HRM 11.10

Employee wellness

Salar y trends

hrm

Corporate culture

+ Diversity in Club Med + Maersk Line rides a wave of change + Training top guns

Chester Elton on

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ISSUE 11.10

Breakthrough teams

CONTENTS hrm11.10

COVER STORY 20 Developing breakthrough teams

Teamwork is often behind the biggest successes in business. Best-selling author and motivational speaker Chester Elton explains how companies that foster team spirit can achieve significant organisational breakthroughs

IN THIS COVER STORY “The best way to get buy-in from employees is to listen to them” Chester Elton, international speaker and co-author of The Orange Revolution: How One Great Team Can Transform an Entire Organisation

EDITOR

TRAFFIC MANAGER

JOURNALISTS

SENIOR GRAPHIC DESIGNER

Evelyn Lim

GRAPHIC DESIGNER

Yogesh Chandiramani

Sumathi V Selvaretnam Shalini Shukla-Pandey Priya de Langen EDITORIAL RESEARCHER

Vivien Shiao Shufen

Leizel Cabaning Amos Lee

John Paul Lozano

REGIONAL SALES DIRECTOR

ACCOUNT MANAGERS

SENIOR ACCOUNT MANAGER

GENERAL MANAGER

Natasha Vincent Charlene Lim

Kaveri Ayahsamy

REGIONAL MANAGING EDITOR

George Walmsley

MANAGING DIRECTOR

Richard Curzon

PHOTOGRAPHY BY

DC Photography Studio Frank Pinckers Photography PRINTED BY

Times Printers Pte Ltd

MICA (P) 158/07/2010 ISSN 0219-6883

Published by: Key Media Pte Ltd 121 Telok Ayer Street #02-01 Singapore 068590 • T: +65 6423-4631 • F: +65 6423-4632 • E: info@keymedia.com.sg

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hrm11.10 CONTENTS

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32

54 FEATURES

14 Diversity in Club Med

A major player in the travel and hospitality industry, Club Med stays ahead of the game by offering a diverse and convivial culture as well global career opportunities. CEO Heidi Kunkel tells us more

26 Corporate DNA

From corporate mission statements to quirky one ‘no dresscode’ policies, organisations set much store by corporate culture. HRM finds out which companies ‘walk the talk’

32 Running a tight ship

Shipping giant Maersk Line has been experiencing a sea of change in its business approach. HRM finds out how its HR team is steering the workforce to meet new demands

38 Planning to pay

With inflation rates climbing fast and the constantly changing salary expectations of employees, HR has its task cut out for it. HRM shines the spotlight in some tips and tricks to planning staff remuneration

44 Training top guns

In the quest to give senior executives an edge, companies are increasingly looking towards executive education as a tool to give already technically proficient leaders an opportunity to improve on soft skills

50 Working on wellness

Research reveals that keeping employees healthy goes a long way in maintaining a productive workforce. HRM looks into health initiatives offered by organisations and how they help to keep employees in tip-top condition

54 The rise of serviced apartments

Serviced apartments are known to offer business travellers a perfect home away from home. HRM investigates the trends in the industry, reasons for the popularity of such dwellings and how providers are coping with demand

REGULARS 4 Analysis

63 Talent Ladder

71 Viewpoint

77 Talent Challenge

7 News

65 MICE

73 In Person

78 Talent Feature

13 Leaders on Leadership

70 Resources

75 Twenty-four Seven

79 Executive Appointments

Contact us: Read something you like? Or something you don’t? Perhaps there’s some insight we haven’t considered?

Have your say on HRM’s news, features, and contributions by emailing: info@keymedia.com.sg

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Orchard Parksuites

Regency House

Central Square Village Residences

Far East Plaza

Riverside Village Residences

Cairnhill Towers

Hougang Village Residences

Leonie View

West Coast Village Residences

analysis

To hire or not to hire?

O

ver the past few months there has been much controversy in the retail industry with some companies coming under fire for their hiring policies.

High-street fashion brand Abercrombie & Fitch, which is set to open its store in Singapore, has stated in its hiring policy that it is only recruiting “good looking staff”. Already known for its controversial fashion designs and risqué marketing antics, the hiring policy might not come as a surprise for some. However, detractors say that this is clear discrimination on the part of the company, while the organisation has defended itself stating that The TAFEP Fair it merely wants their Employment Practices Guidelines employees to represent a clearly state that employers brand that identifies with a should employ workers based younger crowd. on the basis of The Tripartite Alliance for Fair Employment Practices (TAFEP) in Singapore, which promotes fair employment practices among employers told HRM that it is following up with the organisation regarding the policy.

Luxury brand Prada was also the subject of embroilment late last year for discriminatory practices when a former employee, Rina Bovrisse, and two other employees sued Prada Japan alleging they had been unfairly discharged for not having the “Prada look.” She also alleged that Prada Japan had pressured a number of female employees to resign for being “aged”, “fat” and even “ugly”. Prada responded by counter-sueing Bovrisse and her colleagues for harming the company image. The case is still ongoing.

MERIT AND SKILLS

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While the case may be extreme it raises the notion that organisations have a right to dictate their own hiring policies. Organisations in the retail industry as well as those in hospitality and services industries hire vast numbers of employees as front-line staff and would arguably seek workers who epitomise their brand image.

However, organisations should not discriminate against employees who they feel do not fulfil the brand image, say employers and experts. The TAFEP fair employment practices guidelines clearly state that employers should employ workers based on merit and skills.

“Retail brands that have run into problems with hiring discrimination or harassment normally want to speak strongly about their brands,” explained James Lee, Director of Human Resources, Crowne Plaza Changi Airport. He added that although some retailers may employ certain types of people to portray a sophisticated and luxurious image at the shop front or even a muscle-bound male to show that the brand is strong, and adventurous, “they might have become insensitive in the process, forgetting that the desired traits may actually offend some people.”

Lee went on to explain that in his organisation, which is in the hospitality industry, an applicant applying for a Guest Relations job would not be eliminated in the selection process for being “grossly overweight”. In fact, he said that the organisation required the applicant to possess certain traits such as a positive outlook and warmth, as well as the ability to anticipate needs of customers.

However, he said that the retail industry would not suffer due to these episodes. “As the old adage goes – bad publicity is also publicity [for these brands].”

Randstad 2011/12 World of Work Report — it’s time to lead, and it’s available now!

The 2011/12 Randstad World of Work Report gathers the perceptions of both employees and employers to truly understand the human capital challenges that exist in Singapore, and the region, today.

For employers, attracting new talent is this year’s biggest human capital challenge. Companies openly admit they face a shortage of skilled talent and are hindered by the challenge of finding talented leaders to drive much needed competitive advantage.

This year’s report provides valuable guidance for business and HR managers planning strategies for the year ahead. Whether in large organisations or small-to-medium enterprises (SMEs), one message has become very clear — it’s time to lead.

Make sure you are in the ‘know’. Request a copy of the Randstad 2011/12 World of Work Report through our website www.randstad.com.sg

NEWS ASIA

ASIA

Next gen leaders questioned

Starting pay for fresh grads up

Leaders across Asia fear the rising class of business executives lack the experience and related skills essential for effective leadership.

Nearly 75% of current leaders say successors aren’t fully equipped to ascend corporate ranks.

In a survey of more than 3,000 executives globally by Corporate Executive Board (CEB), nearly 75% questioned their successors’ readiness to move into a leadership role, revealing a leadership gap between Asia’s current and future stars that will require immediate attention if aggressive business goals are to be realised.

The leadership gap is due in part to the fact that the next generation of leaders is made up of relatively young, inexperienced employees.

While they have achieved rapid career advancement, many lack the fundamentals required to succeed in the transition from operational to leadership responsibility.

On average this group has six fewer years of experience than their counterparts in other countries and is likely to have moved up through a series of opportunistic career moves, hopping from company to company and promotion to promotion.

“Current leadership question whether the next generation has the years and diversity of experience required to succeed,” said Tom Monahan, CEO and Chairman, CEB. “Their concerns are well-founded given that the next generation continues to ascend the corporate ladder without seeing the long-term effects of their business decisions or having learned critical skills commonly gained through years on the job.”

According to Monahan, if companies across Asia want to achieve long-term business goals they must accelerate executive development and narrow the leadership gap. Attracting capable leaders is important, but not sufficient to bridge the leadership gap.

Organisations should also engage leaders with highimpact career paths, strengthen leadership capabilities that matter and realign corporate support for leaders in transition.

In spite of the uncertainty about the global economy, starting pay for fresh graduates shows an upward trend.

According to Hay Group’s Fresh Graduate Pay Survey 2011, engineering jobs command the highest starting salary of S$2,745 per month for degree holders, followed by jobs in Legal and Production.

Last year’s hot jobs can be found in Legal, Engineering and Research & Development.

The Hay Group survey, which drew participation from 100 companies across general industries in Singapore, also revealed that the average starting salary for other jobs for degree holders is $2,593 per month.

The average starting pay for diploma holders is $1,799 per month.

Victor Chan, Regional General Manager − Singapore and ASEAN, for Hay Group’s Reward Information Services, said: “Despite the slowdown in the US and European economies, organisations in Singapore are still competing for fresh graduate talent.”

“As a knowledge-based economy, the next generation of knowledge professionals will be in demand. This is reflected in Hay Group’s survey results as employers set a higher benchmark for the starting pay package for fresh graduates, with a focus this

Hot jobs

Degree holders Engineering Legal Production

Pay (S$) 2,745 2,738 2,728

ASIA

year on jobs in Engineering, Legal and Production. In the next 12 months, organisations are projecting a healthy forecast with regards to the starting pay for Diploma and Bachelor graduates, most notably in the Legal and Health & Environment sectors.”

For diploma-holders who are considering investing in a degree, the Hay Group study shows that employers in Singapore place a premium of 44.7% for degree holders over diploma holders in terms of starting salaries.

The premium which employers place on a Master’s degree over general degree holders is lesser, at 11.1%.

“Rather than merely focusing on pay issues, fresh graduates should embrace career advancement opportunities to showcase a stronger value proposition for prospective employers, bearing in mind the push for productivity and growth in Singapore,” said Chan.

Diploma holders Design/creative IT & Telecommunications Merchandise Operations

Pay (S$) 1,854 1,826 1,818

MIDDLE EAST

Six-month ban for foreign workers relaxed The Ministry of Labour (MOL) has advised employers that the six-month hiring ban on foreign workers who break their initial two-year contracts will be waived for workers meeting certain criteria in educational background and salary offers.

This ranges from Dh5,000 (US$1,361) per month for high school graduates to Dh7,000

(US$1,906) for workers with bachelor’s degrees.

Ali Al Shehi, Senior Administrator at the UAE MOL was quoted as saying, “We are still imposing the six-month labour ban on employees who quit their jobs before completing two years of service, but the ban can be lifted if the new employer offers the candidate a good position and an appropriate salary.”

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NEWS

ASIA

CHINA

INDIA

Family care leave proposed

Bangalore employees open to part-time work

The Council of Labour Affairs (CLA) says family Workers in Bangalore are the most open care leave should about working part-time with only 38% of be provided to them feeling that it is detrimental to career staff in case of prospects, according to the findings of natural disasters if Workmonitor Survey 2011. their employers In contrast, 56% of employees in Delhi cannot provide believe that part-time jobs could be their children with damaging to one’s career, the survey said. day care services.

According to findings, the optimism Currently workers only have the option of a leave of absence of workers in Bangalore could be attributed to employers in the without pay under such circumstances. city offering flexi-work which focuses on productivity rather than The workers must actually stay home to take care of their work hours, dispelling the notion for some that part-time work children who are under 12 years of age in order to be eligible for would adversely affect their career opportunities. the paid family-care leave, labour officials said. The CLA added “Though part-time jobs were not a favourable career option that employees whose spouses do not work are also excluded. until sometime ago, it is slowly gaining momentum in India,” Employers are supportive of the move and have suggested said Balaji, CRO of Ma Foi Randstad. “There are many job that the government set aside a budget for the purpose, or profiles in healthcare, hospitality and retail sectors where have some form of insurance scheme cover it, the CLA said. part-time opportunities are being created.”

The CLA is looking to have the paid family care leave Other survey results indicate that employee from varying age written into the law by the end of the current legislative session. groups feel differently about part-time work. Younger workers President Ma Ying-jeou recently promised that labourers between the ages of 18-24 tend to feel that their employers could stay home to take care of their families under special facilitate employees who wish to work part-time but workers circumstances, such as on typhoon days, and still receive pay. between the ages of 55-64 do not feel this way.

His promise was prompted by The global findings have a different tale complaints in the wake of government to tell. The estimated proportion of decisions to suspend school – but not work employees working in part-time jobs is only – during Typhoon Nanmadol last month, 15 per cent. It is slightly higher in India at reported The China Post.

27 per cent, and seems to be gaining Workers complained that they had to popularity with a few industry sectors. go to work while leaving their children China, however, leads with 35 per cent with no one to take care of them. part-time jobs.

Great World Serviced Apartments

GREEN MARK PLATINUM AWARD

is the 1st serviced apartments building to win the prestigious Green Mark Platinum Award by BCA

SINGAPORE

Bankers pay skyrocketing Private bankers in Singapore earn up to 88% more than in Hong Kong. According to a study by executive recruitment firm EMA Partners International, senior private bankers in Singapore earn between US$164,000 and US$410,500 annually, excluding bonuses. In comparison, a senior private banker in Hong Kong earns between US$195,000 and US$218,000 annually.

The pay differential between Singapore private bankers and Swiss ones is even

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larger, at up to 96%. Bankers in Switzerland earn between US$152,000 and US$210,000 annually.

This wage boom coincides with the fact that Asia-Pacific millionaires outnumbered those in Europe for the first time last year. More millionaires translate to a higher demand for private wealth managers from banks.

Industry experts say too many banks are hunting too few experienced staff in

the region, pushing up salaries and crimping profits.

In 2007, before the global financial crisis, costs for private bankers in the Asia-Pacific region, including salaries, were about 57% of the revenue they generated, according to PricewaterhouseCoopers. This year, cost-to-income ratios are forecast to be 82% in Singapore and Hong Kong, compared to about 70% in Switzerland.

NEWS

INTERNATIONAL

WORLD

UK

Leaders fear employee poaching

In need of leadership

More than one in two employers are convinced that other companies are actively poaching their top people, according to survey by consulting group, Right Management.

According to survey results, 56% of organisations report that other employers are seeking to recruit their best people whereas 15% disagree.

“As worldwide demand for certain skills sets rises, senior and operational leaders are realising that talent is the last remaining source of competitive advantage. So, it is no surprise that there’s a global war being waged for human talent” said Michael Haid, Senior Vice President of Talent Management at Right Management.

“No organisation today is immune from the stresses of effective retention or competitive recruitment. CEOs and HR Effective leadership is important to staffs are right to feel enormously vulnerable long-term business success and yet new and many are stressed seeking ways to hold research reveals that only a third (36%) of onto their rising leadership,” he adds.

UK leaders and one in five (18%) UK HR Even though most organisations report professionals rate the quality of that other companies have targeted their top leadership as ‘high’ in their organisations. performers, survey respondents are not The survey, UK Highlights: Global necessarily positive about their own Leadership Forecast, from talent leadership pipeline. Forty-seven per cent management consultancy, DDI, and the expressed doubts about the strength of their Chartered Institute of Personnel and middle-level pipeline and only 27% said their Development (CIPD), produced findings company has a sufficient that point to an overall number of qualified lack of leadership in internal candidates that UK organisations. are ready to assume senior Only four in 10 manager/executive roles.

(38%) of both UK Over 1,400 CEOs and leaders and HR in the UK take a sick day HR professionals from professionals rate their as they worry about more than 700 companies organisations’ money problems were surveyed. leadership Source: YouGov & Money Matters development programmes as highly effective. Twenty per UK cent of leaders and 24% of HR professionals rate the programmes as ineffective.

The UK has introduced a new Tier 1 immigration category to attract exceptionally talented In addition, only 20% of HR leaders from specific industries such as science, humanities, engineering and the arts. professionals in the UK rated their ability The new law allows for 1,000 exceptionally talented professionals who have already to fill vacant leadership positions (bench been recognised, as well as those with the potential to be recognised as leaders in their strength) as strong or very strong. respective fields, to move to the UK. Vanessa Robinson, Head of HR Tier 1 migrants do not need to be sponsored by an employer but will need to be Practice Development, CIPD, said: recommended by one of the competent bodies.

“Leadership development budgets remain A number of bodies will oversee nominations and advise the UK Border Agency to tight, particularly in the UK, yet effective ensure that applicants are the brightest in their field. The Royal Society, a fellowship of leaders make a real difference to the the world’s most eminent scientists, will be able to nominate up to 300 places while the success of organisations. If UK Arts Council England, the national development agency for the arts, will also be able to organisations are to continue to be nominate up to 300 places. The Royal Academy of Engineering and the British successful on the world stage, then Academy will each nominate 200 people. leaders need to be equipped with the key Immigration Minister Damian Green stated that “the exceptional talent route, skills that our survey identified.” available for up to 1,000 applicants, will ensure that we continue to attract the brightest She noted that UK organisations into the UK, and keep the UK a global leader.” should “focus on opening up decision He added that the country will continue to making in their organisation and creating welcome individuals who have the most to offer a set of shared and meaningful values for and contribute to the UK’s society and economy. their employees.” She also added that Tier 1 migrants will be granted a visa for organisations should concentrate on three years and four months and will be able to developing talent for succession planning. extend it for another two years, after which they A total of 56 HR professionals and may apply for permanent residency.

367 leaders in the UK were surveyed.

1 IN 10 WORKERS

New immigration rules to attract talent

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THE FR ASER COLLEC TION

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leaders on leadership

Protecting whistleblowers How do you protect whistleblowers in your organisation?

A/P Mak Yuen Teen

Chairman, SATA CommHealth, Associate Professor, NUS Business School

We have in place a whistleblowing policy which spells out the following safeguards and consequences of violation.

Firstly, no employee who in good faith reports a violation of the above policy shall suffer harassment, retaliation or adverse employment consequence.

Any reports of violations or suspected violations will be kept confidential to the utmost extent possible.

The policy encourages employees to put their names to allegations in order to facilitate appropriate investigation.

Concerns expressed anonymously will be investigated, but consideration will be given to the seriousness of the issue raised, the credibility of the concern and the likelihood of confirming the allegation from attributable sources.

Malicious allegations may result in disciplinary action.

Lastly, violations of this policy and these procedures may result in appropriate disciplinary action, including dismissal. Whistleblowers can report to a number of confidential channels, including the board chairman, chairman of the audit or governance and nominating committee as well as an outsourced internal auditor.

Serene Wee

Chief Executive, Singapore Academy of Law

The Singapore Academy of Law does have policies in place to protect whistleblowers in our organisation. Firstly, the whistleblower (WB) will not be dismissed or suspended from his employment on account of his whistleblowing. Also, he may request for a transfer to another department to avoid potential victimisation.

The whistleblower may also be temporarily relieved of his usual duties to assist in investigations, together with other employees who may also be asked to assist.

His consent must be obtained should there be a need to disclose any aspects of a whistleblower complaint in the investigation report. In addition, his identity will not be disclosed in the investigation report except with his consent. He may request that the Whistleblowing Investigation Officer (WBIO) keep him informed of the outcome of the whistleblowing complaint he has made.

However, it is important to note that if investigations produce evidence of possible fraud or illegal activities, there may come a point when disclosure of the WB identity may be required by law. That will be when the matter has proceeded beyond the internal investigations of a company, and has commenced in the hands of the law.

Hans-Martin Stech

Regional Chief Financial Officer, Infineon Technologies Asia Pacific

At Infineon, integrity guides our conduct towards our stakeholders. As part of our compliance policy, the whistleblowing measure helps to protect our organisation’s long term interests.

We have created a general awareness among employees through our Compliance intranet site which is easy for employees at all locations to access.

Presented in English and five other languages, employees are informed about the authority of the compliance officer which includes the protection of anonymity. Information provided by a whistleblower is treated with extreme care and confidentiality. Employees have direct channels of communications either by email, e-Fax or phone to the company’s compliance officers.

Employees also have the possibility to submit complaints anonymously.

Furthermore at Infineon, compliance officer positions are held by senior level executives who are fully empowered to protect any employee who has come forward with pertinent information.

The above measures not only enhance our credibility, but also serve to show the strong stance we take against corrupt behaviour. issue 11.10

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leaders talk hr

Diversity in

Club Med 14

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leaders talk hr

E

arlier this year, Heidi Kunkel, CEO South-East Asia and Pacific of Club Med, had a challenging initiation as she transitioned into her new job in Singapore from her role as President of North East Asia, Japan and Korea. “The [Japan] businesses were on a good path but [they] were then faced with the tsunami crisis. I left the team six weeks after the events in Japan and stepped into the role here.”

Under extraordinarily difficult circumstances, Kunkel says the teams in Club Med’s two Japanese resorts showed “resilience” and “a high level of solidarity”. Though a great distance from Fukushima, the resorts suffered power cuts and aftershocks from the earthquake but only a handful of the frontline staff chose to go home, while many others stayed to work.

During this difficult time, the Club Med management maintained clear and open communication with the teams in Japan. Kunkel says that there were regular meetings and daily updates with the frontline and back office employees as well as managers. Also, Kunkel personally visited the resorts to “reassure the teams”. At present, she says the resorts that were affected by the tsunami are doing well and business has stabilised.

With 80 resorts worldwide, Club Med is a major player in the travel and hospitality industry. To keep it at the top of its game, the organisation practices a diverse, convivial culture and offers global career opportunities, says Heidi Kunkel, CEO of South East Asia and Pacific

By Priya de Langen A communicating diversity

Managing commercial offices as well as resorts in eight countries around the Asia- Pacific region makes communication crucial for Kunkel. She regularly communicates with her country managers or heads in the region through phone as well as video conferences.

Face-to-face interaction is also essential as Kunkel frequently visits the various offices and resorts to meet key frontline employees and issue 11.10

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leaders talk hr

managers. “I like to think I am accessible. It is important no matter what your position that employees feel you are approachable and can speak to you about their concerns,” she says.

Diversity may be a mere catchphrase for many organisations, but Club Med walks the talk in its daily work operations. “Club Med is multicultural, we have around 30 to 40 different nationalities in one resort. Also, about 85% of our Asia-Pacific employees are from Asia while another 15% are from Europe, North America or South America,” she says.

In order to promote the multicultural environment, managers and employees are given specific training. As part of onboarding, the frontline and back office employees are trained to understand cultural diversity while managers go through ‘Multicultural Management’ training to help them manage their multicultural employees.

The diverse culture also makes a good business case for an organisation that caters to guests from all over the globe.

Club Med employees are able to “welcome people in their own language to make them feel at home,” says Kunkel.

While the diverse culture is a plus point the Club Med’s brand also helps attract employees, says Kunkel. In fact, she says that the internationally recognised brand name was a major reason for her joining the company nine years ago. She says that part of her job is to meet with the teams and travel and given her penchant for travelling, she found it was a “great fit for me with the company.”

Moreover, she cites the option of mobility as well as “over a 100 different areas of jobs” helps attract and retain employees. “We have 80 resorts worldwide, so our employees have the option of mobility if they are interested.

They get the opportunity to travel the world as they could be working one season in Bali and the next season in another resort.”

Spotting the Gentiles

“It is important, no matter what your position, employees feel you are approachable and can speak to you about their concerns” Heidi Kunkel, CEO, South-East Asia and Pacific, Club Med

Heidi Kunkel’s Bio Kunkel joined Club Med in January 2003 as Marketing Manager for Club Med Australia and within two years was promoted to General Manager Pacific where she held the position for five years. Her mission in Australia was to increase brand awareness of Club Med and improve business efficiencies. As a result, the Australian business was restructured (this included the outsourcing of call centre operations) and the Australian team achieved a significant improvement in business performance in the following years.

In January 2010, Kunkel was promoted to the position of President North East Asia, Japan and Korea, based in Tokyo. During this time, she worked closely with the Japan management team to reinforce distribution and sales growth in Japan and to turn around the business following difficult times in the Japan market. From May 2011, as part of the restructuring of the Club Med Asia-Pacific business unit, she was promoted to CEO South-East Asia and Pacific and is currently based in Singapore.

In a competitive hospitality industry, attracting the right staff to fit in the issue 11.10

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leaders talk hr

me-myself-i + + + +

I love: Japanese food and its culture I dislike: Negativity My inspiration: My parents and my grandfather My biggest strength: On my German side – tenacity. My Australian side – my fun-spirit + My biggest weakness: Impatience + In 5 years’ time: Living, working and travelling in Asia + My favourite quote: Be the change that you want to see in the world

organisational culture and retaining these employees is no easy feat.

Despite its best efforts, Club Med has an attrition rate of about 10% in certain job functions.

Club Med has specific preferences when it comes to the types of employees that it wants. “We are looking for personalities who will be able to interact with people. The Club Med brand is about having fun and enjoying being with people so it is important that our people have these qualities,” she says.

Employees are divided into frontline staff or what the organisation refers to as Gentil Organisateurs (GOs), who look after guests, and Gentil Employés (GEs), who carry out other back office duties such as housekeeping and kitchen. Interestingly, enough, these “Gentile”

terms (which means congenial) were introduced about 30 years ago by the organisation as a symbol of endearment, she says. The guests too are referred as Gentil membres (congenial member) or GMs. Club Med offices and resorts have different generations of employees working in them but Kunkel says that there are more young people working as frontline staff in the resorts. In many ways, they fit the Club Med culture as they “love meeting other people, being with guests on a daily basis as well as learning new languages.” Also, working as a GO involves a lot of travelling every six or 12 months and older employees with families might not appreciate this, she adds.

However, there are many employees who have been with the organisation for decades, she says.

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leaders talk hr

Club Med has many strategies when it comes to staff retention, including learning and development programmes that provide employees with avenues for career progression.

The Key GO is one such staff training programme that helps identify high-potential employees in resorts and commercial offices.

They are identified by their managers through a formal annual review by the HR and management teams. Subsequently a training plan is put in place for these individuals after assessing their strengths and weaknesses in order to further develop their skills in the short- and long-run, explains Kunkel.

As part of the training, they are sent to the Campus (a different resort is selected each year to host this), where 250 high-potential employees from the Asia-Pacific teams attend three weeks of training programmes like Master the managerial basics, Managing restaurant, and The PR job.

In addition, Club Med employees are also given secondment opportunities to develop their skills. In fact, HR keeps a regular rotation of almost 500 employees every six months. Moreover, the GOs can “continue in the same role or take on new responsibilities,” states Kunkel. Similarly, within the corporate offices, talented GOs can be transferred to another office, which also makes up an important aspect of internal promotions.

A rewarding culture

Besides career progression, Club Med employees are also recognised and rewarded for their hard work via other means. The organisation offers sales incentive schemes for its employees and bonus schemes for managers who have hit their performance targets.

In addition, employees are allowed to stay in any of the global resorts for a few weeks in a year. “They receive a number of weeks a year as an entitlement that they are able to enjoy with friends or family. It is a big incentive that people feel great appreciation for,” notes Kunkel.

The teams in the Asia-Pacific offices as well as the resorts have regular get-togethers for both business as well as pleasure. “We implemented a business update once a month. It is also an opportunity to relax and be informal,” she explains. The Singapore team has a TGIF meeting once a month – it includes themed food parties and is also an opportunity for the HR manager and operations manager to give business updates to their teams while other offices have similar parties. Kunkel says that she once made sushi for sushi-themed party while working in the Japan office.

“Happiness is part of who we are in Club Med. It is very important to bring this conviviality and happiness into our offices,” concludes Kunkel. issue 11.10

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cover story

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Developing

breakthrough teams Teamwork is often behind the biggest successes in business. Best-selling author and motivational speaker Chester Elton explains how companies that foster team spirit can achieve significant organisational breakthroughs

By Sumathi V Selvaretnam

T

he iPod revolutionalised the music world with its cutting-edge design and intelligent user interface. Its success has been attributed to a group of individuals who were not afraid to push the boundaries and dream big.

While the concept of an MP3 player was not new at that time, Steve Jobs and the Apple team were determined to create a device that would clearly dominate the marketplace and transform the way music was consumed.

The team at Apple was inspired by a noble cause to create a game-changing device – a key characteristic of highperformance teams, according to best-selling author and motivational speaker Chester Elton. “Great teams have a noble cause, and more than that, they have extreme clarity about that cause.” The Apple team, for example, knew that they had to get certain fundamentals right, like forward-looking product design and a battery that could support 10 hours of continuous play.

An emotional attachment towards work is another quality of high-performance teams, Elton says. Call-centre employees, issue 11.10

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Back by overwhelming popular demand Chester Elton returns to Singapore for the first time in three years to help celebrate HR Summit’s 10th Anniversary.

Elton is the co-author of several successful leadership books that have been translated into over 20 languages, selling more than a million copies worldwide. His book, The Orange Revolution: How One Great Team Can Transform an Entire Organization forms the basis for his presentation at HR Summit 2012. It will examine the key traits found inside the world's most stellar teams in respected and innovative organisations. This must-see presentation will offer simple steps to inspire an Orange Revolution in your organisation – through easy, prescriptive, outcomebased applications that can be implemented today.

Some of Elton’s other notable books include the The Carrot Principle, a regular New York Times and Wall Street Journal bestseller and the 24-Carrot Manager, which was endorsed

by CNN's Larry King as a “must read for modern-day managers”.

Elton has also been honoured as the highest rated speaker at the national Society for Human Resource Management annual conference. His speaking engagements have taken him all over the world from Seattle to Singapore. He serves as an employee engagement consultant to firms such as Pepsi, American Express, Madison Square Garden, Avis Budget Group and Texas Roadhouse.

A much sought after thought leader, Elton has been featured in The Financial Times, Washington Post, Fast Company and the New York Times. He has also made numerous appearances on 60 Minutes, CNN, ABC’s Money Matters, MSNBC and National Public Radio.

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Top three takeaways At his HR Summit presentation, Chester Elton will discuss how: + Teams drive engagement and engagement drives business + Teams need to have a noble cause to be emotionally engaged + Great teams follow the “Rule of 3”- Wow, No Surprises and Cheer

for example, face a tough job as they are required to handle complaints 99% of the time.

This is where teams need to identify the magic element in their jobs that makes them come to work everyday, he says. “Great teams figure out what energises them.”

There is often a strong correlation between teamwork and employee engagement.

According to research published in the book The Orange Revolution: How One Great Team Can Transform an Entire Organization, which Elton co-authored with Adrian Gostick, 64% of employees globally feel engaged in their organisation.

However, when an employee understands how his or her team contributes towards the success of the organisation, engagement rates shoot up to 75%.

The secret behind great teams

While doing research for his book, Elton found that the most successful teams subscribed to what he describes as the “Rule of 3”. Firstly, these teams are able to “Wow”, meaning that they offer the very best to clients and team mates. Elton cites the example of a quick-thinking customer service representative at shoe retailer Zappos.com. When a widow tried to return her late husband’s unworn shoes, the employee not only arranged for a refund but also sent her flowers. After this episode, Zappos. com created a standard policy to offer customers a small gift or greeting card on special or important occasions. “The whole company adopted it, creating thousands of great experiences,” Elton says.

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CASE STUDY The second rule followed by successful teams is “No surprises”.

Team members need to communicate with each other because in most businesses surprises are not positive, says Elton. “For example, a missed deadline will lead to a disappointed customer.” Thirdly, teams need to know how to “Cheer” or celebrate their successes. They do not have to wait to celebrate one big success but can celebrate the small things along the way to gain momentum, he adds.

Taking the lead

Great teams also have nurturing leaders. They need to be good listeners, says Elton. “The best way to get buy-in from employees is to listen to them.” Leaders should also encourage open and honest communication. “The number one driver of trust is communication.

When trust goes down, success goes down,” Elton says.

Yet not every team succeeds every time. According to Elton, good leaders will create a culture where it is OK for teams to fail, just not all the time. Employees who are constantly afraid of making mistakes won’t take any risks and everyone will play it safe. “If people are more afraid of failing than succeeding, you won’t get very far,” he says. One manager offered his employees a $100 bonus if they reported a mistake right away. He did this to encourage risk-taking as innovation stems from taking risks, Elton explains.

Lastly, great leaders recognise that employees are more loyal to their teams than their companies. And instead of fighting this, they keep such teams together as long as possible. In fact, some of them even move their teams as a whole, instead of just picking out the star performers, Elton says.

One example of a breakthrough team effort highlighted in the book The Orange Revolution is Rajendra “Guru” Gursahaney and his team at PepsiCo Beverages in New York. Over a period of 14 months, this group of risk-averse individuals developed a thinner, lighter and more environmentalfriendly plastic beverage bottle that saved a Russian branch of the company more than $7 million in plastic costs. This idea was eventually rolled out to Pepsi plants worldwide. The company also decided not to patent the technology so that others could benefit from the innovation.

Sky’s the limit Successful teams are not afraid to reach for the stars. In the book The Orange Revolution: How One Great Team Can Transform an Entire Organization, authors Adrian Gostick and Chester Elton draw distinctions between a goal and a dream.

Goal

Dream

Measurable

No boundaries

Trackable

VS

No rules

Built on analytics

No past history

Realistic timelines

Transformational

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10th Anniversary Special

9 & 10 May 2012 • Marina Bay Sands • Singapore Afterburner fighter pilots on how to execute your mission critical business objectives

Discover Qian Hu’s ‘Fishy’ HR ideology with Kenny Yap - ‘The Fish’, Chairman & Group CEO

Dr Kevin Freiberg on the talent challenges behind TATA’s world conquering Nano

HRM in Emerging Markets: Untold Stories Dr. John Vong International Speaker & Leadership Expert

How HR Can Create Value to Impact Company Results Karl-Heinz Oehler, VP – Global Talent Management, The Hertz Corporation

Future Talent Staffing Challenges Likely to Face Singapore Within the Next 10 Years Low Peck Kem Divisional Director, National Human Resources Division Ministry of Manpower (MOM)

Managing Your Demographic Risk Cheryl Liew-Chng WorkLife, Gender & Generation Expert

Talent Assessment and Profiling to Create a Thriving Organisation - Hilti Case Study Low Khim Wah Head of Human Resources Hilti Far East

The Secret World of Employee Egos Graeme Newell International Speaker & Emotional Marketing Specialist

Social Media Strategies for HR William Chin Director, Staffing, Asia Pacific Qualcomm

Flexibility and Work Life Integration - American Express Case Study Sonia Cargan VP Human Resources - East Asia American Express International

If Succession Planning Works, How Do the Wrong People Get to the Top? Prof. David Clutterbuck International Speaker, Author & Management Thinker

Driving a Culture for Success Lydia Goh Executive Coach, HR & Management Expert

Creativity - The Most Important Human Resource Fredrik Härén International Speaker, Author & Business Creativity Expert

HR Lessons in the Face of a Natural Disaster - Christchurch Earthquake Case Study Leeanne Carson-Hughes General Manager HR Christchurch International Airport

The Future of HR Rick Von Feldt International Speaker & HR Futurist

Talent Management in a Global Chinese Company: Growing Pains Steven Wood, Global VP HR Enterprise BG Huawei

Work-Life Continuum - A New Proposition on Staff Engagement Stephen Tjoa Partner Human Resources KPMG

Developing Introverted Leaders: Building on Their Quiet Strengths Dr. Jennifer Kahnweiler International Speaker, Author & Executive Coach

Hardwired Humans: Successful Change Management Using Human Instincts Andrew O’Keeffe International Speaker, Author & Behavioural Expert

High Impact Talent Management Aparna Kumar Vice President, Human Resources DB Schenker

Priceless Innovation Strategies: How to Thrive in Challenging Times Alexander Blass International Speaker & Expert in Innovation

Progressive Discipline - How to Motivate or Terminate the Difficult Employee Bernadette Vadurro International Speaker & Author

Diversity & Inclusive Leadership Christina Lu Vice President HR Volvo East Asia

Unlocking Culture - The Key to Executive Adjustment Peter Allen Head Alumni Programme-Talent Mgt. Group Learning & Talent Development Standard Chartered Bank

Reverse Mentoring - Turning Traditional Learning On Its Head Steven Murphy, Regional Director, APAC North Text 100 International

Highly Effective Criticism, Discipline and Feedback Skills for Managing Employee Performance Pamela Jett International Speaker, Author & Communication Skills Expert

Practical & Effective Retention Strategies Michael-Joerg Ivan HR Policies, Processes & Projects, Africa & Asia Pacific Daimler AG

How to Build an Award-Winning Service Culture Ron Kaufman International Speaker & Customer Service Expert UP! Your Service

Inspiring Tomorrow’s Leaders Today Avril Henry International Speaker & Author

Beyond HR: Orchestrating the Broader Organisation to Build Future Capability Varun Bhatia VP Human Resources Kraft Foods APAC

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HR & ROI - Myth or Reality?

Dr. David Cohen International Speaker, Author & Business Strategist

Vision Critical: How to Redefine Your Future, Grow Your Business and Improve Your Bottom Line Donald Cooper Business Speaker & Coach

Value Match and Job Fit Dr. Elizabeth Martin-Chua HR Expert & Author

Grooming & Developing Future Leaders Geraldine Fraser HR Director, Asia Pacific Diageo

Compensation & Benefits Strategies 2012 Molly Ang Executive Director, HR – Compensation & Benefits Seagate

Build Loyalty and a Sense of Mission Among Your Youngest Employees Amy Lynch Author & Generation Y Expert

Branding Through People Positively Reflecting Your Organisation’s Image Christina Ong Branding Expert & Image Master

Conquering the Challenge of Corporate Climate Change Catherine DeVrye International Speaker & Motivational Expert

The 8 Enemies Masterclass for HR Success in the New Marketplace Kevin Panozza International Speaker & Engagement Expert

Growing the Leaders of the Future Karen Schmidt International Speaker & Leadership Development Expert

Siemens Case Study: The CEO Agenda and Leadership Nicolas Von Rosty Corporate Vice President Siemens AG

Dell Case Study: How to Move a Tech Giant in the Right Direction - L&OD Leading Change & Transformation Patrick Lew Leader, Learning & Development Dell Global (Singapore)

High Performance Under Pressure Dr. Janelle Barlow International Speaker, Author & Entrepreneur

Leadership DNA Timothy Sebastian Group Director, Human Resources Agency for Science, Technology and Research (A*STAR)

Leadership Development in Asia Tom Pedersen Head of Learning & Development DBS Bank

The 7 Key Steps to Creating Outstanding Teams Charles Kovess International Speaker & Motivational Coach

Leading Innovation in Your Organisation Michael Stanleigh International Speaker, Innovation & Change Expert

Employee Engagement Across a Multi-Generational Workforce Pauline Chua General Manager, Human/ Organisation Resource & Development Fujixerox

Performance Management Nokia Siemens Networks Case Study Ciaron Murphy Head of Business HR Sales East & Head of HR APAC Nokia Siemens Networks

The Art of Our Craft - Learning & Development with Heart; Techniques in Making it Meaningful Glenn Carter VP People Development, Deutsche Bank AG

Career Development in the Creative Industry Sue Olivier Regional Director, Talent Management, Asia Pacific Ogilvy & Mather

Games Trainers Play Ed Scannell International Speaker & Training Expert

Building a First-Class Talent Pipeline Pete Baker HR Director, Asia Pacific Maersk Line

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Juliana Ang Senior Director, Area HRM, ASEAN & Pacific Philips Electronics

feature

T

he American Management Association (AMA) defines corporate culture as “the shared values and beliefs that help individuals understand organisational functioning and that provide them with guides for their behaviour within the organisation”.

It is certainly a succinct definition, but various companies practise organisational culture in different ways – from defining workplace values and mission statements to setting aside a recreation room for various group activities to even practising a ‘bring your pet to work’ policy.

Whether the company has been operating for only a few years or over decades, employers agree that corporate culture helps them set their company apart from others and gives their employees a common identity.

In addition, employers and experts agree that a good corporate culture will help attract talent and even help the organisation identify a person that would be a right fit for the organisation. As an example, American apparels retailer Zappos.com has a policy called ‘The Offer’ – a person could work during the probationary period, after which time if he or she did not want the job, they would still be offered US$2,000 bonus and a salary for the time worked.

Though it seems as if new employees are being paid to quit, its CEO says that it helps identify those who would not be a right fit for the organisation.

The corporate DNA

Pete Elroy, Vice President of HR, UPS Asia Pacific says that “corporate culture is the DNA of an organisation, giving it a distinct identity”. He is vital to the organisation as it keeps explains that though two companies may serve employees engaged customers with the same product, the companies can be set apart by the differences in their corporate cultures – essentially the values of the company.

Besides giving an organisation a distinct identity, another employer says that organisational culture helps to set the tone of the company. “It establishes the tone and parameters within which employees can understand their organisation, its values and ambition,” states Sean Straton, Head of Westpac Private Bank (Singapore). Also, he says that it gives employees an understanding of their role in the company and appropriate behaviours within the culture.

The different companies HRM spoke to practise distinct workplace cultures. Elroy says that UPS has certain fundamental values that all employees follow, which were established by the company’s founder Jim Casey over a century ago. The company was founded on “values of honesty

TRANSPARENCY

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Corporate

DNA From corporate mission statements to quirky one-line ‘no dresscode’ policies, organisations set much store by corporate culture. HRM finds out how active they are in ‘walking the talk’ and how it helps attract new employees

By Priya de Langen

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feature

Employers of choice in Singapore + Citibank N.A., Singapore Branch + Google Singapore + Hewlett-Packard Singapore + HSBC Singapore + Keppel Corporation + Sony Electronics APAC + Standard Chartered Bank Singapore + Unilever Asia Source: HRM Awards 2011

and integrity and this legacy is fundamental to UPS’s continued success”. Moreover, he says that a characteristic of the UPS culture is to see “our people as our greatest asset”.

Straton of Westpac says at the “heart of Westpac’s corporate culture is the belief that our employees must enjoy their place of work and can expect a supportive and positive environment”. He says that this motivates and engages employees as there is pride and ownership among employees for their work.

Google Inc. appears in the Great Workplace Institute’s list of 100 Best Workplaces for many of its workplace practices, including its corporate culture. Sarah Robb, Head of People Ops for G&A in JAPAC, Google Inc., says that employees have a moniker for the company’s culture – it is called being ‘googly’. “Being googly means being resourceful, honest and humble. You can’t be arrogant. It means navigating ambiguity.” She says that not all people would fit this type of culture as she says that it is “more of an organised chaos kind of mentality”.

Walking the talk

There is no point in mounting mission statements and values on a plaque when they are not practised day to day by employees and managers alike to keep the culture alive. Employers say that the culture should especially be practised by the management and be led top-down.

Straton of Westpac says that the organisation has five core values – delighting customers, one team, valuing each other, achievement and integrity – that all employees take seriously and work hard to ensure that they are practised. He says that the work culture in Westpac “espouses a collegiate atmosphere” and team members are respectful and value each other.

“On a yearly basis employee satisfaction surveys are conducted anonymously to ensure we’re on track. These aren’t done just to tick the box of having issued them; if we see that there’s dissatisfaction that need not be there, we work hard to change it,” he explains.

At UPS, all employees know their company values through the UPS Policy Book and Code of Business Conduct. “Everyone at UPS has a responsibility to ensure we live up to those values every day,” Elroy says.

Moreover, the company’s culture focuses on the safety of its employees – not surprising since it is a global delivery organisation. Under the Health and Safety policy, Elroy says that UPS “conducts training every year, has safety committees involved in prevention activities, and audits to ensure that any unsafe practice or equipment is immediately corrected.” The organisation also keeps track of the safety of its employees by measuring ‘Auto Accident and Injury Frequencies’.

The organisation is also involved in corporate social responsibility

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Top 5 great workplaces around the world through charity work and green initiatives. The employees are very much involved in community work – UPS Asia Pacific employees and family members contributed over 23,000 hours of volunteer work to 68 non-profit organisations across the region.

Robb of Google says that the googly culture is practised and known by all employees. “What is striking to me is that you can walk up to any Google employee and ask what the mission statement is and they can say it.”

The googly culture can be observed in the company’s disregard for a strict dresscode, to providing free food for its employees at breakfast and lunch in its canteens. In fact, the company is very visible with its values and ethics stating them in its website including a statement – “You can be serious without having a suit.”

“The dresscode is that there is no dresscode. We want to know what’s on your mind rather than what you’re wearing,” states Robb. Even though she candidly says that this weird culture works for the company, the main idea is for employees to be as comfortable as possible since a person spends too much time at work and “not being yourself”.

In fact, she relates an amusing story: the idea of free food is so ingrained in employees that one almost walked out of a store without paying for the crisps, remembering at the last minute to pay.

Google also allows its employees 20% project time, letting them spend this amount of time working on projects outside of their job responsibilities.

Robb does admit that there could be a misconception about some of the company’s work culture practices, such as the dresscode and even the massage chairs. “Just because we have a quirky culture and can bring our dogs to work in some offices, that doesn’t mean that we don’t take our work seriously,” she states.

In order to keep this type of culture alive, Google pays attention to feedback. “The hiring process is robust enough that we identify people who are going to do well in this culture. That will chip away if we are not careful. So we take a lot of feedback. We get 360 degree feedback from every employee and we get upward feedback from managers to see if they are googly.”

+ US • SAS • Boston Consulting Group • Wegmans Food Markets • Google • NetApp + India • Google India • MakeMyTrip (India) • Intel Technology India • Marriott Hotels India • NetApp India + Japan • Google Japan • Works Applications • Microsoft • Asahi Breweries • Plan-Do-See Inc. + Australia • Google Australia • E-Web Marketing • NetApp Australia • Juniper Networks • Atlassian Pty Ltd Source: Great Place to Work Institute (www.greatworkplace.com)

Top-down effect

Employers and experts alike say that management plays an important part in perpetuating the corporate culture within an organisation by being a sort of ‘corporate role model’.

“Senior management has the responsibility to set the example and coach others on what is expected as part of the UPS culture,” states Elroy.

Company managers start all meetings with a discussion on one of the policies in the UPS Policy Book. He states that “this tradition serves as an opportunity for team members to discuss the policy from their perspective issue 11.10

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“The dresscode is that there is no dresscode. We want to know what’s on your mind rather than what you’re wearing” Sarah Robb, Head of People Ops for G&A in JAPAC, Google Inc.

and to reinforce the core values of UPS.” In fact, Elroy adds that having worked 25 years in the organisation, he takes pride in “sustaining the legacy of UPS’s core values.”

Robb says that Google’s founders as well as managers play a great part in perpetuating the culture of openness and transparency. “We have a weekly TGIF which can be likened to a town hall where our founders, Larry Page and Sergey Brin, stand up in front of everyone and answer questions from employees. This is videotaped, unedited, and available to anyone who wants to watch it,” she explains. Moreover, Robb says that transparency is vital to the organisation as it keeps employees engaged and fosters mutual respect between management and employees.

The business case for good corporate culture

Employers say that a great corporate culture not only helps promote the brand but attracts and retains employees.

Robb says: “We have been very fortunate that the Google brand is attached to mostly positive employment.” She explains that employees in the Google environment feel engaged and appreciated. This is through the compensation, perks, as well as transparency and “having the option to do what you like to do”. She also adds that it helps that the company’s products are good, which in turn assists in attracting talent.

“I definitely believe that a strong corporate culture can help retain talent,” states Elroy. He says that UPS enjoys a high retention rate due to a + Provide visible corporate culture – visual number of policies including the promotion-fromcommunications invoke pride in within policy. He notes that this helps sustain the employees, such as employee culture as employees work their way up and will be achievements, and a recreation room for able to coach them to the younger generation. activities Moreover, Elroy adds that many of the senior + Familiarise new employees with work management have worked their way up from culture – onboarding, a code of conduct entry-level positions.

UPS recently recognised and if possible, and team building activities rewarded more than 2,000 people who have been in + Lead from the front – management should keep open communication, clearly the organisation for five, 10 and 20 years. indicating company goals and strategies “The company culture of Westpac is in fact a major reason that we attract and retain top talent,” says Straton of Westpac. He explains that the bank regularly gets feedback from employees and they say the organisation is known for its positive and productive working environment.

Citing relationship managers as an example, he says that many of them have been working in the organisation for more than 10 years. “A good corporate culture therefore results in stability and continuity of staff tenure,” concludes Straton.

Promote your corporate culture

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Running a

tight ship

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Shipping giant Maersk Line has been experiencing a sea of change as it moves away from a traditional transaction-based business approach to become more customercentric. HRM finds out how its HR team has been steering its workforce to meet new demands for skills and competencies.

By Sumathi V Selvaretnam

T

he first Maersk liner set out on its maiden voyage in 1928, leaving the American East Coast via the Panama Canal to the Far East and back. The cargo consisted of Ford car parts and other general cargo. Today, the Danish shipping giant is a market leader, transporting one in five of the world’s goods.

Employees form the crux of the company’s mammoth global operations. It hires some 25,000 employees and seafarers across 125 countries worldwide. Recent changes in organisational strategy are calling for employees to upgrade their skills sets. The company has been investing in education and training to help them gain confidence in unchartered waters.

When the tides change

Steeped in tradition, the shipping industry is known to be process-oriented and transactional. In recent years however, Maersk Line has been making some organisational changes to maintain its Total number of staff in Asia-Pacific: 2,000 lead position in the Size of HR team in Asia-Pacific: 30 industry. The company Key HR focus areas: Change management, has turned its attention to talent development and employee engagement the commercial side of the business. “There is a need to be more customer-focused,” says Pete Baker, HR Director, Asia Pacific at Maersk Line.

HR is at the heart of these changes as they call for new competencies among

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hr insider

employees, says Baker. For example, customer service, employees who previously just handled routine transactions are now also required to establish closer relationships with customers and solve problems. “We need to give employees skills in areas with customers such as communication, agility and problem-solving.”

To achieve this, Maersk Line has been making special arrangements to allow front-line staff to be away from their desks from time to time in order to attend training workshops. Transactional and administrative tasks are also being assigned to global shared service centres so that employees can focus on providing a superior and more customised customer service experience.

Who’s who in HR?

Supporting employee development

Pete Baker HR Director, Asia Pacific

Maersk Line places a lot of emphasis on its training and development efforts.

Its online Learning Management System offers over 100 courses that will help employees improve their ability in a range of competencies like selling and negotiation skills. Employees can proactively select and complete a module in their own time. “In some offices where English is not the first language, doing a course at your own pace is very helpful,” says Baker.

The company also organises more structured courses for specific groups of employees. Its ‘Leading Others’ programme, for example, is a one-week course that equips high-performing employees with skills to become good managers and coaches. Some of the topics covered include prioritising and setting objectives, work delegation and assessing performance. “A leadership role is a really critical jump and you need to give employees the right skills to be successful,” Baker says.

Netting new talent Fiona Low

Evelyn Ow

Assistant Manager, HR Operations, Singapore

Manager, HR Operations, Singapore

Ang Gey Wee

Evelynn Leng

Country Manager, HR, Singapore

Regional Talent and Performance Manager, Asia Pacific

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The shipping industry’s traditional image does not illicit the same sex appeal as banking and finance, management consulting or information technology – sectors that fresh graduates typically flock to.

Yet the industry is one of the most global in nature and ripe with opportunities, says Baker. “Our big challenge is raising awareness of the roles within the industry.” To achieve this, the company has started participating at campus recruitment campaigns in local universities. Its global online job portal also gives potential candidates more information about the roles and vacancies available.

Another outreach effort is the Maersk Line Graduate Programme (MLGP), which aims to hire top talent from universities who can be groomed to become future leaders in the organisation, says Baker. The two-year programme exposes them to the operations as well as commercial side of the business, through a series of accelerated assignments. Upon completion, participants are posted to management positions within the company.

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Roles at Maersk Line are not limited to entry-level recruits, especially in emerging markets where competition is stiff. In fact, the company is hiring mid-career leaders to increase its talent pool.

Maersk Line is also looking for talent outside of the industry as many roles in shipping do not require specialist skills, says Baker. “For example, members of my HR team do not have a shipping background.” More importantly, Maersk looks for candidates who fit a desired personality profile – individuals who drive results, exhibit good leadership qualities and have the ability to collaborate. It does this by having candidates take an IQ test and an interview with HR. Another attractive employee value proposition presented by Maersk Line is the flexibility to move across different business units in the A.P. MollerMaersk Group, which also covers sectors like oil, drilling and logistics. “We offer a global career so it is possible for an employee to relocate to another country and find a similar role there,” Baker says.

Scan the environment Envision the future with ennobling possibilities Develop and implement a winning strategy

Workplace diversity

Shipping is largely viewed to be a male-dominated industry. However, a study conducted by the Maersk Group found that teams with an equal number of women and men will have a higher employee engagement score that translates to better financial results. The survey also found that 40% of teams at A.P. Moller-Maersk had no gender diversity.

Addressing this situation, the group has started a bigger push for diversity in the organisation, and rolling out a new programme in 2010 saw the appointment of ‘diversity drivers’ in its six largest business units. They maximise opportunities for a diverse workforce through mentoring, fair recruitment strategies and talent planning.

The group’s AsiaPacific businesses seem to be ahead of the curve, hiring a much higher percentage of female leaders. This is especially true in the + Asia Pacific Philippines, where 42% Director level: 21% female of General Managers General Manager level: 23% female are female. Two out of + Group figures three Director positions Director level: 9% female in Manila are also filled General Manager level: 21% female by women.

“As a global company, (Figures from Asia-Pacific include the Maersk Group in the following countries: Australia, Indonesia, Malaysia, New Zealand, greater diversity is a Philippines, Singapore, Thailand, Vietnam and Cambodia) natural progression” Baker says.

Evaluate and navigate to maintain strategic fit

Female talent pool in Maersk

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KAThleen @ 6248 9407 Nov 17 & 18 Nov 21 & 22 Nov 29 & 30 dAwn @ 6248 6137 Nov 21 & 22 Nov 28 & 29 eSTInA @ 6248 9417 Nov 3 & 4 Nov 10 & 11 Nov 15 & 16

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Members of The SIM Group

Register online at www.sim.edu.sg/pd For more information, call 6246 6746 or email exec@sim.edu.sg

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Planning to

pay

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feature

With inflation rates climbing fast and the constantly changing salary expectations of employees, HR has its task cut out for it. HRM shines the spotlight on some tips and tricks to planning staff remuneration

By Shalini Shukla-Pandey

E

xecutive-level salaries in Asian countriesd have sky-rocketed by up to 7% in the past year, compare this to the more modest increases in Europe and North America of 2.5–3% and it is clear that business in Asia is booming.

This enormous surge in remuneration can be attributed to continued strong growth in Asia’s industrial production and GDP, accelerating inflation across the region, a scarcity of executive talent and difficulty in filling executive positions, as outlined by Mercer’s Executive Remuneration Perspective report.

While executive salaries in Asia are already higher than in Europe, and with an annual increase rate higher than in the US, Mercer expects Asian executive salaries to surpass those in the US within the next two to three years.

A second regional trend is a shortage of executive talent endowed with the ability to innovate, to think globally, to take risks and to move quickly. Such talent is mobile across Asia and, as a result, is driving up pay in some sectors to levels that may prove unsustainable.

Yeoh Sai Yew, Head – Rewards & People Services, Air Asia, believes that the future of compensation and benefits in Asia’s key and emerging markets will lie in simple pay packages consisting of hard cash.

“Instead of giving additional perks such as housing and a car for instance, it is very likely that more companies will be going for direct cash,” says Yeoh.

“However, some companies will still do some breakdown to reduce individual taxes in certain countries.”

Yeoh also predicts there will be lesser emphasis on long -term incentive plans (LTIPs) such as retirement gratuity (non-statutory). “These LTIPs not only increase administrative and operational costs, but also do not help to retain the new generation. Short- and medium-term incentives will still be popular trends in order to retain talent.”

Wage plan management

Major components of a total rewards programme can be rather varied, depending on industry, number of employees, etc…

However, some basic guidelines include having a good balance of fixed cash, variable cash (to drive performance KPIs), and benefits that can be adjusted to what individuals want, according to Zarina Piperdi, Senior VP – HR, Singapore Airlines Engineering. “For more senior staff, a share plan is useful to drive mid-term performance and retention.”

At Philip Morris International (PMI), total rewards is considered a broad term – beyond traditional compensation issue 11.10

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23 February 2012, The Ritz-Carlton, Millenia Singapore

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Celebrate the best and brightest HR people and practices in Singapore by nominating across any of the categories.

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feature

and benefits plans. “For us, a total rewards programme is based on not just rewards and recognition; equally important components are individual employee development as well as providing enriching and challenging professional opportunities,” says Jaroslaw Pawlowski, Director – Compensation & Benefits, PMI. PMI's total remuneration approach is designed to be competitive, promote performance, and encourage superior achievement while ensuring internal equity. The compensation and recognition programs are designed to reward employees for their capabilities and accomplishments. “Our benefits programs aim to support our employees in their short- and long-term well-being, and to address specific individual needs.” Pawlowski explains.

Air Asia also has in place a total rewards plan which includes cash and non-cash (medical, free air tickets, etc…) portions. The airline tries to keep its cash component as straight forward as possible and link it to productivity. “While their basic salary is guaranteed, staff have to earn a certain portion of the cash component,” says Yeoh.

Ultimately, regardless of the type of compensation and benefits plan implemented, clear and transparent communication is a must in ensuring employee engagement. “Employees must be clearly communicated too – so that they understand why they are getting what they are getting,” says Piperdi.

A fundamental part of the total rewards approach at PMI is also openness and transparency. “We take a lot of effort in explaining to employees key principles behind our rewards portfolio design and in highlighting the link between performance and rewards,” says Pawlowski. “We also conduct employee opinion surveys regularly, gaining valuable insight into the Inflation is hitting countries around the region hard. It is also impacting salaries. total rewards area and help in creating action plans Recently, Thai grad salaries were reported to have increased by as much as 40% to help fresh graduates meet their living expenses so that they can focus fully further supporting employee engagement and on their work, and not seek part-time jobs. satisfaction.”

Inflationary pressures

Pay for performance

Every rewards programme HR introduces should drive productivity, says Yeoh. “If we introduce something that has no impact on productivity, why should we have to introduce it in the first place? It’s very important that whatever measure we implement, it must be achievable and produce results.”

When planning a performance-based wage plan, HR should aim to provide rewards according to visible differences in performance.

Piperdi says employees generally look to their employer to keep them “whole”, to overcome the effect of inflation. However, even as companies try to do so to meet heightened expectations, they need to grapple with other effects of inflation on the bottom-line.

“In the long term, a company’s wage plan has to align with market forces. It can’t raise wages while the rest of the industry stays stagnant as it will hurt the company’s profits,” says Yeoh.

In the short term though, for example when crude oil hits above US$100 per barrel, companies can introduce short-term incentives to staff, especially those in the lower ranks of the workforce, to ease their daily expense burden.

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CONGRESS

SERIES

5th Annual

COMPENSATION & BENEFITS CONGRESS 2011 Mandarin Orchard, Singapore 9 - 10 November 2011

An integral part of the performance management process at PMI is not only a review of achievements but also dialogue between employees and their supervisors about career aspirations, which creates a platform for planning individual development.

HR can align performance measurement with rewards strategies through carefully thought-out bonus plans. “A good bonus plan ought to factor in financial and operational KPIs,” says Piperdi. “An ideal plan should be able to reward at three levels – the company, divisional and individual performance levels.”

While it is not easy to get the bonus design right in order to meet the needs of all parties, one way to base a bonus plan is on the level of seniority of staff.

For lower level staff, it should be a more straight-forward approach like an individual performance appraisal,” says Yeoh. “For instance, as long as a factory operator has managed to assemble required parts in good time and without defect, they have done their job. Whether the product is marketable or profitable is beyond their control.”

“As mentioned earlier, planning a compensation and benefits package is always a balancing act. If we overly pamper our children, there will be negative consequences. Similarly, any excessive rewards will surely have an adverse effect on productivity,” says Yeoh. “But how much pampering is over pampered? It’s all depends on the individual family.”

The 5th Annual Compensation & Benefits Congress is an intensive twoday event designed to address today’s challenges in rewards and compensation strategies A world-class program of international experts & business leaders:

Zarina Piperdi

Senior Vice President, Human Resources SINGAPORE AIRLINES ENGINEERING

Molly Ang

Executive Director, HR - Compensation & Benefits SEAGATE

Best C&B practices

Yeoh Sai Yew

Head - Rewards and People Services AIR ASIA

Kathy Goh

Ajit Nambiar

Head - Compensation: APAC & EMEA GOOGLE

Jaclyn Lee

Director, Compensation, Benefits & Payroll, Talent Management DFS VENTURE

Senior Director, Human Resources SINGAPORE UNIVERSITY OF TECHNOLOGY AND DESIGN

Khor Ling Ling

Jarrod Ng

Yeoh Sai Yew, Head – Rewards & People Services, Air Asia believes to have best compensation and benefits practices is to have a balance between “the carrot and the stick”. He gives some tips below: Each HR practitioner must understand the points below before drafting the “best practices”: + What’s our company’s culture? Will the management accept our idea? » “Perfect Attendance” allowance is quite a common practice in the market (especially in the manufacturing line). However, some management executives feel that staff are already being paid a salary to come to work. So, why should the company pay extra to encourage their attendance? + What we want to achieve? » If attendance is not an issue in our company, do we want to introduce “Perfect Attendance” allowance just because many companies are doing so? + How much can the company afford? » If our company can’t afford to pay more, or our current total package is already on par with the market, should we still introduce new incentives? This for sure will drive up cost and affect business competitiveness. » Instead, we can look at revamping our existing package so that the bottom line is still the same.

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Jaslyn Koh

Head of Reward, Asia THOMSON REUTERS

Khor Ling Ling Director, Executive Director, Human Deputy Director, Performance & Rewards HR - Compensation & Capital Changi General Hospital Benefits WONG PARTNERSHIP Khor Ling Ling started as a C&B analyst with Buck Consultant and moved on to CHANGI GENERAL work in the corporate world. She has worked in Sony, Mercer HR Consulting, Siemens HOSPITAL and currently heads the Performance and Rewards team in Changi General Hospital (CGH). Prior to joining CGH, Ling was an active WSQ facilitator and facilitated Payroll and Compensation and Benefits Modules leading to WDQ Diploma Track. Ling was also a courseware developer for WSQ HR modules. She has developed modules related to complaince and executive compensation.

Loke Yin Leng Director, Total Rewards COVIDIEN

Jaroslaw Pawlowski

Director, Compensation & Benefits

Hans Han

Head, Compensation & Benefits, APAC HUNTSMAN 1

Exhibitors:

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corporate learning

Training 44

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corporate learning

top guns In the quest to give senior executives an edge, companies are increasingly looking towards executive education as a tool to give already technically proficient leaders an opportunity to improve on soft skills. And it also promotes a culture of innovation, as HRM reports

by Shalini Shukla-Pandey

T

he latest Hays Quarterly Report for July-September says recruitment at director and executive levels is buoyant – no surprise, given that the Singapore market is largely defined by the presence of regional headquarters.

Executives with additional language skills are most in demand, coupled with broad management experience and excellent communication skills.

“Companies are actively looking for a deep breadth of experience and management skills to help drive their business forward,” says Chris Mead, General Manager of Hays in Singapore. This demand has translated to an increase in requests for executive education and training, according to Peter Bieheim, VP – Strategic Marketing and Public Run, TÜV SÜD PSB Learning.

“More professionals, managers, executives and technicians (PMETs) are beginning to realise the importance of training,” he says. “They now see the need to equip themselves with knowledge that complements their existing role and executive training is one of the tools that can help them improve performance in an ever stiffer competitive market, and help them increase their market value.”

Leading leaders

The 2010 edition of the IBM Global CEO Study reveals that most CEOs seriously doubt their ability to cope with the rapidly escalating complexity of doing business in the modern world, with eight out of 10 leaders saying they have never faced a learning curve so steep.

“Beset by changes in the way companies do business and who they are competing against, it is more important than ever for executive education to deliver bottom-line improvements and practical benefits,” says Sureish think the leadership development Nathan, VP, Asia-Pacific, Center programmes in their company are for Creative Leadership (CCL). downright ineffective Managers are now expected (Source: Chartered Institute of Personnel to take on additional roles and Development) outside their scope of work to value-add to the company. In addition, due to the influx of foreign talent and an increasing number of people graduating with tertiary education, there is an added pressure for constant upgrading and training, to give managers an edge.

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Government approach The new Employability Skills (ES) scheme by WDA acknowledges the importance of executive education in Singapore. Under the new ES framework, there are more courses under the managerial level than the Operations and Supervisory levels.

“These courses cover a wide spectrum, including problem solving and decision making, implementing Lean Six Sigma, and leading workplace communication and engagement,” says Peter Bieheim, VP – Strategic Marketing and Public Run, TÜV SÜD PSB Learning. “The competencies identified include personal management and development skills, analytical, conceptual and evaluative skills, interpersonal skills and job safety skills, which are similar to the offerings for executive education in Singapore.”

“More people are attending courses to learn how to read financial reports and contracts, and how to communicate more effectively,” says Bieheim. “For example, a marketing manager or procurement manager is required to know how to do budgeting and read P&L, and how to read contracts.”

While leaders are already technically proficient and do not necessarily need to attend courses in specific technical skills, executive education/training is what differentiates a high performer from an average manager. “Employees now are more educated and resourceful. the first training institution to achieve the Thus, they have a higher dual status of WDA-appointed National expectation of their superiors,” CET Centre for WSQ Employability Skills says Bieheim. “Hence, leaders and WSQ Service Excellence have to be well-trained in various areas to be able to lead and coach their subordinates/peers.”

And there is a wide range of courses on offer to help achieve this. Offerings at TÜV SÜD PSB Learning, such as Effective Supervisory Management Skills, Building High Performance Teams, Managing People Effectively – Core Skills for New People Managers and Leader Effectiveness Training, equip leaders with the necessary skills to effectively manage and lead their team to greater performance. The National University of Singapore (NUS) Executive Education even offers Chinese language programmes to provide insights into China’s business environment and government groups.

In Asia Pacific, CCL has specially tailored the popular flagship open-enrolment Leadership Development Programme (LDP) for experienced managers who work in the “middle zone” of the

TÜV SÜD PSB LEARNING

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organisation. These managers are operational, group or department managers who have several management-level direct reports and work with multiple peers, often across functions.

The LDP equips these managers with skills to handle the tensions and ever-shifting dynamics of leading in the middle zone.

“They will learn to bridge the gap between senior management and the front line, collaborate across the organisation, manage complexity, leverage the experience gained from multiple life roles as well as build resiliency for themselves and others,” says Nathan.

CCL also offers the Coaching for Greater Effectiveness programme which is targeted at leaders.

The programme offers an extensive skills-building experience in acquiring the proficiency necessary to coach employees for performance as well as development, given that coaching is increasingly seen as a critical leadership competency.

An important leadership issue that organisations also want addressed is that of boundary-spanning leadership, according to Bieheim. “As the mid-tosenior level manager would agree, today’s business challenges span between vertical, horizontal, stakeholder, demographic and geographic boundaries.

“The ever-increasing complexity and interdependence of today’s world calls for a critical transformation in leadership, from managing and protecting boundaries to being able to lead across them. As challenges span between boundaries, so too must leadership,” he added.

Popular training tools

A recent study conducted by CCL found that 86% of executives believe it is “extremely important” for them to work effectively across boundaries in their current leadership role. Yet, only 7% of these executives believe they are currently “very effective” at doing so.

“It is exactly this gap that is encouraging clients to approach us to help equip their managers with the leadership skills required to succeed in today’s complex environment,” says Nathan.

For leadership development and relevant behaviour shift to occur, managers need to tackle

corporate learning

real problems. CCL engages the learner at a more personal level by addressing the needs and wants of the individual through experiential learning.

“Further, for experiential learning to be truly effective, it should employ the whole learning wheel, from goal setting, to experimenting and observing, to reviewing, and finally action planning. This complete process allows one to learn new skills, new attitudes or even entirely new ways of thinking,” Nathan adds.

Performance management courses such as TÜV SÜD PSB Learning’s ISO 9001 Internal Auditor Training and Lead Auditor Training courses are also popular amongst leaders. Six Sigma courses which guide leaders in identifying areas for improvement in the company are now no longer limited to the manufacturing sector. Leaders in the service sectors such as banks and hotels are also adopting Six Sigma to improve the efficiency and performance of their company.

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“Some of the initiatives that were implemented in a number of organisations after their leaders attended our Six Sigma courses resulted in greater cost savings, and led to improved performance,” says Bieheim. “Six Sigma is not only relevant for manufacturing managers but it is now one of the areas which HR managers, marketing managers, finance managers, etc, are expected to know besides their functional role at work.”

NUS offers key courses in business strategy, cross-cultural leadership, communication styles for different leaders and different stakeholders, HR for CEOs, boot camps for new CEOs and corporate innovation – amongst others – to train leaders.

“Our most popular work is with custom programme clients,” says Nigel Yeung, Director, Executive Education, NUS. “NUS Executive Education blends the academic rigour and research of a top B-School with the reach, energy and focus of consulting teams. This delivers impact.”

corporate health

Working on

wellness Research reveals that keeping employees healthy goes a long way in maintaining a productive workforce. HRM looks into health initiatives offered by organisations and how they help to keep employees in tip-top condition – and engaged

By Priya de Langen

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corporate health

R

ecent figures from PricewaterhouseCoopers have revealed that absenteeism costs UK businesses around £32bn (S$64 billion) a year. This mind boggling figure reiterates the importance of organisations maintaining a healthy workforce in order to stay productive.

Studies also show that numerous organisations worldwide are already spending a sizeable amount of money on workplace health programmes. A US survey, Working Well: A Global Survey of Health Promotion and Workplace Wellness Strategies, found organisations spend about US$220 per employee to participate in a wellness programme. In addition, it revealed that globally there has been an increase in the number of organisations putting in place wellness strategy frameworks – 66% in 2010 compared to 49% in 2007.

Concerned with health

Employers and health experts agree that a fit and healthy workforce is important for the productivity of the business in the long-run and investing in workplace health strategies plays a part in business success.

Low Peck Kem, Divisonal Director, National Human Resources Division for Ministry of Manpower (MOM), states that it is natural for the organisation to invest in keeping the workforce fit and healthy to achieve its ‘A Great Workforce, A Great Workplace’ vision. She adds that tangible benefits that the organisation gets from promoting health and fitness are lower absenteeism, a higher engagement level and optimal performance.

The physical and mental well-being of employees has a direct impact on work performance, says Lam Pin Woon, President and Executive Director for Healthway Medical Corporation, a health screening provider. Lam notes: “It is important for employers to provide essential and preventive healthcare services, including health screenings and vaccinations, to achieve a healthy and productive workforce.”

HR and management also play a big role when it comes to implementing a framework and promoting a healthy lifestyle culture at work. Goh Hui Boon, Deputy Director (HR Management Division) for Land Transport Authority (LTA) states that the organisation’s health initiatives are based “on synergy of activities organised by the HR Division and our management’s support”. issue 11.10

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corporate health

“These tips simplify the health message, making it easy for all levels of staff to understand and be aware of some of the risks when they don’t make the right lifestyle choices” Goh Hui Boon, Deputy Director (HR Management Division) for LTA

In an important step, HR takes the pulse of their employees’ interests and health needs through reviews. Goh states that LTA conducts regular reviews and the received feedback is used to evaluate health programmes and how they can be improved to meet the changing needs of employees. MOM is another employer that conducts various surveys – health practices survey, organisation climate surveys as well as health screening results – to ensure that health initiatives are relevant and interesting to its employees, says Low. In addition, she highlights that MOM’s HR is “also visible in putting in place support structures such as allowing for flexible working hours under the Flexi@MOM scheme to encourage participation”. The scheme allows employees to use one hour per week for exercise, either during the working day or before work.

Health initiatives in companies

Many organisations that promote corporate health have a variety of initiatives and not just a one-line health policy or an annual health talk. Goh of LTA says that in order to create awareness for a healthy lifestyle, the organisation has a three-pronged approach – Inform, Detect and Prevent, and Intervene.

LTA employees are regularly informed about various health topics such as hypertension, or diabetes through monthly e-tips as part of the organisation’s annual health calendar. “These tips simplify the health message, making it easy for all levels of staff to understand and be aware of some of the risks when they don’t make the right lifestyle choices,” states Goh. The company also conducts talks Implement a framework for health initiatives in the organisation targeted at different ages, such as Provide regular information on maintaining a healthy lifestyle through osteoporosis for mature staff. emails, newsletters, lunchtime talks For detecting and preventing health Conduct frequent health screening sessions issues among employees, LTA Organise regular sporting and teambuilding activities and target them conducts on-site annual health for different groups of employees. For an example, low-impact sports screenings, especially for mature for mature workers such as yoga or tai chi workers to detect age-related diseases Mental health is just as important as physical health so offer such as diabetes, and high blood counselling for employees that suffer from work-related stress issues or pressure. Female employees are offered even personal issues that may affect work performance subsidies of up to 50% to attend mammography screening.

Tips for a healthy workplace + + + +

+

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corporate health

LTA’s HR has also developed intervention programmes to help employees improve their health conditions, explains Goh. Workshops regarding weight management and hypertension have been conducted to help them manage their conditions. In addition, the LTA Staff Club organises a variety of sports and social activities, and employees represent the organisation in external sporting events such as the Public Service STAR Games and Inter-statutory Board Games competitions.

Goh says that LTA has seen an improvement in the health conditions of its employees, as the amount of medical leave taken over the two years (2009 and 2010) remains consistently at an average of four days per person per year, compared to the average five days per person in the public services sector.

MOM’s wellness programmes are divided into organisationalwide and interest-group levels. Annual free basic health screening is conducted for all employees and specific programmes are also in the works to cater to employees with major health risks.

Intervention programmes are also part of MOM’s employee wellness framework with lunch time talks on health. A recent one was conducted on ‘Choosing the Right Herbal Meal’, with over a hundred people attending it and requests for repeat talks. Other initiatives include after-work exercise classes, monthly inter-department tournaments as well as a monthly Fruitful Day where fruit is given to “encourage healthy eating habits”, according to Low. Employees at MOM have formed sports and interests groups such as yoga and basketball, and they even train together to compete in the Public Service STAR Game. Furthermore, to support these interest groups, MOM subsidises teams’ participation in public runs such as Standard Chartered Marathon, states Low. Both MOM and LTA have also invested in physical infrastructure to help promote fitness among employees. LTA has a Clubhouse (Club7) comprising a gym, karaoke plus functions and games rooms for employees and their families to utilise, while MOM has in-house gyms in its two offices.

Many companies are also signing up for corporate programmes offered by external trainers for various sporting activities such as yoga and pilates. True Group (parent company for True Fitness and True Yoga) is one that offers over 35 types of yoga classes as well as dance, gym and pilates. A spokesperson for the group says that over 25 companies have signed up for its corporate memberships. So far, True Group has received positive feedback from organisations that include weight loss and increased energy levels among employees. issue 11.10

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Pan Pacific Serviced Suites - Suite Bedroom

The Club at Capella Singapore - Penthouse

The rise of

serviced

Shama Serviced Apartments - Fortress Hill, Hong Kong

Great World Serviced Apartments Outdoor Playground

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OVOLO - Bedroom

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8 on Claymore Serviced Residences

Pan Pacific Serviced Suites Singapore

Serviced apartments are known to offer business travellers a perfect home away from home. HRM investigates the trends in the industry, reasons for the popularity of serviced apartments and how serviced apartment providers are coping with the demand

apartments

By Shalini Shukla-Pandey

PARKROYAL Serviced Suites - Living Room

Oakwood Residence Garden Towers Bangna Bangkok

Lanson Place Winsland Residences, Singapore

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S

erviced apartments are undoubtundoubtedly gaining more traction amongst the Ascott Raffles Place Singapore expatriate community in Asia.

With increasing foreign investments and more companies expanding to tap into the opportunities in the Asia until about six years ago, the industry here as a region, serviced apartment providers are seeing whole is now experiencing increasingly robust more business travel – both short term and medium occupancies,” says Jastina Balen, Director of Group to long term – into and within Asia, says Tony Soh, Branding & Communications, Frasers Hospitality.

Chief Corporate Officer of The Ascott Limited.

However, the different mix of guests (with Far East Hospitality’s COO Raphael Saw has corporate being a very high percentage), the longer also seen a rise in the number of enquiries for average length of stay and the fact that reservations serviced residences in Asia, at an average of about are often made by corporate ‘bookers’ or 10%. She says that procurement teams all mean that serviced coming out of the 2008 apartments face different operational challenges financial crisis, Asian compared to hotels focused on leisure travellers. economies have continued to perform Dollars and sense well compared to other While serviced apartments are getting more and parts of the world. more popular as an accommodation option for not “There is a steady just the top Fortune 500 corporate base but also growth in Asia and we for SMEs and even start-ups in Asia, the cost of see constant investments living in the region may be rather unwelcoming. in the region, thus For instance, Singapore was recently named by driving a corresponding demand for serviced ECA International as the third most expensive residences,” says Saw. “As long as the economic country in Asia for expats. outlook for the region remains stable and strong, One way serviced apartment providers are we anticipate that the demand for accommodation coping with the demand is by maintaining price will also continue to grow in tandem.” competitiveness. “Pricing will always be moderated “Although the concept of serviced residences by demand and supply. That plus the brand will was probably more popular in the US and less so in determine rental costs,” says Balen.

Frasers Hospitality’s strong ties with corporate bookers over the past 13 years have helped cultivate a high level of trust between them. Balen explains: CASESTUDY “Just as we try to accommodate their needs and those of their employees, they too have been very understanding of our rates. I do believe that we offer good value, not just in terms of our great locations China is the world’s second largest economy and a top destination for overseas and facilities, but also our services.” assignments. Chinese cities are also seeing strong demand for temporary accommodation Although hospitality room rates fluctuate with from both foreign and domestic travellers. demand, Ascott offers companies and business “Ascott is currently the largest international serviced residence owner-operator in China with travellers greater flexibility and value when they over 6,000 apartment units in 36 properties across 16 cities. This year, we have opened three book their serviced apartments. “Companies can properties in Shanghai, Shenzhen and Xi’an and secured a management contract in Macau,” accommodate their staff in our serviced apartments says Tony Soh, Chief Corporate Officer of The Ascott Limited. “To tap on the strong opportunities for an extended period, without having to commit to in China, we plan to double our portfolio to 12,000 apartment units in China by 2015.”

China

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CASESTUDY

India long rental leases,” says Soh. “Our serviced apartments also offer significant savings when executives travelling in a group share an apartment, with each individual still having their own bedroom.”

Ascott has a specially-designed loyalty programme for its valued corporate bookers. Called the Link Club, it enables Ascott to keep in touch with corporate bookers and show appreciation for their loyalty through rewards and exciting lifestyle offerings. “Our Link Club currently has some 10,000 members globally and we have seen a strong double-digit increase in bookings coming through this channel,” says Soh. Ascott’s ‘Best Rate Guarantee’ initiative offers travellers the best available Internet rate when they book through any of Ascott’s websites. Companies can also easily follow the serviced apartment provider on Facebook, Twitter, YouTube and Flickr for updates, latest promotions, insider travel tips and videos or photos of properties. “We currently have more than 20,000 fans across our four Facebook pages, with over 12,000 page views per month,” says Soh.

As a key emerging economy, India is attracting foreign investments which bring about an influx of expatriates and business travellers to the country. It also has a booming tourism industry which saw 5.58 million foreign tourist arrivals in 2010. However, there is an acute shortage of quality accommodation, and the gap is estimated at approximately 150,000 rooms.

Owner of Ahuja Residency – one of the first to start providing serviced residences in Delhi in the mid-90’s – Jaipdeep Ahuja, says: “We were running them before anyone here knew what to call them.” Even now, 99% of their guests are expats and typically stay for six months.

Ahuja believes the reason Delhi and the rest of the country sorely lacks serviced apartments is that “the government has no clue what a serviced apartment is. These are clubbed with hotels and those can be built on land earmarked from them in the master plan, which is frightfully expensive”.

Although there are no recognised serviced apartment brands operating in Delhi, that is set to change with one of the biggest players in the industry, Ascott, opening or having already opened accommodation in Bangalore, Hyderabad, Chennai, Ahmedabad and Delhi.

Given the strength of the IT sector in India, Tony Soh, Chief Corporate Officer, believes it is timely for Ascott to establish a presence in Bangalore, which has been touted as the Silicon Valley of India.

“To capture the strong demand, Ascott recently opened our first serviced residence in India, the 96-unit Citadines Richmond Bangalore. Our second serviced residence, Somerset Greenways Chennai, will officially open later this year,” says Soh. “We will also open another five properties progressively in Chennai, Bangalore, Hyderabad and Ahmedabad over the next three to four years.”

Outstanding services

Serviced apartments are constantly looking for ways to stand out in terms of the services and facilities they offer to guests. For instance, Far East Hospitality is upgrading two of its properties along the shopping and entertainment district of Orchard Road: Far East Plaza Deluxe Residences and Orchard Parksuites.

“The apartments at Orchard Parksuites have been upgraded with enhanced bathroom fittings, updated furniture configuration and refined carpentry. The lounge at Orchard Parksuites has been refreshed with new upholstery and furniture providing a relaxing dining experience for guests,” says Saw. “We have also included a delectable afternoon tea to provide a more memorable experience.”

Among other enhancements, seven newlycreated units of two-bedroom and three-bedroom suites have been added to its collection of 127 apartments at Far East Plaza Residences.

Ascott has also invested $70 million to refurbish 15 properties globally as part of ongoing efforts to

Far East Hospitality - 3 Bedrooms Living Area

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CASESTUDY

Singapore enhance guests’ experience. These include six properties in Asia.

To cater to different lifestyle requirements, Ascott ups the ante by offering three brands of serviced apartments – Ascott, Citadines and Somerset. The premier Ascott-branded properties offer top business executives discreet service in an exclusive environment. Citadines provides independent travellers the flexibility to choose the services they require. For guests with children, Somerset-branded properties are ideal as they come with facilities such as playgrounds, indoor playrooms and children’s swimming pools.

“Our serviced apartments come with full facilities and services so that our residents simply ‘plug & play’ without having to worry about the hassles of moving into a new home,” says Soh. “Ascott also helps residents settle in quickly to a new environment through residents’ programmes such as city tours and workshops about the local culture.”

These days, corporate bookers are very savvy says Balen, expecting gold-standard services and facilities similar to that of 5-star hotels within a set cost. “Their criteria have become more stringent as the industry starts to raise the bar,” she says. “For example, the growing trend is to look at recreation facilities. Our gyms across all our 48 properties around the world now open 24/7.”

In Singapore, demand for serviced apartments has been very strong, driven in large part by the inflow of foreign direct investments, which more than doubled to US$39 billion in 2010. This put Singapore in ninth place globally for foreign direct investment inflows last year, according to the United Nations Conference on Trade and Development World Investment Report 2011.

Singapore is also ranked the top choice for Asian expatriates in the ECA Locations Rating Survey 2010. The country has been the choice destination hub with its good and secure infrastructure of services from banking and finance, medical, education, hospitality and tourism, making it ideal for businesses and meetings says Far East Hospitality’s COO, Raphael Saw. “The city continues to attract business and leisure travellers as the government implements various initiatives to reinvent Singapore as an exciting leisure destination and strengthen the country’s position as a leading convention and exhibition city in Asia,” says Tony Soh, Chief Corporate Officer of The Ascott Limited.

Ascott currently operates 908 apartment units in eight properties which are in prime locations in Singapore.

The occupancy rate across all Frasers Hospitality properties in Singapore has also been very healthy this year. “We average more than 90% and above generally, but on many occasions we have been completely full with corporate clients having to be put on a waiting list despite our fourth and newest property, Fraser Residence Orchard, opening in March this year,” says Jastina Balen, Director of Group Branding & Communications, Frasers Hospitality. “Quarter-on-quarter, occupancies have also been increasing although there is not much room left for that at the moment.”

In brief Serviced apartment

Average occupancy rates (Singapore)

Equity/asset overview (Asia)

Remarks

Frasers Hospitality

90%

64 properties in 37 cities, including Asia by the end of 2012

Frasers will be launching a brand new hotel concept in Singapore next year – before rolling it out in the region – to meet market needs

The Ascott Limited

80%

120 operating serviced residences in 32 cities across 10 countries in Asia

New this year: Ascott Bonifacio Global City Manila and Citadines Salcedo Makati in the Philippines Citadines D’Pulze Cyberjaya and Somerset Damansara Uptown Petaling Jaya in Malaysia Somerset Kencana Jakarta in Indonesia

Far East Hospitality

80–90%

11 properties in Singapore & Malaysia

Far East will be developing West Coast Link, which is a 200 room residence, as a new addition to its 11 serviced residences, totalling 1,400 apartments

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Eco-friendly accommodation preferred The majority of Indian business travellers opt for Frasers’s signature eco-friendly accommodation.

Retreat and Kids Clubs are According to the Accor Asia Pacific Business often big hits with families.

Travellers Survey 2011, modern Indian business For those seeking travellers are becoming more eco-conscious and entertainment, the location tech-savvy. The report revealed that 66% of travellers of Frasers properties within would choose a hotel because it is more entertainment locales is environmentally conscious, and 62% of travellers always a big draw. For would pay extra to stay in a hotel with a superior instance, in Singapore the environmental commitment to a similar standard hotel in the same location. property is right in the middle of the vibrant Robertson Walk area, and in Kuala Lumpur in Malaysia, it is a five-minute walk from Kuala Lumpur Convention Centre (KLCC).

“Meeting needs is important and anticipating evolving needs is something we are constantly thinking about. The Retreat is one such innovation,” says Balen. “iPod docking stations were made available in every room early on. Simmons beds, monthly residents get-togethers and having the same housekeeper each time is another.”

Frasers’s ability to form personal and long-lasting relationships with guests has helped invoke a sense of ‘home’ and ‘security blanket’ in guests’ minds. “The staff at our properties almost become the extended families of our long-stay residents. We have guests who have stayed with us for more than eight years, and even after they have left, they still come and visit the team when they visit the city,” says Balen. “Farewells at our properties are often tearful events.”

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talent ladder Evelyn Sin

Senior HR Manager, Asia, Teleflex Medical Asia

Ng Ai Li

Talent Acquisition Manager, Mindchamps

Evelyn Sin has recently been appointed as Senior HR Manager of the Asian region in Teleflex Medical Asia.

Prior to this, she was with TNT Express for six months, and before that at Cardinal Health for six years where she was part of the pioneer staff.

With more than 10 years of experience, her role has evolved from a full spectrum HR Generalist to that of a Regional HR Business Partner. She is currently involved in a Global Banding Project as a core team member. Her role requires her to create structure and practices to drive equity among similar jobs across the business, integrate HR strategy and tactics, ensure consistent application and design, as well as coordination of resources.

In her new role, she hopes to deliver credible HR services that attract, develop and retain Teleflex’s employees, and proactively support business leaders in the development of a high performance organisation.

Ng Ai Li has taken on her new role as Talent Acquisition Manager at education institute MindChamps. She will manage talent attraction, recruitment and selection as well as career planning and development. Other than corporate recruitment, she will be scouting for talented educators to train students from pre-school to tertiary level in “the Art of Learning How-to-learn” and the development of their “Champion Mindset”.

Ai Li embarked on her career in the HR/ Recruitment industry in 2007 with Adecco. She handled various portfolios, including general staffing, key account management and headhunting. “Adecco was the place where I grew and learnt. I now look forward to being involved with strategic planning and gain more experience here in MindChamps.”

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Hans Han

Regional Head of Compensation & Benefits, APAC, Huntsman Asia Pacific

Hans Han is the new Regional Head of Compensation and Benefits at Huntsman Asia Pacific, a Fortune 500 company in the chemical industry. He was previously the Regional C&B Director for APAC at IMS Health Asia Pacific.

Han has more than 17 years of work experience in various disciplines including business, general management and HR management. He started as a trainer, progressed into HR consulting and eventually regional compensation and benefits with multinationals corporations.

In his new role at Huntsman, Han is looking forward to providing more leadership in the area of C&B, strengthening the partnership with the APAC HR teams, and developing higher levels of engagement with business and functional leaders. issue 11.10

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ExpEriEncE

p h u k E t at i t s b E s t

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class spa – Original art collections – A well equipped library...

and presented in vibrant restaurants – A fashionable beach

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mice feature

Thailand’s

diverse treasures Thailand is famous for its service culture, stunning beaches and unique cuisine. With its MICE infrastructure firmly in place, it is an appealing location for organisations to hold their meetings, conventions and team-building activities

By Vivien Shiao Shufen

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opularly known as the Land of Smiles, Thailand offers a variety of settings for MICE activities such as luxurious beachside resorts, city-centre hotels with lively nightlife and soothing rural retreats. Its diverse landscapes and attractions offer something for everyone.

The kingdom welcomed over 740,000 MICE visitors in 2010, according to statistics from the Thailand Convention and Exhibition Bureau. It also hosted some 2,000 international corporate and non-corporate meetings as well as over 1,500 incentive travel groups.

As Arisara Thanuplang from Thailand’s Convention and Exhibition Bureau (TCEB) sums it up, Thailand is suitable for MICE travel due to four main reasons: variety of destinations, business opportunities, infrastructure and excellent hospitality.

Life’s a beach

Let us turn to the image of Thailand that most frequently comes to mind – sandy, white beaches with palm trees swaying in the breeze. It is little surprise that most of the country’s MICE facilities are situated near its Thailand welcomed countless gorgeous beaches such as Phuket, Pattaya, Krabi, Koh Samui and Hua Hin. These are attractive MICE visitors in 2010 event venues that have become Source: Thailand Convention and increasingly popular over the years Exhibition Bureau due to their opportunities for both activities and relaxation.

Laguna Phuket, a destination resort of seven luxury hotel and villa properties on the northwest coast of the island, has been prominent in attracting growing numbers of international MICE

740,000

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visitors from both neighbouring countries and those further afield.

Angsana Laguna Phuket, opening in December 2011 after a major refurbishment, will offer nine meeting rooms and a marquee with a seating capacity of up to 1,000. All Laguna Phuket properties cater to bespoke MICE requirements. In addition, their Latitude facility, a 1,500 square metre marquee-style stand-alone structure overlooking one of their lagoons at the heart of Laguna Phuket, can be configured to accommodate events of various sizes.

Beachside locations like Phuket and Krabi are especially notable for their array of water activities that are ideal for team-building events. Kayaking along the beautiful limestone cliffs and caves at the world famous Phang Nga Bay would be the perfect way for employees to spend the day together as they would be working up a sweat paddling and enjoying the beauty of nature at the same time.

Another less strenuous activity would be chartering a sailboat or a luxury cruiser to go island hopping among the many beautiful islands of Thailand. A beautiful area for sailing and snorkeling would be in the south of Thailand, where employees can visit Coral Island, Phi Phi Islands and Racha Island on the same day.

Getting some greenery

Although Thailand is known for its beaches, there is another hidden side to the country that many are starting to discover as suitable MICE destinations.

The verdant landscapes of Chiangmai, Chiangrai and Kanchanaburi, with their lush greenery and ancient temples are a peaceful respite from the fast-paced city life that employees are accustomed to. These idyllic locations are perfect for workers to unwind and take a break from the daily grind.

The Four Seasons in Chiangmai offers attractive MICE packages for companies to hold meetings at their tranquil and serene location overlooking terraced rice fields and the mountains in the beautiful Mae Rim Valley. Companies can choose to have their event indoors or outdoors. The Rachawadee Residence is a beautiful Lanna-style building that can host cocktails and receptions for up to 230 guests. Another option would be the Pool Terrace

Team-building activities in the sea

and Cocktail Lawn beside the lily pond that offer breathtaking views across the rice terraces.

An interesting team-building activity that companies can hold in the countryside would be Thai cooking classes. The Four Seasons Resort Chiangmai has a cookery school which offers guests a hands-on learning experience through a programme designed by the Resort’s culinary team. Employees would be able to bond with each other while creating mouthwatering Thai dishes such as kaow soi gai (Chiang Mai curry noodle soup with chicken) and tom yum goong (spicy prawn soup with lemongrass).

There is an abundance of other cookery schools in Chiangmai as well, offering classes in rustic settings. Recommended ones include A Lot of Thai and Siam Rice Thai Cookery School.

Another more rigorous activity that Thailand’s MICE companies can consider organising would revenue in 2010 be trekking trips to nearby jungles and villages to get a taste of rural Thai life.

Tour operators such as Mellow Trek in Kanchanaburi are able to organise custom-designed tours for your employees ranging from adventurous overnight hikes, to family-friendly walks in the countryside.

US$1.7 MILLION

Urban escapes

If you would like a location that is closer to exciting shops and nightlife, the glittery city of Bangkok is the answer. The bustling metropolis may not be the most scenic, but the capital city has world-class infrastructure that supports Asia’s best facilities and venues.

One five-star hotel that truly stands out is the Centara Grand at Centralworld, located within the issue 11.10

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Centara Grand at Centralworld

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central business district.

It is the only fully integrated world-class convention venue, hotel and retail and leisure complex in the heart of Bangkok. The state-of-the-art convention centre can accommodate up to 6,000 delegates, and will be suitable for organisations intending to hold largescale exhibitions and conventions.

Situated right next door, Centara Grand has 505 luxurious rooms and suites that would be suitable for incentive groups. If more accommodation is required, over 4,000 guestrooms are within a 15-minute walk of the centre. In addition, the Bangkok Convention Centre at Centralworld is also home to one of the largest shopping centres in Asia, ensuring that guests will never run out of things to do.

There are plenty of team-building activities that can take place in the lively city of Bangkok. A surprising way to get to know the city would be by bike. Grasshopper Adventures, a renowned biking outfit in Thailand, shows that there is more to Bangkok than congested traffic and high rise buildings. Companies who would like to have a custom tour can engage their services for a group bike ride along the city’s little-known back lanes and quiet streets. Meandering past temples and the Chao Phraya River, it is a lovely way for employees to bond while cycling and see a side of Bangkok that few have seen.

All in all, Thailand is an amazingly diverse country that has top notch facilities and venues to host MICE activities of every kind. Paired together with the famous Thai hospitality and service, you can be assured that Thailand is an ideal MICE destination that will deliver on its promise.

advertorial CCL

Creative leadership effect Self-awareness snowballs into great leadership development. The Center for Creative Leadership shows how individuals can be groomed to understand the effects of their leadership styles on their peers

A

ccording to a Conference Board research report, “Evidence-Based Human Resources”, the strategic future of HR lies in the profession’s success in developing a set of decision science standards comparable to those that serve as the foundation for fields such as finance and marketing.

As such, a strategic HR Partner is now expected to be equipped with the knowledge of specific assessment tools that provide for an evidence-based approach to HR practices within an organisation.

The Center for Creative Leadership (CCL) has been at the forefront of research and development of such tools. Over the years, CCL has developed various 360 tools, including the Executive Dimensions®, Benchmarks®, 360 BY DESIGN®, SKILLSCOPE® and the Global Leader View 360 to specifically focus on leaders at different levels.

CCL 360-degree Assessment Suite

The 360-degree Assessment Suite, helps to create leaders who are not only highly skilled at their work in terms of professional competence but who also make a positive impact upon their organisations and people that they work with. These assessments provide organisations with data to help them make informed decisions on their talent management and succession planning practices, and ultimately achieve their business goals.

360-degree feedback allows for systematic collection of opinions about an individual’s performance from a wide range of co-workers. This could include peers, direct reports, the supervisor, the supervisor’s peers – along with people outside the organisation, such as customers.

By collecting data this way, the leader gets to see a panorama of perceptions rather than just self-perception, which affords a more complete picture, making the leader more self-aware. + Executive Dimensions® assesses “It is a good feeling to think that top-level leadership behaviours through your leadership you can + Benchmarks® measures the skills influence someone’s quality of life learned through development and help improve the world of the that are critical for success, as next generation. We talk about how well as possible career derailers small the world is becoming. Even + Prospector ® assesses skills for better, it is becoming a connected learning and leading world,” says Antony Thomas, HR + 360 BY DESIGN® focuses on Director, AJES/Washington Group competencies important to the consortium in Qatar. organisation CCL’s 360 debuted in 1986 and has been constantly refined and improved. Additionally, CCL has one of the largest benchmarking databases in the world. Since 1970, more than 500,000 leaders from different parts of the world have attended CCL’s program.

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resources

Tapping on female talent

I

s your company looking to strengthen its talent pipeline in fast-growing and competitive markets like India and China? Tapping on their female workforce might be the solution, suggests the book Winning The War For Talent in Emerging Markets: Why Women are the Solution.

According to the book, there are millions of educated women who have graduated from universities across markets like Brazil, Russia, India, China and the United Arab Emirates.

Making up 30% to 50% of the workforce in these countries, women are increasingly armed with better credentials and greater ambitions than their male counterparts.

Authors Sylvia Ann Hewlett and Ripa Raschid go on to explain what multi-national corporations can do to take advantage of this massive pool of talent. To begin with, employers must break away from stereotypical notions of these women to understand their psyche and the unique challenges they face.

The book showcases talent models and strategies of what some forwardthinking companies have been doing to answer the needs of these talented women, putting the spotlight on innovative initiatives that aim to develop and sustain their female workforce. The book also has tips for building an infrastructure through networks, mentors and sponsors for female leaders to combat cultural bias.

Also, the book highlights that only when companies in emerging markets learn the value of women as a talented resource, would they be able tap into their full potential by Winning The War For Talent in Emerging creating processes and practices for Markets: Why Women are the Solution them to flourish. Essentially, this Authors: Sylvia Ann Hewlett and Ripa Raschid will be the competitive edge that is Published by: Harvard Business Review Press needed for businesses to succeed Retail Price: S$54.52 (GST included) in a rapidly changing world.

At a Glance

The power of a name

M

aintaining and managing reputation should be critical in a business says Dr. Daniel Diermeier in the book Reputation Rules: Strategies for Building Your Company’s Most valuable Asset.

In a digital age where information is passed around at lightning speed, organisations are vulnerable to criticisms from all corners – stakeholders, focus-groups and watch-dogs.

Companies should no longer only look at the bottom-line but must try to maintain business credibility by keeping a good image.

In Reputation Rules, the author highlights that reputation management should not be a corporate responsibility but a core capability.

Pointing out recent real-life examples from BP, Goldman Sachs, and Toyota, Dr Diermeier says that these organisations could have prevented serious setbacks to their images from corporate debacles if they had implemented good reputation management strategies.

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The book underlines that when it comes to reputation, many organisations have inadequate reputation management strategies and “face a mismatch between assets and capabilities.” It points out that organisations should actively manage their business image and this responsibility should lie with business leaders and not be delegated to PR or lawyers. Also, companies should handle reputation management as any other business challenge and integrate it into everyday culture.

Utilising frameworks, strategies and processes as well as casestudies, Reputation Rules gives a good insight into what organisations of any industry can do to handle reputation crisis and build a reputation process into everyday operations.

At a Glance Reputation Rules: Strategies for Building Your Company’s Most valuable Asset Author: Daniel Diermeier Published by: McGraw Hill Retail Price: S$43.50 (GST included)

viewpoint HMI

Saving on healthcare costs – Staying lean during tough times

One of the big bracket costs for companies has traditionally been healthcare costs. With recent market volatility, HR now faces the dual challenge of saving on healthcare costs yet keeping employees happy, writes Chin Wei Jia, General Manager of Health Management International (HMI) Ltd. Workplace Health Promotion (WHP) taking on a crucial role

HR practitioners will agree synonymously about their ongoing efforts and challenges in successfully retaining employees and sustaining a healthy, motivated and productive workforce. This can be a greater challenge when there is also a need to keep operational resources lean and medical expenditures low. Coupled with Singapore’s rapidly ageing workforce, deteriorating employee health can cause a negative impact on the business and economic scales, if not promptly addressed or effectively managed. Hence HR needs to continuously engage with major stakeholders and strive to achieve the targeted organisational outcomes.

A recent report by the National Tripartite Committee on Workplace Health revealed three out of five adult Singapore residents work. Prudent HR practitioners would synergise with the Health Promotion Board (HPB) and World Health Organization’s (WHO) recommendation that the workplace is an ideal avenue to support health promotion amongst employees and their families.

Endorsed by HPB, the Workplace Health Promotion Programme (WHP) advocates the adoption of healthy practices at the workplaces to improve productivity and efficiency of employees and also to enhance the work environment and culture.

HMI-Institute of Health Sciences is proud to have certified WHP Consultants who can actively partner with companies to start and improve their own WHP programmes.

Chin

wei jia General Manager of Health Management International (HMI) Ltd. Preventive Health Screening – Across the Border

Besides making the workplace a healthfriendly space, HR practitioners will also agree on the importance of preventive health screenings in ensuring healthy and productive employees. Health screening is essential for the early detection of diseases that can cause long term disability or death. By investing in health screening for their employees, companies also get to save on potentially larger healthcare costs when major illnesses strikes without warning. Hence, companies are now seeking quality health screening packages with the value-add of convenience and comfort for their employees.

A growing number of companies are also seeking health screening services across the border, in Malaysia. According to a Frost and Sullivan report, Malaysia is expected to show an increase of 15% CAGR in the number of foreign patients visiting the country from 2010 to 2012. Due to its quality of healthcare and close proximity to Singapore, HMI has also seen an increase in the number of Singaporeans seeking medical treatment in HMI’s Regency Specialist Hospital (Regency) in Johor, which is just an hour’s drive away from

Singapore. Another HMI facility, the Mahkota Medical Centre (Mahkota) in Malacca, is just a three-hour drive from Singapore. Singaporeans can use their Medisave in both HMI hospitals.

For quality health screening at affordable rates, companies can now benefit from HMI’s popular health screening and leisure day trips to Regency Specialist Hospital in Johor. Participants are ferried to their morning health screening at Regency, followed by a complimentary healthy breakfast in the hospital. They then proceed to the local JUSCO mega-mall for shopping or are free to explore other leisure activities such as horseback riding or a spa session in the afternoon. Not only do employees get to have their health checked, they also get to interact and bond with their colleagues during the day trip!

From WHP programmes to crossborder health screenings, HR practitioners today can choose from a variety of options that can help them save on healthcare costs as well as keep employees healthy and happy at the same time. + For feedback or queries to this article, please email: enquiry@hmipsc.com.sg issue 11.10

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WebsiteÊ:Êwww.chinoisspa.com.sgÊÊÊ|ÊÊÊEmailÊ:ÊÊcontact@chinoisspa.com.sg

in person

Ivy

Tan

HR Manager, Brother International Years in HR? More than 15 years.

Why HR? I believe that if we can get the best from our people, they will make an impact on our organisational success. It is fulfilling for me to see people grow and be successful in the organisation as HR is part of it.

Why Brother International?

In addition to its solid history of more than 100 years, Brother practices empowerment.

As decision making is pushed down the levels, mistakes that occur give opportunities for both managers and employees to grow. It trains everyone to take responsibility and make sound decisions – supported and sustained by one

of our Core Values of “Trust and Respect”.

Biggest achievement?

I played a role in inculcating a spirit of community giving in staff at Brother. Our employees are enthusiastic in volunteering their time in community work such as mentoring our AWWA Youth (our adopted NGO) and in our environment initiatives.

Family?

Married with 2 “technology savvy” daughters born in the millennium.

What happens after hours?

I go running with my colleagues from the Brother Running Club, cooling down and chatting over “100plus” after the runs.

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twenty-four seven 1:00pm Catching up with the functional

Alan Yong HR Manager, Asia, Gexpro Asia

7:00am Send my son to school before

8:00am Getting myself started with a

functions of payroll, leave management and recruitment are well coordinated and executed. Such communication brings me up to date on HR developments in the market.

cup of hot tea and resume my work on unfinished matters.

12.00pm Time to “BR” (Build

navigating through congested traffic, on the way to the office.

09:30am Teleconference with my immediate superior in the US to relay updates on HR matters for Asia.

11:00am Daily interaction with external business partners to ensure the outsource

relationship, a term which I recently learnt) with fellow colleagues over lunch. Our usual place is in West Coast where fish soup is popular among my ‘kakis’. Once in a while we may travel further to Commonwealth for chicken rice and yong tau foo soup.

managers to understand their current challenges and requirements.

2:00pm Back to addressing emails, preparing HR updates and other HR administrative duties.

4:30pm Touched base with colleagues across Asia through phone calls or the company’s social network to maintain open communication.

5:00pm I engage with new employees towards the end of the day where they tend to be more relaxed. I obtain feedback, and at the same time answer any questions they are unsure of.

5:30pm Time for review on deliverables of the day and to check if any time sensitive matters have been left out.

6.00pm Knock-off time, unless there is unfinished work to be done....

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Jack Phillips

Larry Yap

Jointly Hosted by

Rich Wellins

Ong Teong Wan

Su-Yen Wong

Bill Wiggenhorn

Innovation Strategies for Creative Thinking Blended Learning and Learning Technology Leadership Development and Talent Management Multi-cultural, Multi-generational Training for Employability The HCD Industry – Trends and Insights Productivity and Delivery of Measurable Value Public and Private Sector Training Training Techniques for Adult Learning Training for Small and Medium Enterprises

Endorsed by

Supported by

GLOBAL NETWORK SINGAPORE

Platinum Sponsor

Official Broadcaster

Media Partners

PR

Event Organizer

talent challenge

Going green How can HR nurture a green workforce?

In nurturing a green workforce, the work by HR should start even before a person is recruited. Being the first point of contact for officers, the HR team ensures that the Sim Li Ling “green” message is brought across to potential candidates. One example of our Deputy Director, HR conscious efforts would be the use of recycled materials for our recruitment collaterals.

Management, National As a regulator and champion of the environment, one of the criteria used by NEA Environment in assessing recruitment candidates is whether they display environmental stewardship, Agency (NEA) which refers to their attitude and knowledge towards environmental issues and interest in the activities of the NEA. All successful candidates are inducted into NEA’s culture of being “green”. This could be simple things like requiring all officers to have the following message in their email correspondences: Please consider the environment before printing this mail. Our working environment is also eco-friendly and recycling bins are readily available in the office to remind officers to reduce, reuse and recycle. NEA is also the first agency to successfully achieve the Green Office Label for all its offices over 16 locations in Singapore. Being green is therefore a way of work-life for NEA employees.

Phan Yoke Fei

SMRT has received the prestigious President’s Award for the Environment 2011 recently for our efforts in environmental conservation. A very successful initiative is the SMRT Eco-Competition which has become a yearly event since 2009. In year 2010, the organisation managed to collectively recycle 74 tonnes of paper. For 2011, we have the Eco Hero Family Challenge for employees and their families to cut at least 15% from their electricity and water consumption and be rewarded for their efforts.

To ensure employees embrace going green, a Green Committee was also formed to constantly encourage green efforts among employees. Through this initiative, we have successfully worked with various CDCs to create awareness and drive home the message that green transportation plays a vital role in a sustainable modern society. This year, we developed the South-West SMRT Eco Fund together with South-West CDC to encourage environmental and community sustainability.

In summary, other than arming the workforce with key technical know-how, HR also plays the role of keeping the workforce aware and engaged through initiatives to promote living green.

Vice President, HR, SMRT Corporation

Magdalene Tai

HR can effectively nurture a green workforce through an environmental stewardship programme. Fairmont has been a leader in this aspect through its award-winning Green Partnership Programme as the “green philosophy” has grown to become an integral core value.

Each Fairmont property develops its own distinct campaigns that are best suited to its location, driven by employees and hotel-based Green Teams. Fairmont employees have “become environmental ambassadors, helping to protect the habitat, resources and culture of the places where we, and our guests, work, live and play”. Engaged and well-trained employees create good experiences for guests, instilling brand loyalty and driving profitability.

We focus our efforts on green and sustainable contributions to society, particularly on issues concerning water, due to the country’s limited water resources; sustainable seafood which highlights the need to change culinary preferences and purchasing habits to save endangered marine species; and the creation of an herb garden to promote healthy, sustainable organic cuisine. In order for us to implement these, we pro-actively engage our colleagues to either physically participate in our activities or contribute in generating funds through our regular Flea Markets.

Director, HR, Fairmont Singapore and Swissotel The Stamford

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talent feature

Give a little. Gain a lot!

When your employees get what they need, so does your business, says Christine Chan, Senior Manager, Adecco HR Services

Mix it up a bit

In every business there’s necessary - but often tedious - work that must be completed. Try spreading the “good” assignments around whenever possible so the same people are not spending all of their time working on those essential, but dull, tasks.

Christine

chan Senior Manager, Adecco HR Services

F

or many people, a job is often a means to an end - it pays the bills and enables them to enjoy time with their family and friends. But if the majority of your employees view their job this way, your business could be in trouble. Employees who are invested in your company and their position are happier, more productive, and more likely to stay. Determining what beyond salary and benefits - motivates your employees, is the key to maintaining a happy workforce. Here are some insights to help you identify what your employees are looking for and how you can ensure that their needs are met. It’s what makes then ‘tick’!

Live and let live

What happens when the extra mile is needed from your employees day in and day out? Employees with jobs that leave them too exhausted to enjoy time off are often unhappy, unproductive, and eventually leave - taking valuable experience with them.

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Create a culture of empowerment

Fostering a healthy work/life balance is crucial for warding off burnout. Be flexible if team members occasionally need to work from home and let them leave early now and then.

Encourage them to leave the office on time whenever possible, and set an example by not working late yourself every night. By showing your employees that you recognise that work can’t always be their top priority, you’ll earn their respect.

Give them room to grow

When the learning curve wanes, employee interest often follows. So for employees who show an interest in taking on more responsibilities, providing them with chances to do those things could go a long way towards keeping them happy.

If your company doesn’t already have a performance review process in place, start planning one today. Develop one that allows for open dialogue and that helps employees set clear goals.

With any luck, you’ve hired qualified individuals who are prepared to handle any assignments you send their way - and smart enough to ask for assistance when they need it. If that’s the case, give them room to do their jobs.

Micromanaging can often result in employees believing you doubt their competency. Letting your people take ownership of their own work increases their job satisfaction.

Let them know they ‘matter’

Employees who believe in the value of their work - and the company as a whole - are better team members and higher contributors to business success. So take the time to ensure that each member of your department understands where they fit into the team and how their work impacts the company’s results.

These small steps can go a long way…. for you and for your employees.

+ Adecco is the world leader in human resource services. The company operates a network of 20 offices and divisions across Singapore. www.adecco.com.sg

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executive appointments www.michaelpage.com.sg

Meet Jay. He’s tactful, understanding and a great judge of character.

And now, thanks to our global client network, Jay’s talent is being recognised in his new role as Head of HR. Our specialist consultants help people like Jay realise their career potential everyday.

How far can your talent take you?

Expatriate Management Specialist Asia Pacific coverage

Financial investment industry

Our client is a leader in the financial services group and are committed to their search for a HR Associate to support the Asia and Middle East team. Reporting to the Head of HR, you will be involved in a vast array of procedures, policies and projects to be rolled out for the organisation. Please contact Cherry Wu quoting ref: H1001270

APAC Compensation & Benefits Manager

HR Manager

European MNC in maritime industry

Business partner role

Healthcare industry

Our client is looking for experienced rewards professionals who is keen to join a pioneer regional centre of excellence. You will take on projects associated with compensation and benefits while also balancing annual salary reviews and bonus processes. This role will provide guidance to the business in compensation policies and processes. Please contact Lianna Tian quoting ref: H1002370

Our client is a prominent player in the pharmaceutical sector and is looking for a HR Business Partner for their regional office. You will serve as a strategic advisor to a diverse group of stakeholders, and will undertake a full spectrum of HR responsibilities with a strong focus on recruitment, compensation and benefits and expatriate management.

Please contact Shyan Hwei Phua quoting ref: H1002560

Training Manager

HR Manager

European MNC

Globally recognised brand name

Our client is a global market leader in the cosmetics/beauty industry.

Responsibilities include training beauty advisors, developing materials and designing an effective training evaluation system. A proven track record in training within beauty care is essential. In addition, you will also have had experience on the ground (sales floor and operations).

Please contact Ling Quek quoting ref: H999640

#12067

Opportunity to learn in a start up role

Our client is a premier financial institution and they require an expatriate management specialist in their Singapore office.

Reporting to the HR Manager, your responsibilities include assisting in HR strategies and talent pipeline for regional expatriates.

Please contact Nicole Lee quoting ref: H1003310

Policy focused

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HR Associate

Established bank

Highly visible role

We represent an established investment bank who is looking to recruit a generalist to support the Singapore and Southeast office.

This individual will provide support to the infrastructure and front office divisions on the full range of people related issues.

Please contact Audrey Neo quoting ref: H1008120

To apply for any of the above positions, please go to www.michaelpage.com.sg/apply quoting the reference number or contact the relevant consultant on +65 6533 2777 for further details.

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Internal recruIters needed!

Global and Leading MNCs Diversified Industry Players Exciting and Challenging Roles Well known industry leaders, our clients have urgent requirements for highly resourceful and dynamic recruiters to play key and leading roles in their talent acquisition quests. as subject matter expert, you are responsible in delivering high quality staffing service to the business. partnering with internal stakeholders to identify and develop staffing strategies and requirements, you will perform end to end recruitment activities including resourcing, and guide stakeholders through the entire selection process. degree qualified, you have at least 5 years experience in end to end recruitment within a corporate environment. You are an expert in full lifecycle recruitment activities preferably with high volume recruitment and agency experience. capability in dealing with ambiguity and operating in a dynamic environment is desired. You possess excellent project management, interpersonal and communication skills, and demonstrated stakeholder management capability.

Contact Maureen Ho quoting HRMP/30395B/MH.

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learnIng & development manager, asIa pacIfIc Global Logistics Company Fast-paced and Dynamic Environment Asia Pacific Region a global company, our client seeks an experienced learning & development expert to play a key role within its asia pacific operation.

You will conceptualize and design effective and innovative learning & development programs including training, career and succession planning, leadership development, in support of company’s Hr strategy.

You are responsible for the overall training budget, and will lead a team to ensure training objectives are met and programs are executed accordingly. You will also design, implement and review organization development initiatives regionally. degree qualified with graduate diploma in Hr development and/ or other professional training certifications and a minimum 6 years of asia domain expertise. You must have experience in managing training budgets, designing and conducting training courses in chinese language. You have demonstrated capability in people management and development, project management, and possess excellent interpersonal, communications and engagement skills. Contact Maureen Ho quoting HRMP/31696/MH.

executive appointments

compensatIon & BenefIts dIrector, asIa pacIfIc US Global Brand New and Exciting Role Based in Shanghai, China a global brand has an immediate need for a dynamic and accomplished compensation & Benefits director to be based in shanghai.

You will participate in the development of global strategies, while representing apac as a member of the global c&B leadership teams. You will manage regional adaptations of the global framework, and the development and implementation of strategies and actions in the region.

You will drive c&B initiatives through regional and country c&B teams in a highly matrix environment.

You must be degree-qualified with professional c&B certifications and minimally 10 years of relevant working experience at managerial level.

You possess working knowledge of apac c&B practices and regulations, and experience in the design and implementation of variable pay programs. exceptional influencing, interpersonal and communication skills, coupled with fluent english and chinese language will be required.

If you are prepared to be based in shanghai on local package and on permanent basis, please write in today. Contact Maureen Ho quoting HRMP/31638/MH.

Hr dIrector High Value HR Business Partner Director Level Position in Top Tier Foreign Bank Salary Circa $300k an opportunity has arisen within a top tier foreign bank for a highly experienced director of Human resources to take on a strategic business partnering role.

You will be responsible for executing Hr Business strategies across a number of key business lines within the bank focusing on talent management, succession planning and cost and budget management for the division. responsibilities will include implementing key Hr change programs focusing on supporting future business growth. You will work very closely with internal business heads and will be responsible for providing high level advice and solutions for all Hr related matters. the successful applicant will possess a minimum of ten years relevant experience within a global Bank or financial Institution in addition to strong business partnering skills. You will be an exceptionally strong communicator and will be able to demonstrate a strong track record of success throughout your career. Contact Sugar Rahim quoting HRMP/31547/SBR.

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Returning the Human to Resourcing

VP HR, International Operations

Compensation Consulting Senior Leader

HR Business Partner

Newly Created Position

Global Consulting Firm Financial Services Sector China / Hong Kong-Based

Premier Bank

This premier global human capital consulting firm specializes in compensation consulting for financial services sector.

This premier bank has a strong global franchise and has recorded impressive business growth in the region.

Reporting to the Asia Pacific Head of Financial Services Practice, you will build the compensation practice and execute consulting services for major international or regional financial services companies in the region. Consulting services cover market surveys, valuation services, compensation consulting (covering executive, equity, sales and employee compensation) and analytic services. You will deliver excellent services & solutions to existing clients and continuously originate new clients.

Reporting to Senior HR Leader, you will provide HR advice and services to the Support Function Group (including Technology, Operations and Finance).

You will enhance functional performance through appropriate advice and facilitation of robust and integrated people management tools and processes. You will play a diverse role covering performance management, reward and talent management so as to align people objectives with business strategies.

Degree qualified, you will have at least 10 – 15 years of experience gained in a major human capital consulting firm with a strong focus on financial services sector or a major financial institution. With strong business development, execution and consulting skills, you are entrepreneurial, driven and commercial in your approach.

Degree qualified, you will have at least 10 years experience gained in a major MNC or bank, including few years covering the support functions. You are proactive, mature, credible and tenacious. You are able to influence priorities and build relationship at all levels.

To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA2992\HRM, or call (65) 6333 8530 for more details.

To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA3005\HRM, or call (65) 6333 8530 for more details.

Aggressive Expansion Salary circa S$180k - S$250k + bonus Our client has its Global HQ in Singapore and is aggressively expanding. There is now an excellent opportunity to be part of a highly dynamic and pioneering team as a VP HR, International Operations.

Working closely with senior management, you will manage all HR issues relating to a startup. You will develop and implement HR policies, practices and guidelines. You will manage the full suite of HR including recruitment, talent management and organizational development for their international operations. As they are expanding their global footprint, you can also expect to work on M&A projects.

You are HR qualified and have worked a minimum of 12 years in a progressive and dynamic environment, preferably within services. You are operationally hands on, energetic and dedicated. Strategic to have a broad based perspective and operational enough to roll up sleeves. You are a strong team player and have a positive ‘can-do’ mindset. You must be able to work in a fast paced, dynamic and fluid environment.

Experience working within ambiguity will be advantageous.

To apply, please submit your resume to Cecelia Koh at ck@kerryconsulting.com, quoting the job title and reference number CK3444\HRM, or call (65) 6333 8530 for more details.

banking | finance | human resources

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Highly Visible Role Senior Manager

executive appointments HRM Awards 2009 Sponsor of the Best HR Manager of the Year Award Asiamoney Headhunters Poll 2009 Best Headhunting Firm - Middle/Back-Office category No. 2 in Asia

Global Tax Specialist

Learning & Talent Director

HR Business Partner

Global Portfolio

Industry Leader

Established Conglomerate, HQ in Singapore

Financial Services

Global Role

Global Portfolio

Salary circa S$180k - S$220k + variable bonus

Business Focused

Base Salary circa S$120k + bonus

Our client is a leading financial services firm looking for a dedicated and professional senior team member to join them as a Global (Employment) Tax Specialist.

Our client is a premier shipping & logistic services company with an established network globally.

Our client is a leading multinational with a significant global footprint. An opportunity now exists for a strategic business partner to join them in this generalist role.

You are degree qualified and possess tax technical expertise relating to international employment tax matters. You have strong international tax experience, particularly in relation to international assignees. Numeric and attention to detail, you have strong stakeholder management skills. You possess strong communication and interpersonal skills and have experience in project management.

To apply, please submit your resume to Cecelia Koh at ck@kerryconsulting.com, quoting the job title and reference number CK3510\HRM, or call (65) 6333 8530 for more details.

Reporting to the Group Head of HR, you will be responsible for the Talent Management & Organisational Development functions globally. You will develop a comprehensive learning & development strategy, and conceptualise and design innovative and effective learning & development programs in support of the company’s strategic people agenda. You will coach, develop and engage learning & talent development team to deliver aligned professional services that meet business expectations and upholds the company’s values.

You will work closely with the business functions you support in ensuring that HR policies, practices and resources are in alignment with overall business and corporate objectives. This also includes leading and implementing key long-term and short-tem HR initiatives that impact overall compensation, succession planning and recruitment strategies.

You will have at least 10 - 15 years of learning and development experience gained in a MNC with a proven track record in conceptualization and design of learning and talent management programs that drive business performance. You will be driven and possess strong influencing skills.

Ideally you are degree qualified with a minimum of 8 years HR experience, of which some should be within a regional capacity.

You possess strong working knowledge of HR practices across the region as well as have a broad overview of certain specialist functions.

You are excellent in managing client relationships at senior levels and have the ability to articulate and implement these initiatives on the ground.

To apply, please submit your resume to Adnan Atan at aa@kerryconsulting.com, quoting the job title and reference number AA3011\HRM, or call (65) 6333 8530 for more details.

To apply, please submit your resume to Cecelia Koh at ck@kerryconsulting.com, quoting the job title and reference number CK3511\HRM, or call (65) 6333 8530 for more details.

Licence No: C690801Z

Your key responsibilities will be in the area of ensuring excellence in design, communication and implementation of employment tax related policies and processes on a global basis.

You will be the process owner for employment taxes including the implementation and execution of strategies in managing employment related tax risks, planning and reporting, consistent with external taxation regulations.

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youR cAReeR in huMAn ResouRces hR diRecToR

hR diRecToR

vp ReGionAl BenefiTs

MulTinATionAl coMpAny AsiA coveRAGe

MulTinATionAl coMpAny AsiA coveRAGe

ReGionAl exposuRe invesTMenT BAnkinG

This is a global organisation with presence in more than 220 countries and territories, and over 300,000 employees worldwide.

It offers customers superior service quality and local knowledge to satisfy their transport and supply chain requirement. Due to business and strategic growth, it is seeking a HR director to take on the challenge of growing with the company.

A global service provider is looking for a key member in the HR leadership team to drive organisational and human capital capabilities required to deliver business strategies in Asia.

Partnering with the executive management team, the individual will lead the HR team to develop human capital strategies to ensure overall business success.

A reputable investment bank offering unparalleled financial services is looking for a client focused and commercially orientated VP, Learning & Development, to work closely with senior business leaders to diagnose learning needs to build group wide and divisional capabilities.

Key Responsibilities: • responsible for the full spectrum of HR function in the organisation • develop and execute specific action plans that will achieve the goals of talent attraction and retention • lead the HR team in day-to-day administration and implementation of HR practices, policies and activities • oversee C&B and L&D, and manage a shared service centre taking care of payroll and employee database system Key Requirements: • bachelor degree with at least 8-10 years’ relevant HR experience, preferably in a logistic environment • ability to work in a highly matrix environment • mature, independent, initiative and be a positive thinker who is coupled with good leadership skills • strong interpersonal skills with the proven ability to interact effectively with all levels of employees and management Interested applicants should email their CV to Daphne Tan at daphne.tan@robertwalters.com.sg or call (65) 6228 0268 quoting Ref. No. 475710.

Key Responsibilities: • provide strategic and business HR consulting support to diverse client group • drive organisational structure and design HR activities to support long and short term goals • drive talent attraction and development process with business groups to ensure appropriate assessment, development and succession planning • drive effective implementation of performance management process to accomplish strategic initiatives • review and provide guidance on sales incentive plans to align rewards with performance management strategies • provide guidance and advise to management at business levels on regional key growth markets Key Requirements: • minimum ten years’ experience in HR with strong commercial acumen • strong influencing skills as a strategic HR advisor to diverse business stakeholders • extensive regional experience • professional HR certification will be useful Interested applicants should email their CV to Gwen Lim at gwen.lim@robertwalters.com.sg or call (65) 6228 0294 quoting Ref. No.442760.

AsiAMoney heAdhunTeRs poll 2010 Best headhuntIng fIrm for BankIng mIddle / Back offIce recruItment In asIa

www.robertwalters.com.sg

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Key Responsibilities: • partner with HR business partners and key business stakeholders to identify and create appropriate HR solutions • develop a thorough understanding of divisional and HR strategic objectives • work with HR colleagues to maximise the use of resources, knowledge and best practices • advise key business stakeholders on integrated development solutions • manage delivery of service levels and assessment against defined business development priorities • share subject matter expertise to build internal capability and increase resource flexibility Key Requirements: • degree in human resources or other business related subject • minimum eight years’ L&D experience within the banking and finance industry • successful track record across organisational development, coaching, talent and performance management • ability to develop and apply effective measures to ensure ROI on training and development initiatives • strong relationship and influencing skills • business consulting skills and a track record of developing and delivering a business development plan Interested applicants should email their CV to Vincent Romano at vincent.romano@robertwalters.com.sg or call (65) 6228 0218 quoting Ref No. 470020.

The RecRuiTeR AwARds foR excellence 2010 Best InternatIonal recruItment consultancy award

Our Singapore office provides a complete, fully integrated recruitment service that focuses on the placement of HR professionals at all levels into both financial services and commercial sectors regionally.

Business Registration No: 199706961E. Licence No: B550103E.

executive appointments

ReGionAl c&B MAnAGeR

ReGionAl Business RewARds pARTneR

hR GeneRAlisT

MulTinATionAl coMpAny AsiA pAcific poRTfolio

ReGionAl Role inTeRnAl consulTAnT

dynAMic woRkinG enviRonMenT invesTMenT BAnkinG

This is a global company in the healthcare industry looking for a seasoned rewards practitioner with strong technical skills to provide analysis and recommendation on all aspects of compensation & benefits.

The successful candidate should also be tagged with strong influencing capabilities to serve as an advisor to management at business levels.

This reputable organisation is currently searching for an advisory business partner with strengths in compensation and benefits.

A global leading financial institution with an unparalleled reputation is looking for a dynamic and high potential HR Generalist to join its growing HR team in Singapore.

Key Responsibilities: • work closely with HR counterparts and business leaders to understand the business’ goals, and provide effective rewards solutions • implement C&B strategies in partnership with in-country HR teams • responsible for salary benchmarking, C&B review for the region • review and provide guidance on sales incentive plans to align rewards with performance management strategies • provide guidance and advise management on regional key growth markets Key Requirements: • degree in Human Resources or other business related field • minimum eight years’ experience in HR with a strong emphasis in compensation and benefits • technically strong and possess a broad and long term mindset • strong influencing skills as a key advisor to HR and business stakeholders Interested applicants should email their CV to Gwen Lim at gwen.lim@robertwalters.com.sg or call (65) 6228 0294 quoting Ref. No. 473940.

Key Responsibilities: • work closely with HR counterparts and business leaders to understand the business’ goals, manage risk and provide effective rewards solutions • device and install reward initiatives to improve employee engagement • partner with country stakeholders from a group benefits perspective on retention, employee engagement, and income replacement programs to support business initiatives • work with the group head of rewards on strategy for building organisational and leadership capabilities • regional implementation of strategy in partnership with in-country HR teams • partner with talent management unit to align rewards with performance management strategy Key Requirements: • degree in Human Resources or other business related field • minimum six years’ experience in HR with a strong emphasis in compensation and benefits • experience working in a matrix structure and multicultural environment • proven results in impacting bottom line performance through implementation of HR strategy • strong influencing skills as an internal consultant to HR and business stakeholders • technologically savvy individual Interested applicants should email their CV to Justin Lim at justin.lim@robertwalters.com.sg or call (65) 6228 0265 quoting Ref. No. 475960.

The AsiAn BAnkeR suppoRTinG indusTRy AwARds 2011 the asIan Banker achIevement award for strategIc executIve search to the commercIal BankIng Industry

For a confidential discussion, please contact:

Joanne Chua, Manager HR and Supply Chain divisions T: (65) 6228 0200 E: hrsg-hrm@robertwalters.com.sg

Key Responsibilities: • provide comprehensive HR advice on people-focused activities, both strategic and transactional to the assigned portfolio • support the annual compensation, promotion, hi-potential and succession planning processes • contribute to providing tailored solutions in campus and lateral recruiting, professional development and relocations • ensure HR needs are met, and act as a representative for recruitment, training, wellness, employee relations, benefits and diversity • ensure HR transactions are executed on a timely basis, design competitive, explain benefits and promote the firm to candidates, and set expatriate packages Key Requirements: • degree in Human Resources or other business related • minimum five years’ HR generalist experience in a fast paced MNC • financial services experience strongly preferred • articulate in both written and spoken English with fluency in Asian languages preferred • proficient at analysing people-related data sets and an advanced user of MS Excel • self-motivated and highly-organised Interested applicants should email their CV to Vincent Romano at vincent.romano@robertwalters.com.sg or call (65) 6228 0218 quoting Ref No. 475880.

hR vendoRs of The yeAR AwARd 2010 wInner, Preferred recruItment fIrm (mId range / hIgh end roles)

Vincent Romano, Manager HR division T: (65) 6228 0200 E: vincent.romano@robertwalters.com.sg

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executive appointments

Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly速 offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, contract and permanent basis. Serving clients around the globe, Kelly provides employment to more than 530,000 employees annually. Revenue in 2010 was $5 billion.

HR MANAGER US Company

HR Generalist role, covering Singapore only

Our client, located in the West, is a global diversified industrial company and they are currently looking to recruit a HR Manager to manage their operations in Singapore.

The successful candidate will report to the HR Director (based outside Singapore). You will be an independent manager managing the full spectrum of HR together with a small team that assist in payroll and administrative support. You will lead the overall HR strategy and execution, providing strategic advisory services and solutions to support the business.

You will be degree qualified and an experienced HR professional ideally with 7+ years HR experience and minimum 3 years in a managerial role. You possess an extremely operational, hands-on and tactical approach as well as the ability to think strategically when dealing with senior business leaders. With good understanding of local labor law, you should have good knowledge of HR issues and Industrial Relations. Prior experience working in manufacturing industries will be required.

To submit your application, please email your resume in word format to lili_kang@kellyselection.com or contact Li Li Kang at 6645 3514 for a confidential discussion.

HR BUSINESS PARTNER Tier one global bank

HR Advisor with attractive compensation package

Our client is a well regarded tier one global bank. As part of their continued growth and expansion in Asia, they are seeking a dynamic HR Business Partner to join their HR team.

In this exciting and challenging role, you will be a trusted advisor and business partner to senior leaders and providing HR functional support to business units. You will partner and engage with senior management in providing consultancy in areas of talent management, recruitment, performance management, compensation and benefits, employee relations issues, training and development needs. You will also be involved in annual compensation review exercise and adhoc HR projects.

You must be degree qualified with over 8 years of relevant HR generalist experience in a dynamic and fast paced international environment. You should possess good problem-solving skills, is analytical, meticulous and service-oriented with the ability to work effectively under pressure and tight deadlines. Prior experience in a HR business partnering role in the banking industry is preferred.

To submit your application, please email your resume in word format to sharon_wong@kellyselection.com or contact Sharon Wong at 6645 3517 for a confidential discussion.

HUMAN RESOURCES kellyservices.com.sg

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Trusted

Experienced

Connected

GLOBAL REWARDS MANAGER Excellent growth opportunity

Regional coverage, based in Singapore

Our client who is a market leader in their industry is currently seeking a dynamic Rewards Manager to join the team.

Reporting to the VP of Global Rewards, you are an integral team member supporting the full suite of C&B activities partnering closely with the regional C&B leads and HR/Business leaders. Your role encompasses various C&B initiatives like regional alignment on processes and policies, salary ranges, competitive pricing and career leveling. You will be responsible for review, development and implementation of global programs that are relevant and aligned with global reward philosophy.

You will be a graduate in HRM or Statistics with more than 8 years strong C&B knowledge and experience. Strong communication, analytical and numerical ability is highly desired. Ideally, you should come from a sizable organization with regional presence.

To submit your application, please email your resume in word format to lili_kang@kellyselection.com or contact Li Li Kang at 6645 3514 for a confidential discussion.

SENIOR CONSULTANT, REWARDS Global MNC

Compensation & Benefits Specialist, newly created role

This global leader in the professional services sector has world-wide staff strength of over 10,000 people. Due to continued growth and expansion in Asia Pacific, they are recruiting a Senior Consultant for their Talent & Rewards team.

Reporting to the Talent & Rewards Director, you will be responsible for generating new business, account management and relationship building with major clients. You will take the lead in project management and work closely with clients on their rewards initiatives. Working and managing project team members, you will be in charge of various rewards projects concurrently, proposal presentation and project delivery to the clients.

You must be degree qualified with minimum 6 years of direct experience in a relevant consulting role. Expertise in several rewards consulting areas including Rewards, Executive Compensation and Data Services is required. You should have proven project management skills and the ability to build strong client and associate working relationships, as well as outstanding commercial acumen and presentation skills.

To submit your application, please email your resume in word format to sharon_wong@kellyselection.com or contact Sharon Wong at 6645 3517 for a confidential discussion.

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Human resources professionals speak to tHe experts Hr Business partner – corporate finance Be a part of a new set up.

curriculum leader for operational risk Deliver strategy globally.

Supporting the corporate finance, treasury and markets division, you’ll be handling the full spectrum of HR, with a focus on translating business unit strategy into HR strategy. You will also support tangible people plans and action these initiatives and priorities. Providing front line HR generalist service to the business, you will be working closely in an advisory capacity with portfolio clients within the corporate finance, treasury and markets divisions, interfacing with the business to deliver the HR strategy. Ideally you must have at least six years experience within HR, partnering a banking function within the corporate finance and treasury divisions.

A global bank with strong presence in Singapore and the region is looking for a Training & Development Manager to provide a world class training curriculum for operational risk and assurance, aligned with the group wide policies and strategy. You will be involved in the re-design, development and delivery of accreditations for risk and operations whilst working collaboratively with business stakeholders to understand learning requirements and provide learning solutions. Ideally you will be an L&D professional with exposure to risk, operations or assurance with excellent communication skills and influencing capability.

senior regional Hr Business partner advise business leaders on their strategy.

regional learning & Development manager Develop a career in logistics.

With growth plans for continued expansion in APAC, this global technology MNC is looking for a Senior Regional HRBP. Reporting to the HRD, you will play a key role in enabling the organisation to achieve its business strategy coupled with overall accountability for employee relations across Asia. You will be part of the senior HR team globally and will encompass talent management, leadership development, succession planning, talent acquisitions as well as facilitating change and change management.

Working for one of the world’s leading logistics organisations, this opportunity is focused on learning and development. You will be conducting learning needs analysis by working closely with line managers and employees to identify competency gaps and create a learning plan. You will be expected to research and recommend relevant learning and development programmes that are in line with the organisation’s objectives and employees’ development needs.

please contact ash russell, mamta shukla, thomas Girling or Vargin Yeke at hr.singapore@hays.com.sg or +65 6303 0721.

hays.com.sg

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