Talent acquisition trends Learning and Development: Taking centre stage
GUIDE OF THE YEAR 2017
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2017 OUTLOOK FEATURE
The coming year will be a busy one for recruiters, with organisations indicating plans to increase hiring activity after a slow 2016. Improving the speed and quality of hires amid a limited talent pool will be a key focus area Kelvin Ong firstname.lastname@example.org
rom automobile makers and oil conglomerates to financial institutions and technology startups, 2016 has been a year of layoffs, and this trend does not appear to be slowing down any time soon. Just last month, several global organisations saw major changes – Volkswagen announced that it planned to cut 30,000 jobs globally by 2025; General Motors shed 2,000 workers from its US operations, the automobile manufacturer’s first round of layoffs since 2010; while Intel let go of most of the employees in its wearables group. In Singapore and Malaysia, the total number of retrenchments in 2016 is also on track to be higher than in 2015, according to official government estimates.
Optimistic hiring outlook But despite the worrying trend, employers in Southeast Asia are optimistic about their hiring outlook in 2017. Some 62% of the recruiters surveyed in LinkedIn’s Global Recruiting Trends 2017 report said they would increase their hiring volume next year. Technology company Cognizant is one such company. Having ramped up
its hiring in 2016 – its global workforce strength is expected to have grown by 34,000 employees over the year – it plans to continue even further on this track because of aggressive expansion plans in the region. The company, which currently employs more than 1,500 professionals in Singapore, will continue to seek highly-skilled technology and business professionals to support its growing business demands globally. “Our pipeline continues to be strong, and we continue to hire in areas that require new or different skillsets to position us for evolving client demand,” says its Asia-Pacific Head Jayajyoti Sengupta. “We track hiring closely and manage headcount over the longer term to ensure that we have the appropriate workforce to meet evolving client demand.” Healthcare technology and consumer electronics company Philips is also looking to increase hiring, especially in emerging Southeast Asia markets, says Adele Png, Head of Talent Acquisition in Asia-Pacific. The healthcare arm will particularly continue to hire for sales and marketing roles, as well as after-sales support
“If you ask a recruiter what’s in a name, the most likely response would be ‘everything’.” Jayajyoti Sengupta, Head of Asia-Pacific, Cognizant
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positions – which form the bulk of business operations. For beverage organisation The Coca Cola Company, there will be a bigger focus globally on beefing up “areas where we can get to know our customers better,” says Director of Global Executive Talent Acquisition, Irene Tan. She names strategic functions like marketing, and knowledge and insights in particular.
Optimising recruitment But with hiring volumes set to grow, employers will have to speed up their hiring processes, improve their quality of hires, and also broaden candidate pools, companies have shared with HRM Asia. The average hiring process today is typically made up of between two and three rounds of interview. It starts off with an aptitude or knowledge test, followed by interviews with line managers, then department heads, and finally HR. This process can be inefficient and costly for employers, and is plain
cumbersome for candidates A lengthy interview process can wear out even the best potential recruits, and employers risk losing out these high potentials to companies who are quicker to recognise their value. In 2010, organisations needed an average of 10 days to screen and hire new recruits. Today, 50% of hirers say they take one to two months, from the first contact being made with candidates to an offer contract being signed. One reason for the longer recruitment process is that employers would much rather take their time to screen candidates because the cost of bringing on the wrong person can run into the tens of thousands of dollars. Three-quarters of employers responding to a Career Builder study said that they had first-hand experience of a “bad hire”, and that it can cost them nearly US$17,000 on average. The recruitment process is also taking longer than before because companies
Talent Acquisition trends 1. Talent acquisition has a prominent seat at the executive table Over 83% of talent leaders say talent is the number one priority in their organisation 2. Recruiters will be even busier in 2017 56% of leaders say that their team’s hiring volume will increase, and they are focusing on how long a new hire stays at the company as a key measure of success 3. Budgets go to traditional tactics, but branding tops investment wish list While nearly 70% of recruiting budget is spent on job boards, recruiting tools, and staffing agencies, talent leaders say employer branding is in need of more resources 4. Employer brands to focus on culture and career growth Over 80% of leaders acknowledge that employer branding has a significant impact on their ability to hire talent. 5. Diversity, screening automation, and data Automating the screening and hiring process in order to eliminate human bias and time limitations will shape the future of recruiting Source: LinkedIn’s Global Recruiting Trends 2017 survey
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are facing difficulty finding skilled talent, especially for technology-driven jobs, and especially here in Asia-Pacific. Png says that across the region, in both developed and developing markets, one recurring challenge is the lack of talent who can meet the requirements of the available jobs. There is also bad news on the macroeconomic level. The talent shortage, if not arrested, could prove to be detrimental for Southeast Asia’s five biggest economies of Singapore, Malaysia, Thailand, Indonesia and The Philippines, according to a study by JP Morgan in partnership with Singapore Management University.
Predictive tools So the key in 2017, for employers and external talent consultants alike, will be about finding a balance between optimising the recruitment process, and tapping new talent pools through creative ways to solve the talent crunch. To speed up the hiring process and improve the quality of hires, talent acquisition leaders say the solution will continue to lie in using analytical tools that can automate the selection process, remove human bias, and make precise human capital decisions. Cognizant, for example, has invested significantly in “heat maps” across its key markets, to understand skills availability according to geographies, and thereby predict optimal timelines for talent sourcing. “We are constantly looking at ways to optimise the hiring lifecycle and in doing so, continue to analyse past trends and map out talent availability by markets to reduce the lead time of recruitment,” says Sengupta. Philips is also employing an analytics platform called TalentNeuron, which provides comprehensive talent demand and supply information, predictive analytics, as well as real-time job market insights, based on data pulled from a range of online sources. Png says the tool is able to predict a market’s talent pool size and growth
2017 OUTLOOK FEATURE
Creative talent branding
potential with a high level of accuracy. The derived insights allow her team to advise the company’s strategic functions about which markets have a limited talent pool and therefore require creative tactics to secure candidates. Using analytics tools also enables recruiters to define clear parameters about what qualifications the ideal candidates should possess, which can then be compared against potential candidates’ available data, says Gina Kuek, HR Manager at Tableau AsiaPacific. This allows decision-makers to make precise judgements on talent selection.
Getting faster The technology also helps to speed up the overall process. With user-friendly visual analytics platforms, recruiters and HR teams can manage these processes on their own, without relying on other experts to provide them with reports which they then need to make sense of. Thus, data analytics essentially allows recruiters and HR teams to make more data-backed, meaningful decisions, rather than basing talent-related decisions solely on human perception. In fact, with skilled talent being at the heart of business success, Kuek says talent analytics is one of the best ways that recruitment agencies and companies can leverage data. They can pair it with their usual processes to make more intelligent decisions for people and organisations
With differentiation from competitors named as the top concern for more than half of the recruiters in LinkedIn’s survey, companies also need to step up their sourcing efforts and investments in employer branding. “If you ask a recruiter what’s in a name, the most likely response would be, ‘everything’,” says Cognizant’s Sengupta. That’s because talent branding has become a key component in hiring, especially with the prevalence of “candidate markets”, where job seekers tend to only apply for jobs in companies that directly interest or appeal to them. These days, talent branding is no longer just about old-fashioned advertising, but has evolved into a complex web of advertising, social networks, employee word-of-mouth, and first-hand individual and group experiences with the company, says Sengupta. In 2017, Cognizant plans to use a variety of traditional and social media channels to promote its talent brand, with the aim of reaching out to as many active and passive job seekers as possible. Philips presently uses multiple channels to source for talent, depending on the market and corresponding behaviours required, and will continue to do so in the new year. “There is no one-size-fits-all solution,” says Png. “In some countries, we can’t use LinkedIn because that’s not what the talent there uses. So for these markets, the most suitable strategy is to use brick and mortar channels like exhibitions and universities.” It has become essential for companies to articulate their brand and employee value proposition through social media posts, blogs and marketing videos to make it intrinsically compelling for potential candidates to join them.
Broadening the talent pool
companies are flexible and open-minded about candidate profiles, says Png. The nature of Philips’ healthcare technology business requires many project managers. But instead of seeking IT professionals exclusively, the business’ preferred choice of hires has traditionally been healthcare professionals who are equipped with project management skills. However, this further limits the talent pool that the company can hire from because as it stands, Singapore has only a small healthcare technology sector. Furthermore, new business ideas (such as the Telehealth programme, where nurses use diagnostics technology to manage the healthcare of patients remotely) often require a very specific type of skillset. “When we started this business (Telehealth), we couldn’t recruit anyone because they don’t exist in Singapore,” says Png. So this is where talent acquisition teams can advise the business on tapping into other talent pools like the IT sector, which traditionally also employs many project managers, Png says. Since project management is a transferable skill, new project managers only need to undergo a reasonable amount of in-house training to acquire the necessary knowledge and skills to be fully prepared for the job. Coca Cola’s Tan says that expanding the profile of candidates cannot apply to technical job functions like manufacturing, where highly specialised, industry-specific skills are generally needed. But hiring outside the norm for strategic functions like marketing is an ongoing conversation at the beverage company, and an area the company is open to exploring further in the near future. “It is no longer going to be efficient for a marketing manager, as an example, to say that I have this one relevant skill set, and that is good enough. Now, your skills sets have to go beyond.”
But it will also be important in 2017 that ISSUE 16.12 SUPPLEMENT
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FAR EAST HOSPITALITY
About Far East Hospitality F
ar East Hospitality Holdings (Far East Hospitality), a premier hospitality assets owner and operator, is a 70-30 joint venture formed in 2013 between Far East Orchard Limited (a listed company under Far East Organization) and The Straits Trading Company Limited. In the same year of its formation, Far East Hospitality through its wholly-owned subsidiary Far East Hospitality Investments (Australia) Pte Ltd, completed a 50-50 joint venture with Australia’s Toga Group. With the joint ventures, Far East Hospitality has established itself as a regional hospitality owner and operator with a sizeable overseas network. It now has a combined portfolio of more than 13,000 rooms under management close to 90 hotels and serviced residences in seven countries – Australia, Denmark, Germany, Hungary, Malaysia, New Zealand and Singapore. Far East Hospitality’s stable of nine unique and complementary brands – Adina Apartment Hotels, Medina Serviced Apartments, The Marque Hotels, Oasia Hotels, The Quincy Hotel, Rendezvous Hotels, Travelodge Hotels, Vibe Hotels and Village Hotels & Residences – present excellent opportunities for cross-selling initiatives across the different brands and
Far East Hospitality For more information, visit www.stayfareast.com
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Two Bedroom Suite Living — Village Residence Hougang geographic markets, offering guests with a greater diversity of choices and locations. Far East Hospitality also owns 13 hospitality assets in Australia, Denmark and Germany. Far East Hospitality’s stable of nine unique and complementary brands – Adina Apartment Hotels, Oasia Hotels, The Quincy Hotel, Rendezvous Hotels, Travelodge Hotels, Vibe Hotels and Village Hotels & Residences – offers guests with a great diversity of choices and locations. Far East Hospitality’s key markets are Singapore and Australia. In Singapore, the holding company’s hospitality management arm, Far East Hospitality Management, operates the city-state’s largest hospitality portfolio comprising of 11 hotels and nine serviced residences. Backed by more than 50 years of real estate development and management expertise with a proven track record in hospitality asset enhancements and operations, Far East Hospitality Management has carved a
strong presence in Singapore specialising in the mid-tier to upscale hospitality sectors with its unique style of “Singaporeinspired hospitality”. This pragmatic hospitality approach anticipates and addresses the needs of today’s new generation of discerning travellers by providing comfort in specific segments without spending on excesses that they may not need. Taking a customerfocused approach, Far East Hospitality segments its brands based on travellers’ profiles. For instance, Quincy promises a stylish and upbeat environment that caters to its profile of social connectors guests; while the Village brand caters to urban explorers who desire to “live like a local” as its properties are located in the ethnic enclaves of Singapore. Rendezvous draws its inspiration from its surrounding arts & heritage district, suited for guests who appreciate a multi-sensory art experience. Oasia brand epitomises a restorative respite in the city that inspires
Orchard Scotts Residences and empowers guests to journey well while travelling. Far East Hospitality’s other portfolio includes the Far East Hospitality serviced residences – Orchard Scotts Residences, Orchard Parksuites, Regency House and Far East Plaza Residences that aim to provide convenience and comfort to business executives. As part of the Far East Hospitality’s expansion plan, the group recently launched the Oasia Hotel Downtown and Oasia Suites Kuala Lumpur, in addition to the flagship Oasia Hotel Novena. The new Oasia Residence, Singapore will be launching later this year to cater to the growing demand of serviced residences in the West Coast.
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NANYANG BUSINESS SCHOOL, NTU
Nanyang Executive Education
Empowering leaders of tomorrow Y
oung and researchintensive, Nanyang Technological University (NTU Singapore) is ranked 13th globally. It is also placed 1st amongst the world’s best young universities. As a college of NTU, Nanyang Business School (NBS) is able to draw on the strengths of one of Asia’s foremost universities to integrate non-traditional business and management topics into its research and teaching. This holistic approach ensures that students thrive and succeed in today’s increasingly dynamic and interconnected world. Nanyang Business School is consistently ranked among the world’s top-tier business schools. It is one of the most established providers of business and management education in the Asia-Pacific. It has nurtured leaders from around the world, employing innovative pedagogy that melds rigorous academic theory and real-world business practice. NBS’ academic excellence and industry relevance is well recognised globally. Over the past 10 years, the Nanyang MBA programme has been regularly ranked as one of Asia’s best. In the 2016 Financial Times Global
For more information, please contact us at (+65) 6592 3799 / (+65) 6592 3613. www.nep.ntu.edu.sg
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ranking, the Nanyang MBA was ranked 29th and the Nanyang Executive MBA was ranked 18th globally. NBS is accredited by the European Quality Improvement System and the Association to Advance Collegiate Schools of Business – the world’s most widely recognised quality assurance standards for accounting and business education. NBS research has also received outstanding ratings in various academic surveys, with several of its faculty recognised as global leaders in fields such as accounting, finance, and culture intelligence.
Cutting-edge Asian Management Education Nanyang Executive Programmes is the executive education arm of Nanyang Business School. Committed to empower the leaders of tomorrow, NBS’ executive programmes are designed to help motivated individuals sharpen their competitive edge, enhancing their ability to lead in Asia’s dynamic markets. Nanyang Executive Programmes deliver enriching learning experiences in which you will connect with other driven and talented leaders as well as the school’s internationally renowned faculty. These non-degree management development programmes are offered to corporate clients and the general public.
TESTIMONIAL FROM PAST PARTICIPANT “NBS has been a real partner in supporting and delivering our Asia-Pacific General Management programme for more than eight years. They have been able to integrate the specificity and diversity of our business, culture, and mission through a unique and engaging development programme.” PHILIPPE BONNET,VICE-PRESIDENT, GLOBAL HEAD FOR LEARNING AND DEVELOPMENT, ESSILOR INTERNATIONAL Open Enrolment Programmes are short, specialised programmes that are ideal for executives who want to update and refine functional skills. These programmes provide highlevel, value-added business education on the latest in management thinking and industry best practices. They include: • Management Development Programme @ Nanyang; • Management Development Programme in Asian Hospitality • SME @ Nanyang • Advanced Management Programme in International Tax • Mergers and Acquisitions
• Enterprise Risk Management Nanyang Executive Programmes also work with public and private organisations to plan and implement management training and development initiatives through customised executive programmes. Such programmes focus on specific strategic objectives within the company and are tailored to suit various levels within the organisation. Please write to nep@ntu. edu.sg; and explore how we can support the growth and development of your company.
LEARNING AND DEVELOPMENT
TAKING CENTRE STAGE
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LEARNING AND DEVELOPMENT FEATURE
It has been a breakout year of sorts for learning and development in 2016, with the launch of several new and bold initiatives. HRM Asia explores what lies ahead in 2017 Sham Majid firstname.lastname@example.org
016 has certainly been a momentous year in the Learning and Development (L&D) landscape. From the progressively-steady rollout of multiple programmes emanating from Singapore’s flagship SkillsFuture initiative, to the soft launch of the country’s National HR Certification Framework (NHRPCF) for HR professionals, the L&D sector is bustling with renewed vigour and purpose. But if 2016 is regarded as a watershed year in the L&D space, 2017 promises to be the year where the practice fully takes centre-stage in Singapore.
Self-direction Throughout 2016, a plethora of SkillsFuture initiatives have been unveiled across a myriad of industries in Singapore. The core goal of the SkillsFuture platform is to inculcate Singaporeans with the necessary skillsets, both technical and softer competencies, to ensure they are employable and are able to rise through the career ladder over the long term. However, unlike many previous initiatives which required L&D departments to hand-hold employees along the training journey, SkillsFuture is based on a concept of individual ownership. This means every single employee is responsible for their own career development for the length of their careers and beyond. With individuals able to plot their own training pathways, Dr Trevor Yu, Associate Professor of Strategy, Management, and Organisation, Nanyang Business School, says L&D will trend towards a more self-directed process. This means individuals will have more control over the planning of their
learning journey, as opposed to relying on prescribed employer-determined schedules. “L&D will be a less-structured but ongoing process,” Dr Yu says.
Integration is key While SkillsFuture enables individuals to be accountable for their own learning and development, this does not mean that organisations are completely shut out from the initiative. Association of Small and Medium Enterprises (ASME) president Kurt Wee has previously encouraged employees to partner with their firms to tap on the different programmes under the SkillsFuture umbrella and expand their learning. In particular, he emphasised that any company-supported training should be done “in conjunction with resource programmes”, including those under the SkillsFuture framework. Likewise, since SkillsFuture essentially places employees in charge of what and when they want to learn, Dr Yu says employers should aim to integrate their own L&D plans with the SkillsFuture
plans of their staff. “This may also be a good opportunity for employers to get a better understanding of employee preference for courses and development opportunities in general, so that learning journeys can be customised around the employee’s individual interests and schedule,” he says. With customisation and individual learning pathways being key foundational aspects underlying the SkillsFuture framework, it is more pertinent than ever for HR departments to further involve their employees in planning what to offer and scheduling when learning and development occurs.
Certifying HR One key L&D platform for HR professionals themselves is the NHRPCF, which is expected to be fully launched in the middle of 2017. The NHRPCF is a new national framework designed to distinguish key skillsets and competencies among HR practitioners. The NHRPCF will assess HR professionals in foundational and functional capabilities, as well as in mindsets and behaviours. It offers three levels of certification: certified HR professional, certified senior HR professional, and certified master HR professional. Participating professionals will need to
“Learning and Development will be a less-structured but ongoing process (in 2017)” Dr Trevor Yu, Associate Professor of Strategy, Management and Organisation, Nanyang Business School
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LEARNING AND DEVELOPMENT
undergo 150 hours of structured training before taking an assessment, which comprises of applying their skills and experience. Singapore’s Manpower Minister Lim Swee Say recently cited a study which showed that HR leaders and business leaders think Singapore’s HR professionals have yet to develop all of the skillsets needed to meet emerging demands. “Many are pre-occupied with performing transactional tasks, such as recruiting to fill vacant positions and ensuring payroll is paid on time,” he said. According to workforce Singapore, which is leading the scheme, there are approximately 43,000 HR professionals in Singapore. It is looking to rope in at least 5,000 to the certification framework over the first five years. One senior HR leader, who sat for the certified senior HR professional pilot assessment in late October, told HRM Asia she was asked to complete two papers comprising of practical and scenario-based questions, depicting potential real-life HR issues faced by organisations. She endorsed the assessment and strongly encouraged her HR peers to enrol for the certification when it is officially launched. With HR being the go-to department
for developing employee training roadmaps, it is somewhat refreshing to see a detailed career development pathway being formulated for HR itself.
Embracing mobile learning Simon Casuto, managing partner of eLearning Mind, which helps companies transform learning materials into eLearning experiences, says the shift towards mobile learning is poised to continue into 2017 and beyond. This stance is echoed by Deddi Tedjakumara, Executive Director of Prasetiya Mulya Executive Learning Institute, who refers to mobile learning
Moving up the ranks The National HR Professional Certification Framework (NHRPCF) is particularly aimed at ensuring HR is not confined to transactional duties, something James Foo, Head of Group HR, ABR Holdings, attests to. “HR is no longer an administration support function, but a key strategic business partner for business success,” he says. “Through the national HR certification framework, a more structured and competency based training system will be drawn to ensure that the different levels of HR practitioners will be trained and assessed.” According to Foo, the NHRPCF will ensure a complete HR route map will be recognised and accredited for HR professionals.
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as one of the top L&D trends in AsiaPacific at the moment. “I think more companies will embrace this technology in 2017, as it brings more flexibility and speed in disseminating the knowledge and conducting the learning,” says Tedjakumara. “With mobile learning, time and geographical barriers are no longer learning constraints.” Speeding the learning process through mobile learning will also demand HR functions and even entire organisations shake up their learning ecosystems. Otherwise, mobile learning will not bring about positive behavioural changes. Tedjakumara says he has seen many learning processes fail to herald positive impacts because their organisations weren’t ready or quick enough to change systems, procedures, or policies to complement the new skillsets picked up through this mode of learning. Hence, he advises it is imperative to balance the speed of learning with the speed of change in learning ecosystems. In addition, mobile learning also requires individuals to learn independently, a trait that demands high levels of both motivation and discipline. “The active role of learning and development is now in the hands of individuals,” says Tedjakumara.
Maximise your HR potential with HRiQ T
he technology landscape is progressing rapidly, and companies must keep up or risk getting left behind. With the mantle of profit and success lying on operational divisions, the HR department is easily overlooked when planning for upgrades. Both management and HR are critical in driving HR’s potential to be a strategic business partner. One of those ways is to stay technologically relevant. Through working with HR practitioners and utilising their industry know-how and best practices, we developed HRiQTM Human
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into our talent management functions – performance appraisal, recruitment, succession planning, talent assessment and learning development. Your HR managers can make use of our comprehensive, flexible and data-rich modules to develop versatile talent management plans to engage, motivate, develop, and retain your staff.
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Discover Your Second Home with Ascott The Ascott Limited is a Singapore company that has grown to be one of the leading international serviced residence owneroperators with more than 300 properties in over 100 cities spanning more than 25 countries across the Americas, Asia-Pacific, Europe, and the Middle East. The company’s global presence means that executives need only work with one party for their accommodation needs wherever they travel to for assignments. The company’s three award-winning brands - Ascott, Citadines and Somerset, cater to different lifestyle needs, and further ensures there is a suitable apartment for every executive. All three brands of serviced residences are in Singapore. If you are finding accommodation here for yourself or your colleagues, choose from a total of seven properties. Ascott Orchard, the latest addition to the company’s portfolio, is a 220 unit serviced residence located in the heart of Orchard Road with interiors inspired by fashion. The interior décor
is tastefully furnished in a beige and brown palette that soothes the senses, offering a sanctuary with homely comforts found in every turn. Ascott Raffles Place offers 146 luxurious serviced suites with discreet and personalised service in an exclusive environments. It frequently welcome top executives, government dignitaries and industry leaders. Citadines Fusionopolis and Citadines Mount Sophia caters to savvy, independent travellers who want high quality accommodation that provides the flexibility to pay for the services they require. Designed for those with families, the three Somerset residences, namely Somerset Bencoolen, Somerset Liang Court, and Somerset
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Orchard, feature more children-friendly facilities such as playgrounds, playrooms and swimming pools. These fully-furnished serviced residences in Singapore are centrally located and within close proximity of the Central Business District. A plus for executives as it saves them much travelling time. Conveniences like F&B, entertainment centres and international schools are nearby, catering to the needs of individuals and executives with families. Beyond prime location, the residences are WiFi enabled and come with complementary internet access, plus a smartphone with complimentary 3G data plan and free local and IDD calls to selected countries,
offering excellent business connectivity and maximum comfort. Executives will not come back to just an accommodation. Instead, they return to familiar faces, welcoming surroundings and the assurance that their needs will be taken care of. There are even lifestyle activities which residents can enjoy, including city tours and workshops on local culture to help them settle in quickly. These are just some of the ways Ascott goes the extra mile to make executives’ stay a memorable one. What’s here to stay, though, is the unique warmth and familiarity of home that the leader of the serviced residence industry has been renowned for around the world.
Ascott Orchard Singapore Opening Special Enjoy 30% off Best Flexible Rates for stays between 1 Dec 2016 and 28 Feb 2017. Visit www.the-ascott.com for more details on this opening special, join as an Ascott Online Member to enjoy exclusive rates
Ascott Orchard Launch Ad Adaptation - HRM Asia - 29Nov2016.pdf 1 11/29/2016 5:55:09 PM
NUS BUSINESS SCHOOL EXECUTIVE EDUCATION
Asia’s Global University A
s a leading global university in Asia, the National University of Singapore (NUS) offers a comprehensive portfolio of open-enrolment and customised programmes to develop and equip leaders of today and tomorrow. Our blend of cutting-edge learning in a truly international forum is what differentiates the NUS Executive Education experience.
G A B A
Open-Enrolment Programmes Since 1981, NUS Business School has offered executive education programmes in English and Mandarin to over 40,000 senior executives and managers. Combining the strengths of Western schools of thought and practices with unique Asian perspectives, our openenrolment executive programmes are designed for high-potential leaders and senior managers and delivered through an experiential, integrated approach of classroom teaching, case studies, small group discussions, simulations and professional networking sessions. Our participants get the most out of their lessons from interacting with faculty, industry experts as well as with peers from the different countries and industries. Participants can choose programmes from a broad range of disciplines in General Management, Accounting & Finance, Leadership, Strategy, and Innovation & Transformation.
Customised Programmes NUS Executive Education also designs, develops and delivers
FOR MORE INFORMATION
Executive Education, NUS Business School National University of Singapore Mochtar Riady Building, Level 5, 15 Kent Ridge Drive, Singapore 119245 Email: firstname.lastname@example.org Tel: +65 6516 7872 Web: execed.nus.edu 18 ISSUE 16.12 SUPPLEMENT
customised programmes targeted at the developmental and learning needs of client organisations. The learning experience is tailored to each client’s unique business context. Customised programmes can be delivered in any city, and incorporate action-learning projects, 360-degree feedback instruments, one-to-one coaching, and more. Our world-class international faculty, can help equip participants with a range of new ideas and skills. In 2016,
NUS Business School was ranked 12th globally in the Financial Times ranking of customised Executive Education programmes.
QUICK FACTS More than 20 Open Enrolment Programmes in English and Mandarin 40,000 Executive Education Past Participants 149 Business School Teaching Faculty (Full Time)
Financial Times Executive Education
“It was a programme rich in context, with great balance between the technical inputs from faculty as well as practical insights from captains of the industry. ”
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“There is tremendous value to bring together executives from a wide span of public and private organisations to learn, reinforce and discuss management principles.” Mark Brunton, New Zealand, Deputy Chief of Air Force, Royal New Zealand Air Force, Participant, Stanford-NUS Executive Programme in International Management
F E C
GOOD LEADERS ARE BORN. BUT GREAT LEADERS ARE MADE. Sometimes a small difference makes all the difference. With our Executive Education programmes, a few days away from the office could prepare you for a much bigger role when you return. Full schedule at execed.nus.edu/exe Email: email@example.com Call: +65 6516 7872
Upcoming Programmes ISB-NUS General Management Programme for Asia Hyderabad 07 – 12 Jan 2017 Singapore 20 – 24 Feb 2017 Strategic Management Programme 20 – 24 Feb 2017 Leadership Development Programme 27 Feb – 03 Mar 2017 Leading with Big Data Analytics 06 – 10 Mar 2017 Advanced Management Programme 06 – 17 Mar 2017 General Management Programme 13 – 24 Mar 2017
Multi-country HRMS designed for the speed of business U
nit4 offers a full suite of solutions for HR practitioners – our best-in-class Unit4 Prosoft HRMS and Unit4 HR Outsourcing. This allows our clients to have complete control in-house or to outsource to tap onto best practices through industry professionals.
About Unit4 Prosoft HRMS Prosoft HRMS has been serving the HR community in AsiaPacific companies across multiple industries since 1988. Its rich capabilities provide a fully-integrated solution covering core HR capabilities such as personnel management, payroll processes, leave management, attendance time management and claims management. Its regional focus allows for compliance in Singapore, Malaysia, Indonesia, Thailand, Philippines, Hong Kong, Macau, China, Taiwan and Vietnam. Prosoft HRMS enables our clients to achieve optimum productivity and operational effectiveness through: • Current and future statutory compliance via a robust and transparent Payroll module • Flexibility in managing
work/shift patterns and attendance records via the Time and Attendance module, which caters for unlimited shift patterns, electronic overtime applications and approval, rule-setting for overtime allowances or benefits • Improved HR productivity with accurate reporting
About Unit4 Outsourcing Services Our Personnel, Leave, Claim and Payroll outsourcing services
- Approval set ups - Records administration
Our customer success Unit4 has over 500 successful implementations in Asia Pacific, with some clients having over a 10,000 headcount spread across the region. Clients such as SSTC Institute, SingEx, Golden Village, REC, Advanex and Bintai Kindeko have enabled us to have an in-depth understanding and knowledge of HR requirements.
WHY UNIT4? • Unit4 is ISO 9001 & ISO 27001-certified, demonstrating our commitment to provide reliable, secure and outstanding products and services to our clients • Our core local R&D team ensures fast updates to new regulatory requirements and enhancement requests, driving high customer satisfaction and retention
For more information, visit www.unit4.com/ap
20 ISSUE 16.12 SUPPLEMENT
delivered by industry experts complement each other and keep track of every employee’s wages, offering end-to-end support for your processes. Below are some of the outsourcing services which we provide on top of our-award winning HRMS solutions. • Payroll processing - Payroll computation - Statutory compliance - Bank submission • Leave/Claim management - Entitlement management
• Our strong integration network allows flexibility in integrating with various systems via text file interfaces, providing updated information between systems to centralise the employee records as well as export payroll information to the General Ledger (GL) of most financial systems • Our regional focus allows for multi-country HR management.
Unit4 Dutch Champ Ad 2016_v2_FA.pdf
TIMES PAYHR , TP 8 Casual,
Software as a Service
E-Payroll, E-Leave, E-HR
HRIS / GL Interface
E-Travel Request, E-Claim
E-Recruit, E-Casual Labour
PAYROLL & HRIS THAT WORKS FOR
More than 5000
Enabling true employee empowerment and HR automation
Reliable Customer Care & Technical Support
2006 - 2016
TIMES SOFTWARE PTE LTD
is the developer and distributor for TIMES products
10, Jalan Besar, #14-01, Sim Lim Tower, Singapore 208787. Web-site: www.timesoftsg.com.sg For sales enquiry, please e-mail to firstname.lastname@example.org or call (65) 6295 1998