn Koo (Email: lynn.koo@shri.org.sg)

Contact: Lynn Koo (Email: lynn.koo@shri.org.sg)/ Anita (Email: anita@shri.org.sg)

Postgraduate Diploma in Human Capital Management (PGDipHCM) Duration: Commencement Dates:

Course Fees:

180 training hours; 6 months 6 July 2012 & 3 August 2012 (Intensive Weekend) $3,600.00 + $252.00* = $3,852.00

Postgraduate Diploma in HR and Training & Development (PGDipT&D)

Dual Specialisations Postgraduate Diploma in HR and Talent Management (PGDipTM)

Duration: 168 training hours; 6 months Commencement Date: 6 July 2012 & 3 August 2012

(Intensive Weekend) Course Fees: $4,200.00 + $294.00* = $4,494.00

SHRI Academy’s PGDipTM programme will equip learners with processes and toolkits on how to connect organisational excellence to people management by systematically identifying, keeping, developing and promoting the organisation’s best people. Learning resources will include simple, efficient, easy-to-follow methods for assessing, planning and developing high-value people to meet your organisation’s current and future needs. It will help you combine your organisation’s diverse human resources activities into an integrated system. The programme will benefit HR and non-HR practitioners including those with direct or related responsibilities for driving the talent agenda in their organisation.

Contact: Lynn Koo (Email: lynn.koo@shri.org.sg)/ Anita (Email: anita@shri.org.sg)

Postgraduate Diploma in HR and Organisational Development & Change (PGDipODC)

Duration:

168 training hours; 6 months Commencement Date: 6 July 2012 & 3 August 2012

(Intensive Weekend) Course Fees: $4,200.00 + $294.00* = $4,494.00

SHRI Academy’s PGDipODC programme is specially designed to equip learners with the fundamental knowledge and skills on how to build their organisational capabilities through various OD interventions. The programme will explore organisational development theories and interventions designed to improve effectiveness and performance.

The programme will benefit HR and non-HR practitioners including those interested to facilitate and influence positive change in their organisation.

Contact: Lynn Koo (Email: lynn.koo@shri.org.sg)/ Anita (Email: anita@shri.org.sg)

Postgraduate Diploma in HR and Organisational Psychology (PGDipOrgPsy)

Duration:

168 training hours; 6 months Commencement Date: 6 July 2012 & 3 August 2012

(Non Intensive & Intensive Weekend) Course Fees: $4,200.00 + $294.00* = $4,494.00

SHRI Academy’s PGDipOrgPsy programme is designed to equip learners with the understanding of the psychological aspects of how organisations function. It is the study of behaviour to promote work attitudes and organisational culture at the workplace. This programme will benefit working people managers, executives,

Duration:

168 training hours; 6 months Commencement Date: 6 July 2012 & 3 August 2012

(Intensive Weekend) Course Fees: $4,200.00 + $294.00* = $4,494.00

SHRI Academy’s PGDipT&D programme will equip learners with the knowledge on how to connect organisational excellence to people development by systematically training and developing the organisation’s people. Learning resources will include simple, efficient, easy-to-follow methods for assessing, planning and developing high-value people to meet your organisation’s current and future needs. The programme will benefit HR and non-HR practitioners including those with direct or related responsibilities for driving the employee relations agenda in their organisation.

01 03 05 07 09 11 13 15 17 19 21 23 25 27 29 31

Contact: Lynn Koo (Email: lynn.koo@shri.org.sg)/ Anita (Email: anita@shri.org.sg)

33

Postgraduate Diploma in HR and Employment Relations (PGDipER)

37

Duration:

168 training hours; 6 months Commencement Date: 6 July 2012 & 3 August 2012

(Intensive Weekend) Course Fees: $4,200.00 + $294.00* = $4,494.00 SHRI Academy’s PGDipER programme will equip learners with the knowledge on how to connect Employee Relations to people management by understanding the legislative guidelines and aligning the HR initiatives in sync with the guidelines and expectations. The programme will also focus on practical examples of employee relations, unions and conflict resolution processes. The programme will benefit HR and non-HR practitioners including those with direct or related responsibilities for driving the employee relations agenda in their organisation.

35 39 41 43 45 47 49 51 53

Contact: Lynn Koo (Email: lynn.koo@shri.org.sg)/ Anita (Email: anita@shri.org.sg)

55

Postgraduate Diploma in HR and Reward Management (PGDipRM)

59

Duration:

168 training hours; 6 months Commencement Date: 6 July 2012 & 3 August 2012

(Intensive Weekend) Course Fees: $4,200.00 + $294.00* = $4,494.00 SHRI Academy’s PGDipRM programme will equip learners with the knowledge on how to connect organisational excellence to people management by systematically developing and rewarding the organisation’s people. Learning resources will include simple, efficient, easy-to-follow methods for assessing, planning and developing high-value people to meet your organisation’s current and future needs. The programme will benefit HR and non-HR practitioners including those with direct or related responsibilities for driving the employee relations agenda in their organisation.

Contact: Lynn Koo (Email: lynn.koo@shri.org.sg)/ Anita (Email: anita@shri.org.sg)

Vol 12 Issue 3 Human Capital

57 61 63 65

67 69 71

02

Check Out These Forthcoming Workshops!

04

Gain practical skills and first-hand knowledge in these various HR functions.

06 08

DATE

TITLE

10 12 14 16 18 20

$630.00

$675.00

$733.00

13 April 2012 6 July 2012 5 Oct 2012

Money Smart

Introduction Large numbers of Singaporeans have experienced financial roller coasters since 1997. We have experienced economic and financial crisis both from a personal and national point of view. Realities like retrenchments, downsizing, mergers, acquisitions, CPF cuts and competition has washed to our shores and shaken the financial and personal beliefs of most Singaporeans. In view of these realities, it is imperative that all individuals equip themselves with the relevant knowledge and tools to manage their finances effectively.

This workshop aims to provide the participants with the essential financial planning knowledge processes and tools to be in control of their finances.

$338.00

$430.00

$483.00

19 – 20 April 2012 21 – 22 June 2012 23 – 24 Aug 2012 25 – 26 Oct 2012

How to be Competent in the Employment Act (HRM 102)

Introduction This workshop aims to give you a sound understanding of the concepts and rationale behind the Employment Act. It attempts to answer some of the common questions managers ask themselves, such as: “Last week I approved the annual leave of an employee. Yesterday he tendered his resignation. Can I revoke the approved annual leave?”

$630.00

$675.00

$733.00

20 – 21 June 2012 13 – 14 Sep 2012

Talent Management and Succession Planning (HRM 112)

Introduction This workshop is structured to highlight and analyze the role of management in career planning and talent management. The primary focus is on career planning within an organization and why leaders in the organization play a pivotal role in encouraging this key HR process. This workshop presents a broad spectrum of theory and research on career growth and succession planning in organizations.

• To learn about career plan framework that may be used in your organization • To understand the nature of career planning and succession planning in organization that is in alignment with the business objectives focusing on devising and working out a career and succession planning model for individual company.

• To understand how organizations are engaging in career management and succession planning to help their employees achieve their career goals as well as to achieve organizational objectives.

$630.00

$675.00

$733.00

27 June 2012 7 Nov 2012

Managing Time, Stress & Anger Effectively (New)

Introduction At the end of this workshop, participants are able to: • Identify the Key Element in Managing Time

$338.00

$360.00

$408.00

30 32

40 42 44 46 50 52 54 56 58 60

NM

Calendar 2012

28

48

CF

Introduction This program will show you how to become such a person. From convincing that you are a creative person, to showing the various techniques of generating innovative ideas, to how to apply innovative thinking to achieving your company’s objectives and becoming a better person, this program will change the way you think and behave.

At the end of the 2-day program, participants will be able to: • Understand how the mind works, and be convinced that they can be creative.

• Know the difference between creativity and innovation.

• Understand the creative thinking process.

• Understand the process of innovation.

• Know the various techniques for generating new ideas.

• Identify and overcome barriers to creative thinking.

• Create a conducive environment to encourage innovative thinking.

• Understand perception.

• Effectively apply creativity in their lives and workplaces

26

38

FEES*

Reframing the Mind – The Art of Creative & Innovative Thinking (New)

24

36

M

28 – 29 March 2012 24 – 25 May 2012 13 – 14 Sep 2012

22

34

DESCRIPTION

62 64 66

68 70 72

Human Capital Vol 12 Issue 3

Check Out These Forthcoming Workshops!

01

Gain practical skills and first-hand knowledge in these various HR functions.

DATE

TITLE

DESCRIPTION

FEES*

M

CF

03 NM

11

• Prioritize what they consider to be Important • Identify and Eliminate the Time Wasters • Identify their Preferred Style for Managing Time & Stress Situations • Use 3 Time and Stress Management Tools to Control their Daily Activities • Apply the Key Techniques to Manage Anger • Work out a Personal Plan of Action Negotiation Skills – The Secret to a Successful Deal

07 09

Calendar 2012

20 – 21 March 2012 12 – 13 July 2012

05

13 15 17 19

Introduction How many times have you felt like you should have gotten a better business deal but did not know how to do it? How many times have you had the feeling that you paid too much for something because you had no other choice?

The secret to a successful deal is in knowing how to negotiate effectively.

Negotiating is not always about price. Successful negotiation is not about you winning at the expense of the other party. Successful negotiation is about how to make the other party understand your side of things.

Objectives: • Understand the traits and behaviour styles of a successful negotiator • Learn how to plan and prepare for negotiation • Recognize and avoid negotiation traps • Know your behavioural and conflict management styles • Know how to analyse your and the other party’s power positions • Learn how to use interpersonal skills to enhance the negotiating climate • Learn how to use creativity to improve a negotiation outcome • Know how to read non-verbal gestures • Learn how to apply pressure tactics and how to defend against them.

• Know how to conclude negotiated agreements that stand the test of time

$580.00

Introduction Today’s competitive business world requires that successful people deliver results not only on time, but also within other restrictions such as manpower and budget constraints. To be able to achieve this, a person has to work well with his project team members and manage conflicts that may arise from time to time. Effective project management becomes an essential skill for leaders.

This 2-day program will provide you with the processes, tools and techniques necessary to handle complex activities and tasks. From starting a project to motivating a team, from the hard and soft skills required of a project leader, from overcoming problems to successful project conclusion, all major aspects of professional project management are taught so that you can be assured of optimum results every time.

$580.00

$580.00

$660.00

21 23 25 27 29 31 33 35 37 39 41 43 45

15 – 16 March 2012 16 – 17 Aug 2012

Effective Project Management (NEW)

$580.00

$660.00

47 49 51 53 55 57 59 61 63 65 67

For more details, please visit our website www.shri.org.sg / www.shri.org.sg/_public_workshops.asp For enquiries on Public Workshops, please call Subbu or Mars at 6438 0012 For enquiries on ESS Workshops, please call Subbu at 64380012 Do drop us an e-mail at subbu@shri.org.sg or mars@shri.org.sg for more enquiries.

Information correct as of 29 November, 2011 0% interest free installments for 6/12 months applicable. Terms and conditions applied

We also provide customised training services to organisations. Call us now to find out more!

UOB & Diners card payments accepted

Special Offer (group registrations for 5 pax & above) will enjoy 5% discount of total amount.

Vol 12 Issue 3 Human Capital

69 71

Corporate Friends & Members of SHRI The SHRI Corporate Friends scheme is a unique and innovative way for your company to have an active partnership with SHRI. It enables member companies to derive maximum benefits and value for their employees through SHRI’s varied services, programmes and seminars. And, of course, being an SHRI Corporate Friend signifies the affiliation and belonging to Singapore’s professional HR body.

02 04 06 08 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68

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3M Singapore Pte Ltd II-VI Singapore Pte LtdAbederdeen Angkasa Amsteel Pte Ltd Angliss Singapore Pte Ltd Asian Steel Company Ltd Astrabon (S) Pte Ltd Ausgroup Singapore Pte Ltd Aussino Home Fashions Pte Ltd Avanta Global Pte Ltd Asset Management Asia Limited Accounting & Corporate Regulatory Authority (ACRA) Achieve Career Consultant Pte Ltd Adecco Personnel Pte Ltd Adept Manpower Solutions Pte Ltd Admira Pte Ltd Adval Brand Group Pte Ltd Aedge Services Pte Ltd Agency for Science, Technology and Research (A*STAR) Agri-Food & Veterinary Authority of Singapore (AVA) AIRINC Asia Pacific Ltd (Hong Kong) Air Products Singapore Pte Ltd Alexandra Health Pte Ltd Alimak Hek Pte Ltd Arup Singapore Pte Ltd Ascendas Land (Singapore) Pte Ltd Asian Women’s Welfare Association Aspire! EduServices Pte Ltd Atlas Sound & Vision Pte Ltd Australian Trade Commission Avnet Asia Pte Ltd Banco Santander S.A Biosensors Interventional Technologies Pte Ltd BMW Asia Pte Ltd Boeing International Corporation Brightpoint Singapore Pte Ltd Brocade Communications (S) Pte Ltd Beacon Executive Search Consultants Becton Dickinson Critical Care Systems Pte Ltd Bishan-Toa Payoh Town Council Black Mountain (Singapore) Pte Ltd BTS Asia Pacific Pte Ltd Building & Construction Authority BusAds Pte Ltd Capitaland Limited Cartus Corporation Pte Ltd Cathay Pacific Airways CD Imaging Pte Ltd Charles & Keith (Singapore) Pte Ltd Chinese Development Assistance Council CCH Asia Pte Ltd Celergo Pte Ltd Central Provident Fund Board Cerebos Pacific Ltd Changi General Hospital Pte Ltd Chevron Singapore Pte Ltd Citibank APCB Regional Training & Development Citibank N.A City Developments Limited City Index Asia Ltd Civil Aviation Authority of Singapore Comfort Delgro Corporation Ltd. Connect Energy Services Pte Ltd Convergys Singapore Pte Ltd Coperion Pte Ltd CornerStone Career Connections Pte Ltd Corrupt Practices Investigation Bureau Cosmo Gourmet Pte Ltd Courts (Singapore) Limited Creative Software Pte Ltd Credit Suisse AG, Singapore Branch Cummins Diesel Sales Corporation Cycle & Carriage Industries Pte Ltd Daimler South East Asia Pte Ltd Datacraft (Singapore) Pte Ltd Dell Global B.V (Singapore Branch) Design Terminal Pte Ltd DHI Water & Environment (S) Pte Ltd DHL Express Singapore Pte Ltd Duke-NUS Graduate Medical School Singapore EADS Singapore Pte Ltd Econ Health & Wellness Centre Pte Ltd

Human Capital Vol 12 Issue 3

EFG Bank, Singapore Branch Eli Lilly (Singapore) Pte Ltd Embrio Enterprises Pte Ltd Energy Market Authority Energy Market Company Pte Ltd Epson Singapore Pte Ltd Equator Human Resources (S) Pte Ltd Estee Lauder Cosmetics Pte Ltd Excel Marco Management & Consulting Pte Ltd Experian Singapore Pte Ltd FCI Asia Pte Ltd Flexecute Pte Ltd Flextronics International Singapore Pte Ltd Flying Dragon Adventures Pte Ltd Fuji Xerox Singapore Pte Ltd Glaxo Wellcome Manufacturing Pte Ltd GMP Recruitment Services (S) Pte Ltd Grand Salm Golf Pte Ltd Greensafe International Pte Ltd Hamilton Sundstrand Pacific Aerospace Pte Ltd Health Promotion Board Hewitt HR Delivery Services Pte Ltd Highness Electrical Engineering Pte Ltd Hitachi Transport System (Asia) Pte Ltd HOF Consulting Pte Ltd Hong Leong Finance Limited Housing & Development Board HRMS Consulting Asia Pacific Pte Ltd HR Quest Singapore Pte Ltd HSR International Realtor Pte Ltd IBM Singapore Pte Ltd ICICI Prudential Life Insurance Co. Ltd (Mumbai) Informa Performance Improvement Asia Pte Ltd Institute of Certified Public Accountants of Singapore IPS Securex Pte Ltd Integrated Health Information Systems Pte Ltd Ikompass Pte Limited Inforcomm Development Authority of Singapore Inland Revenue Authority of Singapore Institute of Certified Public Accountants of Singapore Institute of Mental Health Institute of Technical Education International Data Corporation Asia Pacific Pte Ltd iqDynamics Pte Ltd Jardine One Solution (2001) Pte Ltd Jason Electronics Pte Ltd JobOne Pte Ltd Jobs DB Singapore Pte Ltd JobStreet.com Pte Ltd John Wiley & Sons (Asia) Pte Ltd JTC Corporation JurongHealth Services Pte Ltd Jurong Port Pte Ltd Kelly Services (Singapore) Pte Ltd Keppel Land International Ltd Keppel Offshore & Marine Limited Komatsu Asia & Pacific Pte Ltd Kingsforce Management Services Pte Ltd KK Women’s & Children’s Hospital Kong Meng San Phor Kark See Monastery Korn / Ferry International Pte Ltd Kraft Foods Asia Pacific Kronos Australia Pty Ltd KPMG LLP Lam Research Singapore Pte Ltd Lithan Education Pte Ltd Lundbeck Export A/S Levi Strauss Asia Pacific Division Pte Ltd Liberty Insurance Pte Ltd Lilly-NUS Centre For Clinical Pharmacology Pte Ltd Lithan Education Pte Ltd Macsimize Pte Ltd Manfield Employment Services Pte Ltd Mega-Tech Industries (S) Pte Ltd Messier Services Asia Pte Ltd Misumi South East Asia Pte Ltd Mitsubishi Chemical Infonics Pte Ltd Modern Montessori International Pte

Ltd Management Development Institute of Singapore (MDIS) Mandarin Orchard Singapore Manpower Staffing Services (Singapore) Pte Ltd Manulife (Singapore) Pte Ltd Mapletree Investments Pte Ltd Matador Systems Pte Ltd McDonald’s Restaurants Pte Ltd Meca Centre for Industrial Relations Sdn Bhd Mendaki Sense Pte Menicon Singapore Pte Ltd MHE-Demag (S) Pte Ltd Ministry of Education Ministry of Home Affairs Ministry of Manpower Ministry of National Development MRI China Group (Singapore) Pte Ltd Nalco Pacific Pte Ltd Nanyang Polytechnic Nanyang Technological University National Healthcare Group National Service Resort & Country Club National University Hospital (S) Pte Ltd National University of Singapore NCompass Mobility (S) Pte Ltd New Voice Communications Pte Ltd Nomura Asset Management Singapore Limited Nordic Maritime Pte Ltd NSK Consulting Pte Ltd NTUC First Campus Co-operative Ltd NTUC Income Insurance Co-operative Limited Nuvista Technologies Pte Ltd Olam International Limited Opinion Research Corporation OMG Consulting Pte Ltd Omron Healthcare Singapore Pte Ltd Pacific Arena Pte Ltd Pedro Group Pte Ltd PeopleNet Associates Pte Ltd Prudential Assurance Company Singapore (Pte) Ltd Parkway Group Healthcare Pte Ltd Panasonic Asia Pacific PeopleSource Pte Ltd People Trends Pte Ltd Personnel & Organization Development (Pte) Ltd Philips Electronics Singapore Pte Ltd Pico International (Dubai) LLC Polaris Software Lab Pte Ltd PowerSeraya Ltd Pricoa Relocation Hong Kong Limited Primacy Relocation Pte Ltd Primestaff Management Services Pte Ltd PromiseLand Independent Pte Ltd Prosper Marine Pte Ltd PSA International Pte Ltd Qian Hu Corporation Limited Quotient Search Pte Ltd Quest OntheFrontier Raffles Corporate Suite Pte Ltd Randstad Pte Limited RecruitPlus Consulting Pte Ltd Reiss Motivation Profile Asia Pte Ltd RGF HR Agent Singapore Pte Ltd Research Instruments Pte Ltd Reliant Global Recruiting Pte Ltd Republic Polytechnic Resorts World At Sentosa Pte Ltd Roffey Park Institute, UK Rotary Engineering Limited RS Components Pte Ltd Sabic Asia Pacific Pte Ltd SAF Warrant Officers and Specialists Club Safra National Service Association SAFRA Radio Saipem Singapore Pte Ltd Sakari Resources Limited Sanford Rose Associates Singapore Pte Ltd Santa Fe Relocation Services (S) Pte Ltd Sato Global Business Services Pte Ltd Schneider Electric South East Asia (HQ) Pte Ltd Sciente International Pte Ltd

Senoko Energy Pte Ltd Siemens Pte Ltd Sime Darby Insurance Brokers (Singapore) Pte Ltd Singapore Technologies Marine Limited SKF Asia Pacific Pte Ltd Star Holiday Mart Pte Ltd Starr Financial Group Stratagem Consultants Pte Ltd Swiber Holdings Limited Sentosa 4D Magix Pte Ltd Sentosa Development Corporation Sheffield Employment Agency Pte Ltd Shell Eastern Petroleum Pte Ltd Singapore Academy of Law Singapore Airlines Limited Singapore Armed Forces (Ministry of Defence) Singapore Exchange Limited Singapore General Hospital Pte Ltd Singapore Indoor Stadium Singapore International Foundation Singapore Management University Singapore Meritus International Hotels Pte Ltd Singapore National Eye Centre Pte Ltd Singapore Petroleum Company Limited Singapore Police Force Singapore Polytechnic Singapore Pools (Pte) Ltd Singapore Power Ltd Singapore Technologies Engineering Ltd Singapore Technologies Kinetics Ltd Singapore Turf Club Singapura Finance Ltd SingTel SIRVA Relocation SMRT Corporation Ltd Sony Electronics Group of Companies in Singapore S.P. Jain Center of Management Spring Singapore SSH Corporation Ltd Starbucks Coffee Singapore Pte Ltd State Street Bank & Trust Company StepStone Solutions Singapore Pte Ltd Straits Construction Co. (Pte) Ltd StreetSine Holdings Pte Ltd Stryker Singapore Private Lmited Sumitomo Mitsui Banking Corporation Talentpreneur Pte Ltd Tata Consultancy Talentnet Corporation Trans Equatorial Engineering Pte Ltd The Bank of Toyko-Mitsubishi, UFJ, LTD TBC HR Consulting (S) Pte Ltd The Great Eastern Life Assurance Co Ltd The HongKong & Shanghai Banking The Northern Trust Company The Ritz-Carlton, Millenia Singapore TNT Express Worldwide (S) Pte Ltd Toll Logistics (Asia) Ltd TrainingGearAsia Pte Ltd Tractors Singapore Ltd Ultimate Alliance Consultancy Pte Ltd United Overseas Bank Ltd Urban Redevelopment Authority (URA) Vicom Ltd Vigor Precision Engineering Pte Ltd Vishay Intertechnology Asia Pte Ltd Vision Manpower Pte Ltd Vital, Dept. of Ministry of Finance Welcomepacks Pte Ltd WiseNet Asia Pte Ltd W.L. Gore & Associates (Pacific) Pte Ltd Woh Hup (Private) Limited Wunderman Pte Ltd Weatherford Asia Pacific Pte Ltd Welcomepacks Pte. Ltd Wing Tai Property Management Pte Ltd WiseNet Asia Pte Ltd Yum! Asia Franchise Pte Ltd Zodiac Services Asia Pte Ltd Zouk Management Pte Ltd

SHRI Welcomes New Members We are pleased to introduce the group of newly conferred fellow members of the Institute. These professional members have achieved eminence in the practice of human resource management and have contributed to the body of knowledge relating to human resource management and/or development. In addition, they have made valuable contributions to the Institute and the HR profession over the years.

New members admitted as of february 2012 PROFESSIONAL Stuart Tan, MSHRI Managing Director Ultimate Alliance Consultancy Pte Ltd Tan Chee Keon, MSHRI Deputy Director, Talent Dev. & HR Systems JTC Corporation ASSOCIATE Low Shee Ching Valerie Senior Exec. (Org. Dev. & Learning) Vital, Dept. of Ministry of Finance

Kwok Kar Boon, Karen Senior Exec. (People Matters) Vital, Dept. of Ministry of Finance Chan Lai Leng Gladys Senior Exec. (Org. Dev. & Learning) Vital, Dept. of Ministry of Finance Leong Miew Seem Amanda Senior Manager, HR & Admin ACR Capital Holdings Pte. Ltd.

Lilian Cheng Manager, Human Resources Institute of Certified Public Accountants of Singapore Tho Cheng Hoon Senior Executive, Human Resources Institute of Certified Public Accountants of Singapore Winnie Tew Huey Ling HR & Admin Executive GMR International (Singapore) Pte Ltd

01 Mary Claire Macariola Carlon Recruitment Consultant Mystic Global Pte. Ltd. Lee Kuok En. Ralph HR & Admin Executive GMR Energy (S) Pte Ltd Padmaja Ananthanarayanan Principal Consultant H-Capital Search

03 05 07 09 11 13 15 17 19

New members admitted as of march 2012

21

PROFESSIONAL Peter Wee, MSHRI Director, HR & Corporate Services Civil Aviatioin Authority of Singapore

ASSOCIATE Crispin Wilson Managing Director Banco Santander S.A

Sandra Lee HR Manager Keppel Land International Ltd.

Loh Ka Li Executive Director BlueInk Search Pte Ltd

23

Lee Jin Hwui, MSHRI Manager, HRD Land & Transport Authority of Singapore

Joanne Lee Quee Choo Executive Director, Corporate Services Reiss Motivation Profile Asia Pte Ltd

Phua Soo Chin Janice Executive Asst.

Xilinx Asia Pacific

27

Vincent Cheong Meng Wah, MSHRI Human resources Advisor Brightstar Distribution Sdn. Bhd.

Chia Wee Lang Winnie Deputy Director (Human Resource) Civil Aviatioin Authority of Singapore

Chia Ser Suan Senior HR Manager National University of Singapore (Office of the VP Campus Infrastructure)

Chua Shiuh Pooi, Tery, MSHRI Director DBS Bank Limited

Brandon Kew Asst. Director, Business Development AYP Associates

Saroja Sivananda Panicker Sindhu HR Manager Ennovatez Pte Ltd Pieter Tjia Teck Boon Director OMG Consulting Pte Ltd

Lau Hui San Vanese Asst. HR Manager International Press Softcom Limited Darren Atkins-Wada Director RGF HR Agent Singapore Pte Ltd Iryani Kamal HR & General Affairs RGF HR Agent Singapore Pte Ltd

25 29 31 33 35 37 39 41 43

New members admitted as of april 2012

45

PROFESSIONAL Irene Yee, MSHRI Consultant

Tieu Yen Trinh, MSHRI General Director Talentnet Corporation

Jonathan Khoo Poh Ghee, MSHRI Managing Director SES Associates (SEA) Pte Ltd

Benjamin William Batten Country General Manager Volt Service Corporation Pte Ltd

Manish Arya, MSHRI Associate Manager, HR HCL Technologies Singapore Pte Ltd

Karen Koh, MSHRI Talent Director ACE Talent Consulting Pte Ltd

Chan Wan Ching Ivy Senior HR Executive STT Communications Ltd

Colin Blackwell, MSHRI Director, Business Development & Strategic Advisor Talentnet Corporation

Ida Soghomonian, MSHRI Managing Director i Innovate Pty Ltd

Lau Yin Cheng, MSHRI Cluster Director/HR Director Inforcomm Development Authority of Singapore ASSOCIATE Janice Choong Corporate Accounts Manager Avanta Global Pte Ltd

Htin Kyaw Myint Deputy QMR Uniteam Marine Ltd (Yangon)

55

59

Ee Thain Seng Steven, MSHRI Managing Director FMS Associates Asia Pte Ltd Chua Ching Lian Pauline, MSHRI GM, Human/Org. Resource & Development Fuji Xerox Singapore Pte Ltd

ASSOCIATE Yvonne Chua HR & Finance Manager Automobil Manufacturer (Singapore) Pte Ltd Monica Bhatia Senior Consultant (HR) Volt Service Corporation Pte Ltd

49 51 53 57 61

New members admitted as of may 2012 PROFESSIONAL Eric Ng, MSHRI Managing Director ESSN International Pte Ltd

47

63

Annabelle Lin Relationship Manager Citibank Singapore Ltd, Global Consumer Group

65 67

Boon Sze Ching, Joelle AVP, Human Resource Citibank NA

69

71

Acevedo Juan Carlos Franchise Consultant MatchPoint Franchise Consulting Network

For more information, please call Julia Chua at 6438 0012 ext. 51 or email: julia@shri.org.sg

Vol 12 Issue 3 Human Capital

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