Human Capital Volume 12 Issue 1 by People Trends

Navigating Market Volatility

Powering Human Capital

Asia Pacific

Project Management Trends for 2012

The Future of Foreign Talents

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

Worldâ&#x20AC;&#x2122;s Best Workplaces KDN No. PPS 1784/03/2012 (022723)

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TO finD OUT mORE, gO TO PEOPlETREnDSOnlinE.COm COnTaCT US PEOPlE TREnDS PTE lTD 732B gEylang ROaD SingaPORE 389643 PhOnE +65 6842 7212 fax +65 6842 1986 Email infO@PEOPlETREnDS.Biz

Positive Transformations ~ People • Organisations • Society • Lifestyles 20

Vol 10 Issue 6

media advertising

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Design and Publishing

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Events and Conferences

contents 02 04 06 08 10 12 14

Centerstage

Leaders

22 25 BEST GLOBAL

COMPANIES TO WORK FOR Unique policies, high pay, sweet perks, fun colleagues –see which 25 multinational companies offer dream workplaces.

47 SPIRIT OF ENTERPRISE AWARDS 2011 Honouring 30 Most Inspiring Entrepreneurs in Singapore for the 9th Year.

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On the Cover 28 PROJECT MANAGEMENT TRENDS FOR 2012 As global economic uncertainties continue to evolve in 2012, the type of challenges for Project Managers varies significantly. 31 ART OF COLLABORATION ‘Make friends, not war’ is the new management strategy for the New Year. 35 NAVIGATING MARKET VOLATILITY As most businesses are concerned about impending recession, some continue to maintain recruitment and training, while others prefer to cut costs.

52 STRUCTURING LOCAL COMPANIES FOR BUSINESS OPTIMAL GROWTH Celebrating 50 Most WellManaged Local Enterprises with Enterprise-50 Awards. 54 ENTREPRENEURSHIP IN WORKPLACE Embracing entrepreneurial values within the workplace will encourage innovation and creativity. Features 38 INTERNATIONAL PRIVATE MEDICAL INSURANCE Access to treatment anywhere in the world might be an attractive benefit that would retain your talents.

41 THE FUTURE OF SINGAPORE’S FOREIGN TALENTS Singapore remains one of the most desirable Asian cities for foreign workers despite significant changes in Employment Pass policy.

Lifestyle & Event

42 SATISFIED BUT PICKIER

GRADUATION CEREMONY Academy of Singapore Human Resource Institute in the eyes of one of its graduates.

Young workers worldwide are more satisfied with their employers but are more likely to change job.

44 HR INDUSTRY PREDICTIONS FOR 2012 Global events and technology will affect the activities of HR professionals and the way companies solve HR challenges. 46 BUSINESS AND WAGE PROSPECTS IN 2012 Companies are surprisingly optimistic in welcoming 2012, but still cautious regarding wage increment, bonuses, and recruitment.

58 NOT JUST A PIECE OF CAKE Spice up your corporate events with these cakes that are appetizing both to stomach and to the eyes.

60 SHRI 46th

Regulars 03 Editor’s Note 04 Director’s Note 06 Local News 13 Executive Appointments 14 World News 57 SHRI Conferences & Seminars 62 Book Review 63 Video Review 64 Academic Listing 68 Workshop Listing 70 Corporate Friends and Members Listing

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

Human Capital Vol 12 Issue 1

EDITORIAL Executive editor Daniel Ho, MSHRI assistant Editor Eva Berlin Fransiskus Admin Support Phyo Theingi Oo Design Bridge Graphics CONTRIBUTORS Rahul Shah, Gery Messer, Ralph Tam, Nicholas Tuckfield Sales & Marketing Daniel Ho Tel: 9457 5671 Zung Tran Tel:9467 8894 Rebecca See Marketing Executive (advertise@peopletrends.biz)

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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. We occasionally use material we believe has been placed in the public domain. Sometimes it is not possible to identify and contact the copyright owner. If you claim ownership of something we have published, we will be pleased to make a proper acknowledgement. Please Recycle or pass on to friends after use

editor's note 01

03 05 07 09

Financial Metrics for Success

11 13

rom a financial point of view, financial metrics are powerful tools

for effective decision-making and are also useful as “tipping

points” for organisational change or business transformation. The

adage, “What gets measured gets done” is true.

Leaders and people managers should link performance and financial

metrics to define and communicate strategic objectives tailored to

every individual and role in the organization. Managers use them to

identify underperforming individuals or teams and guide them back

on track. Employees use performance and financial metrics to focus on

what’s important and help them achieve goals defined in their personal

performance plans.

However, the wrong metrics may lead to dire consequences. If the metrics

don’t accurately translate the company’s strategies and goals into clear

actions that employees can understand on a daily basis, the organisation

may wallow. Employees will work hard but have nothing to show for their

efforts, leaving everyone drained and discouraged. Ultimately, the company

will be efficient but ineffective.

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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 1 Human Capital

director's note 02

04 06 08 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38

Financial Metrics for Success

rom a financial point of view, financial metrics are powerful tools for effective decision-making and are also useful as “tipping points” for organisational change or business

transformation. The adage, “What gets measured gets done” is true. Leaders and people managers should link performance and financial metrics to define and communicate strategic objectives tailored to every individual and role in the organization. Managers use them to identify underperforming individuals or teams and guide them back on track. Employees use performance and financial metrics to focus on what’s important and help them achieve goals defined in their personal performance plans.

However, the wrong metrics may lead to dire consequences. If the

metrics don’t accurately translate the company’s strategies and goals

into clear actions that employees can understand on a daily basis, the

organisation may wallow. Employees will work hard but have nothing

to show for their efforts, leaving everyone drained and discouraged.

Ultimately, the company will be efficient but ineffective.

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David Ang, FSHRI, SHRP Executive Director, SHRI

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*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 1

local news

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Medisave Required Amount (MRA) increases to S$32,000 from January 2012

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From January this year, the Medisave Required Amount (MRA) is raised to S$32,000, higher than the previous S$27,500. The MRA refers to the amount that must be set aside in the Medisave Account, after the CPF Minimum Sum requirement has been met. Those who have met the CPF Minimum Sum and have a MRA shortfall at the point of withdrawal have to make a top-up to the Medisave Account with part of the balances from the Ordinary Account and/or Special Account to meet the prevailing MRA. The Central Provident Fund (CPF) Board, which announced the change, said members will continue to enjoy a risk-free interest rate of 4% on their Special and Medisave Accounts (SMA) between January 1 and March 31, 2012. The interest rate is also set at 4% for the Retirement Account (RA) - from January 1 to December 31, 2012.

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Rise of workers on shorter work week

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This is in line with the government's announcement made in September 2011 to maintain the 4% per annum floor rate for interest earned on all SMA monies and RA monies until December 31, 2012. The CPF Board said savings in the SMA currently earn either 4% or the 12-month average yield of 10-year Singapore Government Securities (10YSGS) plus 1%, whichever is the higher. The interest rate on SMA savings is adjusted quarterly, based on interest rates on 10YSGS over a preceding 12-month period. The average yield of the 10YSGS plus 1% from December 1, 2010 to November 30, 2011, works out to be 3.19%. The SMA interest rate payable to CPF members from January 1 to March 31, 2012 will be maintained at the current floor of 4%. CNA.

Human Capital Vol 12 Issue 1

More workers in Singapore are having shorter work weeks or being temporarily laid off in Q3 last years as employers anticipate weaker economic conditions ahead, according to the Labour Market Q3 reported by the Ministry of Manpower. Although layoffs of workers in Q3 remained low, workers on short work week or temporarily laid off have risen from 180 in the second quarter to 660 in the third quarter. This is the highest number since the first quarter of 2010. Despite that, the report showed that employment growth in the first nine months of 2011 was strong on the whole. Total employment grew by 31,900 in Q3, which is higher than the gains of 23,800 in the second quarter and 20,500 in the third quarter last year. In fact, total employment grew by 85,000 in the first nine months last year, higher than the gains of 82,000 in 2010. The bulk of the employment gains in Q3 came from the services sector (21,200), followed by construction (6,800) and manufacturing (3,700). The overall unemployment rate also declined slightly from 2.1% in June 2011 to 2.0% in September 2011. MOM.

local news

Most overused professional buzzwords in Singapore If standing out from the crowd is your game plan to getting that job, it is best to avoid words and phrases that have been used one time too many in your resume. According to the latest report by LinkedIn, the most overused professional buzzword found in members’LinkedIn profiles globally was “creative”. For professionals based in Singapore, the number one word that has appeared time and time again was “track record”.

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Here is the 2011 list of the top 10 terms in Singapore that have appeared the most: 6. Innovative 1. Track record 7. Problem solving 2. Motivated 8. Communication skills 3. Effective 9. Extensive experience 4. Creative 10. Interpersonal skills 5. Dynamic

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“Competition for opportunities can be fierce, so craft your LinkedIn Profile to stand out from the professional pack,”advised Chan Ngee Key, Career Coach & Strategist at YourOwn360. “Some objectives you should keep in mind are: Banish buzzwords from your profile. Use language that illustrates your unique professional accomplishments and experiences. Give concrete examples of results you’ve achieved whenever possible and reference attributes that are specific to you.” So, the next time you are tempted to write about your “track record”and just how motivated, effective, creative and dynamic you are – don’t. Bear in mind this list, and start making use of that thesaurus. LI.

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Young working adults expect more pay with higher qualifications The majority of young working adults in Singapore expect a salary increase upon obtaining their next level of academic qualifications, according to the 2011 JobsCentral Learning Rankings & Survey. Up to 70.3% of respondents expect their pay to rise by at least 25% with higher academic qualifications, while 1 in 5 young work adults (22.8%) indicated that they expect to be paid 50% more. In response to the relationship between pay increment and further education, CEO of JobsCentral Group Lim Der Shing, said: “For most employers, pay raise decisions are usually made based on job performance improvement, increased job responsibility or increased scope of work.” He added that professionals who expect pay raises simply because of higher educational qualifications may find themselves disappointed if they do not take on more work and responsibility at the same time. The survey also revealed that less young working adults want to pursue further studies, with only 69.6% intending to do so. This makes it the lowest percentage since the survey started in 2009, dropping from 79.3% that year and 71.4% in 2010. A total of 3,413 young working adults aged 21-40 participated in the survey, which was conducted online from August to September last year. JCL.

Vol 12 Issue 1 Human Capital

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local news

Employment prospects weaker in 2012

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The job market in the current year is looking glum as employers take a more cautious approach towards hiring, according to the latest Manpower Employment Outlook Survey by recruitment firm, Manpower. The survey revealed that only one in five companies intend to add staff in Q1 this year, which is a sharp decrease from the one in three in the last quarter of 2011. In addition, employers planning to cut staff rose to five percent from the two percent currently. The outlook for the coming quarter is weaker in all seven industry sectors as compared to both the previous quarter and the first quarter of last year. However, not all is bleak in the job market as hiring in sectors such as public administration, education and those in real estate, finance and insurance still remain steady. Linda Teo, Manpower Singapore's country manager, said: "Hiring prospects may be weaker, but employers still plan to add to payroll in the first quarter of 2012, which demonstrates that they still recognise the need for specialised talent that gives their companies an edge over their rivals." MG.

Hiring demand for medical and legal services up The medical and legal services sectors are proving more resilient to the uncertain economic climate, according to a survey by Robert Walters. There has been a steady rise in job advertisements for positions within these fields, with those in the medical sector increasing over the quarter by 19% and those in the legal sector by 17%. The rise in the number of medical professionals is due to the need to meet regulatory requirements as pharmaceutical companies continue to invest in clinical assistance, research and development. Companies also increased headcount in the legal departments to prepare for financial regulations. Overall, the number of job advertisements in Q3 2011 held steady, growing by five percent over the quarter and by seven percent from Q2 to Q3. “The number of job advertisements over the quarter has not increased significantly in Singapore as both candidates and international companies in particular are assessing recruitment strategies in the wake of the global economic slowdown,”said Andrea Ross, managing director of Robert Walters Singapore. She also added that the increase in advertisements in disciplines such as customer servicing and business development highlighted that companies are still willing to hire in those areas that support customer retention and growth. RW.

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Mental issues, stress, a major concern Mental issues and stress are amongst the top concerns of companies across Shanghai, Hong Kong and Singapore. According to the Multinational Workforce Health & Wellness Pulse Survey by Towers Watson, mental issues and stress emerged as one of the top concerns in Shanghai and Hong Kong ahead of infectious diseases for Hong Kong and lack of physical activity for Shanghai. In Singapore, it is ranked second after chronic conditions, e.g. diabetes, asthma, hypertension. The survey also found that employers in these three markets ranked “demonstrate interest in employee wellbeing, employee resiliency/stress management”as their topmost concern – a reflection of the paternalistic approach of Asian employers towards the offering of employee benefits. This was followed by “retaining key talent and competitive reward packages”. Singapore stood out as being the country where as many as 83% of participants already have a Health Strategy in place, with the remainder planning an imminent roll-out. This contrasted with Hong Kong, where only 30% of the participants have one in place and 50% have no plans to adopt one. In Shanghai, 72% of participants have a strategy and 21% indicated it was on their agenda for the near future. Health screening, mental health/stress management, on-site fitness centres and vaccinations are the most popular programmes with Asian employers. Andrew Heard, managing director, Asia-Pacific Benefits at Towers Watson said, “Our survey revealed that companies understand the importance of having a comprehensive health and wellness strategy, but there are also significant challenges ahead. To begin their wellness journey, companies should determine the key fundamentals of where they are, the support they need and then go about designing and putting in place an integrated health and wellness strategy that works for their organisation.” TW.

Human Capital Vol 12 Issue 1

local news

Parental care gets a boost Some 76,000 civil servants in the country will get two days of parental care leave per annum from this year onwards. Civil servants can use this leave to not only care for their parents, but also their parents-in-law. Medical certification will not be required. “With a rapidly ageing population and smaller family units, officers with elderly parents will need time to take care of them. The new parent-care leave reflects our position as a familyfriendly employer," explained the Public Service Division (PSD) in a statement. Besides parental care leave, the PSD also announced that civil servants will get three days of compassionate leave for the bereavement of their immediate family members. AO.

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Singapore employment rate up in 2011

Hiring to slowdown in 2012 Hiring is set to see a slight decrease in the current year, according to Mr. Joshua Yim, CEO of recruitment firm, Achieve Group. “I think generally jobseekers and employees will be concerned looking at the first quarter of 2012,”he says. Speaking about the slowing economy and its effects on hiring trends for the upcoming year, Mr. Yim says that already 10-15% of companies in Singapore are reducing their hiring or have stopped increasing their headcount. He notes that several industries such as semi-conductors, electronics and manufacturing have been decreasing their hiring over the past two months. However, Mr. Yim says that industries such as consumer goods, retail, and hospitality will be areas that will not be as adversely affected when it comes to hiring as there is always demand for service staff. Mr. Yim predicts that there will be a slowdown in hiring in the first and second quarters of 2012 but it will not be as “bad” as compared to the financial crisis years of 2008 and 2009. He also notes that organisations having experienced the previous crisis have the “residue wisdom”and will be able to handle the economic slowdown. In addition, the unemployment rate could rise. In the third quarter of 2011, the unemployment rate stood at 2.2%. Retrenchment numbers too will go up this year (in the first and second quarters), according to Mr. Yim. However some organisations have been making changes in their work policies to prevent it from happening. “There are some companies in the semiconductor and electronics industries that are already moving to a four-day work week.” ST.

Despite the predicted economic gloom in the near future, Singapore’s employment rate has risen to a new high this year, according a report by Ministry of Manpower. Findings from the Labour Force Survey showed that 78% of the resident population aged 25 to 64 were employed in 2011, surpassing the previous high of 77.1% in 2010. This reflected both the stable high in labour force participation rate and lower unemployment rate. The employment rate for older workers also showed good progress, with a record of 61.2% of residents aged 55 to 64 working in 2011, up from 59% a year ago. Women also fared remarkably well last year, with their employment rate for women aged 25 to 54 increasing from 71.7% in 2010 to 73% in 2011. The survey also revealed that more residents were employed in both professional, managerial, executive & technician (PMET) and non-PMET jobs in 2011, with a faster rate of increase over the year for PMETs (2.2%) than non-PMETs (1.5%). In addition, nominal incomes also rose strongly in 2011, amid a tighter labour market. The median monthly income from work (including employer CPF contributions) of full-time employed residents rose by 3.1% in 2011 when headline inflation is taken into account, after a slight dip of 0.3% in 2010. EO.

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Vol 12 Issue 1 Human Capital

local news

Singapore employees feel least recognised and rewarded 02 04 06 08

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Less than half of Singapore employees (46%) say that their efforts at work are recognised and rewarded – the lowest figure out of all Asia-Pacific, according to an annual survey conducted by global workforce solutions agency Kelly Services. The Kelly Global Workforce Index also found that more than one-third of respondents (41%) said that their bosses have not prepared them adequately for future success. When asked to rate their bosses, employees in Singapore gave them just a passing grade for their performance, with a score of 6.5 out of 10. This was slightly better than China (6.4) and Hong Kong (5.8), but less than the rest of Asia-Pacific, including India (7), Thailand (6.9), Indonesia (6.8) and Malaysia (6.7). “Employees’views of an organisation carry a lot of credibility and send a clear signal about how people are managed and the best places to work. They have a significant impact on the ability of a business to attract and retain talent,”said Melissa Norman, Managing Director of Kelly Services in Singapore and Malaysia. “Employers are under intense scrutiny from a range of stakeholders, and employees are increasingly making judgments about their effectiveness. Surveys such as this help

provide employers greater insight in addressing employee concerns,”she concluded. The Kelly Global Workforce Index obtained the views of approximately 97,000 people in 30 countries, with 900 respondents from Singapore. KS.

Bigger gender income disparity at top: survey The income disparity between male and female finance professionals appears to be more prevalent in higher-powered positions, even though gender discrimination does not seem to be commonplace in Singapore. This is according to a new survey conducted by eFinancialCareers in partnership with Financial Women's Association Singapore (FWAS), a nonprofit organisation that seeks to advance the standard of professionalism in the financial industry, especially the role and development of women. The eFinancialCareers Gender Diversity Survey 2011, conducted in November last year, targeted 629 finance professionals from Singapore. It was also carried out in Hong Kong, China (Greater China), and Australia. Of the finance professionals surveyed in Singapore, 47% said that gender influences income levels in the financial services sector. When asked whether remuneration was equal for men and women in top managerial positions, 45% of respondents did not think so. However, the figure drops to 30% when respondents were asked the same question about entry-level positions. Another significant finding was that 52% of Singaporeans surveyed said that they have never applied for a flexible work arrangement, despite the availability of options, such as maternity and paternity leave and unpaid personal leave. Reasons cited for this low take-up rate include the fear that such actions would make employees look bad and that companies have not

Human Capital Vol 12 Issue 1

implemented the correct policies. Despite the findings, many, including FWA networking chairperson and survey coordinator Emma Boyd, are optimistic about the future. 'People don't expect to be successful without showcasing a certain degree of competency in their profession and what is really interesting is that in this mixed-gender survey, we had more male respondents than females, many of whom agreed that income discrimination exists and that it is easier for men to get ahead,' said Ms Boyd. Some 41% of the Singapore-based respondents believe that the existing income gap will narrow. Furthermore, 62% expect more women to fill top positions over the next five years. Many do not feel that gender discrimination is rife in the workplace, with six in 10 respondents saying they have never experienced it. About 68% of those surveyed also said that they had not experienced gender bias in the recruitment process. In addition, 58% of respondents do not think gender is a barrier to success in the finance services industry. However, eFinancialCareers head of Asia, George McFerran, said it would be foolhardy to assume that discrimination does not exist at all, just because it is not apparent. 'Financial institutions should always promote gender diversity programmes to allow for greater integration of the sexes,' said Mr McFerran. 'At present, a quarter of our Singapore respondents are not even aware if their companies have an explicit gender diversity programme or targets, and over half say their firms don't have such programmes or targets at all.' BT.

local news

R&D talent pool to expand The research pool in Singapore has been growing at a steady rate, as both the public and private sectors are setting their focus on research and development. According to the latest National Survey of R&D 2010, the number of research scientists and engineers in Singapore jumped 6.4%, adding to a total of 28,000 last year. The survey, published by the Agency for Science, Technology and Research (A*Star), revealed that more than half (55.3%) of these scientists and engineers were employed in the private sector. Demand for researchers with PhDs remained positive as PhD employment in both public and private sectors increased. The public sector saw a jump of 11.4% in those with PhDs, while the private sector grew 7.8% between 2009 and 2010. Expenditure in R&D also rose to new levels last year, with public expenditure reaching a high of $2.5 billion last year, an increase of 9.6% from 2009. More than 1,000 organisations participated in the survey.CNA.

IT training for people with disabilities More people with disabilities are undergoing an IT Apprenticeship Programme at the Infocomm Accessibility Centre, in order to prepare themselves for the working world. The IT Apprentice Programme aims to bridge the gap between IT training and employment for people with disabilities and is co-organised by the Infocomm Accessibility Centre and the Tripartite Alliance for Fair Employment Practices. Since its beginnings in 2008, the $12.7 million programme has seen 126 trainees undergoing upgrading courses which may last up to a year. Chia Woon Yee, director of Technology & Vocational Training at the Society for the Physically Disabled, told Channel News Asia: "There are a lot of employers who are very interested to employ people with disabilities. But they often think that 'I'm not sure whether they'll be able to cope with the job, whether they'll be sickly.' I think those are misconceptions. "A lot of times, people only think they can do very simple jobs, manual kind of skills, work in the kitchen, work in the factory but for the Infocomm Apprenticeship, we realise that there are people with potential who can do more than just manual work. CNA.

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Retired army regulars get help finding new jobs

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Army personnel in Singapore who retire from service are better equipped to kickstart their second careers with the help of the Singapore Armed Forces (SAF) career centre. Every year, about 100 to 200 regulars in their mid to late 40s retire from the SAF. According to a report by the Ministry of Defence (MINDEF), the majority of these retired servicemen (80%) take only half a year on average to obtain a second job. Up to six in ten get help from MINDEF’s Career Transition Resource Centre (CTRC) to do so. The centre was set up just two years ago, and aids retired servicemen in moving on to their next job through offering job advice, organising networking sessions and career workshops. Most retired army personnel go on to become supervisors, managers and directors in fields such as banking, defence and security. In a report by The Straits Times, Lieutenant-Colonel Goh Si Hou, deputy director (personnel policy) of Mindef’s manpower department said that career transition is a“necessary part of the military career”. He also noted that these retired servicemen are able to thrive in the competitive working environment.“With the Internet, they are better educated, more well-informed, savvy and can hold their own in the civilian and corporate world,”he added. ST.

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Vol 12 Issue 1 Human Capital

local news

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Workers in Asia Pacific have least statutory paid holidays

Shortage in cleaners leads to mess

Employees in Asia Pacific have the lowest levels of statutory paid holidays in the world, while those in West Europe has topped the list for the greatest amount of paid holidays in the world. According to Mercer’s Worldwide Benefit and Employment Guidelines report, employees in Thailand and the Philippines have the least statutory holiday entitlements with six and five days respectively. In contrast, employees in the UK have one of the most generous holiday entitlements at an average of 28 days. Wolfgang Seidl, head of Mercer’s healthcare consulting business, said: “Organisations recognise that a healthy, happy workforce is a productive one and this feeds directly into the bottom line. How employers interpret holiday regulations provision is a major factor. “With pay rises muted and often below the rate of inflation, organisations are searching for other ways to motivate their staff. Flexible working and a good work-life balance helps improve employee engagement when the usual financial tools are unavailable.”

Lunar New Year’s festive season has caused manpower shortage in the foreign worker-reliant cleaning industry. This shortage has left one hawker centre literally in a mess. Chinatown Complex Hawker Centre greeted patrons during the first week of Lunar New Year with dirty tables littered with used plates and utensils. Hawkers said the problem started when their previous cleaning contractor terminated its service abruptly on 30 December 2011. In the anticipation of a big crowd during the Lunar New Year holidays, some hawkers decided to fork out their own money to hire temporary cleaners. Others switch to using disposable utensils. According to the Chinatown Business Association, a new cleaning contractor was roped in on January 6, at a 40% hike in their monthly fees compared to their previous one. But the situation has not improved. Hawkers said the cleaners are still settling into their new working environment. And they fear the situation might get worse. CNA.

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Additional findings include: Western Europe – The most generous statutory holiday entitlements include: the UK (28 days); Austria, Denmark, Finland, France, Greece, Luxembourg and Sweden (25 days); Malta (24 days); Spain and Portugal (22 days); Norway (21 days); Belgium, Cyprus, Germany, Ireland, Italy, The Netherlands and Switzerland (20 days). Central and Eastern Europe – The most generous holiday entitlements include: Poland (26 days); Hungary (23 days); Czech Republic, Croatia, Latvia, Lithuania, Romania, Russia, Serbia, Slovakia and Slovenia (20 days); the Ukraine (18 days; and Turkey (17 days). Middle East and Africa – The most generous holiday entitlements include: United Arab Emirates (22 days); Morocco (18 days); and Lebanon and South Africa (15 days). North America – US organisations provide three weeks holiday after five or ten years of service, while in Canada, mandatory holiday entitlement vary between provinces and organisations, though some employers provide up to six weeks’holiday after 20 or 25 years. Latin America – The most generous holiday entitlements include: Venezuela (24 days); Brazil and Peru (22 days); Argentina (20 days); Mexico (16 days); and Chile and Colombia (15 days). Asia-Pacific – The most generous holiday entitlements include: Australia, Japan and New Zealand (20 days); South Korea (19 days); Malaysia (16 days); Taiwan (15 days); Hong Kong, Pakistan, Singapore and Vietnam (14 days); India and Indonesia (12 days); China (10 days); Thailand (6 days); and the Philippines (5 days). Mercer.

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Singapore will need about 30,000 construction workers this year Singapore will need about 30,000 construction workers this year to meet its building programme. National Development Minister Khaw Boon Wan revealed this in a written response to a question from West Coast GRC MP Arthur Fong. Mr Fong wanted to know the impact of the increase in the building of public flats on demand for foreign workers. Mr Khaw added that with each building programme taking three to five years to complete, the cumulative requirement of construction workers could rise to 45,000 within the next few years. In 2011, the Housing and Development Board needed 18,000 construction workers for its building programme. CNA.

Executive Appointment

n 3 January 2012, Towers Watson, a global professional services company, announces the appointment of Mr. Robert Wilkes as Managing Director for Singapore. In his new role, Robert will be responsible for directing the company's business in Singapore and bringing broader and more comprehensive services for client success. Mr. Wilkes was Director of Towers Watsonâ&#x20AC;&#x2122;s Benefits Technology business for Asia Pacific.

n 4 January 2012, Marina Bay Sands announces the appointment of Ms. Lim Seok Hui as the General Counsel for Marina Bay Sands and the promotion of Ms. Penny Lo as the Deputy General Counsel. Ms. Lim will serve as key legal advisor on a wide range of strategic, tactical and operational issues, providing "hands on" legal advice and counsel to the senior management of Marina Bay Sands and liaising with relevant government agencies in implementing best legal practices. While Ms Penny Lo, previously Associate General Counsel at Marina Bay Sands, is a lawyer of more than 13 years standing.

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Western economies in deep freeze, expats look at India for jobs MUMBAI. As the Western economies continue to remain in deep freeze, more foreigners, mostly from the US and Europe are looking at India for jobs, a trend that has seen up to 20 per cent spurt last year, according to head-hunters. According to industry estimates, there are as many as 40,000 expats working in various industries in the country today. Increasing number of expats are seeking jobs in the country on account of job cuts in their home countries, coupled with rising outsourcing and high taxes. This is happening more in the US and Europe. These professionals are mainly being hired in banking and financial services, automobile, pharma and retail sectors, apart from areas, where the domestic industry does not have competency like alternative energy, complex infrastructural sector, etc. While CXOs are generally offered around $2,50,000 per annum, mid-manager level employees get $80,0001,25,000 per annum. The number of foreigners seeking jobs in the country is no longer limited to the middle and senior levels, but is spreading over to beginners as well. At present, there are around 40,000 expats working in the country and the number is still growing. What interesting is that these expats are given compensation almost at par with what is being paid in foreign countries, according to The Times of India. Companies are also offering attractive leadership positions to experienced expatriates ranging from According to TeamLease Vice President Rituparna Chakraborty, the country is seeing an increased demand in expats across various industries, especially after the 2008 recession in the developed economies. IT.

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India to witness robust hiring in Q4 BANGALORE. India is likely to maintain its pace of hiring in the next quarter, unfazed by a poor show by the economy. Of 4,556 employers surveyed across the country, 43% expected hiring to increase in the January-March period, an employment outlook survey by ManpowerGroup showed. While 35% of employers predicted no change in hiring, 2% said there would be a decline in the three months. The Manpower study showed a net employment outlook of 41% for the coming quarter, which is only one percentage point lower as compared with the first quarter of 2011. However, compared to the October-December period, it is an increase of seven percentage points. Campus hiring, which has started, will form a major part of company recruitments. Engineering campuses, the main fodder for technology firms, are seeing an increase in both numbers of companies as well as volumes in the current placement season. IIT Madras, for example, has already seen 300 registrations from companies in 10 days of their placement and 132 companies have already visited the campus. Last year, 332 companies had registered till April and 285 had visited the campus. The most optimistic outlook was reported in services sector, followed by the mining and construction sectors. The sectors of finance, insurance, real estate and manufacturing are also likely to hire, the report said. Brisk hiring is expected in the transportation, utilities public administration and education sectors. MG.

world news

Employee loyalty slumps in China CHINA. More workers in China are leaving their jobs as the New Year begins, with many companies across the country finding it difficult to recruit and retain talent. According to the latest survey by Mercer, it is revealed that there has been a slump in employee loyalty compared to half a decade ago. China Daily reports the top reason for this is due to the lack of promotion opportunities and compensation in most firms, which were found to be important in sustaining employees. The survey found that while promotion opportunities and compensation are important in sustaining employees, they are considered not up to par in most firms, leading to a fall in loyalty. Another important factor that impacts employee’s loyalty is inter-level conflict, especially ones between mid-level managers and younger employees aged 16 to 24. The surveyed showed that younger employees accounted for 39% of those who resign due to inter-level conflict. The survey suggested that the key to retaining employees is to stimulate the interest of staff and offer them encouragement. CD.

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“Sorry, your star sign makes you ineligible for the job”

Asian firms lack care for employees travelling abroad for work Companies in Asia are less caring towards their employees travelling overseas for work compared to their western counterparts, according to a study by medical and security assistance company International SOS. The report revealed that Asian firms have been found to be lacking in their awareness and practice of “Duty of Care”– referring to the obligation of employers to protect employees overseas from unfamiliar but preventable risks and threats. The lower scores in Asia compared to the West has been attributed to the lack of legislation – unlike in countries such as UK and Australia where Duty of Care is embedded in workers’ compensation laws. The study also found that almost all respondent companies (95%) sent employees on business trips to high risk locations. Lawlessness, terrorism, political upheaval, civil unrest and pandemics were identified as among the top 20 risks faced by employees abroad. FCCS.

WUHAN. Chinese firm has decided Scorpios and Virgos are too moody and critical, telling job seekers with those star signs they need not apply. Capricorns, Pisces and Libras, on the other hand, are welcome, reports The Telegraph. The unusual requirements are part of a job ad posted at a university in the central city of Wuhuan by an English language training company, and have generated a storm of online controversy since they were uncovered this week. “We don’t want Scorpios or Virgos, and Capricorns, Pisces and Libras will be prioritised,”the job spec reads, according to the Chutian Metropolis Daily, a local newspaper in Wuhan. The report quoted a woman in charge at the unnamed firm as saying she had done research and found Scorpios had strong personalities and were moody, while Virgos were hugely critical and did not stay in one job for long. “I hired people with those two star signs before, and they either liked quarrelling with colleagues or they could not do the job for long,”the woman, surnamed Xia, said. The report did not mention why the other three star signs were better for the positions advertised - teachers and clerks - but quoted another example of similar discrimination in the same city. A student called Qi Qin, whose star sign is Cancer, applied for a job with a wedding company two months ago, but was sacked because “Aquarius and Scorpios are more suited to the job,”the report said. TT.

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Australia’s top female executives must move out of corporate Australia’s so-called“pink ghettos”of finance, procurement and HR if they are to advance to senior executive positions in business, according to a forum discussion on gender equity. According to a report published by The Australian, BAE Systems director of Land and Integrated Systems, Kim Scott, said their company employed approximately 6,000 people in Australia, and women made up 65% of the HR department but only 2% of the engineering staff. Speaking at the event, which was hosted in Adelaide, Scott told the industry forum that the term“pink ghettos” referred to the sectors where women tend to congregate, and the practice was impeding cross-industry diversity. Dr Margaret Byrne, a member of the Oxford Business Alumni and honorary advisor on leadership and change at Wollongong University, said that while there is plenty of talk about creating more diverse workplaces, there is a question over whether organisations are really driving change. Cara Morton, managing director of Accenture Finance and Performance Management Consulting Asia-Pacific, said in a recent forum discussion that given 55% of university graduates are female, there is the reasonable expectation that the statistic would be reflected up the career level and across diverse industries– but it is not. TA.

Obama administration plans to boost hiring of disabled workers WASHINGTON. The US Labor Department has proposed a new rule that would require companies with federal contracts to ensure that disabled workers make up at least seven percent of their workforce. Labor officials view the development as a major breakthrough, especially at a time where unemployment among disabled workers stands at 13 percent. This is 1.5 times higher than the unemployment rate among workers without disabilities. While the proposed rule is not a quota, it would require companies to allocate more resources to recruiting efforts to hire more disabled workers, improve training programmess and update data collection, reported the Associated Press. However, companies that fail to meet the benchmark could see themselves in discussions with the Labor department on why they are not reaching their goals, possibly risking their contracts. The proposal will undergo a public comment and review period for 60 days before it gets approved. The US government has regularly leveraged federal spending to boost affirmative action among women and minorities. Federal contractors and subcontractors make up a quarter of the local workforce. AP.

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Cheating time BANGALORE. Employees around the world have cheated employers to get more pay, with India, China and Australia leading the pack. They engaged in activities such as clocking in earlier or out later than scheduled, having someone else clock them in or out, neglecting to clock out for lunch or breaks, adding time to timesheets, or other similar actions. According to the Kronos Time Clock Survey, 73% of people in India who currently use a time clock admitted to engaging in one or more of the dubious behaviours stated above, followed by 72% in China and 51% of those surveyed in Australia. Around the world, 37% of those in the UK and 33% of those in the US admitted to duping their employers with regards to time. Joyce Maroney, director of The Workforce Institute, Kronos, said:

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“Organisations with employees around the world need to take a hard look at their time-keeping technologies and policies and make sure that they are using the latest methods, configuring their solutions appropriately, and setting correct policies to minimise this kind of fraud.” The survey also found that among employed adults, time clock usage was the highest in Mexico, with 82% of employed adults saying that they currently use or have in the past used a time clock to clock in and out of work. The US was second at 77%, followed by China with 70%, India with 57%, Australia with 55%, and the UK with 48%. When asked how they felt when they clocked in to work for the day, the most popular response in every region except France was “looking forward to starting a good day’s work”. In France, it was a different story, with 30% of those surveyed who clock into work having the feeling of being “bored with my job”. KTC.

world news

Asian remuneration eclipses that of Western Europe

Five-day paternity leave approved SEOUL. The Cabinet has approved a set of Employment Ministry measures that would allow up to five days of paternity leave, in an attempt to raise the country’s low birth rate, Xinhua reports. South Korea currently allows male employees to take three days of unpaid leave, but the revised law will allow three days of paid leave with two additional days of unpaid absence if necessary. Employees can also ask for reduced working hours for parents of children under age six, and employers could face a penalty of 5 million won (US$4,600) if they reject the request without special reason. The government will also allow greater flexibility – subject to employer/employee agreement – in accessing the 90-day unpaid family care leave. In some exceptional cases, such as where there is a risk of miscarriage, a female worker will be allowed to split up her maternity leave in such a way that more days are taken before childbirth. At present, more than 45 days must be taken after birth. South Korea’s birth rate decreased to 1.15 in 2009 from 1.19 in 2008. XHN.

NEW YORK. Executive pay in Asia is increasing across the region, especially in China, India, Indonesia, Vietnam, the Philippines and Malaysia. According to Mercer, executive salaries in Asia increased by an average of 7%. Contributing factors include continued strong GDP growth, accelerating inflation and, crucially, a scarcity of executive talent. The exception is the struggling Japanese economy which is suppressing pay – keeping it below Western levels. The limited talent pool in this executive employee group and the competition to attract and retain them is driving up pay in some sectors. This may prove unsustainable in the medium term but in the meantime, it is leading to the use of innovative methods of attracting and retaining staff. There is evidence of long-term incentives plans that reward not just over three or four years, but perhaps over 10 or 20 years and even up to retirement. In China, as mobility between local and multinational companies has increased, the pay gap has narrowed. Companies in China are adopting many western European practices, such as ensuring that executive compensation is measured. In India, strong growth of around 9% has increased staff mobility and pay. This has not been matched by increased performance or delivery, however, so greater scrutiny by boards and compensation committees on fair use of remuneration benchmarks, increased use of performance criteria, and more claw-back provisions are likely. Mercer.

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Japan most pricey for expats Foreigners working in Japan have the bear the highest living expenses in Asia, according to a global survey by HR firm ECA International. The recent increase in the Japanese currency, or yen, has led Japanese cities to occupy the top four most costly locations in the region, with Tokyo topping the list, followed by Nagoya, Yokohama and Kobe. Japan was followed by Seoul, South Korea in fifth place and Singapore in the sixth spot. Due mainly to the continued strength of the Singapore dollar,

Singapore had risen from eighth position last year, beating cities like Beijing (seventh place), Shanghai (eighth place) and Hong Kong (ninth place). Lee Quane, Regional Director of ECA International, Asia said that while such increases are unlikely to deter companies from relocating staff to Singapore, it does mean that costs of sending staff to Singapore will rise as companies need to pay higher allowances to assignees in order to protect purchasing power. “In turn, this may erode some of the cost advantages that Singapore previously had over other destinations in the region in terms of the cost of relocating an employee,”Quane added. CNN.

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Seoul voted Best Business Travel City in 2011

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The city of Seoul in South Korea has been announced as the “Best Business Travel MICE City”at the 22nd Annual TTG Travel Awards this year. Receiving the award on behalf of Seoul was Seoul Convention Bureau vice-president Maureen O’Crowley, who expressed the city’s pleasure over the acknowledgement of its efforts. “Seoul is very proud to receive this prestigious award. It is very gratifying to receive recognition by the industry for all the hard work the city has undertaken to promote Seoul’s assets to the world,”she said. The award follows the recent announcement of Seoul’s current Union of International Associations (UIA) ranking, a marked improvement from 2009, with the city hosting 201 international meetings in 2010, compared to 151 the previous year. The Seoul Convention Bureau has been aggressively marketing the city as a prime destination for business tourism by steadily

increasing its presence at global industry trade shows and congresses. The annual TTG Travel Awards, presented by TTG Publishing, recognises and honours the finest luminaries in Asia-Pacific’s travel industry. Every year, a city is selected for the“Best BT MICE City” award for outstanding efforts in promoting that city as a business events destination. TTG.

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Women to take up frontline jobs CANBERRA. Women are now able to fight in the frontline as the Australian Defence Force opens all combat roles to women. This move allows women to apply for elite roles in the special forces including the Commandos and the navy diving units. Females can also aspire to become the future Defence chief. Defence Minister Stephen Smith said that this initiative will be phased in over five years from early 2012 in a careful process to enable the force to adapt to the new changes. He added that the new policy will help remove discrimination. “In the future, your role in the Defence Force will be determined by your ability, not on the basis of your sex,”Smith said. According to him, these changes would bring Australia in line with countries such as Canada and New Zealand where women already have frontline combat roles. However, they are making sure that these changes will not lead to more female casualties. “The pursuit of absolute gender equality in the Defence Force must not come at the price of having more women killed or of disproportionate injuries and casualties,”Australia Defence Association executive director Neil James said. At the moment, 7% of Defence jobs are currently male-only roles. NBC.

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Taiwan President proposes shorter work week TAIPEI. President Ma Ying-jeou has plans to reduce Taiwan’s work week and curb unpaid leave, in a bid to stimulate the country’s slowing growth. The government has proposed cutting work hours from 84 hours every two weeks to 40 each week, according to a statement by President Ma on his website. The proposal is aimed at discouraging companies from putting employees on unpaid leave. “The proposed changes to the labour policy are reasonable and beneficial to both employees and employers,”he said. “Any political party in government would have to come up with such a strategy if faced if similar issues. President Ma’s proposal would also make it easier to apply for unemployment benefits. There are also plans to raise subsidies for people under 45 to learn a second skill, as well as training for older workers. BB.

world news

Play at work In a bid to liven up the workday, organisations are integrating elements of videogames into the office, reports Chicago Tribune. To make everyday business tasks more engaging for workers, companies like IBM and consulting firm Deloitte Touche Tohmatsu are using reward and competitive tactics from the gaming world in their workplaces. For example, employees receive points or badges for completing certain tasks. Companies also use leaderboards so that employees are able to check on each other’s progress, encouraging healthy competition and driving performance levels. The ‘gamification’ of the workplace is an emerging trend as companies come up with innovative means to motivate their employees. At Deloitte, gaming tactics are utilised at its Deloitte Leadership Academy, through an executive education programme it uses to train clients and its own consultants. Users receive virtual badges after completing training courses and ‘unlock’more complex training courses when basic levels are completed, said Frank Farrall, a partner with Deloitte in Melbourne, Australia, in a report by The Wall Street Journal. Such initiatives have been shown to be effective. Research has found that employees trained on video games learned more factual information, attained a higher skill level and retained information longer than workers who learned in less interactive environments. CT.

Company implements bizarre Zero Email policy PARIS. You’ve got mail – not. French IT firm Atos has come up with a bizarre new company policy that bans employees from sending internal emails. According to CEO Thierry Breton, only 10% of the 200 messages employees receive per day are useful and 18% is spam. His solution? Forcing his company’s 74,000 employees to communicate with each other via instant messaging in a bid to eradicate internal emails in 18 months’ time. Breton, who was the French Finance Minister from 2005 to 2007, told the Wall Street Journal that he has not sent any emails since he became CEO of Atos in 2008. “We are producing data on a massive scale that is fast polluting our working environments and also encroaching into our personal lives,”he said in a statement when the policy was announced early this year. Caroline Crouch, a spokeswoman of the company, also told ABC News that the overall response from employees “has been positive with strong take up of alternative tools”. She added that the company has already reduced the number of internal emails by 20% in six months. ABC.

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Office perfume spritz sparks psychosomatic hysteria

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Thirty-four workers were hospitalised and almost 150 needed medical treatment after a colleague in their office sprayed perfume at work. Fire fighters and paramedics originally feared a carbon monoxide or other gas leak has struck down the workers at a Bank of America office in Fort Worth, Texas last year. Workers reported feeling dizzy and short of breath, and 12 employees were evacuated on stretchers before being rushed to hospital in ambulances. A further 22 with less serious symptoms were transported by bus. However after officials conducted a thorough investigation of the building, it was discovered that the ‘noxious gas’was nothing more than a ladies perfume - though it was never determined whether a fruity or

floral scent was to blame. Lieutenant Kent Worley, from the Fort Worth fire department, said the drama began when two people complained of dizziness after their nearby colleague sprayed ‘something’. A rush of hysteria soon began after a loudspeaker announcement was made instructing anyone with similar symptoms to leave the building. Lt. Worley suggested the situation had escalated because of ‘psychosomatic behaviour’, which was described by medical experts at the scene as ‘contagious fear’. Medical experts say episodes of ‘contagious fear’should not be dismissed because they can often bring on actual symptoms.

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HANOI. Since October 1 2011, the minimum wage in major Vietnamese cities has risen by up to 50% to keep pace with inflation, three months ahead of schedule. For the first time, it will apply to both Vietnamese and foreign-owned firms and will remain in force until the end of 2012. The minimum wage for employees of private companies increased by VND300,000–650,000 (US$14.36–31.12) per month to the new levels of VND1.4m– 2.0m depending on the region of the country in which the employee works. The VND2.0m applies to major cities such as Hanoi and Ho Chi Minh City, whilst the VND1.4m applies to remote or disadvantaged areas. These wage levels also determine the basis for the calculation of allowances and social benefits. The new laws also stipulate that skilled employees should be paid seven times the minimum wage, meaning a skilled worker in Hanoi is now paid a minimum of VND14m. TJG.

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South Korean wages lower compared to advanced economies SEOUL. Workers in South Korea earned only 75% of what their counterparts in advanced economies are getting, according to a report by the Organization for Economic Cooperation and Development (OECD). The average wage of full-time South Korean employees was US$33,221 last year, compared with US$43,933 in the OECD countries. In the report titled Employment Outlook 2011, South Korea came in 19th out of 28 countries tallied. The US came in tops with $52,607, followed by Luxembourg with $52,110. Experts say the gap between South Korea, which is Asia’s fourth-largest economy, and other developed countries is unlikely to narrow due to the country’s slowing income growth. The report indicated that annual income growth in South Korea was at 1.5% between 2005 to 2010, behind countries such as Norway and Ireland with which stood at 2.4% and 2.3%. NAK.

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Gen Y prefers social media freedom over salary Millennials prefer to join companies that would allow them to use social media than those that do not. The freedom to utilise the internet, mobile devices and social media is a big influence on their job choice compared to salary, according to a new report by Cisco. The second annual Cisco Connected World Technology Report revealed that one in three college students and young employees under the age of 30 (33%) stated that they would prioritise social media freedom, device flexibility and work mobility over salary in accepting a job offer. More than two out of five college students (40%) and young employees (45%) said they would accept a lowerpaying job that had more flexibility with regard to device choice, social media access and mobility than a higherpaying job with less flexibility. About two-thirds (64%) of respondents said that they plan to ask about social media usage policies during job interviews, while 24% said that such policies will be a key factor in their decision to accept a job offer. Also, 41% revealed that their companies offered flexible device and social media policy to recruit and attract employees. Sujai Hajela, VP and General Manager, Cisco’s Wireless Networking Business Unit, stated the study showed that the “next generation of employees and their technology demands will influence job decisions, hiring and a new age of work-life balance”. The second annual Cisco Connected World Technology Report surveyed more than 2,800 college students and young professionals in 14 countries, including the US, Canada, India, China and Japan. CISCO.

world news

Apple is employer of choice in China BEIJING. Apple has replaced China Mobile as the most ideal organisation to work for among young professionals in China, according to a survey by consulting firm Universum. Despite past accusations that its suppliers are running sweatshops that exploit Chinese workers, it has climbed three positions to emerge at the top of both the engineering and business lists. The State Grid Corporation of China came in second on the business list, while telecommunications giant China Mobile came in third. For engineers, China Mobile was second choice, with Google coming in third. Chinese companies are still the employers of choice in their home country, with seven out of the top ten positions on the lists occupied by Chinese companies, including Bank of China, PetroChina, Sinopec and China Investment Corp. The survey was conducted among 17,000 young professionals in China. XHN.

HR puts in more hours than other professions: survey UK. Employees in HR are among the hardest working compared to workers from other departments, according to a UK survey by recruitment firm Robert Walters. Survey results show that among the varying professions, 26% of HR employees work more than 50 hours a week – this is slightly higher than accountants (20%), compliance professionals (22%), IT workers (18%) and banking professionals (11%). The only professions that have a greater proportion of employees working such long hours belonged to lawyers (30%) and risk professionals (31%). Martyn Wright, director of HR recruitment at Robert Walters, said:“The survey results are unsurprising because HR is at the centre of everything an organisation needs to do well to guarantee its success, from recruitment and retention to performance management and implementing employee benefits initiatives.” “With market conditions becoming more challenging and firms increasingly seeking to manage their bottom line while continuing to reward their top performing staff, the HR community is likely to continue to be as highly valued by employers in 2012,”he added. RW.

Shopping on the job MUMBAI. The majority of IT managers in India believe that employees’use of the same electronic devices, such as the same smart phone for office work and for personal activities, exposes the company to information security risk. According to the India edition of the 2011 Shopping on the Job Survey: Online Holiday Shopping and BYOD Security by Global IT Association ISACA, as reported by Business Wire, nearly 60% of IT professionals in India say that their companies prohibit employees from accessing social media websites with devices provided by the companies. Up to 38% limit the use of worksupplied mobile devices for personal use and 45% prohibit employees from shopping online using a worksupplied device. Yet 92% of respondents say employees will spend at least 2–4 hours shopping online during work hours. BW.

Top recruitment challenges for Japan in 2012 TOKYO. The rise of social media, workplace diversity and the demand for bilingual skills are predicted to be among the top issues dominating Japan’s recruitment market in 2012, according to recruiting expert, Hays. According to their report, three challenges from 2011 will continue to impact the market, namely post-earthquake operational diversification, the European debt crisis and Japan’s ageing population. It also revealed some new challenges companies will face in 2012. Christine Wright, Managing Director of Hays in Japan, said, “We are seeing a radical shift in the attitudes of candidates, which is forcing some fundamental changes onto Japan’s recruitment landscape. Those companies that adapt quickly to these changes will be in the strongest position to secure the top talent in 2012.” The other new challenges Japan will face include developing employee value propositions (EVP) to attract and retain staff, career changers who are now a significant proportion of the candidate pool and increasing workplace diversity. In 2012, Japan will also increasingly focus on bottom line results instead of being activity focused, as well as using social media and integrating mobile technology into the recruitment process. Finally, the demand for bilingual skills in candidates will continue rising as businesses in Japan becomes more globalised. Hays.

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centerstage

25 Best Global Company

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25 best global companies to work for in 2011

list of the best multinational companies to work for was released by Great Place to Work Institute, a global research, consulting and training firm. The companies were chosen based on many of the same metrics: They must have appeared on at least five national Great Place to Work lists, have at least 5,000 employees worldwide, and at least 40% of their global workforce must work outside of the company’s home country. The inaugural “World’s Best Multinational Workplaces” list was also published online by FORTUNE magazine. Below is who the companies are and what makes them loveable by their employees.

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01 Microsoft

Headquarters: Redmond, WA, USA In Norway, where maternity and paternity leaves are quite generous at the federal level, Microsoft hosts a “Junior Lunch” every quarter, allowing new parents on leave to come to the office for a lunch with their children, keeping the working parents in touch with their colleagues and up-to-date with office happenings.

02 SAS

Headquarters: Cary, NC, USA SAS, a business analytics and business intelligence software company, doesn’t outsource its North Carolina headquarters maintenance staff, preferring that its crews of gardeners, food service employees, and health care staff are SAS employees.

03 NetApp

Headquarters: Sunnyvale, CA, USA The ‘Catch Somebody Doing Something Right’ initiative, started by Vice Chairman Tom Mendoza 17 years ago and informally kept alive since, rewards NetApp employees of all levels for deeds that positively reflect the computer storage and data management company’s culture.

04 Google

Headquarters: Mountain View, CA, USA The company provides mentoring programs for its workers: In Google to Googler (g2g) classes, employees train each other on technology, business, and personal interests and in gWhiz, any Google employee globally can register to answer questions or provide mentorship on an area of expertise.

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25 Best Global Company

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25 Best Global Company

05 FedEx

Headquarters: Memphis, TN, USA The delivery service provider also has an online recruitment tool, Career Hub, which allows employees to track new job opportunities within the company and plan their careers.

06 Cisco

Headquarters: San Jose, CA, USA Every other month, Cisco CEO John Chambers invites employees whose birthdays fall within the designated twomonth period to an informal Q&A with the head honcho himself. Those not located in its sunny San Jose headquarters can join the chat via Cisco TelePresence locations and TV broadcasts.

07 Marriott

Headquarters: Bethesda, MD, USA The “In the Beginning” introductory course, required at all Marriott hotels in Mexico, involves three days of interactive sessions that expose new hires to the Marriott culture. A graduation ceremony and a one-night stay in the hotel are some of the spoils included in completing the course.

08 McDonald’s

Headquarters: Oakbrook, IL, USA McDonald’s Peru encourages workers to participate in the “Voice of McDonald’s” program, which is basically an American Idol with a Golden Arches twist. The top 16 singers (each gets a plus one) receive all-expenses paid trip to the McDonald’s Global Convention in Orlando, Florida, to compete against one another for the winning title — and a prize of $25,000 and a possible recording contract. The company also ensures that all employees receive fair treatment. In the UK, McDonald’s has partnered with Job Centre Plus to provide jobs for long-term unemployed applicants and with Remboy, which helps disabled and disadvantaged unemployed citizens.

Kimberly-Clark

Headquarters: Irving, TX, USA KC offices in Central America host an annual Mother’s Day celebration, rewarding its mom-employees with a catered breakfast and, in 2010, a “spa” with food, drinks, and gifts. The company also offers onsite child-care and job sharing, making parenting a bit easier for KC workers. According to an employee, this healthy and happy environment is also common in the offices: “People are transparent; problems are solved in the moment, which prevents comments in the hallways -- and resentment.”

Human Capital Vol 12 Issue 1

10 SC Johnson

Headquarters: Racine, WI, USA The mother company of Windex actually let you try out jobs in different areas of the company for three to six months through their Internal Internship Program. Once your internship is complete, you’re free to return to your original position. The “Family Company” also implemented a rule in their Italian bureau that stays true to the work/life balance they promote: Directors and managers cannot call meetings before 9:30 in the morning and cannot hold a meeting after 5:00 in the afternoon, so employees can drop-off/pick-up their kids from school.

11 Diageo

Headquarters: London, UK With bars at many of its locations, employees receive brand education while socializing with their colleagues. In Australia, the pub is open three days a week and in Diageo’s Canadian and U.S. offices, there are weekly “pub nights” with complimentary food and drinks.

12 American Express

Headquarters: New York, NY, USA The high degree of transparency at the company is lauded by many employees. American Express India shares details of salary ranges and their histories. The company holds Know Your Compensation (KYC) sessions, where employees learn where their compensation is compared to their colleagues. Additionally, AmEx offers the RewardBlue program, which allows employees to reward their colleagues with “eCards,” “eButtons,” and “airThanks” that can contain quirky, personalized messages.

13 Medtronic

Headquarters: Minneapolis, MN, USA At Medtronic Canada, President Neil Fraser writes his employees a personal message during the holiday season, acknowledging individual accomplishments and letting the staff know that he appreciates each and every one of their contributions.

14 Intel

Headquarters: Santa Clara, CA, USA Senior managers meet with employees one or more levels down, learning about the middle and front-line managers’ performances. In India, the company has the “Sparsh” program. (“Sparsh” is the Sanskrit word for “touch.”) Run by employees, the program’s teams design and throw all Sparsh events, which focus on a stress-free workplace and the work/life balance. “

15 Hilti

Headquarters: Tulsa, OK, USA The manufacturer of products for the construction industry encourages its employees to volunteer -- and does so by example. Last year, the Canadian branch sponsored the building of a Habitat for Humanity home in Mississaugua, Ontario. The project cost about $6,000 and took 120 hours of labor.

25 Best Global Company

centerstage

16 3M

Headquarters: Cottage Grove, MN, USA Managers bring in fruit every week, and the company sponsors an employee “pedometer challenge” -- 10,000 steps per day -- to raise money for charity. In Austria, the company keeps creativity alive with an Innovation Competition for employees, which boasts €500 cash awards and trips to the United States, London, and Berlin.

17 Telefonica

18 National Instruments

Headquarters: Austin, TX, USA If it ain’t broke, don’t fix it. Or at least that’s what the folks at National Instruments seem to believe. Their “100-year plan” balances short-term business goals with the company’s core values. Employee Appreciation Week, service award luncheons, and milestone celebrations further the company’s mission.

From top: A modern office, SAS bldg and one of Microsoft's office in the U.S.

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Mars Chocolate

Headquarters: McLean, VA, USA CEO Paul Michaels doesn’t have a private office or a reserved parking space; most office spaces have open plans, breaking down physical and psychological barriers by making everyone approachable. Globally, the company has run an associate engagement program since 2003. Some of these communication initiatives include Q&A sessions, suggestion boxes in the offices, or “site involvement teams,” which allow associate representatives of various divisions to make recommendations to management.

Headquarters: Madrid, Spain Who says video games aren’t educational? At Telefonica Mexico, employees go through a three-hour interactive workshop -“Living the Experience” -- to learn and practice the company behaviors and values. They play learning games and watch videos of the values in action, receiving a letter from the CEO and a trophy in front of the Board of Directors at the end of the process.

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Accenture

Headquarters: New York, NY, USA Programs like “Vaahini” and “People Developer” at Accenture India encourage employees to make things happen and give them the tools to accomplish anything they set their minds to do. Vaahini is a women’s networking group that supports mentoring, communication, and counselling events. People Developer allows promoted employees to name colleagues who helped them along the way -- these individuals receive personal thank-you emails from company leaders. In Norway, Accenture hosts an “Innovation Fair” once a year for a crowd of over 1500 composed of employees, former employees, customers, and partners.

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25 Best Global Company

21 Roche

Headquarters: Indianapolis, IN, USA Employee of Roche Denmark have access to healthy food and snacks, fitness facilities, massages, nutritionists, and alternative treatments for stress. The healthcare company also provides access to oncology nurses for those at its Peru facilities with breast cancer. Last year, 19,500 employees participated in the company’s annual Children’s Walk, which helps raise money for young ones with HIV/AIDS and in vulnerable living conditions.

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Inaugural “world’s best multinational workplaces” list by great place to work institute, inc. recognizes company’s commitment to employees around the world

22 Novo Nordisk

Headquarters: Denmark The healthcare company’s Backup Care program allows those that rely on Novo Nordisk employees as primary caregivers to have access to specialists, billing the employee only a minor co-pay. It also created the “TakeAction!” program, which gives workers the opportunity to donate and contribute to charitable and community-based projects.

23 The Coca Cola Company

Headquarters: Atlanta, GA, USA Jetlag and post-vacation depression aren’t problems for employees at the Coca-Cola branches in Peru, Argentina, and Chile; after taking a break of ten-plus days, staffers are allowed to take an additional two hours off on their first day back and one hour off on their second day back. The company, which first appeared on a Great Place to Work list 10 years ago, also has a Human Rights and Workplace Rights Policy, providing independent audits to ensure compliance.

24 Atento

Headquarters: Madrid, Spain At Atento -- the customer relationship management subsidiary of Telefónica Group (also on this list) -- managers host an “Atento Rally” once a year, where teambuilding activities are divided into four themes: sports, artistic talent, theatrical events, and general entertainment.

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Corporate Culture as the Key to Become Best Workplace

25 Quintiles

Headquarters: Durham, NC, USA The clinical research and consulting firm allows employees to take a “QDay” once a year, between October and December; QDays are used for employees to give back to their communities, whether that be by planting trees to preparing care packages for troops overseas. An almost even gender ratio at the executive/ senior management level (50.1% of these positions are occupied by women), Quintiles knows how to keep its people happy. CNN.

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NetApp office

etApp was named the third best workplace in the world by the Great Place to Work® Institute, Inc., joining an elite group of 25 multinational companies that have been recognized by their employees for their company culture and workplace environments“We’re honored to be named among such a distinguished list of global companies by the Great Place to Work,”said Tom Georgens, president and CEO, NetApp.“This recognition is a testament to our employees, who bring their passion and dedication to work every day. Creating an environment where our employees and innovation thrive helps our partners and customers around the world outpace their competition and propel their businesses forward.” NetApp is committed to building a model global company with a unique culture that values creativity, teamwork, open communication, leadership, adaptability, and innovation. Employees live these core values and enable NetApp to build and deliver products and services that help the company’s partners and customers accelerate their business through greater IT flexibility and efficiency. NetApp’s culture is the source of sustainable differentiation for the company. This is why the company sustains and nurtures its culture by measuring itself against the world’s best workplaces. Great Place to Work captures valuable employee sentiment, identifies areas of improvement, and sets a high bar to strive for. NA.

25 Best Global Company

centerstage

Next step: Asia As one of the best global companies, Quintiles now set its eyes on Asia and beyond.

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uintiles, a fully integrated biopharmaceutical services corporation was named the 25th best nulti-national company to work for by the Great Place to Work® Institute. Regionally headquartered in Singapore, it helps companies in the industry navigate risks and seize opportunities in an environment where change is constant.

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Among the best On October 28, 2011 at the New York Stock Exchange, hosted by the Great Place to Work Institute, 25 companies were chosen as The World's Best Multinational Workplaces’. Quintiles was one of the award recipients. Mr. Tim Bray, Vice President of Global Human Resources for Quintiles’ operations in Asia Pacific said, “This is a great recognition for Quintiles and it is a tribute to the kind of company our employees create each and every day.” The Quintiles network of more than 20,000 professionals in 60 countries works with an unwavering commitment to patients, safety and ethics. Mr. Bray said that the common bond that the employees share, in terms of what they try to achieve professionally is what makes Quintiles a great place to work in. Chief Administrative Officer Mike Mortimer said that the recognition is even more special “because it is based upon feedback directly from our employees. To be named among the top 25 is a tribute to the dedication of our exceptional people around the globe and the important work we do every day.” The 25 companies were selected from more than 350 multinational companies in 45 countries that participated in Great Place to Work best workplaces list selection processes in late 2010 through mid-2011. “This is the first ever truly global ranking of companies measuring the degree of trust, pride and camaraderie in the workplace,” said Jose Tolovi, Jr., Global CEO of Great Place to Work. “It demonstrates the listed companies’ commitment to constantly improve their employees’ workplace experience and lives.” Along with the ranking, Great Place to Work Institute also recognized two “best practices” at Quintiles. QDay is a Quintiles program that allows employees to take a day away from work to volunteer individually or in teams for charitable organizations in their local community. The program runs from October through December, and employees are encouraged to post their activities for others to see. Also recognized was Quintiles’ intranet, “iQ,” an internal social media which is available to employees globally, and now incorporates many of the features one would find in popular social networking applications.

19 Mr. Tim Bray, Quintiles Vice President of Global Human Resources Asia Markets

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Setting eyes on Asia

Recently, Quintiles has also been named Asia Pacific Contract Research Organization of the Year by Frost & Sullivan, a leading business research and consulting firm. This is the fourth of the same award in six years received by Quintiles. On 30 November 2011, Quintiles announced an expanded partnership with Jakarta-based Prodia Clinical Laboratory. This partnership is through Prodia the CRO, to facilitate rapid testing of samples from patients in clinical trials in Indonesia. This will allow Quintiles’ biopharmaceutical customers to conduct clinical research in Indonesia and help establish the potential benefits of new medicines in the Indonesian population while contributing to global programs. “Many of our customers are placing a huge amount of their future strategy and growth in Asia,” Mr. Bray said. “They’re trying to think through how they can be more sensitive to the needs of Asian market and so they’re trying to figure out ways that we can do drug development, clinical development work in Asia that’s much more tailored for the marketplace here.” Gunawan Prawiro Suharto, President of Prodia the CRO, said: “As the local market leader in laboratory services, Prodia is delighted to partner with Quintiles to help establish Indonesia as a true center of excellence for delivery of clinical trials. We look forward to working with Quintiles and its global biopharma customers to develop novel therapies. EBF.

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Asia is the new frontier for drug development as Western companies seek to develop and register products here and emerging Asia companies seek new global capabilities.” Mr. Anand Tharmaratnam, Quintiles Senior Vice President and Head of Asia Markets. Vol 12 Issue 1 Human Capital

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on the cover

Project Management Trends

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2011 Project Management Trends: Which Will Prevail in 2012? As global economic uncertainties continue to evolve, the type of challenges for business managers in the project environment varies significantly. In both the private and public sectors, it is essential to trim waste, tighten budgets and identify efficiencies to 'do more with less.'

n this increasingly lean environment, Mr. J. LeRoy Ward, Executive Vice President of ESI International, shares how leaders responsible for learning program can adjust and adapt their human capital initiatives. In a seminar held in Mandarin Orchard last November, Mr. Ward who has more than 35 years of expertise in project and program management, shared his insights on Top 10 Project Management (PM) Trends in 2011, as well as his glance over the upcoming 2012 trends and ways to stay ahead of the game. Mr. Ward’s experiences range from energy industry, information technology, construction and government. These experiences enable him to help executives communicate the business benefits of effective project management. Commenting on Project Management trends in the country in 2012, other than the trends below, technology would also play a big part in Singapore. Easily-accessed internet will prompt Project Managers to help them to be more productive. “In Singapore, we have seen more of an interest in going for ‘blended learning’ approach,” Mr. Ward says, referring to a learning method that combines conventional class and online learning. That said, it is not expected that the Project Managers in Singapore to move on to a total online learning, abandoning face-to-face learning engagement. Compared to other Asian country, excluding Japan, Project Management field in Singapore is also more mature. “There’s a tremendous demand here to make sure that when the individual leaves the course, that they are able to apply right away,” Mr. Ward says, “Certainly managers want their project managers to apply what they’ve learnt, but here, they require that the courses be highly customised and localised.” Most of the trends in 2011, such as war for talent and experiential learning, will repeat next year, Mr. Ward said. There are slight different, however, as people will start to go back to Project Management basics and “there will be a slow but steady increase in the use of change management methods”.

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Here are the Top 10 Project Management trends outlooks for 2012:

1. Program management will gain momentum, resources remain in short supply Increasingly, large initiatives undertaken by corporations and government agencies are being recognized for what they are and are not: namely programs, not projects, which require a highly advanced set of skills supported by appropriate tools and methods to successfully execute. Yet many organizations struggle to find the right people and lack the management practices necessary to ensure success. In 2012, more investments would be made in competency models, training, methodology development, tool use, and career pathing to ensure that professionals who carry the title Program Manager are fit for the role. 2. Collaboration software solutions will become an essential business tool for project teams The proliferation of collaborative software in the project environment such as SharePoint® is going to intensify in 2012. Fueled by increasingly complex and virtual projects as well as tightened budgets, today’s environment demands a more efficient way to manage communication and workflow. Collaboration is central to project management and having a site which allows project artifacts to be created, shared, and distributed within a repository that provides Web-based access and critical functions such as automatic distribution and notification, version control, and user authentication, greatly enhances productivity.

Project Management Trends

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technology would also play a big part in Singapore. Easilyaccessed internet will prompt Project Managers to help them to be more productive.

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Vol 12 Issue 1 Human Capital

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Project Management Trends

3. Learning transfer will become the new mantra, but with little structured application Learning transfer–the ability to apply training back on the job-will continue to be on the minds of PMO heads and learning and development (L&D) professionals who want their project managers to return from training ready to apply what they learned immediately and accurately to their projects. While L&D and business heads agree that sustained learning is a sound idea, very few organizations will invest in a formal process to make it happen. In 2012 we will see many organizations discussing the importance of learning transfer without really putting in place a structured approach to ensure it happens.

7. More PMO heads will measure effectiveness on business results

4. Agile blends with waterfall for a new “hybrid” approach Having moved from “manifesto to mainstream,” Agile has confronted project teams with the difficulty of implementing the experimental and hyper-collaborative approach. To transition an organization into fully adopting certain aspects of Agile, project teams are combining traditional and Agile elements to create their own hybrid approach. In areas such as planning, requirements, and team communication, organizations are designing custom-made methodologies to do what works for them.

8. Good project managers will buck unemployment trends Even though unemployment is at record levels in many countries, good project managers are hard to find. Recruiting continues even in tough economies and organizations need individuals who can perform the basics flawlessly. The hunger for project management basics, in particular risk management, will continue to surge in 2012, especially in such countries as India and China where project manager attrition rates are disturbingly high and continuous training of new staff is critical.

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5. Marriage between project management and business process management (BPM) In the financial services industry, and specifically in the insurance sector, there will be a continued laser-like focus on performing business processes as efficiently as possible to drive down operating costs. The philosophy of BPM is fast becoming a key factor in project selection. When new projects are proposed, their value will be judged to a large extent on the impact they will have on the organization’s business processes. The more impact the project has on reducing internal costs, the higher it will be ranked. The “smart” money will be spent on driving costs out of the business. Given the high premium being placed on efficient processes delivered through projects, BPM is a key concept with which project managers will need to be intimately familiar. 6. Internal certifications in corporations and federal agencies will eclipse the PMP® With roughly 470,000 Project Management Professional (PMP®) credentials having been awarded worldwide thus far, the PMP® remains the most popular and ubiquitous credential on the planet. However, it is not the prominent credential everywhere. In the U.S. government as well as Fortune 500 corporations, a hierarchy of “internal” credentials has overshadowed the PMP® in terms of prominence. To be sure, the PMP® remains important, but it is now just one rung on the career ladder to get to the top.

Human Capital Vol 12 Issue 1

While introducing tools, using methodologies, mapping project management practices, sending project managers to training, and increasing the number of PMP®s in the organization are important metrics for a PMO head to collect and report on, they do not speak to the effectiveness of the PMO from a business perspective. To judge business effectiveness, PMO heads need to determine if their work has had a positive, quantifiable effect on the business in terms of troubled project reduction, lower project manager attrition, and faster time to market. In 2012 the practice of measuring the outputs, not the inputs, of project management will gain traction.

9. Client-centric project management will outpace the “triple constraint” For years, time, cost and scope were the metrics upon which the success of all projects and their managers were judged. While the triple constraints remain important, they are no longer the be-alland-end-all for project success. While risk and quality have also been cited as additional “constraints,” the clear trend in 2012 is the value the project delivers to the organization. The new definition of project success is that a project can exceed its time and cost estimates so long as the client determines that it is successful by whatever criteria they use. In today’s environment, project value is determined by the “recipient”—or client—not the “provider.” 10. HR professionals will seek assessments to identify highpotential project managers Because project management is such an important function, human resources professionals will be tasked more intensely with identifying high-potential project managers in 2012. The challenge HR professionals will face is that there is no ‘silver bullet’ assessment for identifying great project managers. Existing knowledge and skills assessments are of little use since they are not designed for entry-level project manager positions. Nonetheless, candidates must be measured not only on their technical abilities, but also on the all-important business and interpersonal skills. To the best of our knowledge, no one has yet developed such an assessment, but HR professionals will continue, and intensify, their assessment search this year. EBF.

Art of Collaboration

on the cover

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ZHENG HE’S ART OF COLLABORATION For millennia, people around the world have learned a lot from Sun Tzu’s Art of War. However, once the era of aggression is over and moves on to the era of global cooperation, Prof. Hum Sin Hoon of Nanyang University of Singapore (NUS) Business School invites us to look closer to Admiral Zheng He’s Art of Collaboration.

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Vol 12 Issue 1 Human Capital

on the cover

Art of Collaboration

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“He [Zheng He] has demonstrated much capability in the realm of effective management and leadership that can be relevant to today’s business managers and leaders.” Prof. Hum Sin Hoon, Vice Dean of NUS Undergraduate Studies.

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Above: Dr. David Tan Ta Sen Right: The panel of discussion Extreme right: Prof. Hum Sin Hoon

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any businessmen today see the world they are in as a wild jungle where they have to eat first, lest they would be eaten. Many of them also look into Sun Tzu’s Art of War as the principles of business management. However, these brilliant military strategies that were written about 2,500 years ago might no longer be relevant today. Thus a group of progressive businessmen let by Mr. Wong Ah Long, the Chairman of Utraco Group, with Dr. David Tan Ta Sen, the CEO of the company who is also President of International Zheng He Society and Director of Cheng Ho Cultural Museum look to a more recent historical figure for a new set of management principles: Zheng He’s Art of Collaboration. Technology, especially the internet, has since transformed

Human Capital Vol 12 Issue 1

and created a huge paradigm shift in business strategy. With information readily available, and people around the world are connecting to each other, we can no longer rely and practice Sun Tzu’s philosophy. Understanding Zheng He’s philosophy is one of the alternatives to ensure mutual beneficial success. Its basic principle of collaboration at all levels form the main pillar for success. During a seminar in NUS Business School Shaw Foundation Alumni House Auditorium, Prof. Hum Sin Hoon, Deputy Dean of the NUS Business School, introduced the legendary 15th century Admiral Zheng He from a management perspective. Admiral Zheng He was the fleet commander and diplomat sent by Ming Dynasty Emperor, Yongle, in the early 15th century to explore other parts of Asia and make the name of Chinese kingdom known. His largest expedition utilized a crew of

Art of Collaboration

on the cover

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33 35 37 39 41 43 45 47 49 51 53 55 30,000 men and a fleet of 317 ships, in comparison to Columbus' expedition that brought only three ships with 90 men. “How did he feed all these men?” Prof. Hum wondered about Zheng He’s managerial skill, “The guy must have been very clever leader and manager who can bring so many people together and function as a whole.” According to Prof. Hum, there are four stages of collaborations that can be learnt from Zheng He and applied to today’s business. He summed them up as “The Four Cs”, they are Capability-building, Coordination, Communication, and Continuity. To build capability means not only to improve the human resources, but also technology capability. Zheng He built the trust and backing needed to mobilize the necessary resources by years of loyalty and service to the emperor. To run the enormous

fleet, Zheng He had help from a team of fellow senior eunuch. Having gathered relevant experts, Zheng He also prepared his fleet with advance technology of the time like hour glass to estimate time, armor-plated boats and wellcharted maps. Coordination then can be build from these, by pulling the internal and external resources to work together as an integrated whole. Zheng He designed and used different ships to help him coordinate the different function that was needed to be performed by these ships. His armada included treasury ship, horse ships, supply ships, troop transports, battle junks, billet ship, patrol boats and tankers to carry fresh water. Coordinating hundreds of ships with thousands of men is not an easy task. Good coordination can only be built from good communication. Zheng He always clearly articulates

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on the cover

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Art of Collaboration

15 Fascinating Facts about Zheng He 9. Zheng He was the first to bring giraffe into China. He brought it back 1. Zheng He was born in 1371 in modern day Yunnan Province, Wfrom Africa. Southwest China. His home was Kunyang, present day Jinning. 10. The expeditions include modern day Thailand, Vietnam, Indonesia, 2. He belonged to the Semu social caste. He was the sixth-generation Sri Lanka, Bangladesh, India, the Maldives, and Africa. Some descendant of Sayyid Ajjal Shams al-Din Omar, a famous historians also believe that Zheng He reached America in 1421, 70 Khwarezmian Yuan governor of Yunnan Province, originally from years before Columbus. Bukhara in modern day Uzbekistan. 11. During his voyage to India, the armada 3. Zheng He is also known as Chêng Ho, Cheng Ho, Zheng Ho, encountered a massive hurricane. Zheng He Ma He, Ma Sanbao (his birth name), the Three-Jewel prayed to a Taoist Goddess Eunuch, and Hajji Mahmud Shams. and a “divine light” 4. Zheng He was a devout Muslim, and so was his shone on before the father. storm subsided. This 5. At the age of 11, Zheng He was “heavenly sign”is most captured by the Ming probably St. Elmo’s Muslim troops of Lan Yu Fire, a static electrical and Fu Youde and made a phenomenon. eunuch to serve young 12. In an island just off the prince Zhu Di. Kenyan coast called Pate, 6. The 28 years of Zheng there are people with lighter He’s journey that skin and it has been proven that consisted of seven they are descendant of Chinese sailors on voyages is known as The Zheng He’s ship. Chinese Age of Discovery; it 13. Along his journey, although Zheng He came with peace, lasted for 28 years (1405-1433). he ruthlessly suppressed pirates who had long plagued 7. The ships that Zheng He sailed Chinese and southeast Asian waters. were called "junks". They were 14. Zheng He served three different emperors: his first six much wider and larger than the missions were under the Yongle Emperor, he was a military ships used by the Europeans in their Zheng He’s ship compared to Christopher Columbus’ ship commander under the Hongxi Emperor, and made his final mission explorations. under the Xuande Emperor. 8. During the seven expeditions, the treasure ships carried more than a million tons of Chinese silk, ceramics and copper coins and traded 15. Zheng He died in 1433 and was buried in the sea. He has a tomb in China, but it is empty. them for tropical species, gemstones, fragrant woods, animals, textiles and minerals.

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his missions and values to others, making his purpose and objectives transparent to all. Upon arrival at each destination on his voyages, Zheng He also communicated to the locals and rulers at the destination. Zheng He also realised that all of these are not a onetime effort, but must be done continuously. During his first voyage, Zheng He realized that he could not visit all the countries that he had originally intended. He therefore made additional expeditions and thus his adventure spanned across 28 years. “Zheng He, in leading the world’s largest ocean-going fleet in the early 15th century, surpassed his western counterparts in terms of distance and duration of voyages, size and number of ships, and number of crew members,” Prof. Hum said, “He has demonstrated much capability in the realm

Human Capital Vol 12 Issue 1

of effective management and leadership that can be relevant to today’s business managers and leaders.” Zheng He's message in his Art of Collaboration represents a fresh approach to doing business and providing leadership. Many business empires were built based on the philosophy of Sun Tzu’s Art of War. Under this doctrine, business is a battlefield where there is a party who lost, and the winners take all. It is a survival of the fittest and usually, the strongest are those who prevail. Here, the aggressive and antagonistic mindset inherent in Sun Tzu may be substituted by Zheng He's peaceful and win-win collaborative paradigm. EBF.

Market Volatility

on the cover

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Navigating Market Volatility

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Talent2 APAC Market Pulse Study reveals most businesses concerned about recession but divided on strategies to manage it.

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arket volatility and skills shortages are now part of the business DNA in Asia Pacific (APAC) according to research from Talent2. The findings from the ‘Talent2 APAC Market Pulse Study 2’ show that whilst the majority of businesses in Singapore, Hong Kong and China have experienced consistent growth since the Global Financial Crisis (GFC), 97% of business executives in Singapore are concerned about an imminent recession, and this is more acutely felt in larger businesses. Encouragingly, more than half of the executives (55%) in Singapore feel better prepared for market volatility having learnt from the last global downturn. The ‘Talent2 APAC Market Pulse Study 2’, commissioned by Talent2 and conducted by Galaxy Research, surveyed 748 senior business executives across Singapore, Hong Kong, China, Australia, New Zealand and Japan. More than 70% of those surveyed were from multi-national corporations. Conducted to understand the level of business confidence and volatility, and its impact on talent and people strategies across APAC, the research indicates that many businesses have come to accept market volatility as the new business norm with a large proportion feeling more prepared to respond to unstable market conditions.

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on the cover

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Market Volatility

The GFC in 2008 forced many APAC businesses to review their operations, for example almost half (46%) looked towards new ways of conducting business such as outsourcing since the crisis.”

More prepared but missing a talent management trick Despite many businesses feeling confident about navigating future market volatility, the research reveals that not all businesses are adjusting their workforce management strategies to adapt to the current unpredictable environment. The study points to a disconnection in the perceived benefits of blended working models to deal with unpredictable environments and the number of businesses implementing these strategies. Most senior business executives across the region believe in the benefits of a contingent and flexible workforce, yet the majority are still sticking to more traditional employment models, indicating that many are unsure about which steps to take to move to a blended model: • 73% in Singapore see the principal benefits in employing workers on contract as the flexibility to scale up and down and the ability to better manage employment costs (51%). • Yet only 9% of the Singapore workforce is employed on a contingent basis. • 89% of Singapore’s workforce is made up of permanent employees. Nicholas Tuckfield, Managing Director, South Asia, Talent2 commented on the survey saying, “It’s clear that most businesses are concerned about the future and have come to accept this as the APAC business reality. What is surprising is the apparent market contradictions taking place. Thanks to market growth, businesses in APAC are having problems finding skilled employees, many of which are for Permanent Full Time roles, but they are also concerned about a recession. Employees on the other hand are not responding to market volatility with most expecting higher salaries and flexible working conditions from their employers. “Despite these conditions, businesses in the region are lagging behind the rest of the world in the employment of contingent workers. With only 12% of the APAC workforce made up of contingent workers, compared to 22% globally, there is clearly potential for the expanding APAC market to move more in line with global trends, whilst also addressing some of the current regional concerns.”

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The research illustrates that the Asian economic environment is caught in two speeds, with slightly more than half (52%) of respondents in Singapore stating their business has grown consistently since the financial crisis. In spite of this two-speed economy in Asia Pacific, the study highlights that those countries enjoying consistent growth also cite a high rate of concern about a recession in the next year with 97% in Singapore, 95% in Hong Kong, 87% in China and 85% in Australia worried about a pending financial crisis. How businesses are navigating through this volatility in Singapore is also divided: » 44% is maintaining recruitment and training, and 36% preferring to cut costs. » Employee expectations however seem to be a step behind businesses, with many still expecting high salaries. Whilst the appropriate rate is agreed in most instances, as many as 72% of business managers revealed that their employees have unrealistic high salary expectations, well above the APAC average of 13%.

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Human Capital Vol 12 Issue 1

Market Volatility

Skills shortages continue Skills shortages continue to be an ever present concern in the region, which is also indicative of APAC business growth. • Most businesses in APAC (65%) have experienced problems in recruiting due to skill shortages in the past year. • The problem of a shortage of talent is observed across all countries and is particularly evident in Singapore, with 76% having experienced problems. • Middle management roles are the most in demand with 75% of businesses citing the greatest shortage in this area, a statistic that is consistent across the region. • The widespread issue of skills shortages come as businesses in Singapore, Hong Kong and China have also increased people numbers over the past year to meet growth demands in these countries. • 73% of businesses in Singapore and Hong Kong have increased people numbers in the past 12 months, with 80% of businesses in China and 53% in Australia doing the same. T2.

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Medical Insurance

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International Private Medical Insurance

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If you work in a sector where competition for good quality staff is high, it is worth considering an international private medical insurance plan to gain a competitive edge and save yourself valuable time. By Ralph Tam.

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n international private medical insurance offers access to treatment anywhere in the world. This could be attractive not only to your expat employees, but also to your local staff. International health cover is typically only offered to expats, but since some providers can offer cover to locals too, this could give your company that extra benefit the local staff are looking for. It is always a challenge to employers to recruit and retain good quality staff. According to the 2011 Hays Salary Guide, 78% of employers expect to provide employee benefits in addition to salaries and bonuses in Singapore, China, Hong Kong and Japan. Health insurance is the number one benefit, provided by 65% of employers surveyed. This could mean that providing a local health insurance plan is an expectation, so using it as a differentiator may not work.

Human Capital Vol 12 Issue 1

What to look for in a good insurance provider If you decide that international health insurance could be your package differentiator, there are a number of factors that HR Managers need to consider before choosing their supplier:

• Where do they cover? • Who can they cover? • What levels of in-patient and out-patient benefits do they provide? • What underwriting approach do they take? • What kind of medical provider network do they have? • How fast will they respond to my employees’ requests and mine?

Medical Insurance

Global footprint The purpose of international health insurance is to provide access to healthcare wherever in the world your employees need it. One of the most important things to look out for is where in the world a provider will and will not cover. It is likely that every provider will pay claims incurred anywhere in the world, but many have restrictions on where employees can be resident. This could be for a number of reasons: the complexity of the local regulator or where OFAC sanctions have been imposed, are a few common reasons. If you have employees located in places like North Korea, Burma or Iran, this is one of the first things HR Managers need to ask. Expat or local nationals? The classic target audience for international health insurance is the expat population. Of course if you have an Australian employee located in Cambodia, it is a sensible idea to provide a plan that with which they can be evacuated or repatriated if they need medical treatment. Some insurance providers can offer international plans to local nationals so finding out if all your employees can benefit is a good idea. It is common for providers to be able to offer this in established territories like Hong Kong. In locations like this, where competition for good quality staff is severe, when you are offering a role to a candidate, their choice of employer could be based on benefit packages offered.

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Why underwriting? Understanding a provider’s approach to underwriting may sound like a strange thing to enquire about but it will have a fundamental impact on the way in which plans are administered. If you have a medium of large number of employees to be covered, you might benefit from something called ‘Medical History Disregarded’, which can means that your employees do not need to go through an underwriting process and, if you’re transferring from another policy, cover can continue uninterrupted. However, if there is only a small number of employees to be covered, then it is important to have your group underwritten. There are two main approaches: 1. A moratorium basis. This is where employees will be asked three or four simple questions about their medical history, height, and weight. If they are within the Body Mass Index limits and their treatment and symptom medical conditions within a fixed period of time – say between three and five years, then they will be covered. The upside is that it is fast to implement. The downside is that your employee will probably get underwritten every time they claim which will impact on the service they get, how long it takes and their perception of their employer, who chose the plan for them.

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Levels of cover Generally speaking, there are five core types of benefit: in-patient, out-patient, routine dental, routine maternity and wellness. Providers of international health insurance will most likely provide varying levels of all of these benefits, so HR Managers need to make some decisions about what’s important to them as a business and what they would like their employees to be covered for. For example, if the Board are mainly concerned about protecting their employees against serious medical conditions like cancer, then there’s no point in buying a plan with out-patient benefits and routine maternity cover. If however, if your sector is seriously competitive, then an all-round plan that includes high levels out-patient and routine dental benefits where no money needs to change hands, is a good idea.

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Vol 12 Issue 1 Human Capital

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Medical Insurance

2. A full medical underwriting basis. This is where the insurance provider asks detailed questions about your employees’ medical history. This can take some time – maybe up to a week, depending on what answers are revealed. They will then make a decision on what will and will not be covered. The upside is that when employees claim, as long as they are claiming for something they are covered for, it will be paid quickly and usually, in full. The downside is tedious process at the beginning to gather the information, but it is the insurance provider’s responsibility to do this on behalf of the employer, in order to protect employees’ sensitive, personal information. There is no doubt that both approaches have their positives and negatives, but the trend of providers moving to full medical underwriting is one that should be noted. Accessing treatment – worldwide Once employees are covered under the plan, where they can seek treatment is critical to them. Obviously employees can pay and reclaim their expenses, or if your employee has been referred or needs in-patient care, the provider can make sure that the treatment has been organised and paid for in advance. If, however, you have bought an out-patient and/or dental plan with a nil excess or deductible, your employees will want to know where they can find good GPs, dentists and physios without having to pay. Make sure that the provider you choose has provided a comprehensive list of where out-patient treatment can be sought on a cashless basis – and make sure they update it regularly! Responses There are lots of things that might go wrong with customer experience, and to avoid slow responses from the insurance provider, there are a few things to look out for in a provider: • Ask if they have a set of turnaround times they will meet for your plan. If they do not have it, you could ask if they will agree to some for your employees. • Find out if they will accept claim forms and scanned receipts by email or via a website. If they do, this will save time and money. • Lots of insurance companies have tools to track claims online, making the claims process quicker and more transparent. • If you and your employees prefer online processes, look for a provider who has a comprehensive set of web tools. There are some providers who can let you manage your whole plan online, which is easier and less time-consumin

here’s no doubt that offering an international health insurance plan to employees adds a heavyweight element to any employee benefits package. Finding the one that best suits your business need not be difficult or long-winded.

Here’s a quick checklist of what to ask your short-listed providers: • Find out if all the territories where your employees live are covered • Can they cover expats and local nationals? • Can they help you find the right level of cover for your business? • What underwriting approach do they take? • Ask for an up-to-date copy of their medical provider list. Does it cover your preferred territories? Will they set up any arrangements for you? • What service guarantees do they have? Is there a fast-track claims process? • How do employees access their plan? What online tools are there?

The Human Resources Manager is one of the lynchpins of any business. Since this role is responsible for so many elements including recruitment, staffing, policy and payroll amongst many others, finding a differentiating benefit that’s easy to manage sounds like a dream. However, an international health insurance plan might tip the balance in employer desirability, and following these steps could facilitate its easy implementation.

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Ralph Tam is Managing Director Asia Pacific at Now Health International and is an expert in tailoring cost-effective medical insurance packages to his clients, including Human Resources Managers from a wide range of industries. Contact him at AsiaPacService@now-health.com

Human Capital Vol 12 Issue 1

Foreign Talents

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The Future of Singapore’s Foreign Talents With a reviewed policy on foreign talents this year, Mr. Nicholas Tuckfield, a Managing Director of a leading HR BPO organisation in the Asia Pacific region, gives his outlook for Singapore foreign talents in 2012.

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oreign workers have helped to strengthen Singapore’s economy in many ways. With 1.2 million foreigners out of its 5 million residents, Singapore has the sixthhighest percentage of foreign workers of any place on earth. However, there are divided public opinions on foreign talents in Singapore. Some say the number of foreign talents coming to Singapore is growing too fast, while some other say Singapore needs more foreign talents. Mr. Nicholas Tuckfield, South Asia Managing Director of Talent2, an HR BPO organisation in the Asia Pacific region, says, even with the disagreements Singapore is still one of the most attractive countries to work in. “Despite significant changes for Employment Pass issue that came into effect in 2012 making it harder for foreign workers to work in Singapore, this remains one of the most desirable Asian cities for foreign workers,” Mr. Tuckfield said, commenting on the prospects for foreign workers in Singapore in 2012. “The recent increase in job enquiries that we are seeing from all parts of the world, but Europe in particular, will also continue into 2012. Prime Minister Lee Hsien Loong has said that the global business environment is uncertain and that “as a small, open country, Singapore will inevitably be affected.” However, Mr. Tuckfield has an optimistic outlook, “Whilst economic growth is likely to slow down around 3% [in Singapore], this remains well above most other

“Despite significant changes for Employment Pass issue that came into effect in 2012 making it harder for foreign workers to work in Singapore, this remains one of the most desirable Asian cities for foreign workers.”

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41 43 45 47 49 51 53 advanced countries and supports solid prospects for foreign workers' job prospects, especially in sectors like Life Sciences, Private Banking and Insurance.” The growth for both local and foreign talents will also grow. According to Mr. Tuckfield, the growth is especially anticipated for part time permanent jobs. “We also expect continued growth in the number of non full-time permanent staff in this country. At present, about 12 percent of Singapore’s population are not full-time permanent staff, and we see more businesses, particularly the major multinationals moving to this form of employment as it fits in well with their business model. Businesses are increasingly working at a series of projects that may run anywhere between 6 to 24 months at a time, whether as a transformation, change management or new system implementation. As such, multinationals will definitely appreciate the flexibility that nonfull-time permanent staffs bring, and foreign workers will play their part in these arrangements.”.

Vol 12 Issue 1 Human Capital

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Young Workers

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Satisfied but Pickier Young workers worldwide are more satisfied with their employers than the overall workforce, yet are more likely to be thinking about leaving.

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oung workers worldwide present an unusual paradox for employers: They are more likely to be satisfied with the organization they work for, compared to overall workforce, but at the same time are more likely to consider leaving the organizations. These insights come from Mercerâ&#x20AC;&#x2122;s Whatâ&#x20AC;&#x2122;s Workingâ&#x201E;˘ survey, conducted among nearly 30,000 workers in 17 geographic markets from the fourth quarter of 2010 to the second quarter of 2011. Hong Kong, Singapore, India and China were among the market surveyed in Asia. The survey finds that workers aged 34 and younger are more likely than their older colleagues in all 17 markets to be pondering an exit from their employer. In response to the question, the youngest workers (aged 16-24) are seriously considering leaving their organization. It is an average of 10 percentage points higher than the overall workforce worldwide; while for workers aged 25-34, there is an average of 5 percentage points higher (see graph). In India and Singapore, workers aged 16-24 scored 12 and 14 percentage points, respectively, higher than the overall market scores. In Hong Kong, those of 25-34 years of age scored seven percentage points higher than overall market score. Yet despite this tendency to move on, younger workers registered satisfaction scores higher than overall workforce in most markets. Scores for employees aged 16-24 were higher in 14 of the 17 markets worldwide by an average of five percentage points. Scores for employees aged 25-34 were higher in 11 of the 17 markets by an average of two percentage points globally. This trend is again particularly prominent in India and Singapore where employees aged 16-24 scored seven and 12 percentage points, respectively, higher compared to overall market scores across all age group when asked about overall satisfaction with their organization. Scores for workers aged 25-34 are higher in 13 of the 17 markets by an average of three percentage points above the overall workforce scores. In Singapore, employees aged 16-24 scored 15 percentage points higher and employees aged 25-34 scored six percentage points higher when asked if they would recommend their organization as a good place to work. Mercer.

Human Capital Vol 12 Issue 1

Young Workers

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Younger workers much more likely to be considering an exit At the present time, I am seriously considering leaving my organization

Source: Mercer's What's Working TM survey, 2011

Vol 12 Issue 1 Human Capital

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HR Industry

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HR Industry Predictions for 2012 Global events (such as economic uncertainty in the west) and technology transformations will affect the activities of HR professionals and the way in which companies tackle HR challenges. Mr. Gery Messer, NorthgateArinso President for Asia Pacific, Middle East and Africa, shares the three main tendencies in global HR industry this year.

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s the New Year begins amidst commentary from Governments, Financiers and the Media saying that it will be one of the toughest businesses have faced, the one constant that all businesses and organizations must consider in order to survive and, hopefully thrive, is their people. With this in mind, presented here are the three lead predictions for the changing face of HR in 2012’s business landscape, which focus on people. The most successful businesses in 2012 will be those where HRDs have the relationships needed to work closely with the CEOs and CFOs and take a comprehensive view about what their most talented employees need in order to succeed. Employee satisfaction and loyalty are crucial in times of economic down turn, when businesses may have to take a ‘productivity pause’ before continue to move up the growth ladder.

Human Capital Vol 12 Issue 1

The Outlook There will be a lot of corporate belt-tightening in 2012. If companies are not making redundancies then they will certainly be slowing down costly recruitment. Instead, retention strategies implemented will emerge more, with HR Directors [HRDs] looking to hold onto their staff by providing better training and opportunities as well as reward packages. For 2012, HRDs need to take a holistic view about what employees find attractive, it’s not solely down to pay and some organisations won’t even have the luxury of offering rises. Therefore, there will be a greater focus on identifying talent within organisations – most easily obtained through HR and talent technology – to help execute a successful strategy. Another key consideration is ensuring that the employees are aware of the benefits they are entitled to; thus an increasing use of Total Reward Statements is expected.

HR Industry

Multi-country payroll is set for significant growth The next 12 months will see a return of very tough economic times in the Eurozone and the US. As a result, investors are increasingly looking towards emerging economies with less exposure to Western currencies and banks, and lower government debt. Developing countries such as Brasil, Turkey, and Indonesia have strong business environments and a highly-skilled pool of human capital, which means that they are attracting global companies to spur foreign direct investment. For the HR industry, the knock-on effect is that increasing numbers of multi-national companies – many of whom are headquartered in Singapore - are looking to grow offices in emerging economies as well as consolidating their other global business under a streamlined payroll and HR system. Juggling different local requirements, compliance rules, and legislation is incredibly challenging – and time intensive without a central, global, system. Over the past three years, the various multi-country payroll models have matured with both the integrated and aggregator models demonstrating a high quality, high efficiency service delivery level. NorthgateArinso has both these services via ‘euHReka’ and ‘agoHRa’ and an increasing trend in terms of companies taking up these services in 2012 is anticipated. In total, analyst Nelson Hall anticipates that the compound annual growth rate for multi-country payroll will be in the higher single digits for the years to come. HR will genuinely go mobile One billion people access the internet through a PC, compared to 4.5billion going online via a mobile. Mobile is the future for business, and in order to support a more mobile workforce, HR must embrace employee self-service. ‘Self service’ take up is becoming so widespread that the concept will disappear as all regular HR transactions will be done this way. It is like calling a cash machine ‘self service’: you simply don’t think about it that way anymore. This is underpinned by the fact that in the last 24 months every HR project NGA delivered included a significant self service component. However, the move to self service and mobile will present HRDs with some major challenges along the way. According to Gartner, by 2015 media tablet shipments will reach around 50% of laptop shipments and Windows 8 will likely be in third place behind Android and Apple. This, combined with the consumerisation of IT will lead to employees and managers accessing HR information at all times, on both home and office device. This blurring off the lines between personal and professional device access may present significant challenges in terms of uniform access and security. Therefore the key question for HR in 2012 is how you can allow mobile fully into the organisation without compromising uniform access and security?

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Pure HR transactions will be increasingly automated, for instance via a Global HR & Payroll system. Self service will make it easier to enforce HR policies through technology and as companies will be able to do this at a local and global level, fewer Business Partners are needed to deal with any exceptions. However, it is not a bleak outlook for the HR industry. HR specialists who provide expertise within areas such as talent management, leadership development or analytics will grow their roles and provide serious business value. This creates a future vision for HR whereby a service center and underlying processing engine will handle a maximum of HR transactions, and an HR expert group that has a number of specialists will assist line managers with programs when they need support, for instance, with regards to union negotiations, recruitment, analytics and leadership training.” NGA.

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“For 2012, HRDs need to take a holistic view about what employees find attractive, it’s not solely down to pay and some organisations won’t even have the luxury of offering rises.” Mr. Gery Messer

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The rise of the HR ‘specialist’ and the fall of the ‘generalist’ The rise of self-service is reducing the need for generalists across the industry meaning that 2012 is likely to see the eradication of the middle man in HR.

Vol 12 Issue 1 Human Capital

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Business Prospect

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Business and Wage Prospects in 2012

Remuneration Data Specialists (RDS) teamed up with SHRI to find out about 2012 companies business prospects, wage increase, bonus, recruitment plans and their views on Fair Employment Practices.

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he survey finds that most companies are surprisingly optimistic in welcoming 2012, but still cautious regarding wage increment, bonuses, and recruitment. Eighty-six per cent of companies reported satisfactory or better prospects for this year, with Engineering sector the most satisfied. For the next half a year, 17% of companies expect prospects to worsen while only 11% of companies expect their business prospects to improve. The basic wage increase in 2011 averaged 4.1% for the whole year, while for 2012, the basic wage increase is expected to drop 3.6%. The average variable bonus in 2011 that was 2.2 months is expected to drop between 1.8 to 2.1 months this year. The drop in both wage increase and bonus this year means a total wage increase of only 3.4% and with the consumer price index expected to increase by 4-5%, there will be a drop in real wages of around 0.6% to 1.6%. For this year, the total wage increase is expected to be only 1.3% and The with inflation expected to be around 2.5% to 3.5%, real wages are likely to economic drop further by 1.2% to 2.3%. growth in Most entry-level salaries decreased by 2012 is still 1.4% to 8.5% compared to six months expected ago, except for university degree holders to be slow. To which increased by 2%. catch a glimpse On recruitment, compared to 77% on companiesâ&#x20AC;&#x2122; companies hired staff in 2011, in 2012, preparedness for only 54% are expected to hire. Only 3% the first half of this of the companies laid off their staff last year, RDS and SHRI year, facing the economic instability, conducted a series companies are being cautious and of survey last year. only 1% plan to retrench in 2012. Staff turnover was about 5-8% in 2011 and The results of the expected to drop 3-6% this year. survey that included One-quarter of surveyed companies 151 companies were employed foreign workers only as the announced in last resort, while the rest would not January, during SHRI be able to handle the business without Outlook 2012. foreign talents. Less than one-quarter (21%) of the companies are prepared to comply with a foreign workforce quota. Majority of companies (81%) recruit local talents based on their positive attitudes. EBF.

Human Capital Vol 12 Issue 1

Spirit of Enterprise Awards

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Spirit of Enterprise Awards and Book Launch 2011 Honouring entrepreneurs for the 9th year, Spirit of Enterprise (SOE) Awards presented 30 most inspiring entrepreneurs in Singapore, as well as Best Student Interviewers 2011.

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pened by Mr. Teo Ser Luck, Minister of State for Trade and Industry, SOE Awards this year was attended by about 400 guests from various industries. During his welcome speech in the Awards Gala Dinner, Mr. Teo applauded the entrepreneurs who “bring profit not only for their business, but also for Singapore.” While Mr. Lee Soo Chye, the President of SOE 2011, congratulated the Honourees and thanked the people who worked behind the scene. “I express my gratitude to each of SOE’s sponsors, donors, and partners.” He said, “I also express my sincere appreciation to the SOE volunteers for their dedication and commitment.” Twenty-nine honourees were selected by public from 119 nominees since August, with Dr. Steven Fang, the Group CEO of CordLife Limited on the top of the line as the winner of the Award. Dr. Fang is the recipient of the second annual SOE Entrepreneurship Award. The first Award was won by Mr Adrin Loi of Ya Kun International Pte Ltd. CordLife Ltd. is an internationally-recognized pioneer in the field of stem cell banking and adult stem cell therapy. The celebration that was held on 14 November 2011 in the Grand Ballroom of Grand Copthorne Waterfront was hosted by Mr. Rico Hizon, a BBC World News presenter. The Spirit of Enterprise has been promoting and advancing the entrepreneurial spirit in Singapore with its annual awards since 2003. It is an approved notfor-profit institution fully funded by the private sector.

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“Entrepreneurs are a unique breed of people. They are resilient, courageous, enterprising. They see opportunities where others see risks.” Mr. Lee Soo Chye, President of SOE 2011*

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Spirit of Enterprise Awards

SOE Awards 2011 Winner

Dr. Steven Fang â&#x20AC;&#x201C; Group CEO of CordLife Limited

SOE Awards 2011 Honourees

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Name

Company

Mr. Yim Kin Yee

Achieve Group

Mr. Richard Tan

Arina Hogan Builders

Mr. Lu Yun Long

Baby Spa (Eastar Asia Pte Ltd)

Mr. Chan Khai Leok, Mr. Jason Tan,

Camera Rental Center LLP

and Mr. Lee Peng Fi

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Mr. Dennis Teo Choon Wee

Evorich Holdings Pte. Ltd

Mr. Roland Teo

Frisco Technology & Services Pte Ltd

Mr. James Ong

Frolick (JKNG LLP)

Dr. Michael Tan and Dr. Daniel Chan

Fullerton Healthcare Group Pte Ltd

Dr. Lim Kah Meng

Gene Oasis Pte Ltd

Ms. Genie Sugene Gan

Genie Sound Advice Pte Ltd

Mr. Vincent Teo

Inspiration Ideas Pte Ltd

Ms. Lam Lai Fong, Janna

IP Mirror Pte Ltd

Mr. Jason Yeo Hock Huat

JCS-Echigo Pte Ltd

Mrs. Sharel Ho

Jewels Defred Pte Ltd

Mr. Ong Kian San

Kee Song Brothers Poultry Industries Pte Ltd

Mdm Helen Lim Bok Kek,

Kim Choo Kueh Chang Pte Ltd

Mdm Lee Kim Choo &

Mr. Edmond Wong Teng Xiang

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Mr. Leonard Tan Khang Hwee

Purpleclick Media Pte Ltd

Mr. Ben Yeo Kheng Yong

QA Systems Pte Ltd

Ms. Samia Ahad

Screening Rooms Pte Ltd

Mr. Sky Tan Keang Leng

Sky Creation Design Pte Ltd

Mr. Xavier Baumgartner

Swissbake Pte Ltd

Mr. Mark Anthony van Cuylenburg &

TFD Pte Ltd

Mr. Lim Chee Wei

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Human Capital Vol 12 Issue 1

Mr. Laurent Bernard

The Chocolate Factory Pte Ltd

Ms. Selena Tan

The Dream Academy Productions Pte Ltd

Ms. Ingrid Prasatya

The Society Group

Ms. Eileen Wee

Touch Communications

Mr. Sherwin & Mr. Lee Chin Ming

Veer Motion Graphics Pte Ltd

Mr. Sam Lee

Yoguru

Spirit of Enterprise Awards

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“I took time to reflect on how I can make a difference and make this book not just memorably inspiring, but also fabulously enlightening.”

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Ms. Cheryl T. Hansen, Chairman of SOE Book 2011*

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49 51 53 55 Mr. Steven Fang receiving the Award from Mr. Teo Ser Luck

SOE’s ongoing commitment is to foster the entrepreneurial spirit among all Singaporeans, particularly the young, by facilitating interaction, communication and knowledge dissemination among students, entrepreneurs, and the general public. Other than the Spirit of Entrepreneurship Awards, the event also gave tribute to Student Interviewers whose works have contributed to the success of SOE Book, and Friends of Enterprise, organisations which have been continuously and consistently devoted in encouraging and supporting entrepreneurship and enterprise in Singapore over a number of years. Best Student Interviewers for 2011 were Ms. Lim Pei Qian from Nanyang Technological University and Mr. Zhao Dexin from National University of Singapore. SIM University bagged the Friends of Enterprise Award 2011. EBF.

Vol 12 Issue 1 Human Capital

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Spirit of Enterprise Awards

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The Heart of Success Also a part of SOE Awards annual tradition is the SOE Book, a compilation of heart-warming and inspiring stories from SOE Awards Honourees, captivatingly written by the Student Interviewers. The SOE Books 2011 titled The Heart of Success – Masters of Success Share Key Secrets from Within were given to Awards’ guests during the Gala Dinner and was officially launched two days after, on 16 November 2011 in Mandarin Orchard. Opening the launch was Ms. Cheryl T. Hansen, Chairman of SOE Book 2011, who welcomed the guests and introduced the book. Mr. Christoph Szymanski, Manager of Mandarin Orchard, was also present and gave a speech to express his support to Spirit of Enterprise. Seven out of eight entrepreneurs whose success stories are captured in the books were present: Mr. Nicholas Goh, Ms. Jenny Koh, Mr. Danny Lien, Mr. Vinod Menon, Mr. Sunny Tan, Mr. Michael Tan and Dr. Daniel Chan. Ms. Mathilda Koh from Bioskin Holding was represented by Ms. Rachel Wong. They symbolically slotted in keys to a replica of The Heart of Success book as a mark that the book is launched. Hosted by Ms. Tara Rushton, an Australian actress and model, the book launch went smoothly and promptly, lasting only about half an hour and continuing with a good networking session.

BITS OF WISDOM* “Why do we always have to say that the grass is greener on the other side when we can make our own grass greener?” – Nicholas Goh, Verztec Consulting. “When someone comes to me with a problem, I step back and clear my mind, then attend to it.” – Jenny Koh, Matsushita Group King Koil Sleep Products. “Entrepreneurship means possessing the ability to challenge the normal and step out of one’s comfort zone.” – Danny Lien, Amos International. “There is also a need to manage the expectations of customers –it takes time for the results to show.”- Mahilda Koh, Bioskin Holdings.

“We need to understand that people are our assets... Hence,

one of the challenges is about attracting talent and further

retaining them.” – Vinod Menon, Mindwave Solutions.

62 “Running a good business means knowing the hows and

whys of the service you provide...” – Sunny Tan, Power Trans

Engineering.

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“All these do not come overnight.” – Michael Tan & Daniel Chan,

Fullerton Healthcare. *Excerpt from: The Heart of Success – Masters of Success Share Key Secrets from Within

Human Capital Vol 12 Issue 1

Enterprise 50 Awards

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Structuring local companies for business optimal growth In the fast-paced business industry, 50 most enterprising local companies in Singapore lead the way.

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he 2011 Enterprise 50 Awards opened for nominations earlier this year. Jointly organised by The Business Times of Singapore Press Holdings and KPMG in Singapore, the theme for this year’s awards is ‘Structuring for optimal growth’ and the Awards ceremony was held on 23 Nov 2011. In its 17th year, the Enterprise 50 (E50) Awards have become the authoritative list of the 50 most enterprising, privately held local companies in Singapore across all industry sectors. Its rankings exemplify top-performing local enterprises, and encourage other companies to come forward and benchmark themselves amongst the best of Singapore’s enterprises. Mr Owi Kek Hean, Deputy Managing Partner and Head of Enterprise Services, KPMG in Singapore, said: “The E50 list embodies the finest in Singapore entrepreneurship. Its winners epitomise the qualities which are essential for successful commerce and exhibit the true strength of enterprise.” He added, “Now that Singapore has recovered from the economic downturn, it is important that companies utilise the best conditions around them to grow. Key to this is structuring for productivity and innovation. The race is on to see who can use their limited resources to produce maximum results and be ahead of everyone.” Mr Alvin Tay, Editor of The Business Times, said: “The Business Times is privileged to be the co-organiser of the prestigious E50 Awards. Each year, the competition for places in this elite E50 group has intensified. To stay ahead of the competition, the successful

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“In this fastgrowing and fast-changing business, we just simply cannot stand still. We must continue to change and continue to move forward or we will be left behind.” Mr. Johnson Chen, Chairman and Managing Director Superworld Electronics.

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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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leaders

Enterprise 50 Awards

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Congratulations to all the winners

They showed tenacity and a desire to accomplish something out of little, or nothing. They have crossed many hurdles in the past and will do again in the future. These are our top entrepreneurs and we salute them today as we celebrate the achievements of Singapore's best privately-held companies for 2011. Our heartiest congratulations to the winners of the Enterprise 50 Awards 2011. You are the best.

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Wah Loon Engineering Pte Ltd P & N Holdings Pte Ltd Eurokars Group of Companies Fast Offshore Supply Pte Ltd Superworld Electronics (S) Pte Ltd Wee Tiong (S) Pte Ltd Progressive Builders Pte Ltd Lian Soon Construction Pte Ltd Chye Joo Construction Pte Ltd Seiko Architectural Wall Systems Pte Ltd Borden Company (Pte) Ltd AllAlloy Pte Ltd JustCommodity Software Solutions Pte Ltd Excel Precast Pte Ltd Falcon Incorporation Pte Ltd Gain City Best-Electric Pte Ltd EPChem International Pte Ltd Feinmetall Singapore Pte Ltd Esun International Pte Ltd C K Holdings (2003) Pte Ltd Noris Automation Far East Pte Ltd ITCAN Pte Ltd iKnow Pte Ltd IPS-Lintec Asia Pacific Pte Ltd Jay Gee Enterprises Pte Ltd

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Wiselink Technology Pte Ltd Victor Enterprises Pte Ltd Global Harvest Trading Pte Ltd Jason Parquet Specialist (S) Pte Ltd Zero Spot Laundry Service Pte Ltd Aik Moh Paints & Chemicals Pte Ltd Paradise Group Holdings Pte Ltd Feng Ming Construction Pte Ltd Rigel Technology (S) Pte Ltd Aldon Technologies Services Pte Ltd OKH Holdings Pte Ltd Azen Manufacturing Pte Ltd Achieve Career Consultant Pte Ltd MHC Medical Network Pte Ltd Supreme Components Intl Pte Ltd Synergic Industrial Materials & Services Pte Ltd Rotating Offshore Systems Pte Ltd MattenPlant Pte Ltd PBA (S) Pte Ltd Chevon International (S) Pte Ltd Ang Tong Seng Brothers Enterprises Pte Ltd SC Auto Industries (S) Pte Ltd Golden Bridge Foods Manufacturing Pte Ltd Grandwork Interior Pte Ltd Adonis Beauty Consultants Pte Ltd

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We see ourselves as being on a mission to fulfil people’s dreams and aspirations while bringing out the best in others.”–Mr. Joshua Yim, Founder and CEO Achieve Group. Human Capital Vol 12 Issue 1

From Below: Top 3 winners (left to right): Mr. Mohamed Ismail Gafoor, Mr. Alan Chong, and Mr. Karsono Kwee; Mr. Tham Sai Choy (left) and Mr. Alvin Tay (right); CEO of OCBC Bank, Mr. David Conner.

Enterprise 50 Awards enterprises must be more innovative and continuously strive to offer a strong and unique value proposition to their clients. It is important that we identify and honour Singapore’s most promising enterprises which will play a significant role as Singapore positions itself to take on the challenges in an ever-changing global business landscape.” A key highlight of this year’s launch event was the E50 forum on family-run businesses, moderated by Mr Teng Theng Dar, Executive Chairman of Save Our Planet Investments Pte Ltd. The forum went on to a panel discussion joined by distinguished local entrepreneurs who shared their views on the issues faced by family run businesses, the opportunities available and what these businesses needed to do in order to overcome challenges and build sustainable growth. Some of the benefits of being an E50 Award winner as cited by past recipients include increased prominence in their respective industries, greater recognition from bankers, business associates, suppliers and customers, enhanced brand awareness overseas, and a boost in staff morale. E50 applicants are evaluated both on quantitative and qualitative criteria, with the former taking into consideration financial performance indicators such as operating profit before tax, turnover and profit growth. The latter takes into consideration their plans for the longer term, the viability of their business model, initiatives targeted at innovation and productivity as well as standard of corporate governance amongst others. It also takes into account a business’s ability to restructure processes, organisational structure, product development, corporate governance and other aspects to its business model – to effectively adapt to an ever-changing business landscape. Mr Linus Goh, Global Head of Enterprise Banking and Financial Institutions, OCBC Bank, said: “We are delighted to return as the main sponsor of the E50 Awards for the 6th consecutive year. In its 17th year, this Award continues to provide a powerful platform for Singapore enterprises to validate their business models and strengthen their brands. Many of the SMEs who made it into this definitive list have since grown into successful listed companies, with some going on to become global names. We are pleased to have played a role in recognising the achievements of so many winning enterprises and propelling their businesses to new heights. The largest proportions of industries represented this year’s list are manufacturing (34%) and real estate and construction (18%). The number the company who raced to the top this year, Wah Loon Engineer, is of the latter category. “Innovation, flexibility in business models and strategic planning are critical but these are tactics and

leaders

trends of the dynamic environment. Fundamental moral values like integrity, hard work, continuous learning and treating people with respect are the foundations of great organization,” Mr. Allan Chong Sin Kiong, the managing director of Wah Loon Engineering, revealed the secret of the company’s success. Following closely on the second spot is P&N Holdings, the parent company of PropNex Realty, PropNex International, PropNex Property Management Consultancy, Singbuilders Development, Life Mastery Academy and SingCapital. Mr. Mohamed Ismail Gafoor, the Chairman and CEO of the company, said, “We are fortunate that our management team has many high performers and we are spending time and effort in grooming them.” While Eurokars Group of Companies, in the third, place understand the need to focus on customer satisfaction. “We must always deliver what we promise to customers.” Mr. Karsono Kwee, the Executive Chairman, said. “I believe success comes with prudent planning. Every year, we develop and keep to a set of guiding principles and strategies tailored to our goals, with an emphasis on improving customer satisfaction. Started in 1985, Eurokars was Stuttgart Auto and was born during a time of recession in Singapore. Twenty-six years later, Mr. Kwee has built Eurokars into a distributor of Porsche, Rolls-Royce, Saab, Mini, and Mazda with $35-million-dollar facility housing some of the cars it represents. HC.

We put in a lot of effort to teach new staff and we will repeat and coordinate till they level up. We believe in treating staff as family.” Mr. Ang Chin Koon, Chairman and CEO CK Holdings.

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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 1 Human Capital

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leaders

Entrepreneurship

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Entrepreneurship in the Workplace

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Some examples of global companies that have successfully integrated the spirit of entrepreneurship at their very core include corporate giants such as Yahoo!, Kodak, Toyota, Wal-Mart and 3M. By Rahul Shah.

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n the highly competitive business environment that all companies operate in today, embracing entrepreneurial values and culture, as well as entrepreneurship-friendly processes and environments within the workplace will enable the organisation to surpass their competitors in term of innovation and creativity. Developing a pool of human resource with entrepreneurship at its heart will put the organization a few steps ahead from its competitors. Firstly, employees will feel more empowered and therefore have a stronger sense of ownership over what they are doing. This will increase employeesâ&#x20AC;&#x2122; commitment and attachment to their company. They will see themselves not just as monthly-waged workers or executives with a mechanical role to play within the framework boundaries of a set of standard operational procedures, but more as valued stakeholders with a pro-active role to play in the progress and growth of the organisation. Secondly, employees will find space for self-expression and have their voices heard. This will lead to a happier workforce that will in turn boost staffâ&#x20AC;&#x2122;s morale and productivity. Lesser staff will go on medical leave unnecessarily or extended holidays as they will enjoy coming to work. Thirdly, there will be greater alignment of values and vision between employees and the organisation. Many times, employees are unmotivated and disconnected from the larger organisational goals. This may have a lot to do with the vertical hierarchical management structures many organisations still employ. This is where the top leadership crafts and sets directions at the top and forces it down to the bottom to execute. In an entrepreneurial setting, there is a team-based approach of consultation and getting buy-in from team members. When employees accept and buy into the vision and values, the vision and values also become their purpose to strive and achieve them. A sense of purpose or a passion for the goal is one of the strongest triggers for developing intrinsic motivation which goes a longer way in terms of sustainability and cost effectiveness, compared to extrinsic motivational factors such as salaries and bonuses.

Employees will also become valuable feedback channels and feelers for the organisation, and will be able to send up the most accurate signals to the higher management about the reality closer to ground. Some have said that this is a concept that can work well in the West, where they already have a huge existing talent pool with the correct entrepreneurial mindset and spirit that have been cultivated since young and well infused within their social fabric. Entrepreneurship, however, can be nurtured by encouraging the right behaviours, implementing the right processes, shaping the right environment and providing the right kind of motivations. Here are some initial steps organisations can consider to implement for a start to nurture entrepreneurship within their ranks. 1.Commit to making entrepreneurship a strategic part of your organisation. The management must make a commitment as the first step, and formalise it. Everyone within the organisation must be convinced that the leadership is serious about it and that it is here to stay. 2.Adopt a consultative style of management Create synergies and win consensus. Create an inclusive rather than a structurally or hierarchically segregated environment. Consider every member of your staff as a team member. Get their inputs, feedbacks and considerations before formalising any new plan and policy. After all, if your staffs are not going to like what you have in mind, what makes you think your stakeholders will? 3. Encourage feedback Encourage your staff to be vigilant for gaps and rooms for improvement about any and every aspect in the organisation and their scope of work. Give them some allocated time each month in fact to brainstorm or reflect on new ideas that could benefit the organisation.

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Entrepreneurship

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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. For advertising opportunities, please call our sales department at 65 â&#x20AC;&#x201C; 6842 7212 or email advertise@peopletrends.biz Vol 12 Issue 1 Human Capital

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Entrepreneurship

4. Give room for experimentation. Do not discount ideas, suggestions and feedback. Allow some space with calculated risks to try them out. Give creativity and innovation a chance. Just because it has never been done before does not mean it will not work. Just because somebody else failed at it previously does not mean that this person will not succeed now. No idea is too ridiculous. Wright Brothers were ridiculed when they tried to fly, Einstein was thought to be mad, but what the world would be without their ideas.

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5. Create constructive competition Have inter-department competitions or inter-team competitions. Focus on types of competitions that will lead employees to think about improving processes, systems and policies, instead of simply increasing the results. For example, a competition in which a team hits the highest sales target may motivate employees to hit higher sales, but it does not provide with something tangible to create an improvement across the organisation. You simply get one team outperforming the rest. However, a competition for the sales pitch that brings in the most sales on the other hand will get teams to think of and refine a sales pitch till it proves to be able to produce the best results. You can now share this sales pitch to every sale personnel in your organisation and replicate the winning team’s success. Competitions when handled correctly not only bring out the best in people but also create bonding, shared goals and ownership. 6. Incentives and reward Incentivise and reward employees who participate and contribute actively in your organisation’s entrepreneurship integration efforts. While sometimes a pat on the back with a sincere compliment will do wonders, an extra day off or a special bonus will also go a long way. However, employees are most motivated when they know they will be rewarded with personal satisfaction. So do make the effort to understand what gives your employees that sense of fulfilment.

7. Embrace failure Most organisations go with the virtue ‘there is no room for failure’. It can be equated to saying that there is no room for growth. A child will most certainly fall if it is going to learn how to walk. The beginning of creation is always destruction. As an entrepreneur, I have learnt that a fall does not lead to failure, but the failure to get up after a fall surely does. Create an environment where your employees are not afraid to fall but rather they fear to stay down after a fall. Learn how to celebrate failures as one step closer to success. Only when your employees are no longer afraid to fail will they be able to spread their wings and attempt to fly and soar with your organisation’s flag high towards the sky.

Amazon was able to take a niche product like an e-reader and turn Kindle into a mainstream product. 3M has managed to churn out over 60,000 products. Toyota is the leading brand in terms of automobile sales. They have all internalised some or all of the above. Just imagine what it can do for you. Bring entrepreneurship into your workplace today.

Many successful and renowned organisations around the world have realised early the benefits of encouraging entrepreneurship within their organisation right from the ground up.

62 64 66 68 70 72 Rahul Shah is a trainer and seminar/workshop speaker with 8 years of training experience at corporate management level and holds an Advanced Certificate in Training and Assessment (ACTA) by the Singapore Training & Development Association.

Human Capital Vol 12 Issue 1

2012 Calender

Calendar of Events 2012

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 business leaders and managers and executives updated with the happenings affecting the HR - and business climates.

The following are the dates of SHRIâ&#x20AC;&#x2122;s key events in 2012. SHRI Outlook 2012

Singapore HR Challenge 2012

January

February

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M 2

T 3

W 4

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F 6

S 7

12 13

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T 7

W 1 8

March

F 3

T 1

9 10

T 2

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April S 3

S 1

9 10

F 2

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M 2

T 3

W 4

T 5

F 6

S 7

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Singapore HR Congress 2012

HR Day @ SHRI

May S 6

M 7

T 1 8

W T

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HR Pinnacle TM 2012

July

August

June S 5

Singapore HR Awards Presentation Gala 2012

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T 5

F 1

S 2

S 1

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S 7

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M 2

T 3

W 4

T 5

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SHRI HRD Conference 2012 September S 2

M 3

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W 5

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November

October W

M 1

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

December

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lifestyle & events

Piece of Cake

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Not Just a Piece of Cake

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Would you eat a cardboard box or a 20-carat diamond? I would, if they were made from Cake Over Heels. The patisserie that bakes cakes in almost any shape would add more designs to your corporate events. By Eva Berlin Fransiskus

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f Madam Tussauds creates imitation of human with wax, witness the embodiment of objects with cakes in Cake Over Heels. The shop that was pioneered by Nick Ang and Lesley Phay really proves that our creativity can turn ordinary ingredients into exceptional work of arts --and delicious ones at that. “It starts from our deep passion in cakes and wanting to create a ‘wow’ factor in our cake creations,” director and co-owner Ms. Lesley Phay says. The only reason you won’t be able to eat the cake would be because you cannot bear to destroy the beautiful design. The shop’s mission to be the ‘leading icon in creativity and style in edible work of art’ truly takes shape in their tasty branded bags, cartoons, accessories and K-Pop figurines. Cake Over Heels even managed to turn an amusement park with a dinosaur into a delectable cake. It was the cake for Wowz Entertainment birthday celebration, as well as the launching of its newest theme park in Great World City, and reigned as one of the most expensive cakes ever ordered from Cake Over Heels (it reached a 4-digit price). It is not easy of course, to create cakes of unconventional shapes. Ms. Phay explains that it takes a lot of brain storming and a few days to work on a design, “For any custom order, we require at least 1-2 weeks in advance.” As for corporate gift or events order, it is better to give longer time frame, like a month or two, before the event, for the preparation of both quality and quantity. Don’t worry, though, the design might take a while, but the cakes are baked daily for guaranteed freshness. After gaining popularity rapidly among the youngsters through Facebook, Cake Over Heels starts to turn its attention to corporate events. Although the shop itself has not even celebrated its first year, Cake Over Heels has catered to leading companies like Chopard, Standard Chartered, People’s Association, ACP Magazine, and fashion distributor Kwang Sia, for their anniversaries and corporate events. The latest challenge accepted was from Volkswagen, who just had its 35th birthday celebration for VW GTI.

Volkswagen has experimented with a lot of materials for their cars, except with flour and sugar and GTI birthday was the perfect time to do so. Cake Over Heels was hired then to bake a cake in the shape of VW GTI 35. Ever challenging himself, Executive Chef Nick Ang accepted the request and the result was a 378 kg cake worth a whopping 5 figure price. Ms. Phay says one of the keys to success is the focus on customers, and that is what Cake Over Heels always aims for: “I guess with every customer, we aim to be a leading icon in creativity and style in edible work of art and to establish good network with our customers, [as well as to] focus on their needs and be exclusive in our brand.” Complicated-designed cakes are not their only specialties. Cake Over Heels also serves titbits like fondant, éclair, macaroon and the likes. So, next time you are around Upper Thomson Road, Tuesday to Sunday 10 am to 7 pm, be sure drop by 26 Sin Ming Lane, #01115 Midview City (between Upper Thomson and Marymount Road) and try the popular Earl Grey Strawberry Shortcake.

(Our mission is) To create a great work place where people are dedicated to create imaginative and delicious cakes and pastries and also sharing the knowledge of cake decoration.” Ms. Lesley Phay, Director and Co-Owner of Cake Over Heels.

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Piece of Cake

lifestyle & events

THIS PHOTO: Wowz Entertainment Birthday Cake RIGHT: Chopard cake MIDDLE RIGHT: Amazon. com cake: There is no question why this is Ms. Phayâ&#x20AC;&#x2122;s personal favourite.

Below: Volkswagen GTI cake with Lesley Phay nd Chef Nick Ang Opposite page: Earl Grey Strawberry Shortcake

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Vol 12 Issue 1 Human Capital

lifestyle & events

SHRI Graduation

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Singapore Human Resources Institute Academy’s 46th Joint Graduation Ceremony

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HRI really carries its mission to represent human resource professionals and ‘Powering HR and Business Intelligence’ in many ways for the last 46 years. Other than holding HR events and seminars, the only not-for-profit professional HR body in Singapore also empowers hundreds of individuals concerned with human resource management and development, and proactively help them advance their professionalism in HR field through its Academy. In the afternoon of 26th November 2011, SHRI Academy once again celebrates these individuals through its 46th Joint Graduation Ceremony. The ceremony in Furama City Center was attended by 330 graduates from both School of Human Capital Management and School of Financial Service & Risk Management, as well as about 132 families and friends. Mr Ng Pock Yin, the Managing Director of Tractors Singapore Limited was present as the Guest of Honour. Human Capital talked to Mr. Mohd. Nizam, one of the graduates, about the lessons he got from his education in SHRI Academy. Mr. Nizam together with his wife, Ms. Rafeah Bte Bahhar, graduated with Diploma in Environmental Safety and Health from SHRI Academy. How do you think the knowledge and the skills you acquired at SHRI Academy will benefit you in your career? The knowledge we obtained from SHRI has benefited both of us in many ways. For example I’m a trained fire fighter by profession. I was taught to attend any emergency cases with life threatening situation professionally and courageously without hesitation .With this new knowledge I can take few steps back to see and analyse the situation from the Safety aspect and advice can be done to save me, the casualties and the world (environmental and health issues) from harm and dangerous situation more effectively. For Mdm Rafeah, she is the Corporate Support Officer with 15 years in service line and currently posted to the Training School,

at the least the knowledge and skills from SHRI can be applied in case of emergency at home as well as in the training school. With this Diploma, me and my wife also hope that our children will be inspired and motivated to excel in their studies and by upgrading our education levels, we hope that our organizations will acknowledge our effort and reward us accordingly. What are some memorable experiences you had studying in SHRI Academy? We have great experiences and memories studying at SHRI from all our course mates that came from different working and personal life. It was very challenging moments. As a married couple, we faced lots of problem as adult learners during our course. But we reorganized our time management to make it happened by making adjustment to our timing for studying, working and attending to our family needs. The most stressful and critical moments was the week when we need to prepare for our project assignment, exam and as well as our children’s school exam too. The multi groups, multi-racial, multi-culture studying in SHRI allowed us to open our mindsets, widen our knowledge on how each individual of students from all works of life, especially the expatriates. We have 1 goal yet with different approach and methods. How do you find your education at SHRI? It is a life-long learning. We have acquired excellent basic knowledge and information with trainers and students during the course. That made learning very interesting, fun and enjoyable. We learned to share our working experiences from one another through our language as well as body language. Were there any experiences that you felt while studying that really made a difference to you as a person? Accomplishment as a person, people always said that we are too old to study but we proved them wrong. Through determination, sacrifice, our love and passion in what we want to do for our future and lifelong learning, we went through together to achieve this. EBF.

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Human Capital Vol 12 Issue 1

SHRI Graduation

lifestyle & events

01 03 05 07 09 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 55 Above: Guest of Honour Mr. Ng Pock Yin (left) and SHRI Executive Director Mr. David Ang.

The preparation we obtained from this course through SHRI given us a new prospective in viewing the environmental, safety and health management as a whole. We have different trainersâ&#x20AC;&#x2122; and different views which are healthier in the aspect of sharing moments.â&#x20AC;? Mr. Mohd. Nizam, an SHRI Academy graduates.

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reviews

Books

Zheng He’s Art of Collaboration by Prof. Hum Sin Hoon.

refreshing approach to business management, Zheng He’s Art of Collaboration: Understanding the Legendary Chinese Admiral from a Management Perspective focuses more on Admiral Zheng He’s philosophy, rather than the aggressive approach by Sun Tzu. The book covers different parts of Zheng He’s life while drawing lessons from each of them. The book opens with Zheng He’s background, giving readers a glimpse of the 15th century Admiral’s management practices. His Art of Collaborations is discussed in detailed afterwards, and compared to Sun Tzu’s Art of War. Presented in a light and conversational tone, the book is not merely based on opinion, but is written based on extensive research done by Prof. Hum Sin Hoon. There are merely a few historical leaders being studied repetitively for their ability in managing people and business, and the conflicts that may arise from it. Bringing a talented but often forgotten historical figure to the attention of current generation is surely an effort worth the praise.

Agile people management

For Businesses Living IN Change (BLINC™) One of the HR community’s favourite solutions is now even bigger and better! The ever-popular Prosoft HRMS is now part of UNIT4 – the leading global provider of software solutions to help dynamic organizations thrive through business change.

YOuR total Human Resource Management solution • Prosoft HRMS - a full suite of integrated HR software solutions • Prosoft Cloud Recurso - Prosoft HRMS on the cloud (Software-as-a-Service) • uNIT4 HR Outsourcing Services - expert payroll, personnel, leave and claim processing To discover how UNIT4 can help your organisation turn business change to its advantage, please visit: www.myprosoft.com, email: prosoft.sales.sgp@unit4.com or telephone: + (65) 6333 6133.

Video

reviews

The Human Resources Manager (2010)

Directed by Eran Riklis Casts: Mark Ivanir, Gila Almagor, Reymond Amsalem

he Human Resources Manager is a drama-comedy movie about a Human Resources Manager of Israel's largest industrial bakery, who sets out to save the reputation of his business and prevent the publication of a defamatory article. Based on the novel 'A Woman in Jerusalem' by Abraham B. Jehoshua, this independent movie first revolves around a mysterious death of an employee unknown to the HR Manager. The death was caused by a suicide bombing, but the body remains unclaimed by the family members and the only thing known about her is where she worked –the bakery. It turns out that the bakery had fired her and a weasel-like journalist is trying to smear the bakery’s reputation by running an article on the tragedy. Now it is up to the HR Manager to set things right by accompanying the body to Romania, and arranging for a proper burial for the employee. It is along this journey that a lot of complications happen that the HR Manager must deal with resourcefully. Apart from his reluctance to do the job at first, the Human Resources Manager –played brilliantly by Mark Ivanir- rediscovers his own humanity and his ability to truly care for human resources.

ASPIRATIONS

Your passion. Your dream. Your ambition.

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QUALITY LEARNING @SHRI Academy

SHRI Academy

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

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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

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Certificate & Diploma Programmes

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Human Resource Management/ Development

COMPENSATION & BENEFITS MANAGEMENT

Basic Certificate in Human Resource Management (BCHRM)

Certificate in Payroll Administration (CPA)

Duration: Commencement Date: Course Fees:

Enjoy $378 SDF TRAINING ASSISTANCE SRP funding

54 training hours; approved! 3 months 29 May 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.

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

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Certificate in Human Resource Management (CHRM)

Enjoy $1,092 SDF TRAINING ASSISTANCE SRP funding

aproved! Duration: 156 training hours; 9 months Commencement Date: 11 April 2012 Course Fees: $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; SRP funding approved! 18 months (part-time) 12 months (full-time) 24 April 2012 (part time) 16 April 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 1

Duration: Commencement Date: Course Fees:

Enjoy $80 SDF TRAINING ASSISTANCE

40 training hours; 2 months 4 April 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 April 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 $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 17 April 2012 $2,500.00 + $175.00* = $2,675.00 (without SDF) $1,240.00 + $175.00* = $1,425.00 (with SDF)

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. Contact: Mustafa (Email: mustafa@shri.org.sg)

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:

195 training hours; 12 months 3 March 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)

SRP funding approved!

Certificate in Financial Services (CFS)

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

The CFS programme prepares candidates who are interested in a financial services career or have just entered the financial services industry. This Certificate programme provides participants 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. Contact: Mustafa (Email: mustafa@shri.org.sg)

Enjoy $300 SDF TRAINING ASSISTANCE

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 o n their career in banking and finance. Contact: Mustafa (Email: mustafa@shri.org.sg)

Diploma in Investment (DipInv) Duration: Commencement Date: Course Fees:

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Diploma in Banking & Finance (DipBF) Duration: Commencement Date: Course Fees:

17 Enjoy $1,512 SDF TRAINING ASSISTANCE

FINANCIAL SERVICES & RISK MANAGEMENT Duration: Commencement Date: Course Fees:

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Enjoy $1,350 SDF TRAINING ASSISTANCE

270 training hours; SRP funding 12 months approved! 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: Mustafa (Email: mustafa@shri.org.sg)

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REGULARS

Academy & Workshop Listings

QUALITY LEARNING @SHRI Academy

Undergraduate & Master Programmes

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

BA - 12 Months BA (Hons) - 24 Months 6 June 2012 3 October 2012

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 organisationâ&#x20AC;&#x2122;s consideration of the strategic, financial and operational management of people. Contact: Elaine Lau (Email: elaine.lau@shri.org.sg) 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 June 2012 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. Contact: Elaine Lau (Email: elaine.lau@shri.org.sg) Fanny Koh (Email: fanny@shri.org.sg)

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Postgraduate Diploma in Financial Management (PGDipFM) Duration: 180 training hours; 9 months Commencement Dates: March 2012 Course Fees: $4,000.00 + $280.00* = $4,280.00 Contact: Mustafa (Email: mustafa@shri.org.sg)

BA / BA (Hons) Financial Services Duration: BA - 12 Months BA (Hons) - 24 Months Commencement Dates: 3 April 2012 7 August 2012 Course Fees: 20 credit points module = S$1,650.00 (exclusive of GST) 40 credit points module = S$3,300.00 (exclusive of GST) 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: Elaine Lau (Email: elaine.lau@shri.org.sg) Fanny Koh (Email: fanny@shri.org.sg)

MSc International Human Resource Management Duration: 24 months Commencement Date: 7 March 2012 June 2012 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. Contact: Elaine Lau (Email: elaine.lau@shri.org.sg) Fanny Koh (Email: fanny@shri.org.sg)

Master of Applied Finance Duration: Commencement Date: Course Fees:

24 months February 2012 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 Universityâ&#x20AC;&#x2122;s qualified staff and finance industry practitioners from Australia. Contact: Elaine Lau (Email: elaine.lau@shri.org.sg) Fanny Koh (Email: fanny@shri.org.sg) * prices current at date of print

Human Capital Vol 12 Issue 1

Academy & Workshop Listings

REGULARS

Postgraduate Diploma Programmes 01 Postgraduate Diploma in Human Capital Management (PGDipHCM)

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

Duration: Commencement Dates: Course Fees:

Duration:

180 training hours; 6 months 16 March 2012 & 20 April 2012 (Intensive Weekend) $3,600.00 + $252.00* = $3,852.00

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.

168 training hours; 6 months Commencement Date: 16 March 2012 & 20 April 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: 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)

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Postgraduate Diploma in HR and Organisational Psychology (PGDipOrgPsy)

Dual Specialisations

Duration:

Postgraduate Diploma in HR and Talent Management (PGDipTM) Duration:

168 training hours; 6 months Commencement Date: 3 February 2012 & 16 March 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)

168 training hours; 6 months Commencement Date: 7 March 2012 & 18 April (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, 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.

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

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)

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Check Out These Forthcoming Workshops!

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

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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

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

FEES*

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

M Calendar 2012

DESCRIPTION

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Human Capital Vol 12 Issue 1

Check Out These Forthcoming Workshops!

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

TITLE

DESCRIPTION

FEES*

03 NM

• 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

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

$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.

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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.

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Abederdeen 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 Apro Asian Protection 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 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 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) DHI Water & Environment (S) Pte Ltd DHL Express Singapore Pte Ltd Duke-NUS Graduate Medical School Singapore EADS Singapore Pte Ltd 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 Experian Singapore 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 Goodrich Aerospace Pte Ltd Grand Salm Golf Pte Ltd Hamilton Sundstrand Pacific Aerospace Pte Ltd Health Promotion Board Hewitt HR Delivery Services Pte Ltd Highness Electrical Engineering Pte Ltd

Human Capital Vol 12 Issue 1

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) Integrated Health Information Systems Pte Ltd Ikompass Pte Limited Imperial Tobacco (Asia) Pte Ltd Inforcomm Development Authority of Singapore Inland Revenue Authority of Singapore Institute of Mental Health Institute of Technical Education International Data Corporation Asia Pacific Pte Ltd iqDynamics Pte Ltd Jason Electronics Pte Ltd JobOne Pte Ltd Jobplus 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 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 Lundbeck Export A/S Levi Strauss Asia Pacific Division Pte Ltd Liberty Insurance Pte Ltd Lilly-NUS Centre For Clinical Pharmacology Pte Ltd Macsimize 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 University Hospital (S) Pte Ltd National University of Singapore NCompass Mobility (S) Pte Ltd New Voice Communications Pte Ltd Nomura Asset Management Singapore Limited NSK Consulting Pte Ltd NTUC Fairprice Cooperative Ltd NTUC First Campus Co-operative Ltd NTUC Income Insurance Co-operative Limited Nuvista Technologies Pte Ltd Olam International Limited Opinion Research Corporation Parkway Group Healthcare Pte Ltd Panasonic Asia Pacific PeopleSource Pte Ltd People Trends Pte Ltd Personnel & Organization Development (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 Quotient Search Pte Ltd Quest OntheFrontier Raffles Corporate Suite Pte Ltd Randstad Pte Limited RecruitPlus Consulting 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 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 Standard Chartered Bank 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 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 Towers Watson Toll Logistics (Asia) Ltd TrainingGearAsia Pte Ltd Tractors Singapore Ltd United Overseas Bank Ltd Urban Redevelopment Authority (URA) Vigor Precision Engineering Pte Ltd Vishay Intertechnology Asia Pte Ltd Vision Manpower Pte Ltd W.L. Gore & Associates (Pacific) Pte Ltd Woh Hup (Private) Limited Wunderman Pte Ltd Yum! Asia Franchise 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 December 2011 PROFESSIONAL

Balbino C. Papasin Jr., MSHRI

Regional HR/Global Talent Manager Crown Agents International Ltd (Singapore Branch)

Yee Poh Ling, MSHRI

Regional HR Director Wunderman Pte Ltd

ASSOCIATE

Deputy Managing Director Primestaff Management Services Pte Ltd

Chris Teo

Shuhaitha Hasim

Business & HR Director MH Way Holdings Pte Ltd

New members admitted as of November 2011 PROFESSIONAL

Tan Chye Siong, Terence, MSHRI

Director, Human Resources & Faculty Administration Singapore Management University ASSOCIATE

Tan Kim Teck, Stanley

Director Eltici HR Consultancy Pte. Ltd

Rachel Lee Chia Ern

Senior HR Executive KPMG Services Pte Ltd Dr Michael Teo Eng Hock

Director Inspire Global Pte Ltd K.R. Bharathan

Asst. V.P, HR Polaris Software Lab Pte Ltd Pek Siew Ping Stephanie

Adeline Ng Lee Suan

HR/Admin Officer Ashland Singapore Pte Ltd

Associate Director, HR KPMG Services Pte Ltd

Stacey Tay

Chan Wai Teng Cindy

09 11 13

Bernie Wang

Senior HR Manager, Asia Pacific Convergys Singapore Pte Ltd Emily Heng

15 17 19

Associate Director, Human Resources Temasek Holdings (Private) Ltd

Wesley Hui Man

Director WiseNet Asia Pte Ltd Lim Than Lin Alfred

Associate (Litigation) Patrick Tan LLC

HR Manager Siemens Pte. Ltd.

Manager, HR KPMG Services Pte Ltd

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New members admitted as of October 2011 ASSOCIATE

Hicham Moudden

President HRMS Consulting Asia Pacific Pte Ltd

Lisa Wu Huai Yu

HR & Finance Manager i-POP Networks Pte Ltd

41 43

New members admitted as of September 2011 PROFESSIONAL

Loh Sze Jia Christina, MSHRI

Roger Collantes, MSHRI Joshua Ho How Hoang, MSHRI

Deputy Director, Manpower Planning& Policy Singhealth

Senior Manager, HR International Rectifier S.E.A Pte Ltd ASSOCIATE

Tan Geok Lan Sherin

Asst. HR & Admin Manager Aalst Chocolate Pte. Ltd

45 47

Ang Pei Ying Ariel

HR Asst. Manager CHC Construction Pte Ltd Angela Ghazi

HR Manager Luxottica Extra Limited

49 51 53 55 57

New members admitted as of August 2011 PROFESSIONAL

Tan Seok Lee , MSHRI

Managing Director Tractors Singapore Limited

Ng Pock Yin , MSHRI

Michael Sengol, MSHRI Prof. Ang Chong Lye, MSHRI

CEO Singapore General Hospital Alvin Yapp , MSHRI

CEO BusAds Pte Ltd

Cheng Lai Ping, Clara, MSHRI

Health Promotion Board

Assist. Manager Alexandra Health

Mrs Seah-Khoo Ee Boon, MSHRI

Cheong Choy Fong, MSHRI

Corporate Service Director Senior Vice President Resorts World at Sentosa

CEO Mandarin Orchard

Tan Li Na, MSHRI

Head, HR Technology Singapore General Hospital Joelle Chui Yuen Pheng, MSHRI

HR Manager NTUC First Campus Co-Operative Ltd Joey Lam Tsui Yin, MSHRI

Senior HR Manager NTUC First Campus Co-Operative Ltd

Director, Quality Management Alexandra Health

67 69

ASSOCIATE Ho Kah Keh

Director Gallery Helios Pte Ltd Sha-Ron Low

Senior Manager Accenture

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

Vol 12 Issue 1 Human Capital

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