Case Study 3 Singapore Manufacturing Federation (SMF) [2/2] LARGE-SIZED Secretariat Headcount: 115
Focus Growth Driver: Technology
Initiatives to strengthen Sector & TAC Putting People at the Forefront – Recognising that people are key to the TAC’s success, the SMF commenced an organic and sustainable HR transformation journey that seeks to optimise their workforce across three key initiatives: (1) Clearly defined performance measures linked to key business outcomes;(2) Competitive compensation rates linked to performance and (3) Training roadmap for upskilling and reskilling. By linking pay to performance, the SMF sought to drive a performance culture that supports business goals, and subsequently attract the right talent for the job; training would support employee retention and allow the SMF to develop its workforce holistically.
Key Learnings to drive Success Change Management – The critical success factor for sustained success of its transformation journey is having dedicated change agents to ensure the full transition of the TAC over time. At the direction of their newly minted management team, the SMF regularly carries out organization wide reviews to identify high potential employees and has started to increase the involvement of such employees as well as the middle-management staff in the decision-making processes. The SMF has also increased the number of membership engagement activities and have even started the “SMF Helps” telegram group which put members in direct contact with the secretariat. Bottom-up Engagement – Throughout its transformation journey, the SMF has realized the importance of attaining organisation-wide synchronicity and buy in so as to achieve successful and unified transformation. This involves engaging employees across all levels, and keeping all team members in-sync with transformation initiatives in the pipeline, ensuring that the TAC materialises its full transformation in solidarity.
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