Page 1

October 2013

The smart HR professional’s blueprint for workforce strategy

Incentives vs recognition Is one better than the other for engagement? Page 18

Opinions Getting big with data Unlocking HR’s value with analytics

Essence of youth How to best leverage younger staff

S$7.90 INC GST

Expedia Asia rises to the challenge of translating play into performance Page 14

October 2013 « CONTENTS

Features 18 Incentives versus recognition Which works best to motivate staff along a quicker path to engagement? Sabrina Zolkifi speaks to HR leaders to find out whether incentives or recognition comes out on top.

28 The new blended learning Blended learning can maximise training and development, but some organisations are unsure about how to best leverage Learning Management Systems (LMS) to manage this. Amos Seah reports.

ON THE COVER: Art direction: Shahrom Kamarulzaman; Photography: Stuart Jenner –;



38 Regulars



3 4 6 8 9 10

Ed’s note In the news Hot topic Suite talk Spacial Awareness HR by numbers

11 Snapshot 11 Widernet 12 White paper 50 Up the ranks 51 Shelf life

Any suggestions or tip-offs for Human Resources? Email

MANAGEMENT SERVICES: Find your suppliers quickly and easily on page 46



ATTRACT.REWARD.ENGAGE.RETAIN. The war on talent is far from over, and employees are demanding a holistic benefits package that includes both monetary and nonmonetary rewards. To remain competitive in this highly volatile environment, what are the best C&B strategies HR professionals can leverage on to ensure their workforce continues to be engaged, motivated and productive? Benefits Asia 2013 conference is here to answer all your burning C&B questions and equip you with the strategy and framework to drive excellence in total rewards. This conference will bring together C&B and HR professionals across Asia Pacific for two full days of insightful presentations, intriguing debates and more than 15 hours of networking opportunities. Benefits Asia 2013 includes topics on: • Flexible Benefits • Healthcare & wellbeing • Financial education & career development

• Non cash rewards • Pay, bonus & rewards

• Global rewards • Employee communication

Featured speakers include:

Lilach Sela Vice President of Global C&B Amdocs

Phan Yoke Fei Group Head of HR Auric Group

Achla Tanner Director of C&B LAPAC Reckitt Benckiser

Khor Ling Ling Deputy Director of Performance & Rewards Changi General Hospital

Devyani Vaishampayan Global Head of HR Marine Services Rolls-Royce

Sponsored by:

Rajesh Rai Senior Director of HR APAC Expedia

Amanda Goh Director of C&B APAC SABIC

Hans Han Head of C&B APAC Huntsman

Nael Islam Executive Director of HR & OD Singapore Tourism Board

Mike McCarthy Group Head of HR APACMEA MasterCard International

Brent Tignor Regional HR Manager APAC Stepan Company

Patricia Goh Regional Head of C&B APAC MasterCard International

Frieder Rummel Senior Director of HR EMEAA The Hershey Company

Bitasta Roy Mehta Director of C&B APMEA Nielsen

Dileep Jain Director of C&B APAC Turner International

Register now at 2

» Human Resources » October 2013

Brought to you by:

October 2013 « Human Resources «


News from

On the ground, in the know With more than 200 locations, Crown has the local presence and experience to support your teams, where and when you need it.

Go knowing


» Human Resources » October 2013

Tel: +65 6861 6818

October 2013 « Human Resources «



» Human Resources » October 2013

October 2013 « Human Resources «




» Human Resources » October 2013

Get into the boss’s head

October 2013 « Human Resources «


15 minutes with ...

10 » Human Resources » October 2013

How likely would you be to recommend your employer to a friend or colleague as an employment opportunity? Global








Source: Kelly Global Workforce Index: Employee Engagement and Retention, September 2013

What factors have contributed towards your concerns around cash flow? Singapore Slow paying customers


Higher business expenditures


Lower revenue


Customer/client insolvencies


Higher taxes


Competitive pricing/low margins


Employment growth by sector





Higher cost of short-term financing







Difficulty securing financing







Rapid growth/new investment opportunities







R&D/new product development


12 » Human Resources » October 2013

October 2013 « Human Resources « 13

FEATURE » Employee Incentives

In a world where companies must extract the best from their employees, or fall behind, which method of motivation leads them along a quicker path to engagement? Sabrina Zolkifi speaks to HR leaders to find out whether incentives or recognition comes out on top.

18 » Human Resources » October 2013

Employee Incentives « FEATURE t’s easy to put a carrot at the end of the stick, but what happens when employees decide the carrot is no longer enough, or desirable in the first place? Over the past few years, particularly with younger and more opinionated employees entering the workforce, companies have been forced to re-evaluate what works and what doesn’t when it comes to employee motivators. And in doing so, leaders have had to distinguish between the merits of providing employees with incentives and recognition. “HR experts have generally differentiated the two by timeline, classifying incentive as the pre-achievement reward wherein employees are given an incentive (normally additional pay for performance) to motivate them to perform better going forward, and recognition as the post-achievement reward where employees are given prizes, be it monetary or non-monetary,” says Phan Yoke Fei, group head of HR at Auric Pacific Group. Both strategies have worked well for organisations thus far. Phan says for either to be successful, HR has to be able to “recommend the correct reward strategies in line with the business strategies to drive correct motivation and behaviour among different groups of employees”. This is a sentiment shared by Regina Koh, head of HR at 3M, who says the company has an incentive programme called the sales performance club, which rewards outstanding sales performers based on the percentage of their sales achievement. “In contrast, recognition programmes are a form of appreciation and acknowledgement of a person’s achievement. This typically applies to a wider group,” she says. “The 3M Merlion Awards, for instance, recognises employees from different functions in the company for having gone beyond their call of duty.”

The art of communication A survey by Towers Watson of 1,066 employers in the Asia Pacific region found a positive correlation between the perceived value of benefits and effective communication. In fact, 91% of employers who believe they have succeeded in communicating effectively in this aspect believe their benefits were sufficiently or highly valued by staff. Therefore, it seems clear the first step in

identifying which will be more effective for an organisation lies in understanding the employee demographic. “Experienced employees may be more motivated by recognition of their seniority and may prefer to be rewarded with formal mentorship or coaching responsibilities to develop and help young and upcoming employees progress and help them succeed in the organisation,” Phan says. On the other hand, Millennial employees may prefer developmental opportunities, or even simpler rewards such as travelling and project opportunities within the geographical presence of the organisation they work for, he says. But it’s not enough that leaders know what employees expect when it comes to both incentives and recognition. Organisations also need to make sure they are effectively communicating these rewards to their staff. Pauline Chua, general manager of human capital and corporate social responsibility at Fuji Xerox, says employees are usually informed in advance of the kinds of rewards, be it monetary or otherwise, they will receive upon reaching a predetermined goal. “As such, incentives are effective in getting results, especially in instances where the goal is specific in nature,” she says. Chua adds the same is done for its staff recognition efforts, where the reward is usually in the form of a public display of appreciation of an individual or team effort well done. “A proper recognition programme helps to improve employee morale, creates more pride in their work and promotes a positive work environment,” she says. “Every employee can do with some affirmation.”

The perks of recognition The highest accolade an employee at Fuji Xerox can receive is the annual MD Award, “where we recognise individuals or teams who have displayed exceptional performance or contributed significantly to the success of Fuji Xerox Singapore”, Chua says. “There is no upper limit to this award as this is the company’s way of saying ‘thank you’ to each deserving employee.” This culture of providing recognition to employees is also applied at Heinz ASEAN, where Laurent Low, the company’s director of

October 2013 « Human Resources « 19

FEATURE » Employee Incentives HR for Asia, Middle East and Africa, says “in some situations, recognition goes a very long way”. “For example, in Heinz, we select top performers and talent and provide them special one-on-one time with our global CEO and his senior leadership to share ideas on the business. For the CEO to know these employees personally, it is a big recognition,” he says. “The ‘appreciation’ effect is very much achieved in recognition, as it strengthens the emotional connectivity between the individual and company.” However, Low is quick to point out he believes both incentives and recognition have to “work hand-in-hand to retain talent, amidst all things”.

“Incentives are almost essential and necessary to drive employees and teams towards their objectives and performance, while recognition builds on incentives to further enhance the ‘reward and recognition’ power of both.” Laurent Low, director of HR, Heinz ASEAN

“Incentives are almost essential and necessary to drive employees and teams towards their objectives and performance, while recognition builds on incentives to further enhance the ‘reward and recognition’ power of both,” he says. Another important consideration when implementing both incentive and recognition programmes is tracking. “It is definitely important to have clearly defined objectives and metrics,” Koh says. “This is to ensure that we are rewarding the right kind of behaviours for the results.” Chua adds it is also critical to remember that gaining feedback from employees of a programme’s effectiveness is “key to keeping the programmes relevant to the organisation”. “This is journey and over the next few years, I see incentive and recognition programmes gaining prominence over the traditional methods of rewarding and motivating employees as organisations gain sophistication

in employing these programmes successfully,” she says. Phan says he sees incentives, which are perceived to be diluting in value over a period of time, will become less preferred, unless organisations can assure their employees of their long-term commitment and continuity as a growing business. “It is quite entrenched in many Asian cultures where tradition and reputation are highly valued,” he says. “As organisations strengthen themselves and build solid footprints in their businesses, one may find increasingly, achieving milestones and being recognised as successful in such organisations to be cherished and valued by employees, far superseding any form of monetary incentives required in ordinary circumstances.”

Game on Addressing the Asian context, Low says managers have to also continue being less hesitant to use recognition more frequently. “Some of them are just too busy, while others are not aware,” he says. “In many cases, a gentle reminder or some coaching usually opens up their awareness of this powerful motivational tool called recognition.” Does that mean recognition will be a more effective staff motivator than incentives in the workplace of the future? “I’m afraid there is not a clear answer as to who the winner will be in a contest between incentive and recognition, but it is safe to say both are normally present in organisations I’ve worked with to ensure the organisation can thrive as a whole,” Phan says. Chua agrees, saying at the end of the day, for the most powerful connection between positive reinforcement and the action that is required to earn it, it is important to be able to reward and recognise quickly. “Empowered managers and employees who are supported in their efforts to acknowledge a job well done greatly enhance an organisation’s ability to attract, engage and retain talent that is critical in today’s workplace,” she says. “Finding new ways to inspire our people, move them to action and make seemingly impossible goals attainable are what makes incentive and recognition programmes all worthwhile.”

Preferred Employee Healthcare Consultant 2011 & Preferred Employee Healthcare Provider 2012 Source: HR Trends Survey by Lighthouse Research

MedicalGroup SINGAPORE


Hospital Email: | Tel: 6311 1111 | Visit for more information.


20 » Human Resources » October 2013 Conntect with us





GET A HEALTHIER BOTTOM LINE BY TAKING CARE OF YOUR EMPLOYEES’ HEALTH By decreasing absenteeism and medical claims and by improving productivity, Alcon Laboratories secured a return of nearly 50% through the use of an incentivised science-backed wellness programme for staff. (1) Did you know that the health status of a company’s employees has been proven to directly impact its bottom line? Singapore is currently faced with a rapidly ageing workforce, which should be a cause of concern for local employers, given that older employees are more likely to develop chronic diseases of lifestyle. In addition, limited or poor management of employee health often has a detrimental effect on the individual, business and macro-economic development. However, a healthy workforce will in turn increase productivity, competitive advantage and allow re-employment of older employees while managing to keep healthcare costs under control. It is encouraging to see recent trends in Singapore suggesting there is an increase in the number of workplace wellness programmes. However, only 30% of Singaporean workers are engaging in these programmes. (2) When choosing a programme, it is essential to consider those which have the tools and capability to promote and track engagement. A successful example of this is the implementation of a science-backed wellness programme called Vitality, which helped Alcon Laboratories to successfully promote and facilitate a culture of health and wellbeing. The Vitality programme by Discovery Holdings from South Africa, integrates activities and incentives to encourage healthy behaviours and smarter choices about employee health. Alcon Laboratories secured a return of nearly 50% through the use of an incentivised science-based wellness programme for staff. (1) This was one of the findings from the case study. In 2008, Alcon implemented the Vitality programme with the main goal of promoting and facilitating a culture of health and wellness and, at the same time, measuring the impact of promoting engagement in healthy choices and activities through incentives. Vitality provided Alcon with comprehensive, verifiable data that empowered the company to regularly and accurately monitor engagement, effectiveness and return on investment (ROI). The programme was designed to make staff accountable for their health decisions, and Vitality provided Alcon staff with the education and tools necessary to do this. A key component of this personalised journey was the initiation of the Vitality Champs programme – a group of employees who encouraged and led their peers in wellness engagement by co-ordinating and managing contests, developing bulletin boards and conducting testimonial interviews. The programme had numerous positive results, including nudging staff towards healthy behaviour and engagement. By 2010, Alcon had noted a 50% increase in the number of participants involved in verified fitness events. This was one of the findings from the case study, but this relates to the ROI of 1:483 (1) After changing the programme in 2010 and by tying a contribution discount on their medical plan to members’ participation, Alcon managed to increase member utilisation of online courses and tools by 80% and participation in verified activities by 24%. From 2009 to 2010, the average amount of activities performed per engaged member increased by 48%. (1) Through the programme, Alcon also realised an improvement in modifiable risk

22 » Human Resources » October 2013

factors. Findings suggested there was not only a reduction in those categorised as high-risk, but that employees who were more engaged in the programme had a greater decrease in all their risks when compared to those who remained inactive. In addition, Alcon enjoyed numerous cost-savings for staff members who were highly engaged in the programme. An analysis revealed savings in pharmacy and medical claims, productivity and short-term disability and workers’ compensation resulted in a favourable ROI 1.483. (1) Based on these proven results, AIA partnered with Discovery to bring AIA Vitality to companies in Singapore to help them encourage employees to make real improvements in their health. We know that employees in Singapore are increasingly exposed to various health risks, and AIA Singapore is committed to helping companies see the real benefits of implementing a science-backed wellness programme to improve health, productivity and performance. (1)

Please refer to

html for all results (2)

Please refer to Singapore Business Review,


This article is contributed by Darryn Lifson, Head of Wellness, AIA Vitality Company Limited

AIA Vitality Company Limited is a joint-venture between AIA Group Limited and Discovery Limited, innovator of Discovery Vitality – the world’s largest wellness programme with more than five million members worldwide and over 17 years of experience – to offer the science-backed wellness programme AIA Vitality in the Asia Pacific region. AIA Singapore Private Limited is the first market to launch AIA Vitality, as part of its broader efforts to provide customers with innovative products and services that not only meet their protection and savings needs, but also to motivate and enable Singaporeans to lead healthier lifestyles by promoting real and sustainable change in behaviour.

October 2013 « Human Resources « 23

24 » Human Resources » October 2013

Employee incentives « FEATURE

26 » Human Resources » October 2013

28 » Human Resources » October 2013

30 » Human Resources » October 2013

34 » Human Resources » October 2013

FEATURE Âť Learning Management Systems

2 8 N o v e m b e r 2 0 1 3 I Fo u r S e a s o n s H o t e l , S i n g a p o r e There’s no denying it – locating and attracting the best talent has become a serious problem in Asia. :KLOH6RXWKHDVW$VLDKDVH[SHULHQFHGUDSLGHFRQRPLFJURZWKRUJDQLVDWLRQVDUHVWLOOVWUXJJOLQJWRÀQGWDOHQWZLWKWKHULJKW skills to help their business expand and develop alongside the rest of the region. Recruitment Interactive 2013, with its refreshing and engaging format, will equip you with the knowledge and tools you need to acquire the best. Join us at this exciting event to get ahead of the talent competition.

MAIN TOPICS: • Foreign employees vs. local employees • Recruiting with social media • Candidate sourcing innovation

• Selection strategies and techniques • Diversity and inclusion • Recruitment outsourcing


Joy Roman Head of Talent Solutions APAC 3M

Debbie Rogers HR Director APAC Abbott Nutrition International

Suzie Custerson Head of Recruitment & Resourcing APEA; Head of HR Shared Services, Singapore ANZ

Vineet Gambhir Head of Global 6WDIĂ€QJ+5$3$& Cisco Systems

Patrick Ghielmetti VP of HR APAC Four Seasons Hotels & Resorts

D N Prasad Director Google People Services APAC Google

Lau Yin Cheng Cluster Director HR and Organisation Development Cluster Infocomm Development Authority of Singapore

Sehr Ahmed Senior Director of HR APAC, Middle East & Africa McDonald’s

Ow Seng Fong Divisional Director National Human Resources Division Ministry of Manpower

Subarna Malakar Head of Diversity and Inclusion Asia Thomson Reuters

Amita Chaudhury Global Diversity Director Unilever

CK Mohan Senior Director of HR, Asia Franchise Business Unit Yum Restaurants International

Gold Sponsor

Brought to you by:

36 Âť Human Resources Âť October 2013

Register now at: w w w. r e c r u i t m e n t i n t e r a c t i v e 2 01 3 . c o m

The average frontline leader has been described as unprepared, indecisive, scattered, and scared.



The Talent Management Expert

40 » Human Resources » October 2013

There’s no substitute for perspective. To manage your mobility program effectively, you need more than standard reports. That’s why our expert advisors consider every angle, then integrate innovative technology and superior data to create custom mobility solutions that reflect your company’s unique context. To experience the AIRINC difference, register for a free consultation at

The world’s trusted source for workforce globalization

Executive Relocation - Moving

HR Solutions Provider

Specialist in Career TransiƟon/ Outplacement since 2000…

Our Value ProposiƟon HRM3 Asia has assisted thousands of non-execuƟves, professionals, managers, directors and CEOs through our career transiƟon programs.

Contact Us Telephone: +65 6291-4478 Email: Website:

“…my company made a good choice in selecƟng HRM3 to assist in its restructuring in Asia. Since I have not been in the job market for 20 years…” - American Managing Director, China “I have fully benefited from the career consultaƟon program provided by HRM3. It provides an all-rounded program with advice on my career planning…” - Financial Controller, Singapore Some industry partners

Global strategic partners: • Manufacturing • Petrochemical

• Publishing • IT/ Telco

• PharmaceuƟcal • Banking & Finance

Recruitment Services


Jessica Seet


Petrina Kow

Art of Voice Company Pte Ltd (Biz Reg.: 200503276H) 8 Purvis Street #02-01/02 Singapore 188587 Telephone: 6883 2331 Website:

Professional . Personalised . Passionate THE HALLMARK OF OUR TALENT SOLUTIONS


CORPORATE DIVISION CONTRACT & TEMPORARY STAFFING The outsourcing and temporary recruitment industry requires speed, efficiency and precision. The Capita Outsourcing team provides a full suite of services, catering to your short term and long term business needs: t$0/53"$5&9&$65*7&4  t5&.103"3:)*3&4  t130+&$5&7&/5)*3&4

t3&$36*5.&/5130$&440654063$*/( 310


HR VENDOR OF THE YEAR 2010, 2011 and 2012

ISO 9001:2008


SINGAPORE BRANCH 16 Collyer Quay #24-01 Singapore 049318 T: +65 6318 9600

MALAYSIA Level 8 Pavilion KL 168 Jalan Bukit Bintang 55100 Kuala Lumpur, Malaysia T: +603 9205 7678


EA Licence No.: 08C2893

Pick of the month

Setting unrealistic goals Of course you can achieve realistic goals, so what’s the harm in stretching your ambitions a bit further? By Rebecca Lewis

MODERNISING YOUR HR STRATEGIES Are you going into the talent war empty handed? Despite HR professionals being on the front line, not all teams are armed with the same weaponry. Old legacy systems and outdated technology are limiting organisations’ ability to perform efficiently and achieve goals. HR teams can no longer afford to overlook the benefits of people technology. This is where HR Tech Interactive 2013 steps in. It will help you better quantify your people decisions to business leaders, and ensure you’re making the correct decisions to boost your human capital strategy to remain competitive. Join other HR leaders from across Asia for a day of insights from leading HR professionals, who are fighting the talent battle alongside you.

MAIN TOPICS • Big data and analytics • HR cloud • Social media and collaboration • Mobile HR

• Collaborating with IT stakeholders • Next generation recruitment tools • Future-proofing yourself


Eugene Lam HR VP of Applied Global Service/APAC Applied Materials

Srikanth Chandrashekhar HR Director APAC SSO & Operations Bombardier Transportation

Michael Lee CIO Group Information Services Banyan Tree Hotels and Resorts

David Long People Services Director APAC DaVita

Amor Villalon Regional HR VP Fujitsu Asia

Gaurav Hirey Regional HR Director APAC GroupM

Sudhi Ranjan Sinha Director & GM, Center of Excellence in Engineering Johnson Controls

Malathy Dwaraknath HR Director, Asia Mead Johnson Nutrition

Bernard Seet HR Director, Operations NXP Semiconductors

Ravi Bhogaraju Head of HR Services & Regional Business Partner for APAC Syngenta

Platinum Sponsor

Gold Sponsors


Brought to you by:


Human Resources October 2013  

Human Resources magazine, Singapore, October 2013.