Human Capital April & June 2014

April-June 2014 Issue

Powering Human Capital

April-June 2014 Issue

Driving business success and excellence

Woman ( NOT! ) in the Boardroom

Woman (NOT!)

in the Boardroom Implementing the new “locals first� hiring rules Landing that international HR posting

Find me the right people!

The

New

Human Capital Magazine

A publication of Singapore Human Resources Institute

1

PRESIDENT MESSAGE

Framing our thoughts on FAIR Dear members & fellow practitioners, I am very honoured to be given the privilege of addressing you as we launch the revamped Human Capital Magazine. As I am writing this note, I am reminded once again that Singapore’s economy stands at a critical crossroads, and we face major adjustments in order to achieve personal, organisational and economic success.

At SHRI, we are very supportive of the development of the core of Singaporean leaders in the corporate sphere, not just locally but globally. The upcoming implementation of the FAIR Consideration Framework will feed into the national goals of providing better jobs and diverse opportunities to meet Singaporeans’ aspirations. In this regard, we have spoken to a cross-section of experts and practitioners for their views on FAIR. The cover story captures these views while allowing them to share insights into the challenges of implementing FAIR. As the voice of Singapore’s HR community, we continually engage and support the efforts of MOM and other stakeholders to ensure that FAIR will be successful.

Which leads me to my next point – Small and Medium Enterprises (SMEs) are the backbone of the economy as they hire 70% of the local workforce. In comparison to MNCs, they have lesser resources to cope with the recent changes in manpower policies. At SHRI, we recognise this and have set up an SME Charter to work with and guide SMEs in bringing their HR policies in line with best practices in the industry, by linking them up with HR experts within our ranks.

As President, I am taking this opportunity to appeal to SHRI members who can and would like to contribute to helping SMEs. Please contact us to work together to form a valued pool of HR advisors to these organisations. If we share a similar purpose and focus, we can work and make a big difference to our economy and our community.

I hope the content in this revamped publication will resonate with you. I look forward to hearing from you and meeting you at our many upcoming events!

Erman Tan, MSHRI President Singapore Human Resources Institute

2 CONTENTS

April-June 2014 Issue

Powering Human Capital

16

PUBLISHER 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 SHRI PRESIDENT Erman Tan SHRI PUBLICATIONS COMMITTEE Ethan Tan, MSHRI (Chairperson) LTC (Ret) Sardar Ali, FSHRI, SHRP (Advisor) Yin Hong Shuen, MSHRI Prabhu Naidu, MSHRI Jane Lee, MSHRI Falilah Mohd, MSHRI Elwyn Tan, MSHRI Carine Ang, MSHRI Christina Lau, MSHRI PUBLISHING AGENT ThinkFarm Pte Ltd 3 Changi South Lane Singapore 486118 Tel: (65) 6831 1299 www.thinkfarm.sg MANAGING DIRECTOR Christopher Tay EDITORIAL DIRECTOR Audrey Perera CONTRIBUTING EDITORS Joseph Rajendran Casuarina Peck ART DIRECTOR Johnny Tan CLIENT RELATIONSHIP MANAGER Jessie Kek CLIENT RELATIONSHIP EXECUTIVE Alyssa Cheng SALES MANAGER Josephine Teo

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HUMAN CAPITAL is published quarterly by Singapore Human Resources Institute.

For enquiries, please email Advertising: cheryl@shri.org.sg/advertise@thinkfarm.sg Editorial: carine@shri.org.sg/editorial@thinkfarm.sg Events/Membership: falilah@shri.org.sg 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 had 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.

Printed in Singapore by KHL Printing Co. Pte. Ltd. MCI (P) 142/03/2014

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3 CONTENTS

CONTENTS TAKING STOCK Budget 2014 on empowering employees and other updates The urgent need to increase productivity, employee expectations, healthcare hiring spree, stricter workplace accident rules, digital media crunch and more.

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THE SHRI CONNECTION The Singapore HR Challenge 2014

10

The winning teams and the winning individual students on HR solutions for SMEs and grabbing – and holding on to – your audience.

QUICK TAKES Sleeping on the Job

15 29

Corporations are beginning to embrace the concept of power napping. And why not, if it has health benefits that lead to greater productivity?

COVER STORY Making FAIR Work for Singapore

16

New Ministry of Manpower rules require employers to consider Singaporeans first before hiring Employment Pass holders. How will these changes affect the expectations of job-seekers and what challenges will employers face? Two HR honchos weigh in.

32

The Fit is everything Create a scenario in which an employee’s head, heart and gut interact at their optimum. Pick up some pointers from Dr Elizabeth Martin-Chua, HR consultant and author of the upcoming Creating the Fit. TECHTAKE

36

HR-IT collaboration needed for business agility

Why HR managers need to come to grips with new tools such as mobile and cloud computing in order to manage talent and deliver business results.

QUICK TAKES

38

7 Productivity Boosters

It’s the buzzword – and the economic imperative – of the decade, and everyone needs to understand it, no matter what your level in the corporate hierarchy is.

SKILLS DEVELOPMENT

40

Training with SHRI Academy The SHRI Academy offers comprehensive training and academic programmes from basic certificates to Master’s degree courses at the SHRI School of Human Capital Management and the SHRI School of Financial Services & Risk Management.

MY VIEWS

24

What must we do to become international experts?

As Singapore strengthens its international role, two experts describe the attributes that ambitious HR practitioners with global aspirations need in order to stand out.

WORKPLACE STRATEGIES

29 48

Impact of gender diversity Survey findings reveal that companies with more female board members have better remuneration, transparency and investor relations, but Singapore companies are lagging behind many of their regional counterparts.

TEAM CONNECTION

48

Cheering for team spirit!

Demand for corporate team-building activities is on the rise as companies recognise the need to offer innovative work-life balance solutions.

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TAKING STOCK

Budget 2014:

Empowering employees

Take pride in developing expertise and flair in every vocation, seeking not just competence but excellence.

- Tharman Shanmugaratnam, Deputy Prime Minister and Minister for Finance

Productivity levels in Singapore need to go up in order to sustain wage increments. In his Budget speech, Singapore’s Deputy Prime Minister and Minister for Finance Tharman Shanmugaratnam made this point in relation to the restructuring of Singapore’s economy which was resulting in a tighter labour market and increase in salaries.

He said: “We need a workplace culture where employees’ views and contributions are valued, up and down the line.

“When employees are engaged and empowered, productivity goes up.”

Singapore, he added, will have to focus on boosting productivity through highvalue industries to provide quality jobs and sustain higher income levels.

Singapore will also have to create a culture of mastery of the job, where individuals, companies and society as a whole take pride in developing expertise and flair in every vocation, seeking not just competence but excellence.

“Employers have to support this too – doing the job well is what counts, not long hours on the job,” he said.

As of March 2014, the payout for the Wage Credit Scheme was estimated to reach $800 million, with a reported increase in take-up rates for the existing Productivity and Innovation Credit (PIC) scheme.

The decision was also made to extend the PIC scheme, which was to expire in Year of Assessment (YA) 2015, to (YA) 2018. This three-year extension will cost the Singapore government $3.6 billion.

This year’s Budget also includes changes to CPF contributions.

Minister Shanmugaratnam explained: “We will raise CPF contribution rates for those aged above 50 to 55 by 1.5% to 1% from the employer and 0.5% from the employee. We will also raise the employer contribution rate for those aged above 55 to 65 by 0.5%.”

All increases in employer contributions will be allocated to the Special Account.

Additionally, there will a 1% increase in employer CPF contribution for all workers, which will be credited into the employee’s Medisave account.

To help companies manage the change, the government will provide a 50% offset through a one-year Temporary Employment Credit, up to the CPF ceiling of $5,000. Both CPF changes will take effect on January 2015.

There has been a significant drop in foreign workforce growth in the last two years, particularly in the services sector, and the Minister added that there would be no further moves to tighten foreign worker inflows except in the construction sector.

HR Training and Consultancy

SHRI Corp is the corporate learning & consultancy arm of Singapore Human Resources Institute. As trusted experts in human resources, we provide effective training and consultancy solutions across full spectrum of HR functions focusing on improving productivity and professional development, helping businesses and individuals to thrive.

Public Workshops Customized Corporate Training International Study Groups HR Consultancy 2 Serangoon Road Level 6 The Verge Singapore 218227 +65 6438 0012 www.shri.org.sg

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TAKING STOCK

Changes to Employment Act Starting 1 April 2014, the Ministry of Manpower’s changes to the Employment Act extend better protection for more workers and improved employment standards, while allowing flexibility for employers when there are practical business concerns.

Better protection for more workers • Salary protection.

• General protection such as unfair dismissal redress, paid public holidays and sick leave, hospitalisation leave, etc.

• Working hours-related protection such as hours of work, overtime, work on rest day pay, annual leave, etc.

Improve employment standards & benefits • Employers are not allowed to deduct more than 25% of an employee’s salary for accommodation, amenities and services. This new sub-cap will be within the current 50% cap of an employee’s salary for authorised deductions.

• From 1 April 2015, the period for which eligible workers are not entitled to retrenchment benefits will be reduced from three to two years.

• From first half of 2014, Tripartite Guidelines will be issued to encourage employers to provide payslips and keep employment records for employees.

• From 1 April 2014, assistance will be given to employers on changes regarding the Employment Act. • A range of user-friendly tools, for example, simple payslip booklets, downloadable templates and funding support for customised solutions will be made available on MOM’s website by 1 April 2014.

Flexibility for employers • OT rate payable for non-workmen capped at $2,250.

Flexibilities for protection for PMEs • PMEs earning up to $4,500 must have served the same employer for at least 12 months to be eligible for redress against unfair dismissal where notice is given.

• Employers have additional option to grant time off in lieu for PMEs who work on public holidays.

Enhance enforcement and compliance Stiffer penalties for failure to pay salaries 1st offence: Fine $3,000 – $15,000 and/or up to 6 months’ jail.

Subsequent offence: Fine $6,000 – $30,000 and/or up to 12 months’ jail.

In Sync If the results of reports by two global recruitment giants are anything to go by, market and labour forces will come together to give employees what they most want – salary increases.

According to global talent solutions company Hudson’s Salary & Employment Insights 2014 report, salary expectations is one of the key drivers affecting many employees’ decisions to change jobs. About 30% of the respondents cited increased salary and benefits as most important.

About three quarters of the 1,292 employees surveyed last year are looking for new job opportunities and 86% of them expect a salary increase this year.

According to the 2014 Hays Salary Guide, 56% of employers in Singapore intend to increase salaries between 3 and 6%, 17% will increase salaries above this level, but 27% expect to give an increase of less than 3% or no pay increase at all.

Based on the last salary review, the report found that more than half of employers (53%) in Singapore increased salaries between 3 and 6%, and only 14% offered increases of 6 to 10%. Just 5% of employers gave increases above 10%.

The Hays guide surveyed more than 2,600 employers across Singapore, Malaysia, Hong Kong, China and Japan.

On salary increase projections, the Hays guide is more or less in sync with Hudson’s report, in which the majority of employers surveyed said they would be increasing salaries by between 3% and 5% this year, with the biggest reason for a pay rise being retention of high performers.

While the findings for Singapore are slightly more conservative than those for Asia overall, the trend remains positive, indicating a confidence in the local economy.

Here’s how and why, according to the Hays guide, market forces and labour supply challenges in different industries will be influencing salaries for Singapore: • Accountancy & Finance Demand for talent still far outweighs available supply, making it imperative that employers align remuneration and benefits packages with market rates. Failure to do so will mean unfilled positions, especially for contract roles.

• Banking This sector is fuelled by risk and compliance and private banking. Salaries for risk and compliance professionals are traditionally higher than for other job functions, while private banks which offer the standard base plus bonus structure award salary increases to Relationship Managers who generate solid revenue.

• Insurance High profile acquisitions throughout the region mean a high demand for project management, change and integration specialists, strategy candidates and sales and distribution professionals.

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TAKING STOCK

Not all about the money The Hudson report, however, highlighted other factors, the key one being the need for better leadership. Forty per cent of those surveyed switched jobs in the past two years, with 68% citing senior staff with poor managerial skills as reasons for leaving.

Survey respondents listed some of the criteria they are looking for in leaders: • Finance Technology The key trend likely to impact banks this year is the latest government initiative endorsing local Singaporean hires. Banks are reacting quickly with the emphasis on the right proportion of local, permanent resident and work pass holders in their headcount.

• Information Technology As companies move towards implementing more advanced flexible workforce strategies, there is an increased demand for contract resources across all levels. Expect salary increases above market average in highdemand areas such as cloud, virtualisation, mobile development and security.

• Human Resources A shortage of candidates in the compensation & benefits area has meant that HR departments are prioritising these roles, finding new and innovative ways to reward, attract and retain their staff. Companies are being more competitive and are willing pay higher salaries for the right people.

• Sales & Marketing Last year’s trend of companies investing in senior management sales hires is expected to continue in 2014, along with a growing focus on market intelligence roles ranging from consumer insights to business analytics.

• Construction & Engineering High demand for Project, Construction and Tunnel Managers with end-to-end project experience. Expect greater salary increases for Quantity Surveyors, Estimators, Project Managers, Construction Managers and Tunnel Managers than for other technical and non-technical staff.

• Oil & Gas With Singapore as a regional hub for companies serving the South East Asian market, expect a high demand for Reservoir Engineers, Senior Geophysicists and Geologists, especially Asian nationals required to support offshore and onshore drilling operations.

Ability to recognise good performance

Ability to inspire and be a role model

10.5% 28%

11% Ability to make wise decisions and create a compelling vision

11.8%

Supportive of staff

Andrew Tomich, General Manager of Hudson Singapore, said: “It’s clear that strong leadership impacts engagement, driving productivity and increased employee retention.”

This is something that should not be ignored, particularly in a climate where there is increasingly high potential for movement within the workforce.

“Those organisations that don’t invest in their workforce, both in terms of remuneration and effective leadership and mentoring, put themselves at risk,” Tomich said.

“We could well see growing separation between successful and less successful organisations, primarily influenced by their attention to, and investment in, correctly resourcing their business and developing their staff.”

According to Hudson’s report, the most important benefit for employees was flexible working hours (36.9%), increased annual leave (29%) and valued private health insurance (28.4%).

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TAKING STOCK

Stricter rules for

Healthcare sector on a hiring spree

workplace accident reporting

Singapore’s healthcare/pharmaceuticals and shipping/logistics sectors are the top two industries that are looking to hire in the first half of this year.

According to Achieve Group’s Hiring Trends Report 1H 2014, the other sectors that are also hiring are property/construction, lifestyle/retail/F&B, and oil & gas. About 500 companies in Singapore were surveyed last December.

Joshua Yim, CEO of Achieve Group, said that based on the findings of companies’ business forecast, hiring outlook and projections to increase headcounts, it appears that business sentiment is generally more positive compared with the second half of 2013.

The demand for staff will continue this year and it will still be an employees’ market.

Many companies will be hiring in the first half of the year, although the hiring may not be as aggressive as compared with the last six-month period.

TABLE: Overview of sectors hiring in 1H14 (Source: Achieve Group)

Property & Construction

12%

Professional Services

10%

Oil & Gas

12%

Industrial Manufacturing & Engineering

9%

Shipping & Logistics

13%

Lifestyle, Retail & F&B

12%

IT & Telecommunications

8%

Healthcare & Pharmaceuticals

15%

Banking & Finance

9% 0%

2%

4%

6%

8%

10%

12%

14%

16%

Employers who failed to report previous workplace accidents in the past will now have to observe new reporting rules.

According to the Ministry of Manpower (MOM), employers must report to the ministry if their workers cannot work for three days due to injury – even if these three days were not consecutive.

Previously, it was possible for some bosses to bypass the Workplace Safety and Health (WSH) requirements by ensuring that the medical leave of injured employees was not taken on consecutive days.

The new ruling was to ensure that employers report all accidents to MOM within 10 days from the fourth day of medical leave.

The ministry said in a statement that “it is important that MOM’s reporting database reflects an accurate picture of the number of WSH incidents, so that we can appropriately calibrate our engagement and enforcement actions.

“The errant practices can obscure the actual severity of the accidents that have occurred, and prevent MOM from getting an accurate picture of the reality on the ground,” it added.

The maximum penalty for failing to report an incident is a fine of $5,000 for a first-time offence, and a $10,000 fine and a six-month jail term for subsequent offences.

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TAKING STOCK

Are local accountants

underpaid?

The Singapore Accountancy Commission’s Accountancy Sector Survey 2013 has identified insufficient income as the top challenge facing practicing accountants in Singapore.

Attaining a score of 3.57 out of five, incommensurate salaries was highlighted as the biggest cause of discontent. A lack of work-life balance and job satisfaction followed next, with scores of 3.41 and 3.29 respectively.

The report stated that many individuals working in the accountancy sector felt that they were being under-remunerated and made to work long hours as there was a lack of experienced staff to assist them.

Corresponding to these identified challenges, many of those surveyed

Singapore’s digital media sector faces talent crunch According to the 2013 IDM Report by Deloitte Southeast Asia, Singapore's interactive digital media (IDM) sector is suffering from a talent shortage.

While social media is one of the leading recruitment platforms in the region, the report identified the increasingly stringent labour laws and government policies in Singapore as a contributing factor to the gap in talent with regards to the IDM industry.

In addition, the lack of both technical and creative skills among local residents has exacerbated the situation.

The report stated that Singapore students and graduates tend to be motivated by job security and, as a result, gravitate towards traditional jobs in the well-established industries.

“Candidates are influenced by the negative perceptions of creative industries and, subsequently, lack interest in them,” the report said.

The report surveyed those entities which engage in or enable the creation, publishing, distribution, and delivery of interactive digital media.

Rising costs were also reported to be a challenge facing the local IDM industry as many companies had outsourced to other countries in the region in order to alleviate the strain caused by high infrastructure and labour costs.

However, the study also revealed a distinct advantage which set Singapore apart from the rest of Southeast Asia – the “Singapore brand”.

It stated that investors view Singaporean companies in a more favourable light compared to others in the region.

Companies also benefited from Singapore’s stringent Intellectual property rights, conducive business climate, efficient tax structure, worldclass infrastructure and industry linkages across the region.

wanted higher salaries and more flexible working hours.

In addition, talent management ranked the top challenge at departmental level, with the ability to retain and attract talent garnering a score of 4.04 out of five.

Accordingly, ensuring continuity of support staff and providing more guidance for staff on optimal practices were the most popular suggestions for improvement, followed by competency of finance staff, with a score of 3.89.

The survey was conducted with 3,990 respondents and included responses from those working in public accounting firms, as well as those in accounting and finance roles within corporate organisations.

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SHRI CONNECTION

The Singapore HR Challenge 2014 winners Young people propose solutions to SME’s workforce challenges

The Singapore Human Resources Institute (SHRI) recently held the Grand Finals of the Singapore HR Challenge 2014 in which students from various educational institutions competed to identify HR best practices for SMEs. Now in its 7th year, teams from eight institutions took part in this challenge that is designed to engage future leaders, people managers, critical thinkers, and those who will be part of the new workforce. The competition is a platform to showcase innovation and creativity and the theme for this year was Building HR Capabilities for Small and Medium Organisations.

This theme aimed to highlight current national challenges and the strategies that leaders and organisations need to adopt to build a high-skilled, productive and innovative workforce.

The teams – made up of four to six members – proposed innovative ideas and

provided fresh insights into the different ways that companies can provide better work-life balance for their employees.

The winning teams – Singapore Polytechnic (Polytechnic/University Category) and Anglo-Chinese Junior College (Junior College/ITE Category) – beat the competition because they presented better solutions and fresh perspectives. SHRI also presented six awards to individual participants for their presentation skills. They were Ayisha Fathima, Poojaa Ramasamy Velusamy, Arumugam Shaktivel and Steven Koh, all from ACJC, Vivien Ng from Singapore Polytechnic and ST Rukkumani from Temasek Polytechnic.

SHRI would like to congratulate the winners and all those who took part in this enriching experience, from Republic Polytechnic (RP), Temasek Polytechnic (TP), Nanyang Polytechnic (NYP) and Ngee Ann Polytechnic (NAP).

The Singapore HR Challenge 2014 Winners Polytechnic/University Category Winner: Singapore Polytechnic 1 st runner-up: Nanyang Technological University 2nd runner-up: Singapore Polytechnic Junior College/ITE Category Winner: Anglo-Chinese Junior College 1st runner-up: ITE College East 2nd runner-up: ITE College East Best Presenters 1. Ayisha Fathima (ACJC) 2. Poojaa Ramasamy Velusamy (ACJC) 3. Arumugam Shaktivel (ACJC) 4. Steven Koh (ACJC) 5. Vivien Ng (Singapore Polytechnic) 6. ST Rukkumani (Temasek Polytechnic)

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SHRI CONNECTION

Done with

style and substance Human Capital interviewed the six Best Presenters who emerged from the Singapore HR Challenge 2014.

Q: Ahead of the presentation, what were your key thoughts on what needed to be delivered? What advice would you give to potential participants?

Ayisha Fathima: My team and I focused on how to deliver our content in a simple, easy to understand and interesting manner.

We wanted our message to be clear, hence we used short and simple text in our presentation and added pictures to ensure that we would capture the audience’s attention during our presentation.

Along with well-researched content, we also wanted our delivery to be good, so we focused on minute details, such as being more expressionistic talk show characters. A lot of attention was on our body language, rather than what we were saying during the presentation. Focusing on details such as facial expressions and proper hand gestures were key in ensuring that we kept the audience captivated.

For the next batch of presenters, I would advise them to always be critical about the way they present. Rehearse sufficiently and each time you rehearse, no matter how tiny or insignificant an error might be, take note of it and try to correct it. Do not just focus on drilling your audience with content, present to them short pieces of information that they can digest quickly.

Ensure that your presentation is simple and clear enough to be understood by all, and always be confident of what you are going to present. Be passionate about it because when you believe in your presentation, you will be able to convince others. Lastly be loud and clear and make that stage yours!

Poojaa Ramasamy Velusamy: I felt that our content could be easily understood and the talk show concept could be conveyed with ease. However, to take it up a notch, we felt that we needed to make it more entertaining.

Hence, my main focus before the presentation was to make my speech amusing and interesting enough to attract

the audience’s attention. I believe that the entertainment factor gave my speech an edge over others. The advice I would like to give is to be innovative in presenting your ideas and never be complacent.

Arumugam Shaktivel: I felt that the important aspect that needed to be delivered was a clear and concise message. It had to be to the point and not involve too much circumlocution.

Confidence is key!

Steven Koh: The competition briefing gave us clear objectives and key points that needed to be addressed regarding HR management, and these greatly aided us when we were building our presentation and looking for solutions.

This was a new experience for us as we rarely have the opportunity to truly use and develop public speaking opportunities.

Our mentors were an incredible help in giving us a clear picture of how we should present, and what skills we could improve on. continue on page 13

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SHRI CONNECTION

My advice to the next batch of presenters: enjoy the competition and have fun.

Confidence will come easily when you are relaxed and genuinely enjoying yourself whilst presenting on stage.

Find the style of presenting that suits you best. Do you like to have your entire script written word for word on cue cards?

Or do you like to have pointers and then use them to jolt your memory, giving a slightly different take on the presentation each time? This can only come through trial and error and practice, which will greatly help you feel confident about your presentation.

Vivien Ng: It was certainly a hurdle for me to present to a group of senior executives such as presidents and CEOs. However, I was confident that the contents of my presentation would sweep them off their feet.

We made a conscious effort to note each and every piece of feedback so that we could fine-tune our final presentation.

I would tell the next batch of students to learn to trust their own and group’s capabilities. By doing so, they will be able to showcase their fullest potential to deliver their points. Also, never be afraid to explore.

There are endless possibilities to each and every problem. As Thomas A. Edison said: “Our greatest weakness lies in giving up.

The most certain way to succeed is always to try just one more time.”

ST Rukkumani: I specialise in HR in school and the competition was a great platform to put my knowledge to use. I wanted to learn and apply human resource concepts and gain a level of mastery in HR with industry-relevant knowledge. I was not disappointed as we were given the opportunity to work with real companies for our case-studies. I also gained new insights and understanding of HR through the research. Not only did I learn a lot about HR, I was also able to hone my presentation skills.

The advice that I would like to give the

next batch of presenters is this: Focus on learning, not winning.

My team and I were able to have fun and enjoy the competition because we were more interested in learning and trying new things than winning. We wanted to take a risk and present our ideas differently from what we usually do in school.

Thus, we decided to use this competition to push boundaries and try new methods of presenting. If a team focuses on winning, they might stick to tried-andtested methods that would guarantee their victory. This would be a loss of an excellent opportunity to explore your options and abilities.

My team did not win the competition but we realised that we made up for that with all the new knowledge and skills gained through the journey. I hope future teams will learn a lot and have as much fun as we did.

Thank you for the excellent opportunity to participate, I thoroughly enjoyed myself and learnt a lot from the whole journey!

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SHRI CONNECTION

Winning

HR Ideas

Singapore Polytechnic (SP) and Anglo-Chinese Junior College (ACJC) beat the competition with their fresh insights and effective ideas at the Singapore HR Challenge 2014. They shared their thoughts on managing human resource solutions for SMEs. Q: From your analysis of SMEs, what were your principle thoughts? From an HR perspective, what surprised you?

ACJC: Our primary observation was that SMEs face many challenges in creating their own niche in the business ecosystem and even greater challenges in areas such as recruitment, career progression and staff retention.

SP: SMEs are able to manage their initiatives relatively well, despite the common perception that SMEs lack the resources to be adequately competitive.

This is due to the ample support provided by the various government incentives (e.g. SDF, SPRING grants).

It was interesting to know that SMEs could potentially outperform much larger organisations/establishments. At the same time, SMEs are also very affected by some of the government policies such as the tightening of foreign labour dependency ratio.

Q: What more can be done to bolster the HR capability/proficiency of SMEs? ACJC: Knowledge is key and knowledge dissemination on a portal about the grants available and help given by the government will help immensely in the development of these businesses.

SP: We believe that SMEs are capable but generally unaware of available resources. Formalising their HR policies and strategies with professional help from consultants would put them in a better position. SMEs also do not have time to handle administrative procedures for resources and funding. We think the SME Centre and ASME can together ensure that SMEs know what they can access.

Q: Can you shed insights on your understanding of SMEs’ work-life balance?

ACJC: SME employees work hard and often multi-task due to the scale of their operations. We noticed that the relationship between employer and employees is very

HR Challenge winning team Singapore Polytechnic

HR Challenge winning team Anglo-Chinese Junior College

close. If work is engaging and interesting, work-life balance can be improved despite long hours.

faced by SMEs and am glad to have contributed some ideas that may help them in the future.

SP: Work-life balance is considered almost impossible in SMEs due to the perceived strain on resources. With the available government initiatives and changing mindsets, however, more employers are in the ‘maybe’ instead of ‘no’ zone now. SMEs do have certain practices, though not formalised, that can be seen as work-life balance.

We think they need a lot of support to ensure sustainability.

SP: It is a great learning opportunity on different levels, and it is comforting to know that our voice matters despite the lack of professional experience. It was tedious and tiring but self-reminders always help: “Remember the bigger picture”.

We learnt how to balance work and other commitments without compromising on providing quality input. We’ve mastered the art of collaboration as well.

The HR challenge allowed us to apply what we have learnt these past three years. It allowed us to put what we know into good and practical use. This has given us more confidence in HR and in our ability to handle challenges faced In the real corporate world.

The experience was invaluable.

Q: Can you highlight the salient points of Singapore HR Challenge 2014? How did you benefit from this experience?

ACJC: We think it was good to really have industry exposure on such an intimate level. I got to see first-hand the challenges

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SHRI CONNECTION

Singapore HR Awards Presentation Gala 11 July 2014

The Ritz-Carlton, Millenia Singapore Come July, SHRI will be presenting The Singapore HR Awards 2014 at which distinguished companies and individuals will be honoured for their accomplishments and achievements in the field of HR. This year, the gala event will be held at The Ritz-Carlton, Millenia Singapore. Join us at this glamorous evening of wining and dining to celebrate success.

The Singapore HR Awards 2014 Presentation Gala registration form will be available in May. For more information, please email shawn@shri.org.sg or call 6438 0012.

SHRI connects with members

SHRI organises various events, seminars and workshops for HR members and business leaders. Various networking and sharing sessions are held frequently to update CEOs, HR and senior executives on happenings that have a direct or indirect impact on the HR and business climate.

For more information please check out www.shri.org.sg.

15 QUICK TAKES

Sleeping on the Job Corporations are beginning to embrace the concept of power napping. And why not, if it has health benefits that lead to greater productivity?

In the first three months of this year, several international newspapers – including Financial Times and The Boston Globe – ran stories on the benefits of a quick nap during the workday afternoon.

More importantly, they highlighted the emerging trend of organisations – among them Google, Procter & Gamble and NASA – not just accepting the idea, but embracing it by providing facilities for it, such as sleep rooms and sleep chairs. Enterprising tech companies have been cottoning on with new gadgets – think high-tech masks, wearable pillows, portable pods – to improve on it. New

York’s MetroNaps designs chairs for napping in the office and is behind the EnergyPod chair – with a privacy visor and built-in music player and alarm – which can be found in Google Inc, The Huffington Post and Cisco Systems Inc. One of the newest players is Napwell, which is developing high-tech sleeping masks which come with timers that trigger a built-in light that gradually brightens for a gentle awakening.

The concept may take a little longer to enter Asian workplaces where working without a break – let alone something as obviously ‘unproductive’ as a nap – is often held up as a badge of honour. But it is certainly happening. Fitness club Virgin Active Raffles Place offers sleep pods designed to lower blood pressure and ease back tension while ambient sounds lull you to sleep and vibrations gently wake you, and some local and international corporations have, quietly and without fanfare, introduced sleeping rooms for power naps on the premises.

Appetitive napping Napping strictly for enjoyment.

Why nap?

Because it’s been proven that a short power nap offers a host of benefits, from boosting energy and problem-solving ability to shaking off fatigue, reducing blood pressure, stress levels and even weight. What many don’t realise is that the awful wave of sleepiness that many of us experience after lunch has little to do with the heat, or what we eat but is related to the fact that mammals are programmed to sleep twice a day. Even though most of us no longer do it on a daily basis, our physiology still enters a “quiescent phase” that diminishes our alertness and ability to concentrate.

How long to nap?

The general consensus seems to be that naps of between 10 to 30 minutes are the optimal duration, with some people needing only a six-minute one and others feeling that 30 minutes is long enough to leave you feeling groggy instead of revitalised.

NAP TY PES

Habitual napping Taking a nap at the same time every day.

Planned napping Taking a nap before you get sleepy; good if you’re in for a late night.

Emergency napping Taking a nap when you’re so sleepy that you can’t function; a must when you get sleepy at the wheel or while operating machinery.

16

COVER STORY

FAIR Work for Singapore

Making

17

COVER STORY

New rules from the Ministry of Manpower (MOM) require employers to consider Singaporeans fairly before hiring Employment Pass holders. These changes are designed to reinforce and enhance job market transparency.

With the implementation deadline of the Ministry of Manpower’s FAIR Consideration Framework approaching fast, organisations are grappling with a variety of challenges on how to comply with the new legislation.

Human Capital caught up with several business decision makers and HR professionals from a spectrum of Singapore’s business sectors at a recent Singapore Human Resource Institute (SHRI) event to take stock of their views on FAIR. We asked how they are adapting to the upcoming legislation that takes effect from this August. Here is what some HR professionals have to say.

“The healthcare sector is always in demand for healthcare professionals,” said Lynn Gan, Chief Human Resource Officer at Khoo Teck Puat Hospital and a Council Member of the SHRI. “When we recruit professionals, we would like to complement and supplement our shortage and we would like Singaporeans to fit into this role. The challenge is that we cannot find sufficient numbers among Singaporeans to meet our needs.

“Hence, we have to go offshore,” she explained.

Making hiring practices FAIR Her views reflect those of almost half a dozen other decision makers and professionals Human Capital spoke to in relation to the upcoming implementation of the FAIR Consideration Framework.

Last September, the MOM announced a slew of unprecedented rules that require employers to consider Singaporeans fairly before hiring Employment Pass (EP) holders.

These rules will go into effect on 1st August this year. The new rules were brought into effect to counter firms that were practicing discriminatory hiring policies and put them under additional scrutiny, including having work pass privileges of some curtailed.

These changes are aimed at reinforcing expectations that employers should consider Singaporeans fairly for job opportunities.

At the time of the announcement, Acting Minister for Manpower Tan Chuan-Jin stated that the “changes are part of a broader effort to ensure that good jobs continue to be created for Singaporeans.”

“Many Singaporeans we spoke to understand the need for a diverse workforce. continue on Page 19

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COVER STORY

Changes are part of a broader effort to ensure that good jobs continue to be created for Singaporeans. Many Singaporeans we spoke to understand the need for a diverse workforce.

What the government is doing is to help them get a fair opportunity.

- Tan Chuan-Jin, Acting Minister for Manpower

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COVER STORY They recognise the need to compete for jobs on the basis of merit. The framework is not about ‘Hire Singaporeans First, or Hire Singaporeans Only’. What the government is doing is to help them get a fair opportunity,” he explained.

Changes in labour landscape The upcoming implementation of FAIR is one of the most significant regulatory changes in Singapore’s manpower landscape. With Singapore having developed a good diverse mix of multinational corporations working alongside the republic’s own homegrown enterprises, FAIR will impact different organisations in different ways.

Overall, the upcoming law is positive for Singaporeans and permanent residents, say corporate decision makers and HR practitioners.

Speaking to Human Capital, many welcomed the upcoming legislation as an opportunity for Singapore’s homegrown

pool to rise further and take advantage of the opportunities being presented.

One of the changes that will take effect is the creation of a job bank, where hiring employers need to post their vacancies on a central data database.

As Singapore National Employers Federation’s President Stephen Lee explained, there are benefits when organisations can concentrate all the jobs available while bringing job seekers and employers together onto one platform.

As a result of this new central information point, there is room for data mining, where “you can see what sort of jobs are emerging or if there is a future trend of new skills required, so there are some positives and there are no costs to employers to do this,” he said.

Khoo Teck Puat’s Gan also endorsed the upcoming law, adding that Singaporeans will continue to be the core of its workforce. However, with 65% of its

existing workforce comprising citizens and permanent residents, she said the hospital still has shortfalls to meet.

“Given the shortage of people in the healthcare sector, it is a necessity for us to go offshore to recruit needed talent,” she observed.

In having adopted this strategy, she told Human Capital that the newly-opened hospital has created a diverse, enriched and a complementary organizational workforce.

Core pool of manpower Mark Lee, Chief Executive Officer of Sing Lun Holdings, a homegrown apparel supply chain provider for major brands, echoed a similar sentiment.

The company continues to depend on its core Singaporean manpower pool for its design and technical, accounting and finance, marketing and regional supply chain coordination functions. continue on page 20

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COVER STORY Lee told Human Capital that Sing Lun complements the company’s Singaporean talent pool by hiring personnel from countries like Taiwan, Cambodia, Malaysia, the Philippines, China and Vietnam to support its manufacturing operations.

He explained: “There has been a hollowing out within the manufacturing sector in Singapore. Three years ago, we started moving out our manufacturing into the region and hiring people in the respective countries to supplement and build the business.”

As a result, Sing Lun has been able to grow its overall talent pool, allowing their homegrown staff to become more acclamatised to regional business processes, social nuances and practices. This was a difficult but necessary process that has since borne

fruit, enabling the homegrown staff to work in a synergistic manner with their overseas counterparts.

The company’s current core talent pool of 120 staff, compared with a count of 400 people in 2011, is now leading the company’s business charge into the region by functioning as an overseas headquarters and operating shared services in the areas of design, finance and supply chain services, with manufacturing operational roles being distributed throughout the region.

Lee adds that while the company has taken on hiring Singaporeans over foreign nationals, it is driven more by considerations relating to business needs, efficiencies and the strong multi-lingual background that Singaporeans have that can strengthen communications and work culture for the longer term.

When we recruit professionals, we would like to complement and supplement our shortage and we would like Singaporeans to fit into this role. The challenge is that we cannot find sufficient numbers among Singaporeans to meet our needs. Hence, we have to go offshore.

- Lynn Gan, Chief Human Resource Officer, Khoo Teck Puat Hospital

Sing Lun has also managed to get its Singaporean middleand lower-level managers to adapt, participate and implement corporate strategies in its regional operations.

At the same time, through this interaction, many of the company’s overseas employees have adapted to Sing Lun’s Singaporean ethos.

More opportunities for Singaporeans Apart from Singaporeans getting a shot at learning and undertaking new tasks, barriers are also being lowered for new job market entrants to rise up to opportunities that were previously not available to them.

This is due to the impending change in the labour market which is starting to create new opportunities for new hires, according to regional information technology giant Dimension Data.

Ivy Chew, head of human resources at Dimension Data’s Singapore operations, told Human Capital that the company had voiced its views through various government feedback channels that the new law is likely to exacerbate the shortage of IT professionals for local operations.

With a growing need for IT professionals to work in frontier technologies like cloud and mobile computing, she

explained that the company needs to continue hiring.

“Our business is growing... and we will continue to scale up because we have plans to double our revenues…we still need talent,” said Chew, who is also a council member of SHRI. Looking ahead, she said that there is growing collaboration between the business community and educational institutions to foster the growth of talent among Singaporeans.

“Traditionally, polytechnic students spend between three to six months on industrial attachments and internships,” she explained. “Dimension Data is now working with different parties to see how best to have these polytechnic students work with us for a year.”

“In this way, these students get a good opportunity to grow their industry knowledge while we get a promising supply of talent to grow our business.”

As Acting Minister Tan Chuan-Jin said during the FAIR announcement last year: “We will continue investing in our continuing education and training infrastructure so that Singaporeans can upgrade their skills and remain competitive in the workplace.

With better skills and fair hiring practices, Singaporeans will have good jobs and fulfil their career aspirations.”

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COVER STORY

Coping with

FAIR

In an effort to help businesses cope with the upcoming implementation of its FAIR Consideration Framework, the government will continue to support business restructuring designed to increase productivity.

Human Capital highlights four government schemes.

Productivity and Innovation Credit The Productivity and Innovation Credit (PIC) scheme provides enhanced tax deductions/allowances and/or cash payouts to businesses investing in productivity and innovation.

PIC provides significant tax breaks for investments in a broad range of activities along the innovation value chain.

These include qualifying expenditure incurred on PIC automation equipment, employee training, acquisition of intellectual property (IP) rights, registration of certain IP rights, R&D and approved design projects.

Innovation & Capability Voucher The Innovation & Capability Voucher (ICV) scheme provides up to $5,000 worth of funding to support upgrading of business capabilities. Each voucher can be used to engage a participating Service Provider who will assist on a supportable service in any of the following capability areas: Innovation, Productivity, Human Resources and Financial Management.

Increase SME Productivity With Infocomm Adoption & Transformation This is a one-stop assistance scheme for infocomm implementation by SMEs. Called iSPRINT, it was launched in 2010 to spur productivity and innovation for SMEs across all sectors.

It supports first-time adoption of new infocomm capability and facilitates the adoption of “quickto-implement� packaged solutions and subscription to Software-as-a-Service.

It also supports development of complex and integrated business solutions and implementation of sector-wide transformational projects.

Inclusive Growth Programme The Inclusive Growth Programme supports businesses on productivity improvement projects that share gains with workers. Applicable to businesses registered and operating in Singapore, it is also targeted at employers which employ lower wage workers constituting the bottom 30% of the workforce, with monthly salaries of $1,700 or less.

Source: Ministry of Manpower

Q: When will firms have to comply with the new rules?

The Ministry of Manpower is conducting information sessions to brief employers about the new requirements. In the first quarter of 2014, firms subject to additional scrutiny were notified. In mid-2014, the new jobs bank will be launched.

This will give employers time to be familiar with the jobs bank before the new requirements come into effect on 1 August 2014.

From that date, firms submitting new Employment Pass (EP) applications will have to comply with the advertising requirements.

22

COVER STORY

Hiring to create opportunities Two human resource experts – Au Yuen Keng, HR Director for Southeast Asia at global medical technology company Becton Dickinson Holdings Pte Ltd, and Mak Pooi Mun, HR Lead for Logistics South Asia at homegrown Neptune Orient Lines Ltd – share their thoughts on the FAIR Consideration Framework with Human Capital.

Attracting younger qualified foreigners, letting them settle here and marry Singaporeans is another way to increase our talent pool. Once they have settled in, their tendency to uproot will be reduced as they would have integrated into the society.

We should aim to get more managers to play a lead role in international organisations and committees to strengthen the Singaporean core. A good example of this would be how Deputy Prime Minister and Minister for Finance Tharman Shanmugaratnam was appointed Chairman of the International Monetary and Financial Committee, the policy steering committee of the International Monetary Fund (IMF) in March 2011. He was also part of the Group of Thirty (an international consultative group made up of 30 leading financiers and academics).

Playing an active role in such international organisations provides an opportunity for us to influence global decisions that may be beneficial to Singapore. It also gives us access to information that may have implications on Singapore and our industries.

Mak: The three opportunities are: greater job variety for Singaporeans, enabling Singaporeans to look and stay within the industries they are familiar with, and not needing to go outside of Singapore to seek managerial roles.

Q: What are three possible challenges that will erode Singapore’s overall competitiveness?

Au Yuen Keng, HR Director, Southeast Asia, Becton Dickinson Holdings Pte Ltd

Q: Under FAIR, what are the three opportunities that will help develop competencies in Singaporean managers?

Au: We believe Singaporean managers need to gain international exposure so that they are in the same league as our internationally hired managers. Once they have acquired the needed international experience, Singapore companies will be more willing to hire them as compared with our foreign managers. However, our local managers must be willing to take on overseas assignments.

To start with, we should send more students overseas to renowned institutions, not just for knowledge, but to understand the thinking, culture, behaviour and value systems of their foreign counterparts. This will most likely result in establishing networks that will be very valuable to our industry and our country.

Au: If the Singaporean sense of identity is not strong enough, there may be little emotional attachment for overseas students and assignees to return home after achieving international experience. This will lead to a drain in Singapore’s talent pool.

At the same time, Singapore needs to be progressive in creating a greater variety of jobs so that it would be attractive enough for overseas Singaporeans to return home. Our standard of living in terms of health care, personal safety, transportation, entertainment must also remain attractive by keeping the cost of living, in terms of private transportation and accommodation, competitive and affordable.

Finally, there is the danger of sub-optimisation of Singaporean talent. If the foreign manager’s productivity level is at 100%, a returning Singaporean working with an 80% productivity level may result in an erosion of Singapore’s overall competitiveness.

Mak: There are risks that the jobs that are available within some industries might not interest some Singaporeans.

23

COVER STORY

Q: In many organisations, some of the core values often embraced are inclusiveness and diversity. How does this rationale fit into your organisation’s philosophy?

In addition, it is important to understand that some jobs (in certain sectors) require more workforce diversity for better knowledge sharing.

This involves sectors covering R&D, medical and pharmaceuticals, among others.

Finally, there is the pitfall that some Singaporean managers might end up taking a job on a temporary basis while searching for their ideal job.

Q: Are there alternatives that we should consider when developing Singapore’s managerial skillsets without having to resort to legislation?

Au: Such a move will take time.

We may begin by sending batches of students overseas for the next 20 years.

But before we reach that maturity level, we will still need some form of legislation to guide and promote Singaporeans.

Mak: It is not the nationality that counts, eventually it is the right competencies, the right person for the right job.

It is as simple as that.

Mak Pooi Mun, Human Resources Lead, Logistics South Asia, Neptune Orient Lines Ltd

Singaporean managers need international exposure so that they are in the same league as internationally-hired managers.

Q: What is your organisation’s experience in adapting to similar policies in other regions?

Au: My organisation provides many opportunities for our associates to cross-pollinate and fertilise. We provide both short-term and long-term assignments.

For example, let me cite the areas of risky assignments, regular regional, sub-regional meetings and trainings.

BD forms regional project teams for cross-country and cross-business initiatives. This provides a lot of opportunities to learn from each country, providing a unified, consistent and aligned approach to running the business.

We have a common code of ethics, compliance requirements, environmental standards and ways of contributing to society.

Mak: Some of our experiences in adapting to unique circumstances include the possible lack of fresh perspectives to work-related issues and concerns, and a possible lack of capabilities and competencies within the organisation to adapt to roles and responsibilities.

In addition, there could be a risk that the company does not move forward due to its inability to put the right person in the right job. Finally, it is possible that some jobs require subject matter experts, and at times these subject experts are not locals.

Au: At BD, our talent mission is to “Build A Diverse and Robust Leadership Pipeline to Drive Extraordinary Growth”. We have analysed our diversity profile and done a country-by-country study of jobs and group levels.

As a result, we have set “Diversity” and “Inclusion” as our key goals for the next few years. These goals are fully supported by both our expatriate and local managers.

To deliver on this, BD undertakes talent diversity discussions once every quarter at the talent council meetings.

Mak: We believe in a couple of common principles and these are: Better knowledge sharing and know-how transfer; welcoming different perspectives; and doing things differently.

These principles make our workforce more efficient and effective. We need to create synergy among all stakeholders to surge forward as a company and as a nation.

Q: On a scale of 1-10, 10 being the most ready, how prepared is your organisation at this moment in implementing FAIR policies?

Au: I believe BD should be rated a “7” as providing better jobs and diverse opportunities to meet Singaporeans has always been our practice. We have an institutionalised talent council that documents and reviews opportunities.

We are constantly looking for ways to re-configure jobs, expand roles, manage moves across businesses and countries.

In addition, we openly post internal positions to ensure that associates also have an opportunity to drive their career path.

Mak: We are definitely supportive towards FAIR. Q: What policies would you like to see from the government that can complement FAIR? Au: The government should entrust MNCs who have the knowledge to do more with less interference. They can help and guide SMEs with implementable solutions.

Mak: I believe other tools like subsidies relating to company taxes, employer Central Provident Fund contributions, foreign worker levies and GST Refunds for businesses can complement FAIR. This will increase the certainty of more Singaporeans being hired in managerial capacities.

24

MY VIEWS

What must we do to become

international experts?

As Singapore strengthens its role in the international arena, experts reveal the attributes HR practitioners must possess to expand their capabilities.

25

MY VIEWS

Singapore’s pursuit to become a global Asia hub is poised to take off as many homegrown companies make their presence known in the international landscape. At the same time, MNCs are stepping up their investments in the island republic’s economic landscape.

As these inbound and outbound investment flows continue, an evolution is also happening among the ranks of human resource professionals. Human Capital reached out to two experts – one from a growing Singapore company and another from a large MNC to address this question.

Teo knows this well, given his vast experience gained from senior roles in private and civic organisations. He currently heads Boardroom Ltd, a publicly listed homegrown outfit spanning five countries, 13 operational offices and 500 staff. The company provides share registry and corporate secretarial services as well as payroll, accounting, tax compliance, risk and corporate governance services.

Prior to Boardroom, Teo was Regional Head of Retail Equities at CIMB-GK Securities in Singapore. He has about 25 years of experience of working in major global financial institutions.

He was also formerly CEO of AIB Govett Asia Ltd and First State Investments (Singapore).

Continuous improvement (of the HR professional) and a move towards emphasising strategic matters - Kim Teo Poh Jin, Executive Director & Group CEO, Boardroom Ltd

The Corporate Titan: Singaporeans can learn more by stepping outside their own bubble Singaporean HR leaders are strong in their ability to undertake multiple tasks in their daily jobs whilst organising and training their teams, says Boardroom Ltd’s Executive Director & Group CEO Kim Teo Poh Jin. However, “one of the key areas for improvement is a commonly observed reluctance to move beyond a certain comfort zone and take responsibility for innovative initiatives. Strategic thinking and analysis can be improved. Another key area that can be improved is the ability to manage across jurisdictions and to influence and manage behaviours remotely”, he tells Human Capital.

Despite his vast experience, he points out that he isn’t “an authority on the Singapore human resource fraternity” and adds that the key traits of this professional group vary according to the size of organisations the professional has been exposed to, the company’s heritage and culture, his or her role within all this and whether they have had in-country or regional responsibilities.

Within the context of these factors and the variables involved, Teo says that there needs to be “continuous improvement (of the HR professional) and a move towards emphasising strategic matters”. This is as opposed to having the process-permeating orientation and mindset usually seen in smaller companies.

Continuing to bring the experience gained from being a Chairman of the Investment Committee of CIMB Principal Asset Management Berhad and CIMB Wealth Advisors Berhad, he points out that Singaporean HR managers have a few gaps to fill if they aspire to assume international positions. continue on Page 26

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MY VIEWS

These desired competencies are: • Ability to manage across jurisdictions and influence and manage remotely • Ability to bridge language and cultural gaps • Ability to engage and moderate constructively critical discussions • Willingness to grow through post-graduate training, especially in the context of foreign jurisdictions • Ability to understand business through cultivating business acumen • Ability to think, act and execute strategically • Ability to innovate, think and execute out-of-the-box Teo adds that his ability to “size up” professionals looking for overseas positions comes from having met and analysed professionals from both the private and public sectors.

In his public sector role, he sits on the investment committee of the National Kidney Foundation and is also the finance chairman of the National Crime Prevention Council.

With the benefit of these additional insights, he looks at candidates who are eyeing overseas postings from the perspective of whether they understand the company’s DNA and culture so that they are able to replicate the value and culture in the overseas subsidiaries.

Secondly, he seeks to understand if the candidate has the maturity to work outside a Singaporean environment with its distinct culture.

In addition, he tries to understand if the individual has clocked some experience in an organisation that has changed or has coped with a challenging environment. HR professionals with such traits tend to stand out compared with those who have operated in a staid and sedate environment for prolonged periods.

Another attribute that Teo looks for is the emotional quotient of the candidate, especially the ability to coach team mates while working effectively with different strata of people within the company.

His parting advice to fresh graduates looking for international HR positions is that they should gain as much exposure as possible, through a combination of hands-on experience, observation, listening, and engaging in productive discussions. In addition, they would do well to improve their ability to interact with different levels of people, while keeping an open mind and not being judgmental.

Finally, it helps to find and keep warm relations with a good mentor, he adds.

The MNC Lead: To become an effective international expert, know yourself Yeo Oon Chye is Vice President, Human Resources (CPD & Asia), Molex Far East South Management Pte Ltd, and brings with him over 20 years of varied HR experience, ranging from local to government-linked organisations to international corporations.

Yeo’s experience and focus has been primarily on building organisational capability, retaining top talent and strengthening the leadership bench.

He has an in-depth understanding of Asian human capital markets, with special interests in China and India.

Q: What do you think are the key attributes that Singapore HR practitioners should have as they evolve into international experts?

Yeo: I believe that some of the key traits that HR professionals should have must be very tightly linked to their personal characteristics. In my professional experience, I think the key attributes of being honest, ethical, fair-minded and discreet are important for a HR practitioner.

These qualities are important – whether one works in an MNC or in an Asian company. There are many such companies in Singapore that are doing well internationally.

From this perspective, many of the HR professionals working in these organisations are rather advanced in their technical knowledge.

If you are working as a HR professional in a Singapore company with global operations, you have to be strategic and have a “global” view of your organisation’s business.

Some of these professionals who have taken on overseas assignments have come across strongly. They stand out as very strong, technically-competent professionals.

Q: What are the strengths and weaknesses among the Singapore HR fraternity?

Yeo: In terms of strengths, Singapore is in a good spot.

Singapore operates as a member of the international economic community, we are situated in the East and yet plugged into the West. In this way, we enjoy the benefits of both sides.

From the perspective of the West, we have acquired their skillset and know-how and we know what it takes to make things happen. From an “eastern” perspective, China and India dominate this part of the world. Being close to both China and India, we are plugged into the heritage of the East.

27

MY VIEWS

If we look at the population of Singapore, about 70% are Chinese. Hence, the strength of this is that most HR managers are able to speak Chinese and other dialects, and the allimportant English. With China continuing to open up and extend its reach, this attribute plays into our strength; Singapore HR managers can act as a bridge between Singapore and other international audiences.

is that they are very comfortable operating here and relocation is not usually one of their options.

Q: What are the key considerations when planning whether to take up a position for an international HR job?

These two dimensions of the West and East constitute strengths that are reflected in the Singapore HR community.

Yeo: The starting point is really asking yourself what kind of person you are and what you want to be. For me, I started out as a “local” manager and moved on to become an “international” manager out of sheer personal determination to be successful.

Some of the other strengths are that they are good, capable and efficient managers. This should not come as a surprise.

In this context, it starts with understanding what your passion is. This passion comes from a desire to succeed, the desire

It starts with understanding what your passion is. That... comes from a desire to succeed...of having the mindset to change to attain your goals.

- Yeo Oon Chye, Vice President for Human Resources (CPD & Asia), Molex Far East South Management Pte Ltd

As a consequence, we may become less receptive to the views of overseas colleagues and what they do. We must understand that while we are growing, there is also growth taking place elsewhere and we should recognise it. Countries are becoming borderless.

of wanting to achieve and having the mindset to change to attain your goals.

Taking on an international role is not a piece of cake. Aspirants must understand that taking it up means working long hours and that ‘your day is night and your nights can be days.’

Sometimes HR managers in Singapore can be very inflexible, making it hard for them to adapt to developments around them.

Some of them assume that what worked in the past will continue to work in the future.

Q: What are some of the gaps that need to be bridged when they take up an International HR position?

There is so much growth taking place in China, India and other parts of Asia. The reality is that we may not be ahead of them all the time and therefore, we should be willing and eager to learn what they are doing better and adapt it to our Singaporean circumstance.

Yeo: Many years ago, I expatriated a Taiwanese national to a posting in Amsterdam. I had initially believed that the posting would work out, but unfortunately, it became a struggle for that person. Over the years, I have gone through similar cases and have learnt much from them. One of the things I have learnt is that an individual has to be open-minded, receptive to new ideas and socially adaptable.

I believe the lack of mobility is an another weakness. It is a fact today that Singaporeans do not want to relocate, hence their outreach becomes more constrained and limited.

There are certain cultures in Asia that are more mobile and adaptable to local practices. The issue with many Singaporeans

At the end of the day, it is paramount for HR professionals to be transformational and understand the business.

When you become an effective international expert, the challenges are plentiful as well as rewarding.

Are you happy in your workplace? In what ways? How does your physical environment at work affect you? We want to hear from you!

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Survey is in English , has 30 questio ns and wil l ta 5-15 minu tes to com ke p lete.

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Go to happyworkplace.sg to take part and receive a brief summary of your happiness index score!

For more enquiries, please contact Marc/Jessie at 6438 0012 or email to marc@shri.org.sg/jessie@shri.org.sg Organised by

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29

WORKPLACE STRATEGIES

Impact of

gender diversity How nurturing women in the boardroom can mean better business outcome.

Without more women at senior levels in business, Singapore is not getting a sufficient contribution from some of our most able people, nor is it getting the full breadth of input to critical business discussions and decisions.

– Ho Kwon Ping, Executive Chairman, Banyan Tree Holdings

Companies with a higher number of women directors tend to perform better across the board. So says the Singapore Board Diversity Report by the NUS Business School.

Findings from the report concluded that remuneration matters and transparency and investor relations are significantly higher in companies with above average female board representation than those with fewer female board members.

“We conclude that gender diversity is beneficial to both firm performance and the quality of corporate governance,” the report said.

The report introduced a gender diversity ranking which measures not only the number of women but also their leadership roles.

Friven & Co (now CCFH) and Malacca Trust Limited headed the ranking, both with 34 points. Other companies that

scored well included Banyan Tree Holdings and Straits Trading Co. The report found the governance and transparency index (GTI) score for remuneration matters was 5.74 for companies with higher than average female representation in the boardroom, and 5.32 for those with lower than average women directors.

In the transparency and investor relations category, the GTI score was 9.45 for those with a higher number of female bosses, and 8.91 for organisations with lower female representation.

The difference in these statistics made a “high” impact when it came to assessing the overall performance of the company, the report added.

It stated that the appointment of a new female director to a board was usually followed by improved return on assets and return on equity over the next three years. continue on page 30

30

WORKPLACE STRATEGIES

Gender diversity challenges However, despite the positive correlation between gender diversity and company performance, the study discovered only a marginal increase in the number of women bosses in local companies.

Of the 677 SGX-listed companies studied, 7.9% of the total number of board directors were women. This is slightly higher than last year (7.3%) and the year before (6.9%), representing a slow upward trend since the launch of the research in 2011, the report said.

Singapore has always espoused meritocracy and gender diversity and has recently updated the Corporate Governance Code to reinforce the need for boards to have an appropriate balance and diversity of skills, experience, gender and knowledge of the company.

“I believe we need more women on boards not because of their gender,” said Linda Tsao Yang, Chairman of the Asian Corporate Governance Association.

“We need more women on boards because when honestly and faithfully implemented based on merit, their perspective, expertise and experience add great value to the companies and organisations they serve.”

However, the number of women in Singapore participating at board level on SGX-listed companies remains low and the change in pace over the past three years has been glacial.

Since 2011, the report stated that other countries have been making faster progress with many now in double figures and Singapore has been left behind in achieving better gender balance.

When compared to regional peers such as China (9.0%), Hong Kong (9.4%), Indonesia (11.6%) and Malaysia (8.7%), Singapore ranked poorly on gender diversity in the boardroom.

Magnus Böcker, Chief Executive Officer at Singapore Exchange Ltd, said: “Gender diversity remains a challenge in Singapore’s boardrooms.

While this report shows some

improvements, there is still much room for progress.

“I urge companies to aim for not just the small incremental changes we have seen from the findings of this report, but for bigger and bolder steps forward to heighten business effectiveness and strengthen governance practice,” he added.

Echoing the same sentiments, Ho Kwon Ping, Executive Chairman, Banyan Tree Holdings agreed that Singapore would benefit from having gender diversity in the boardroom.

“Without more women at senior levels in business, Singapore is not getting a sufficient contribution from some of our most able people, nor is it getting the full breadth of input to critical business discussions and decisions,” he said.

It’s high time Singapore boards move with the times and accept that women directors offer relevant and diverse values and insights that can take your company to the next level.

– Tan Su-Shan, Managing Director, Group Head of Consumer Banking and Wealth Management, DBS Bank

Proportion of Women by industry All-male boards – companies with no female directors – remained high at 58.2%; a marginal improvement compared to 2012.

In addition, the findings showed that there were only 13 companies with three or more women on the board. One of such company is Mewah International which has four women.

“Singapore has one of highest education rates for women, and a high workforce participation rate for women. Yet our board representation remains one of the lowest in the developed world,” commented Tan Su-Shan, Managing Director for Group Head of Consumer Banking and Wealth Management at DBS Bank.

“It’s high time Singapore boards move with the times, accept that women directors offer relevant and diverse values and insights that can take your company to the next level.”

The report said that the proportion of women on boards varied by industry: Properties, hotels/ restaurants, commerce, construction and transport, storage and communication (TSC) all scored above 8%.

While manufacturing and multiindustry scored the lowest, the finance industry improved from 6.8% in 2012 to 7.8% although it remained slightly below average.

Companies that were listed and had substantial shareholdings by Temasek Holdings, had greater numbers of women – with 8.4% female directors. Following closely are family-owned businesses which had 8.8% female directors.

When companies were ranked by principal location of business, the report revealed that Singapore-domiciled companies scored higher with 9.5% female directors, although Taiwanesebased companies scored highest with 12.3%.

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WORKPLACE STRATEGIES

Women at the helm

with 49% of female directorships falling in this category, compared to 34.9% of the directorships held by men. Other directorships women held were nonexecutive (19.9%) and independent (27.5%).

As in prior years, and globally, female directors tended to be younger than their male counterparts.

“Change is needed at the systemic level involving the public, societies, regulators and policymakers,” said Professor Chang Sea-Jin, Executive Director of the Centre for Governance, Institutions & Organisations (CGIO) at NUS Business School.

“Businesses have a key role to play as well. Indeed, to accelerate the renewal process at corporate boardrooms, companies (especially those with allmale boards) should review their boards’ appointments to ensure that there is an appropriate mix of skill sets and diversity of thought.”

Women continued to be even more under-represented in leadership positions on the board. Just 4.6% of the CEOs and 3.4% of the Chairmen were women.

In terms of board committee leadership, the findings also showed that 5.5% of the nominating committee chairs, 3.6% of the remuneration committee chairs and 2.8% of the audit committee chairs were women.

Women continued to occupy fewer directorships per person than men did, with 17.2% of the men holding more than one board position, and just 6.3% of the women.

The report found that very few women held multiple board seats and only one, Fang Ai Lian, is holding five positions concurrently.

Six women are simultaneously holding three or more executive directorships,

Glacial Progress

Gender diversity and principle place of business 12.3%

9.5% 8.6%

6.7% 5.8% 4.4% 4.0%

Singapore

China

Source: CGIO Database

Hong Kong Malaysia

Indonesia

Taiwan

Others

Women in Singapore still hold less board positions compared to their counterparts in Indonesia, Malaysia, China, Hong Kong and Australia.

Out of every 100 board directors in SGX-listed companies, only eight are women.

Less than 5% of CEOs or Chairmen are women.

By industry, gender diversity can be found most in Properties and Hotels/Restaurants, and least in Manufacturing. The Finance industry made the most improvement this year.

Findings from the Singapore Board Diversity Report concluded that companies with more female board representation have better remuneration, transparency and investor relations.

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WORKPLACE STRATEGIES

The Fit is everything How to match the right people to the right jobs

Singapore’s open door policy to foreign employment has drawn talent from all over the globe. Research has shown Singapore to be among the most attractive economies for both foreign professionals and workers.

For many local Singaporeans, getting the right degree coupled with the right job experience are the most desirable attributes to move up the corporate ladder.

However, the issue is not talent or a degree but suitability to the job. Many talented

individuals may not fit into the “nature” of the jobs as they may lack the relevant skills and even the right personality, said Dr Elizabeth Martin-Chua, Asia-Wide HR Expert and author of ‘Maximizing Human Capital in Asia’ and the upcoming ‘Creating the Fit’.

Dr Martin-Chua, the former senior vice-president of HR for Greater China at Philips Electronics Asia, explained that “a good HR practitioner has to possess the mindset that you hire for values and train for competence.”

33

WORKPLACE STRATEGIES

It is important for HR practitioners to understand that over time, corporate values will translate into behaviours that will eventually form the company’s culture.

– Dr Elizabeth Martin-Chua, Asia-Wide HR Expert and author

“Trying to get a good fit in all aspects is unrealistic,” she explained, speaking at the recent SHRI Outlook 2014 forum organised for SHRI members.

Companies have been scratching their heads for the longest time forn ways to maximise their return on human capital and talent investments.

They are equally concerned about attracting and keeping their employees engaged and motivated.

Sourcing and finding the right people, developing them and keeping them are just part of the people management issues that come under the purview of HR. HR is a dynamic people enterprise that deals with people’s values, needs and wants, and the organisational social structures that they function within, particularly in today’s multi-cultural and multi-generational workplace.

Fitting into the right shoe In the past, good bosses instinctively knew how to reward highly performing employees. They coached and mentored these motivated staff and engaged them for personal growth. Such efforts contributed to talent development and retention.

So how do HR practitioners find “the good fit” today?

According to Dr Martin-Chua, a good fit means creating a culture and jobs that inspire people to go beyond their best. It creates a scenario where an employee’s head, heart and gut interact at its optimum, whether they are leaders or elsewhere on the corporate ladder.

There are two aspects to achieving the ‘Good Fit’ – culture fit and job fit. If organisations achieve these, they will have engaged employees and will be able to attract and retain talent. continue on page 34

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WORKPLACE STRATEGIES

Culture Fit Culture Fit is the first aspect companies need to consider. For an organisation to determine a culture and have employees fit into this culture, it needs to start with a value match.

To do this, it must first understand who and what the company represents as well as what their values are. Values are ideals that are important and meaningful to an organisation. One way of determining this is to revisit the company’s vision and mission and use these as a basis.

“It is important for HR practitioners to understand that over time, corporate values will translate into behaviours that will eventually form the company’s culture,” said Dr Martin-Chua.

The next step then is to get employees to buy into these values as decisions will be directed and guided accordingly.

Dr Martin-Chua said that she was impressed with China’s TCL Corp, a company she worked with on their HR leadership programme.

“I was impressed with their dynamic approach to learning and talent development. Their leadership was involved in bringing to life their values.”

She explained that the company translated these same values into leadership competencies and behavioural traits. It used them widely throughout the organisation, particularly in their assessment and development centres for high performing employees.

Job Fit The next challenge is to match employees with tasks that complement their strengths and then create a platform for them to succeed.

Organisations must be prepared to re-design their job scopes to help talented employees achieve a good job fit.

Today’s Gen-Y employees see their jobs as an extension of their personalities and employers can succeed in getting the best from them when they understand this and re-examine the way jobs are being designed.

Understanding the job scope and what it means to both employer and employee will go a long way to helping fit the right job to the right person.

The heart of HR is innovation. The function has to reinvent itself continually

to remain up-to-date with economic and social change dynamics.

Otherwise, talented employees will leave and join organisations that offer them greater returns on investment.

“There must be new ways to win the talent war,” Dr Martin-Chua observed.

Rapidly changing world The world has greatly changed in the last decade. Leadership traits or competencies are ever-changing. “What worked in the past may not necessarily work today,” she explained.

There are emerging jobs in Asia with new competencies to meet changing market demands. Allowing talented individuals to discover and define what leads to their success is compelling.

These changes are forcing some companies to change their management styles and the ways they motivate their talented employees.

With the right tools and know-how, finding and sustaining the right fit need not be difficult. What is important is to be clear about one’s mission and vision, and the values that the company imparts to its staff.

Dr Elizabeth Martin-Chua runs her own HR consultancy and is known as an inspirational speaker, thought leader and role model for many HR practitioners. With more than 30 years with Philips Electronics, her experiences have taken her around the globe.

Today’s Gen-Y employees see their jobs as an extension of their personalities and employers can succeed in getting the best from them when they understand this and re-examine the way jobs are being designed.

   

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   

 

       

            

                      

   

   

   

   

  

  

  

                

 

36 TECHTAKE

Reaching for the

clouds

Tighter HR-IT Collaboration Needed for Business Agility Mobile and cloud computing are the buzz words in today’s business. Given the proliferation of such technologies, HR managers need to better understand how these new tools can deliver business results before selecting their talent management technology.

Jason Averbook, Chief Business Innovation Officer at Appirio Inc, a US-based global services company, points out that the pace of change in the HR industry needs to pick up.

On the other hand, he said during a presentation at HR Tech 2013 last October, companies have learnt from past mistakes and are now taking a smarter approach to HR technology. The time is right for them to turn their attention from “go-live” to functional and strategic extensions of their HR strategy and technology.

Process change, go-live, and user adoption are no longer the endgame as the traditional approach to HR technology deployment is replaced with new, agile methods that bring together the organisation’s strategy, technology and people.

These methods remove the walls between strategy and technology and introduce the idea of “perpetual beta” to help organisations go beyond just doing it right, and into doing it fast.

New way of strategising The idea of “best practices” is soon giving way to “emerging practices” and the lessons learned from traditional deployments are no longer offering value to those shifting to the cloud.

Also disappearing from the HR playbook is the idea that technology cannot (or should not) lead process. We are seeing organisations which, in the past, did not want to discuss technology solutions until the strategy and processes were fully defined. These are the same organisations which abandoned those principles in favour of an approach where strategy is influenced by technology.

37 TECHTAKE

Heads in the cloud?

Cloud, mobile, and social are now beginning to dominate the conversation.

In the past two years, the focus of cloud vendors was establishing and selling the value of cloud-based solutions, platforms, and applications. But for HR, the cloud itself does not guarantee value.

Early adopting cloud-powered HR departments must develop the skills and ability to evaluate each new set of capabilities for their strategic value, as well as their link to the HR technology and business strategy.

Even as there are significant leaps in cloud technology and adoption, we do not see organisations making the shift to the cloud 100% at once.

As we continue to migrate to the cloud, most organisations are moving forward with a hybrid model of on-premise and cloud-based technologies.

Organisations that successfully migrate to the cloud will be those who think about their HR and HR technology strategies and determine which areas of HR can deliver competitive differentiation by becoming more agile.

Social collaboration In addition to the cloud, social and mobile technologies also continue to permeate the HR technology discussion.

When thinking about social collaboration and mobile access, it will be important for organisations to imagine new ways of embedding these technologies into every process – not as a separate tool or to support a given process.

Likewise, social and mobile must fill a specific communication need and be embedded in the way people do their jobs on a day-to-day basis.

Finally, as cloud, mobile, and social technologies continue to dominate the HR technology road maps, and the workforce grows impatient for consumer-grade technology, HR must understand how they deliver business results before selecting and deploying their talent management technology.

In an environment where every organisation has access to the same top-tier technology and global talent, HR departments are being asked to

do things faster, with different types of information and tools, and change the way they operate in fundamental and significant ways.

HR agility being tested Yet in most cases, HR continues to employ technology that limits their ability to be more agile.

An organisation’s HR strategy cannot be developed once every three years, or even once every year.

An agile approach offers a living, breathing strategy that can strategically realign with real-time changes in the business.

An organisation’s HR strategy cannot be developed once every three years, or even once every year. An agile approach offers a living, breathing strategy that can strategically realign with real-time changes in the business.

This requires HR to update its technology strategy at least once per quarter or risk falling further and further behind the pace set by the business.

Because alignment between HR strategy and business strategy is critical, the organisation’s HR technology decisions must be influenced by the “trickle down” of strategic information from the business strategists in order to ensure the selected technology will be able to successfully carry out the day-to-day HR functions.

In other words, if the corporate strategy and business objectives are not flowing from the business to HR, little business value can be expected from the HR function.

To combat this, organisations must include strategy people as a part of the technology deployment team.

Going forward, the technology solutions must be “configured on-thefly” by a tightly integrated team made up of strategists and technologists who understand what is possible to accomplish with technology, and how to bring the organisation’s strategy to life.

This is a significant change from the way HR technologies have been deployed in the past and is only now possible because of emerging cloud technologies.

To achieve new levels of agility, HR and IT functions must adopt new rules of engagement.

In an environment where every organization has access to the same top-tier technology and global talent, HR organisations are being asked to do things faster, with different types of information and tools, and change the way they operate in fundamental and significant ways.

38 QUICK TAKES

Some tips are universally agreed on:

7 Productivity

Boosters

1. The morning is for you. Before the work day begins, spend the time to have breakfast, catch the news, meditate, work out or all of the above. This will get you off to a good healthy start.

2. Stick within scheduled times for checking emails. Manage your inbox by designating three time slots during the workday to check and reply, versus the compulsive – and extremely distracting and time-consuming – checking which most people tend to do a lot of the time.

3. Do the tough stuff before lunch.

We’ve all got some tough tasks and some easy ones on our to-do list.

Do the tough ones when you are fresh, and save the easy ones for the afternoon.

4. Multi-tasking – don’t go there.

Ideal concept which in reality seldom yields the best results. Some experts say that changing tasks more than 10 times a day drops your IQ an average of 10 points. Do one thing at a time, focus and get it done right and completely the first time.

5. Cut your to-do list. While it’s satisfying to have a long list which you can tick off, do you really need to list all those basic do-without-thinking tasks?

And do you really need to have those meetings and e-mail to-ing and fro-ing when a quick phone or corridor chat with the right person will work as well?

F

It’s the buzzword and the economic imperative of the decade, and everyone needs to understand it, no matter what your level in the corporate hierarchy is. Ironically, the tools that were designed to make us more productive and connected are often, sadly, the very reasons that we become unproductive, as we spend precious time checking our devices, replying to emails and engaging in instant messaging conversations which would never take place otherwise.

But what is productivity, really?

It is certainly more than working your way quickly through a long to-do list.

It is generally defined as a measure of how effectively and efficiently an organisation or individual generates output with available resources. There are different ways to calculate it, and there are ways to increase it and experts around the world offer many tips and strategies on how to become a more productive individual.

6. The 80/20 rule. Experts say that 20 percent of what you do each day produces 80 percent of your results.

So think about everything you do in the name of work and eliminate the things that don’t make a difference to your outcomes.

7. Take breaks. If your head feels heavy after a stretch of intense concentration, it means you need a break, whether it is to stand and stretch, take a walk, grab a snack or just close your eyes.

You will return recharged and likely to be more productive.

Graduate career ready in HR SHRI Academy is focused and committed in training and education. We offer a wide range of courses from certificate to degree and masters. You will be trained by qualified professionals and be equipped with a qualification for a career in HR.

Why learners prefer SHRI Academy?

89% of our learners are equipped with 8 the t knowledge for bigger roles 8 80% of our learners will consider to pursue further courses with SHRI Academy

Source: SHRI Academy Graduate Survey 2013

Degree/Master Programmes

In Partnership with Edinburgh Napier University (ENU)

Bachelor of Arts in Human Resource Management with Organisational Psychology (Top Up) Bachelor of Arts in Human Resource Management with Financial Management (Top Up) Master of Science in Human Resources (Top Up) Human Capital Management Basic Certificate in Human Resource Management Certificate in Human Resource Management Diploma in Business and Human Resource Management (Full/Part-Time)

Check out our new intakes!

SHRI Academy Pte Ltd 2 Serangoon Road, The Verge, Level 6, Singapore 218227 | www.shri.org.sg CPE Registration No. 200722689Z | CPE Registration Period: 30th Jan 2012 - 29th Jan 2016

Partners :

40

SKILLS DEVELOPMENT

Advance with SHRI Academy SHRI Academy provides progressive learning courses from certificates to Master’s degree courses to help individuals reach their fullest potential. Trained by experienced and qualified professionals, learners will graduate with the industry knowledge to succeed. Bring a friend and enjoy rewards when your friend embarks on a learning journey with SHRI Academy.

Degree & Master’s Programmes One of the Top 10 UK universities and ranked 4th in the country for student satisfaction with HRM, it boasts the largest business school in Scotland.

Master of Science in Human Resources (Top up)

New

Duration: 6 months Commencement Date: 3 July 2014 Achieve a Masters degree in 6 months! The programme aims to develop the student’s capability to bridge the knowledge-practice gap and conduct research in human resource management that is connected to real work issues, underpinned by a wide range of business data, research resources and methodologies. On completion of this programme, the student will have developed critical thinking and employability skills to progress a career in Human Resource Management.

Contact: Ms Jelyn Yew, email: jelyn@shri.org.sg

Ms Margaret Toh, email: margaret@shri.org.sg

2 Serangoon Road Level 6 The Verge Singapore 218227 Tel : +65 - 6438 0012 Fax : +65 - 6299 4864 www.shri.org.sg In partnership with:

Bachelor of Arts in Human Resource Management with Financial Management (Top Up) Duration: 12 months Commencement Date: 10 June, 8 October 2014 In collaboration with Edinburgh Napier University (ENU), SHRI Academy offers a 1-year part-time top-up degree leading to the Bachelor of Arts in Human Resource Management with Financial Management conferred by Edinburgh Napier University. The 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.

Contact: Ms Jelyn Yew, email: jelyn@shri.org.sg

Ms Margaret Toh, email: margaret@shri.org.sg

Bachelor of Arts in Human Resource Management with Organisational Psychology (Top Up) Duration: 12 months Commencement Date: 10 June, 8 October 2014 In collaboration with Edinburgh Napier University (ENU), SHRI Academy offers a 1-year part-time top-up degree leading to the Bachelor of Arts in Human Resource Management with Organisational Psychology award conferred by Edinburgh Napier University.

Individuals graduating with a degree comprised of HRM with Organisational Psychology will have enhanced expertise in the key areas of organisation behaviour and management of individuals at work and be well-placed to make an effective and valuable contribution to an organisation.

Contact: Ms Jelyn Yew, email: jelyn@shri.org.sg

Ms Margaret Toh, email: margaret@shri.org.sg Commencement dates and funding information are correct at time of printing.

41

SKILLS DEVELOPMENT

Postgraduate Diploma Programmes SHRI Postgraduate Diploma Programmes is an accelerated programme which advances your knowledge beyond a degree.

It prepares you for further specialisation in the desired field and the opportunity to advance to a Master’s degree.

Duration: 6 months Contact: Ms Lynn Koo, email : lynn.koo@shri.org.sg

Postgraduate Diploma in Human Capital Management

Postgraduate Diploma in HR and Talent Management

Commencement Date: 13 June, 25 July 2014

Commencement Dates: 13 June, 25 July 2014

The programme aims to equip HR practitioners with the necessary techniques for the professional discharge of their daily responsibilities. The course will benefit HR and non-HR managers and executives who are a part of the growing trend of functional departments that are responsible for managing intra-department manpower matters.

The 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.

Postgraduate Diploma in HR and Training & Development Commencement Dates: 13 June, 25 July 2014

Dual Specialisations

Postgraduate Diploma in HR and Organisational Psychology Commencement Date: 4 June, 16 July 2014 The programme will benefit People Managers, Executives and HR Professionals and those who wish to advance their career in HR or professionals looking for a change in career.

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.

Postgraduate Diploma in HR and Organisational Development & Change

The programme will equip learners with the knowledge on how to connect organisational excellence to people development by systematically training and developing the organisation’s people. It will benefit HR and non-HR practitioners in helping to drive and meet the training agenda of the organisation.

Postgraduate Diploma in HR and Reward Management Commencement Dates: 13 June, 25 July 2014 The programme will equip learners with the knowledge of how to connect organisational excellence to people management by systematically developing and rewarding the organisation’s people. Learning resources will include simple, efficient, easy-tofollow methods for assessing, planning and developing powerful reward systems that support different talent management strategies.

Commencement Date: 13 June, 25 July 2014

Postgraduate Diploma in HR and Employment Relations

The programme is specially designed to equip learners with the fundamental knowledge and skills of building their organisational capabilities through various OD interventions. The programme will explore organisational development theories and interventions designed to improve effectiveness and performance. It will benefit HR and non-HR practitioners including those interested to facilitate and influence positive change in their organisation.

Commencement Dates: 13 June, 25 July 2014 The programme will equip learners with knowledge on how to connect Employee Relations to people management by understanding the legislative guidelines and aligning the HR initiatives in sync with guidelines and employee expectations.

The programme will also focus on practical examples of employee relations, unions and conflict resolution processes.

42

SKILLS DEVELOPMENT

Certificate & Diploma Courses

Human Resource Management Basic Certificate in Human Resource Management

Enjoy $108 SDF Assistance

Programme includes a 3-hour lab session of a computerised payroll system.

Contact: Ms Lynn Koo, email: lynn.koo@shri.org.sg

Duration: 3 months Commencement Dates: 5 June, 7 August 2014

Diploma in Compensation & Benefits Management

A practical programme that provides an overview of key HRM practices. It sets a sound foundation for those who wish to move on to the Certificate in HRM programme.

Duration: 12 months Commencement Date: 1 July 2014

Contact: Ms Karen Ee, email: karen@shri.org.sg

Certificate in Human Resource Management Duration: 6 months Commencement Dates : 11 June 2014

Enjoy $240 SDF Assistance

An intensive programme designed to provide learners a sound foundation in Human Resource Management. It paves the way for learners to advance to the Diploma in Business & HRM programme.

Contact: Ms Karen Ee, email: karen@shri.org.sg

Diploma in Business & Human Resource Management

Enjoy $300 SDF Assistance

Enjoy $300 SDF Assistance

The programme equips learners with knowledge and skill to manage compensation and benefits for the organisation effectively to create positive results and flexibility in adjusting the business costs in response to the rapid changing economy.

Psychology and Counselling Certificate in Applied Psychology Duration: 3 months

Enjoy $120 SDF Assistance

Designed to help HR offices and supervisors enhance their working relationship with others, the programme examines human behaviour and the components for developing key interpersonal competencies Contact: Ms Lynn Koo, email: lynn.koo@shri.org.sg

Certificate in Organisational Psychology

Duration: 16 months Commencement Dates: 24 June 2014 Designed to enhance the professional skills and competencies of HR personnel, this course adds a business dimension to HRM, covering topics which include business management, law of contract, labour economics, productivity management and employee relations.

Contact: Ms Elaine Lau, email: elaine.lau@shir.org.sg

Duration: 3 months Commencement Date: 3 June 2014 The programme introduces the fundamental and psychological aspects of organisational functioning. Learners will engage in psychological theories and applications.

Contact: Ms Lynn Koo, Email: lynn.koo@shri.org.sg

Diploma in Organisational Psychology

Compensation & Benefits Management Certificate in Payroll Administration Duration: 2 months Commencement Date: 25 June 2014

Enjoy $80 SDF Assistance

A theory and practical programme that introduces the methods, techniques and systems of payroll administration and examines the legal issues, statutory laws and latest trends.

Duration: 12 months Commencement Date: 3 June 2014

Enjoy $300 SDF Assistance

The programme is designed to provide a solid foundation in the field of psychology and focuses on the psychological aspect of functioning. Learners will be expected to be critically engage in psychological theories and their applications.

Contact: Ms Lynn Koo, email: lynn.koo@shri.org.sg

For more information, please call 6438 0012 or visit www.shri.org.sg

43

SKILLS DEVELOPMENT

Corporate learning & Consultancy Gain practical skills and power up your knowledge through our corporate training workshops. Companies can claim add up to 400% Tax Deduction or 60% Cash Payout of total training expenditure under Productivity & Innovation Credit (PIC) Scheme. • How to interpret & apply the Employment Act (6-7 May) The Employment Act is the key legislation that governs employer-employee relationship in Singapore.

Getting up-to-date knowledge of the Employment Act will ensure that your organisation stays compliant to the changes.

60% 400%

• Best Practices for Productivity Improvement (21-22 May) Productivity is a cornerstone in managing a successful business operation in a competitive market environment. This 2-day workshop aims to equip participants with the knowledge and skills to implement basic productivity practices in the workplace. Learn how to utilise resources effectively and build a framework to increase productivity.

Workshop Title

MAY

JUNE

JULY

HUMAN RESOURCE MANAGEMENT A Practical Approach to Payroll Administration

5-6

How to Interpret and Apply the Employment Act

6-7

9-10

Adopting Fair Employment Practices at the Workplace

22

16

Navigating Through the Industrial Relations Act Avoiding the Pitfalls of Workmen Injury Compensation Act

2 21

Drafting & Vetting Employee Handbook

17

Drafting & Vetting Employee Contract

3

Competency-based Interview & Selection Techniques

10-11

Conducting Effective Performance Appraisals

4

Conducting Effective Exit Interviews

4

Compensation & Benefits Management A Strategic Approach to Reward Management

11 23

Management of Total Reward Design for Expatriates in Asia

17

Playing a Strategic Role in Managing Business Risks for HR Professionals

30-31

The Basics of Project Management for HR Professionals

15-16

HUMAN RESOURCE DEVELOPMENT Talent & Succession Planning Management

5-6

How to Develop a Business-Driven Training Plan Growing Future Leaders: Coaching & Mentoring for Success

16-17 22-23

Developing Cultural & Diversity Intelligence in a Changing World

4

Managing a Multi-Generation Workforce

4

Leading Organisational Change Managing Social Media in an organisation

1-2 26

GENERAL MANAGEMENT The Art of Leading and Managing from the Heart

28-29

Best Practices for Productivity Improvement

21-22

The Art of Influencing and Negotiating Successfully

27-28

Reframing the Mind for Creative & Innovative Thinking

6

Sharpen Your Business Writing Skills Leading with Assertiveness

9 16

Power Up Your Business Presentations Effective Writing Skills for HR Professionals

22 19

Information is correct at time of printing.

For detailed course outlines or to register, please visit www.shri.org.sg Courses can also be customised to meet your organisational needs.

For any enquiries, please email to corplearning.shri.org.sg or contact Dora or Stella at 6438 0012

ENROL now to get worksh 1 FREE 3 work op* for ever y sho from n ps booked o 30 Jun w until e 2013 .

* Redeemable for any workshop commencing from July to December 2014

44

SKILLS DEVELOPMENT

Congratulation s to our graduates

52nd Joint Graduation In-absentia-30 December 2013 School of Human Capital Management Basic Certificate in Human Resource Management 100th Intake Azizah Binte Ahamad Chin Wan Pei Fatin Nadra Bte Zakaria Gladys Teo Kong Mei Yi Lee Siew Min Meyny Natacia Tjhong Ng Ai Lay See Seoh Chen Sim Nyuk Chin Tan Tuan Jui Jonathan Matthew Wee Siew Ming Jeannie 101st Intake Arpita Saha Bindu Rajan Cheong Pei Ling Janhvi Prakash Kukreja Khine Khine Soe Kyaw Zeya Kyaw Lai Sew Huen Sylvia Lim Gek Hiang Michelle Loa Uy Ng Phaik Lean Yasmin Binte Ariz Ur Yee Li Zhen Zaiton d/o Taj Mohamad

Certificate in Human Resource Management 80th Intake Tan Guo Xiong 81st Intake Mohammad Hanafi Bin Othman 82nd Intake Koh Li Yue Grace 83rd Intake Chan Siew Wan Yvonne Chew Xing Mei Amy Goh Sow Wee Nurfarahin Binte Jamil Tay Mong Tiang Yee Wen Qi

Certificate in Organisational Psychology 5th Intake Carillo Ronalyn Quinto@Quinto Ronalyn Padrique

Certificate in Payroll Administration 34 Intake Ong Kah Pei th

35th Intake Ang Li Ying, Connie Anna Beh Shih Shih De Silva Isabel Lee Ai Moi Lee Pui San, Eileen Michelle Hadijah Binte Husin Narendra Chauhan Sim Choon Yin Soh Poh Noi Tee Boon Lui Teng Jin Fatt Wong Jing Lin Wong Ru Yuan Yee Li Zhen Yu Su Chuang Yu Yanxia 36th Intake Ang Jia Qin Chong Hwee Wen Gan Cai Eng Goh Meow Kim Ho Ai Ling, Irene Hor Mei Mei Julie Ann Lastimado Mojas Lim Sok Eng Misquitta Vanita Pang Kia Min Perez Sheila Angelica Soriano Pham Hoang Van Hac Racquel Razon Dotimas See Pei Peng Sim Nyuk Chin Tan Hwee Khoon Tan Yee Ling Tang Lai Yee Tang Ling Sing Yen Minru

Diploma in Business & Human Resource Management (Part-Time) 76th Intake Fock Wai Keen 80th Intake Mohamad Nizam Bin Mahmod 82nd Intake Tan Pel Cheng Shirley 83rd Intake Tho Sok Peng 84th Intake Low Lee Chu Linda Nguyen Thi Cam Binh 86th Intake Leow Chun Hong Lin Caiyun 88th Intake Nones Mylene Panagsagan Nuralisyah Binti Zakariyah 89th Intake Chang Lee Shan Cheh Lee Fun Choong Wai Yip Goh Ping Yeen Jayden Yu Tae Hyun Kok Wei Kei Li Yong Lim Ai Leng Lin Jiayu Melissa Joanne Rozario Neo Kai Zhen Ng Chew Hock Ng Sze Wei Alvin Nur Ely Mazni Binti Othman Sheng Meng Yue Wang Yi Song Jadon 90th Intake Azlin Binte Mohd Arifin Buvaneswari D/O Karunanithi Chaw Su Aung Chen Lijun Angela Cheong Yew Ling Matthew Clarice Joanne Seow Zhi Shan Kwok Jian Li Kenneth Lee Jia Hui Leong Kah Min Lim Ai Ping Lim Lee Hoon Doris Mark Joseph Mamuri Cabauatan Ng Shao Yen Poh Hwa Shean Quek Siang Siang Lisa Saraswathy D/O Subramaniam Senthamaraichelvi Zhang Huijun

45

SKILLS DEVELOPMENT

Diploma in Compensation & Benefits Management

Postgraduate Certificate in Organisational Psychology

Postgraduate Diploma in HR and Employment Relations

21st Intake Letisia Manuel Shepherdson-Sinha Amanda Genevieve Teo Hui Min

20th Intake Chong Xu Si

1st Intake Lim Sin Yee Ng Sin Yee, Angela

Postgraduate Diploma in Human Capital Management

Postgraduate Diploma in HR and Organisational Psychology

48th Intake Loh Kin Loong

18 Intake Goh Yen Ser Karen Heng Wenqi, Jacinta Kwek Chin Shan

49th Intake Kim Mihyun Vu Lan Anh

19th Intake Jennifer Loh Drysdale-Banks Lim Li Li

50th Intake Choong Hui Ling, Liza Goto Masako Jayachandran Aishwarya

20th Intake Andre Karl Misso Siti Humayrah Bte Jamal

51st Intake Chan Boon Wah Foo Shuo Qian Toh Chee Hong Joshua Toh Say Wee 52 Intake Chaw Su Thiri Lee Hong Lian Jennifer Madhumita Bose Malathi D/O Silva Raju Ng Huey Yung Tan Mei Zhen Tew Yeow Tee Wang Yu nd

Postgraduate Diploma in HR and Talent Management 16th Intake Jiang Yuanlin 22nd Intake Hirman Bin Abdullah 23rd Intake Chan Jiali, Melisa Felicia Lee Su Ping Law Chung Kiat Simeon Gilles Tan Ngee Eng Wong Xin Xin Zanda Yang Shun Hua 24th Intake Lee Yi Dian, Esther Tan Shao Jing Wang Yanhan

Postgraduate Diploma in HR and Organisational Development & Change 21st Intake Kwan Li Yin 22nd Intake Mohamed Haniff Bin Mustafa Tan Boon How Tan Cher Ling

th

21st Intake Goradia Meghal Kirankumar

Postgraduate Diploma in HR and Training & Development 2nd Intake Nang Thiri Kham 5th Intake Lee Shuhui, Nicole 6th Intake Low Yee Lerk Shahani Dipti Subash 7th Intake Koh Shao Ming Phua Siow Hui Raakel Peter Manzu 8th Intake Christine Lee Wai Wah 9th Intake Akilandeswari Edward Kulandaisamy Lim Zi Xuan, Delane

Postgraduate Certificate in Reward Management 8th Intake Tan Yi-Lin, Jolene

Postgraduate Diploma in HR and Reward Management 6th Intake Berlyn Lo Seow Yean Guo Wenya Manocha Veerta Teng In Ing 7th Intake Lacaste Mary May Necesito Lee Yew Wah Lew Li Yue, Amelia Lim An Qi, Andrea Loh Mei Yuen Anya Yap Siew Lee Yeo Zhi Xiong, Rayner

2nd Intake Lim Lye Chuan John

School of Financial Services & Risk Management Certificate in Financial Services 22nd Intake Azlina Bte Arip Chan Wai Ming Krishnakumari Mahadevane Nai Mui Lee Nazhatulshima Bte Abdul Razak

Diploma in Banking and Finance 2nd Intake (OCBC Bank) Choo Ying Ying Chua Siew Lay Goh Swee Lee Ho How Meei Ho Ngan Hoi Kong Wai Wan Lam Nyok Leng Lee Chern Lin Lee Kim Chu Lee Pooi Yee Leong Yoke Chen Lim Li Quan Lim Soh Hoon Lin Poh Choo Lin Yahui Loh Chin Bee Sim Pei Ling Tan Siew Hong Evelyn Tee Siew Tin Tey Sally

Diploma in Banking and Finance 21st Intake Chia Soon Kian Chia Suat Li Foh Swee Fung Koh Keng Yeap Lau Ai Na Lim Chau Yun Loh Yut Foong Quek Kailin Sharon Teo Yong Kong Ti Kok Chin

46

SKILLS DEVELOPMENT

SHRI Welcomes New Members AUGUST 2013 PROFESSIONAL 1.

2.

3.

4.

Paul Wilson, MSHRI Director Par-Ex Pte Ltd Chong Kum Hong, MSHRI Senior Executive Marcus Evatns (S) Pte Ltd Yeo Beng Teck, MSHRI Balaji Kattumpuli Abathipanthavan, MSHRI Deputy Manager, HR Lanco International Pte Ltd

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 and have contributed to the body of knowledge in Human Resource Management and/or development. In addition, they have made valuable contributions to the Institute and the HR profession over the years.

ASSOCIATE 1.

2.

Evelyn Loh Senior Business Manager First Advantage Toh Hwei Chern Yvonne Senior Human Resource Manager

Singapore University of Technology and Design (SUTD) 3. Deng Jin Fang

Operations Director

Sage Software Asia Pte Ltd 4. MA. Cristina Fernandez Adriano

Human Resource Executive

Cadskills Pte Ltd. 5. Lim Puay Sze, Alicia

Associate Marketing Director

PropNex Realty Pte Ltd 6. Ethan Dengate

Principal Consultant

Teamie Pte Ltd 7. Ho Da Wei, David

Principal Consultant

Finexis Advisory Pte Ltd 8. Chris Chee Sheng Jie Realtor

PropNex Realty Pte Ltd 9. Noor Farihah Binte Abd Rahim

Assistant HR Manager

L&RUI Concept Group Pte Ltd

SEPTEMBER 2013 PROFESSIONAL 1 .

2.

3.

4.

5.

6.

7.

Michael Smith, MSHRI Country Director Randstad Pte Limited Stephen Chin@Maung Min Yu, MSHRI Managing Director Alliance Manpower Pte Ltd Lim Mui Huang, MSHRI HR Director Singapore National Eye Centre Pte Ltd Elwyn Tan, MSHRI Deputy Executive Director Singapore Human Resources Institute Prof. Naomi Konishi, MSHRI Associate Professor Kwansei Gakuin University Tee Seok Pheng, MSHRI Office Manager Beverage Technical Service Pte Ltd Sindhu Panikker, MSHRI, HRP Senior Consultant Singapore Professionals and Executives Co-Operative 8. Choy Yan Bin, Joyce, MSHRI

HR Executive

ULVAC Singapore Pte Ltd 9. Gan Peck Yeow, MSHRI

Executive Vice President & Chief HR Officer

Prudential Assurance Company Singapore 10. Lee U-jin, MSHRI

Senior Manager, Prudential Assurance Company Singapore

ASSOCIATE 1.

2.

Celeste Santillan Hidalgo Recruitment Executive Northern Marine Manning Services Pte Ltd Peng Xing Ting HR Executive

Rotary Engineering Limited 3. Caroline Chua

Regional HR Generalist Ecom Agroindustrial Asia Pte Ltd 4. Huang Qian

Training Manager

NCM Training Pte Ltd 5. Tay Li Ying, Stella

Senior HR Executive

Metso Singapore Pte Ltd 6. Tiong Hua Kiat

Deputy Director (Finance)

National Art Gallery 7. Nichole Seah Director

Rewardz Pte Ltd 8. Oka Lee (Li Yuhua)

Consultant (Oil & Gas)

Michael Page International

OCTOBER 2013 PROFESSIONAL 1.

2.

3.

4.

5.

6.

7.

Dennis Colin Milner, MSHRI Milner Training & Consulting Janet Ong , MSHRI HR Manager Superbowl Holdings Ltd Lim Ee Shuen, MSHRI HR Manager Norddeutsche Landesbank Girozentrale Alan Goh Choon Leong, MSHRI Senior Lecturer Nanyang Technological University Joyce Goh Li Fong, MSHRI Office Manager Kwansei Gakuin University Tee Seok Pheng, MSHRI Office Manager IHC Asia Pacific Pte Ltd Thia Siew Guek Catherine, MSHRI, HRP Regional Manager, HR & Corporate Affairs Pan Asia Logistics Singapore Pte Ltd

NOVEMBER 2013 PROFESSIONAL 1.

Gan Hui Yen, MSHRI Senior HR Manager Tuan Sing Holdings Limited

2.

Maria Yang, MSHRI HR Manager Jobs DB Singapore Pte Ltd

3. Zuraidah Binte Daud, MSHRI

Manager - Training and Development

SSA Consulting Group Pte Ltd 4. Doreen Sarah Chng Ling Huang, MSHRI

HR Manager (UWCSEA) 5. Esther Quek Kim Lan, MSHRI

Senior Manager, Head of Benefits and Programs Section, Corporate HR

Certis Cisco Security Pte Ltd 6. Heng Nerng Gwek Goldie, MSHRI

Assistant Director

National Environment Agency

ASSOCIATE 1.

Chen Siew Ying, Catherine HR & Admin Manager GoodRich Global Pte Ltd 2. Lisha Thazunga Antony Director Boaz Technologies Pte Ltd 3. Jenny Toh

HR Specialist AXA Life Insurance Singapore Pte Ltd

DECEMBER 2013 PROFESSIONAL 1.

Tan Boon Cheng, MSHRI HR & Admin Manage BH Global Corporation Limited

2.

Lau Ai Keow, Gracie, MSHRI Manager, HR & Admin NTN Bearing Singapore Pte Ltd

3.

Dr Wong Kit Chee, MSHRI Head of Business & Senior Lecturer Financial Training Management System

4.

Dinah Leong, MSHRI Associate Consultant/Trainer Service Works Pte Ltd

ASSOCIATE 1.

2.

Muhammad Irwan Bin Karno HR Executive Redmart Pte Ltd 2. Lam Suet Theng, Michelle HR Representative

Qualcomm Asia Pacific Pte Ltd 3. Lim Pik Yunn, Patricia

Regional HR Generalist

Qualcomm Asia Pacific Pte Ltd

Lim Yong Soon Managing Director Entheos Consulting Pte Ltd

3. Ng Jan Nee Manager

Prudential Assurance Company Singapore

JANUARY 2014

ASSOCIATE 1.

Mary Rose Tan Administrator (HR and Admin) Alliance Integrated Group (Private Limited)

ASSOCIATE 1. Cheong Yew Ling Matthew

Human Resource Administrator

Fujitsu Asia Pte Ltd 2.

3.

Teo Hui Min HR Executive Bunge Agribusiness Singapore Kuan Yee Lin Business Development Manager Yellow Elevator Pte Ltd

47

SKILLS DEVELOPMENT

Corporate Friends & Members of SHRI The SHRI Corporate Friends scheme is a unique and innovative way for your company to enjoy 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 to Singapore’s professional HR body.

AA International Consultancy Pte Ltd Aasperson (S) Manpower Pte Ltd Aberdeen Asset Management Asia Limited Accenture Pte Ltd ACE Talent Consulting Pte Ltd Achieve Career Consultant Pte Ltd Adecco Personnel Pte Ltd Adept Manpower Solutions 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) Air Products Singapore Pte Ltd AIRINC Asia Pacific Ltd Alexandra Health Pte Ltd Alimak Hek Pte Ltd Alliance Integrated Group (Private Limited) Ampersand Associates Pte Ltd Arup Singapore Pte Ltd Asian Women’s Welfare Association Aspire! Group Pte Ltd Atlas Sound & Vision Pte Ltd Australian Trade Commission Avanta Global Pte Ltd Aventis School of Management Avnet Asia Pte Ltd Banco Santander S.A Beautyfresh Pte Ltd Becton Dickinson Critical Care Systems Pte Ltd Bishan-Toa Payoh Town Council Black Mountain (Singapore) Pte Ltd BTI Consultants Pte Ltd Building and Construction Authority Hamilton Sundstrand Pacific Aerospace Pte Ltd Capitaland Limited Cartus Corporation Pte Ltd Celergo Pte Ltd Central Provident Fund Board Cerebos Pacific Ltd Certis CISCO Security Pte Ltd Changi General Hospital Pte Ltd Chevron Singapore Pte Ltd China Jingye Engineering Corp Ltd Citibank N.A City Developments Limited Civil Aviation Authority of Singapore Clarins Pte Ltd ComfortDelgro Corporation Ltd Convergys Singapore Pte Ltd Coperion Pte Ltd Cosmo Gourmet Pte Ltd Credit Suisse AG, Singapore Branch Daimler South East Asia Pte Ltd Dell Global B V (Singapore Branch) DHL Water & Environment (S) Pte Ltd Dimension Data (Singapore ) Pte Ltd EADS Singapore Pte Ltd Ecom Agroindustrial Asia Pte Ltd EFG Bank, Singapore Branch Eli Lilly (Singapore) Pte Ltd Energy Market Authority

Energy Market Company Pte Ltd Entheos Consulting Pte Ltd Epson Singapore Pte Ltd Experian Singapore Pte Ltd Flexecute Pte Ltd Flextronics International Singapore Pte Ltd Fresh Start Bakeries Singapore Pte Ltd Fuji Xerox Singapore Pte Ltd GMP Recruitment Services (S) Pte Ltd Greensafe International Pte Ltd Hamilton Sundstrand Pacific Aerospace Pte Ltd Hiring Boss Pte Ltd Hitachi Plant Technologies (Asia) Pte Ltd HOF Consulting Pte Ltd HR Quest Singapore Pte Ltd HRMS Consulting Asia Pacific Pte Ltd HSR International Realtor Pte Ltd IBM Singapore Pte Ltd Inavab Fumigation & Pest Ctrl Mgt Pte Ltd Infocomm Development Authority of Singapore Inland Revenue Authority of Singapore Institute of Certified Public Accountants of Singapore Institute of Mental Health Institute of Technical Education International Hospitals Construction Co Ltd IQ Dynamics Pte Ltd Jason Electronics Pte Ltd JobOne Pte Ltd Jobs DB Singapore Pte Ltd Johnson & Johnson Pte Ltd JTC Corporation Jurong Port Pte Ltd JurongHealth Services Pte Ltd K&E Associates 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 KPMG Services Pte Ltd Levi Strauss Asia Pacific Division Pte Ltd Liberty Insurance Pte Ltd Lilly-NUS Centre for Clinical Pharmacology Pte Ltd Lithan Education Pte Ltd Lucasfilm Animation Singapore BV Lundbeck Singapore Pte Ltd L&RUI Concept Group Pte Ltd Mandarin Orchard Singapore Manpower Staffing Services (Singapore) Pte Ltd Mapletree Investments Pte Ltd Matador Systems Pte Ltd Maximum Employment Marketing Group McDonald’s Restaurants Pte Ltd MegaZip Adventure Park Mendaki Sense 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 Environment Agency National Healthcare Group National Library Board National University Hospital (S) Pte Ltd National University of Singapore Neo Group Limited NCompass Mobility (S) Pte Ltd NSK Consulting Pte Ltd NTUC First Campus Co-operative Ltd NTUC Income Insurance Co-operative Limited Nuvista Technologies Pte Ltd OMG Consulting Pte Ltd Ostergaard & Co Pte Ltd Origin Exterminators Pte Ltd Panasonic Asia Pacific Pte Ltd Parkway Group Healthcare Pte Ltd Par-Ex Pte Ltd Pearson Education South Asia Pte Ltd PeopleNet Associates Pte Ltd Philips Electronics Singapore Pte Ltd PKF-CAP Corporate Services Pte Ltd Polaris Software Lab Pte Ltd Pricoa Relocation Hong Kong Limited PrimeStaff Management Services Pte Ltd Profilogy Pte Ltd PromiseLand Independent Pte Ltd PSA International Pte Ltd PSB Academy Pte Ltd Quest ontheFrontier Quotient Search Pte Ltd Randstad Pte Ltd RBC Trust Company (Singapore) Pte Ltd RecruitPlus Consulting Pte Ltd Reiss Motivation Profile Asia Pte Ltd Reliant Global Recruiting Pte Ltd Republic Polytechnic Resorts World At Sentosa Pte Ltd RGF HR Agent Singapore Pte Ltd Richard Gavriel Speaker Management Pte Ltd Risorsa Umana Solutions Pte Ltd Rotary Engineering Limited RS Components Pte Ltd S.P Jain Center of Management SAF Warrant Officers and Specialists Club Safra National Service Association SAFRA Radio Sage Software Solutions Pte Ltd Saipem Singapore Pte Ltd Sakari Resources Limited Santa Fe Relocation Services (S) Pte Ltd Sato Global Business Services Pte Ltd SATS Ltd Schneider Electric South East Asia (HQ) Pte Ltd Sciente International Pte Ltd Sentosa 4D Magix Pte Ltd Sentosa Development Corporation Sequoia Group Pte Ltd Sheffield Employment Agency Pte Ltd Shell Eastern Petroleum Pte Ltd SHL Singapore Pte Ltd

SilkRoad Technology Sime Darby Motor Holdings Ltd Singapore Academy of Law Singapore Armed Forces (Ministry of Defence) Singapore Exchange Limited Singapore First Aid Training Centre Pte Ltd Singapore General Hospital Pte Ltd Singapore Health Service Pte Ltd Singapore International Foundation Singapore Management University Singapore Petroleum Company Limited Singapore Police Force Singapore Polytechnic Singapore Pools (Pte) Ltd Singapore Power Ltd Singapore Press Holdings Ltd Singapore Technologies Engineering Ltd Singapore Technologies Kinetics Ltd Singapore Telecommunications Ltd Singapore Turf Club Singapore University of Technology and Design (SUTD) Singapura Finance Ltd Sirva/Allied Pickfords Pte Ltd SMRT Corporation Ltd SSA Consulting Group Pte Ltd Sony Electronics Asia Pacific Pte Ltd Spearing Search Consultancy Pte Ltd Starbucks Coffee Singapore Pte Ltd Starhub Ltd State Street Bank & Trust Company Stone Forest Accountserve Pte Ltd (Payroll Serve) Straits Construction Singapore (Pte) Ltd Sumitomo Mitsui Banking Corporation Superbowl Holdings Limited Talent2 Singapore Pte Ltd Talentpreneur Hub Pte Ltd TATA Consultancy Services Asia Pacific Pte Ltd TBC HR Consulting (S) Pte Ltd The Event Company Staging Connections Pte Ltd The HongKong & Shanghai Banking Corporation Limited The Northern Trust Company The Ritz-Carlton, Millenia Singapore Titansoft Pte Ltd TNT Express Worldwide (S) Pte Ltd Teamie Pte Ltd Tractors Singapore Ltd TrainingGearAsia Pte Ltd Ultimate Alliance Consultancy Pte Ltd Vanguard Screening Solutions, Inc Vishay Intertechnology Asia Pte Ltd Vital (Dept of Ministry of Finance) W L Gore & Associates (Pacific) Pte Ltd Welcomepacks Pte Ltd Wellness for Life Chiropractic (RP) Pte Ltd WiseNet Asia Pte Ltd Wizlearn Technologies Pte Ltd Woh Hup (Private) Limited Wunderman Pte Ltd YTL PowerSeraya Pte Limited Yum! Asia Franchise Pte Ltd

48

TEAM TECHTAKE CONNECTION

Cheering for the team spirit!

Do team-building activities help strike a healthy balance in the workplace?

F

Demand for corporate teambuilding activities is on the rise as companies recognise the need for innovative ways to help employees strike a healthy work-life balance.

Corporate team-building activities are aimed at improving the physical, mental and spiritual wellness of employees by engaging them in ice-breaker and confidence booster events.

Participating in such employee programmes is one of the ways to beat long working hours and stress in the workplace. These in turn help to engage the workforce, retain high performers and enhance productivity in the office.

Most employees welcome such enriching initiatives, even if there is the occasional reluctance and cynicism about their real value. Winnie Ong, a graphic designer in a local publishing company, said she enjoyed a team-building event organised recently by her company. As the activities organised were focused on communication and cooperation, she came away with a better understanding of her colleagues, which enhanced the way they interacted with each other after the event.

Team-building organisers work with large and small companies, with many of the activities taking place in Singapore, Malaysia and Indonesia. The workshops and learning objectives are usually customised for the client company.

Such programmes are based on elements of fun and the aim is for employees and managers to learn and practise how to work together more effectively.

Human Capital checks out some of these team-building organisers in Singapore.

Anergy Fun Engineers Pte. Ltd www.singaporeteambuilding.com

Capstone Consulting www.capstoneconsulting.com.sg

This company has worked with many organisations across Asia and offers indoor and outdoor corporate team building programmes.

Its team-building and experiential learning workshop trainers have conducted interactive workshops with customised topics like Change Management, Communication, Customer Service, Motivation and Leadership.

One of its flagship programmes, the Anergy Synergy Race, is modelled after the Amazing Race and has been organised in more than five countries.

The organiser has held such team-building races on foot, using public transportation, ferries, private vehicles and even across borders.

Psychology-based learning is what makes professional development more effective and fun, says founder Arvin Teo, an organisational psychology practitioner.

Its Great Marina Bay Challenge is designed for organisations that are looking to improve their team dynamics through various experiential activity challenges. The aim of these challenges is to allow participants to understand the importance and application of teamwork and to appreciate team diversity.

With over 20 checkpoints stretching from Marina Barrage to Clarke Quay to choose from, this customised event teaches lessons in leadership, teamwork and diversity.

Jambar Adventures Pte Ltd www.jambarteambuilding.com They organise innovative team-building games, team development activities and workshops that energise, unleash creativity, enhance collaboration and boost fun for employees.

It has several programmes such as the Discover Singapore programme in which team-building activities are organised around Singapore’s cultural and iconic landmarks.

There is also the Tiger Challenge, an outdoor strategy game in which teams are presented with military style command tasks and must function as a unit.

Its Formula 1 Challenge participants are tasked to design and build a steerable push-powered F1 car which they must race to the finish line.

Food Playground Pte Ltd www.foodplayground.com.sg When it comes to planning a teambuilding event for your company, a handson cooking class may not be the first thing that pops into your head.

But having your team bond over the creation of a delicious meal is actually an effective way to get team members to communicate and work as a team.

This company organises corporate programmes in which employees prepare a gourmet meal under the guidance of the company’s culinary instructors.

Building on the importance of collaboration, the company says the kitchen represents a microcosm of the working world with deadlines, and decision-making and teamwork skills required at all times.

APAC

21-22 May 2014 Singapore

HR VALUE EQUATION: Great HR

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Register USING code “SHRI” for YOUR FREE PASS www.HROTodayForum.com/APAC

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