HRM 12.8

hrm ISSUE 12.8

Canon Singapore: Zooming in on talent Merging cultures Diageo on employer branding

WWW.HRMASIA.COM

Employee discontent Spotting the early warning signs

PLUS:

Managing creative chaos • Effective expatriate cost management strategies

HRM 12.8

Contents EDITOR Sumathi V Selvaretnam JOURNALISTS Shalini Shukla-Pandey Priya de Langen EDITORIAL RESEARCHER Vivien Shiao Shufen TRAFFIC MANAGER Azimah Jasman SENIOR GRAPHIC DESIGNER Amos Lee GRAPHIC DESIGNER John Paul Lozano REGIONAL SALES DIRECTOR Evelyn Lim SENIOR ACCOUNT MANAGER Yogesh Chandiramani

28 Cover Story: Employee discontent – Spotting the early warning signs Employee resignations can be disruptive. HRM shows you how to identify discontented employees early and how to resolve their issues

ACCOUNT MANAGERS Natasha Vincent Charlene Lim GENERAL MANAGER Kaveri Ayahsamy REGIONAL MANAGING EDITOR George Walmsley MANAGING DIRECTOR Richard Curzon PHOTOGRAPHY BY Frank Pinckers Photography

IN THIS COVER STORY

“In general, a display of behaviour that deviates from the person’s normal self but not caused by personal events is a tell-tale sign that something is not right”

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ISSN 0219-6883

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HRM 12.8

Contents

Check out HRM online:

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18 FEATURES 14 | Zooming in on talent Digital imaging giant Canon believes that the right recruitment of the right people will naturally lead to a committed and competent workforce. The company is also constantly finding ways for its employees to grow with the organisation, and offers plenty of opportunities for them to realise their true potential

18 | Diageo on employer branding Not everyone knows that Diageo is the alcoholic beverages company behind iconic brands such as Johnnie Walker, Guinness and Smirnoff. HRM finds out how it has been raising its employer brand to attract fresh talent into the organisation

22 | Merging Cultures The time of a merger or acquisition can be a challenging one for the businesses involved. HR needs to ensure a seamless integration of corporate cultures in order to make it work

32 | Handling absences at work From annual leave to sick leave, employees are entitled to take a break if they have to but HR must rotate the workload in order for day-to-day operations to continue.

Experts say that cross-training and job rotations help with managing the workload while employees are absent

36 | Managing creative chaos It has been often said that creativity is dead in Singapore. Yet, the creative industry here

has only grown from strength to strength in recent years. HRM examines some of the unique HR challenges that the sector faces

42 | Effective expatriate cost management strategies Expatriate compensation packages are traditionally expensive, with HR having to look at big cost contributors such as assignment allowances, property and relocation costs. As companies work to keep their budgets in check, it is up to HR to effectively maximise ROI from these assignments

48 | Best served soft

Soft skills can be a critical differentiator in today’s social work environments that call for greater interaction and engagement. HRM examines their increasing relevance as well as courses worth your training dollar

55 | In her shoes As the percentage of female workers in the workforce continues to increase steadily, insurance companies have begun to roll out specialised plans for each gender. What focus should HR take when it comes to women’s health at the workplace?

59 | Accelerating performance with rewards Pay may be significant, but it is not the only factor that propels employees. Recognising staff who have done good work through tangible, non-monetary rewards and incentives is another important part of staff retention

36 REGULARS 6 | News 13 | Leaders on Leadership 65 | Twenty-Four Seven 66 | In-Person 67 | Talent Challenge 69 | Viewpoint 70 | Talent Ladder 71 | Viewpoint 72 | Resources 73 | Viewpoint 75 | Talent Feature

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 2

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ANALYSIS

Employment law

Stricter rules

on passes for foreign workers’ families The criteria for work pass holders wishing to bring in their dependants have been tightened

Work-pass holders need to earn a fixed monthly salary of

$4k

to sponsor the stay of their spouses and children

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ISSUE 12.8

The Ministry of Manpower (MOM) in Singapore has recently announced new changes to dependant privileges for foreign workers in the country. It is part of the government’s overall direction “to moderate the growth of Singapore’s non-resident population”, according to a statement by MOM. From September 1, S Pass and Employment Pass (EP) holders need to earn a fixed monthly salary of at least $4,000 to sponsor the stay of their spouses and children.

Currently, S Pass holders earning more than $2,800 and all EP holders are able to do so.

Another important change is that all work pass holders are no longer able to bring in their parents-in-law. P2 pass holders, a lower level of Employment Pass, will also no longer be able to bring their parents over.

Family members who are already here will not be affected, as long as the sponsor stays with the same employer. However, if the pass-holder changes employer after September 1, the new rules will be applicable.

According to MOM, Singapore remains a “global talent capital” and the country continues to “welcome highly skilled foreign professionals who wish to bring their dependants to stay with them”.

However, analysts say that such a move may cause Singapore to lose out in the war for talent.

Tan Kwang Cheak, assistant executive director of the Singapore National Employers Federation, explains that although the organisation recognises the need to keep foreign workers within one-third of Singapore’s total population, the manpower needs of businesses will be impacted.

“If such employees value the ability to bring their family with them, employers will be under pressure to hire foreigners who are more highly paid and can apply for dependant passes to do so,” he notes.

Mark Buchanan, a partner of law firm Fragomen, says: “This change may well result in some employees turning down proposed assignments in Singapore if they cannot bring their dependents. In particular, we are seeing more employees, especially from Asian countries, wanting to bring their extended family such as parents and parents-in-law.”

Bryan Lim, Senior Director – HR, Fortis Healthcare Group, concurs that it could make Singapore less attractive

HRMASIA.COM

to foreigners with extended families, affecting businesses looking to recruit talent from overseas.

“In the short term, companies will likely focus on securing whatever talent that is available, including hiring locals. However, in the long term, companies that face a shortage of cost-effective labour will most likely move their operations out of Singapore,” he warns.

Small business owners, such as local SMEs, may bear the brunt of the new legislation.

“We recruit quite a number of S-Pass holders with specialised experience. I am concerned whether these can be renewed next year,” says Angeline Lee, managing director of Wizlogix, a local SME. Mimi Somjee, managing director of another local SME, Window to the Past, agreed with her. “For SMEs, the new changes will make it very difficult to hire good people. It is so difficult to hire mid-management people who are in Singapore as it is,” she said.

Analysts also predict that the new measures may affect wages.

“Wages for employees will remain the same but employers may have to fork out more for local hires who might command a higher salary,” says Andrea Ross, managing director of Robert Walters Singapore, Malaysia and Vietnam.

Lim also believes that wages will go up in the short term, especially for those in the lower-skilled segment.

“It is short-sighted for Singapore to take a protectionist approach,” he adds. “While I can appreciate the public pressure on the government, it is important that a sustainable solution on growing our labour supply be found. At the end of the day, Singapore is a city with limited labour. It will need to be able to rely on imported labour in order to overcome its natural constraints.”

Despite the added difficulty in hiring foreign talent, not all is lost. SMEs can take this opportunity to sharpen the skills of their staff, and increase productivity so as to mitigate the effects of the new policy.

“Singaporeans will definitely need to upgrade themselves to stay competitive, and the government needs to continue increasing the awareness of upgrading the local workforce,” Lee adds.

NEWS

Asia ASIA

SINGAPORE

Businesses lagging in corporate health and safety Asian businesses are behind the rest of world when it comes to protecting the health and safety of employees. According to the Asia-wide Benchmarking Study by International SOS, Singapore leads Asia in terms of the overall Duty of Care score for travel risk management.

Overall, Asia achieved 60% in the Duty of Care risk management model, compared with the worldwide average of 63%. India, China and Indonesia were ranked the three highest-risk countries. Pandemics and flooding were perceived as higher risks, as compared to illness or political unrest. Asia respondents perceived Thailand, Vietnam, Bangladesh, Malaysia and Sri Lanka were among the top 20 high risk countries, yet these countries did not make the worldwide list.

Philippe Guibert, Regional Medical Director for Consulting Services of South and Southeast Asia, International SOS explained: “Organisations are increasingly expanding operations and staff numbers in Asia and companies can no longer afford to run the moral and financial risks of neglecting Duty of Care obligations.

“Establishing a strong Duty of Care programme is not just ‘the right thing to do’. Health and wellness programmes in the workplace increase a firm’s ability to attract and retain employees, resulting in lower headcount turnover and improved productivity, all of which add to healthier business performance,” he added.

KOREA

Phased retirement measures The Korean government is further reinforcing gradual retirement by giving employees the right to apply for reduced working hours and allowing aged workers to stay in their primary jobs longer.

According to amendments to the Anti-age Discrimination in Employment & Promotion of Elderly Employment Act, the “aged” will be eligible to apply for shorter working hours.

The changes would allow an employee age 50 or older who has worked for the employer for more than one year to apply for a reduced workweek of between 15 and 30 hours.

The employer would be obliged to accept the application unless it would significantly disrupt business operations. The government will provide a subsidy to employers that fill a job opening created by the reduced working hours with a young or unemployed person.

In addition, companies will be required to provide retirees and those changing jobs with assistance services such as information on job opportunities, job placement, and business start-ups at least one month before the employee retires or leaves the company.

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Six months of maternity leave recommended

The Rs 7,000 monthly minimum wage in Pakistan has been lifted to

Rs 8,000 (US$87.41),

In the state of Punjab, the floor has been raised to Rs 9,000 per month The inaugural private-sector minimum wage in Peninsular Malaysia will be

RM900 (US$285.44) a month,

while in Sarawak, Sabah and Labuan it will be RM800 per month Employers in Korea will be provided up to

1 billion won (US$848,752)

if they form subsidiaries that hire disabled workers to make up more than 30% of their work forces A pregnant worker in Taiwan may take up to

a year

of sick leave with no impact on job status, performance review or attendance bonuses

The labour movement in Singapore is urging companies to have better work-life harmony for working mothers by extending maternity leave from four to six months.

In an effort to boost Singapore’s falling fertility rates, the National Trades Union Congress (NTUC) is recommending that companies give working women six months of paid maternity leave, with an additional option of six months unpaid leave.

“It’s important for us to encourage employers to embrace better work-life (balance). Particularly after delivery, there are certain stresses for women,” said NTUC president Diana Chia in a report by Channel News Asia.

“Many women, because of this difficulty, leave their job to take care of their family. And to get them back to work is also an enormous task. So we’re actually looking at how we can phase in this,” she added. However, analysts say that such an initiative is unlikely to be followed by small companies which, are unable to afford such measures.

INDIA

Headhunters get more for placing female candidates Organisations in India, in a bid to improve their gender diversity ratio, are pulling out all the stops to recruit female employees, beginning with higher fees for head hunters, says The Times of India.

While Deutsche Bank offers a two percent additional fee to a recruiter for bringing female candidates to the bank, Executive Access, an executive search firm, says it earns an additional 10% fee payable if a female candidate is hired by an organisation.

Deutsche Bank, which has formed a diversity council that focuses on such issues, has exclusive agreements with head hunters to attract women candidates.

“We incentivise them with an additional two percent fee if they get us a woman candidate,” the bank’s managing director and head of HR Makarand Khatavkar said. “We want to make progress on the gender ratio of the organisation. It’s a journey, and we are on the right track,” he said.

Kotak Mahindra Bank, where the female-to-male ratio is currently at 1:18, has even engaged with certain agencies to attract women who have taken a break from their careers, giving a higher fee for successful female placements.

“We have seen women employees in sales do very well. But getting a female frontline salesperson is very rare,” said Subhro Bhaduri, executive vice-president, HR, Kotak Mahindra Bank.

“Through our call centre, we encourage women who would like to move into sales, where we can build a career path for them. If a woman employee applies for any of these internal job postings, we usually give her preference.”

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NEWS

Asia ASIA

INDONESIA

Medical costs rising in excess of 10% The cost of providing employee medical benefits continues to escalate at double-digit levels in the Asia-Pacific region, according to a new survey from Towers Watson, a global professional services company. The 2012 Towers Watson Global Medical Trends Survey found that the cost of employee medical benefits in the region was expected to rise by 10.2% this year, compared with 10.1% in 2011.

In Asia-Pacific, India continues to show one of the highest trends in the region, with costs growing by 13% in 2012, while China expects costs go grow by close to 10%, driven by employee demand for private health care as well as the expanding private insurance landscape. Even the more developed healthcare markets in the region are not immune to the rising cost of providing medical benefits: both Singapore and Hong Kong are consistently experiencing trend rates of 8% to 9% growth. Additionally, half of the survey’s Asia-Pacific respondents said that they expected medical trends to increase further over the next five years, compared to 41% from Europe, and only 22% for North America.

“With trend rates expected to continue rising, even if less quickly, employers will be compelled to look for innovative solutions to manage their medical costs. In particular, many will investigate how a strategy of holistic health promotion can help curb long-term costs effectively,” says Rajeshree Parekh, director of health and corporate wellness, Asia-Pacific, at Towers Watson.

Maternity leave for women in Vietnam will rise from four months to

six months.

In cases of multiple births, women are entitled to an extra month for each additional child.

In both Malaysia and Taiwan, the female labour participation rate is less than

50%

Source: Women Matter: An Asian Perspective by McKinsey & Company

IT industry confronts skills gap Indonesia, the largest economy in Southeast Asia, is still lacking skilled workers, particularly in the IT sector, compared to other ASEAN countries.

The Jakarta Post reported PT IBM Indonesia’s country manager for global business services, Widita P. Sardjono, as saying that while the quality of Indonesian IT workers was unquestionable, the country was still lacking in terms of numbers.

“We are still lacking in terms of (skilled IT) workers compared to Malaysia, Thailand and Singapore,” he said.

Based on government data, only about two per cent of the country’s 240 million population have attended university.

Widita added that nearly a third of Indonesians who went to university are still unemployed and suggested that IT companies should collaborate with universities to increase the quantity of skilled alumni.

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ISSUE 12.8

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13-Feb-12 3:32:01 PM

NEWS

International US & UK

Commit to training Organisations in the US and the UK must increase their commitment to training, new research from the Economist Intelligence Unit has revealed.

The Training out of the Recession report said that organisations in the UK and the US see a direct correlation between training, employee productivity, and financial performance. Thirteen per cent of respondents from UK organisations stated that a more efficient and better trained workforce would lead to an increase of 20% or more in profit.

Ninety-three per cent of respondents from the US and UK believed that organisations should offer a variety of internal and external training programmes. Also, 90% of those surveyed said that employee productivity could be improved by five per cent or more with training.

Furthermore, 70% of UK respondents said that country’s current economic problems should not decrease the amount of time and money companies spend on training.

The report was commissioned by interactive technology company Promethean. Responses were taken from 252 business executives and public sector workers, 46% of whome were from the UK, while 54% were from the US. Jim Wynn, Chief Education Officer of Promethean, said that skills training were a vital component of surviving the recession.

MIDDLE EAST:

8.2%

The unemployment rate in the US Source: US Bureau of Labor Statistics

2 to 4

The number of years that international students graduating from an Australian university will be eligible for work visas in the country Source: WorkPermit.com

Kuwait wants to limit its expat population The Kuwait government has announced plans to cap its expatriate population at 45% of the total population, according to the Arab Times.

The government is planning impose a cap of six years for unskilled labourers, eight years for semi-skilled workers, ten years for semi-skilled employees who are with their families in the country, and 12 years for skilled employees.

However, foreigners with rare expertise would be offered an open-ended stay, reported another local daily newspaper Annahar.

According to 2010 national estimates, there are 2,340,000 foreign workers in Kuwait, making up 69% of the total population.

The proposal to restrict the number of expatriates will be submitted to a committee made up of representatives of various ministries.

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ISSUE 12.8

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NEWS

International GLOBAL

Salary increases predicted in 2013 Despite economic troubles, some markets might be seeing some strong salary increases in 2013, according to the WorldatWork 2012-2013 Salary Budget Survey.

The survey figures revealed that projected salary increases were highest in India, China and Brazil, while they are at their lowest in the US, Spain and Japan.

Actual 2012

Projected 2013

11.2% 9.1% 7.7% 2.8% 2.8% 2.6%

10.7% 8.8% 7.2% 3.0% 2.9% 2.7%

India China Brazil US Spain Japan

“Salary increases in growth markets such as India, China and Brazil remain strong again this year,” said Adam Sorensen, global practice leader for WorldatWork. “Although more and more companies are implementing integrated total rewards programmes to attract and retain employees, cash remains king among

employees,” he said. “Organisations must continue to be competitive in cash compensation even as they expand the range of other rewards in order to attract, motivate and retain their critical talent.”

Japan, at 2.6%, had the survey’s lowest average 2012 salary budget increase of the countries surveyed. Its 2013 projections are only a tenth of a percentage point higher, at 2.7%.

Kerry Chou, compensation practice leader at WorldatWork said: “It is apparent that employers in the US and Canada still view the near term with uncertainty, and as such are not making significant changes to their salary budgets.”

Survey respondents from Singapore, Australia, Canada, Germany, UK, France and the Netherlands reported planned pay increases ranging from 3% to 4.3% in 2013.

The survey took responses from 4,299 executives from 13 countries.

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LEADERS ON LEADERSHIP

Diversity

Inclusive workplaces

How important is diversity in your workplace, and what does your organisation do to achieve inclusion?

Anita Mehta Iyer

Strategy & Transformation Leader - ASEAN, Partner, IBM Global Business Services

IBM’s diversity policies have been in place long before they were required by law.

At IBM, we see diversity as a competitive advantage. Achieving the full potential of our talented and diverse workforce is a business priority and activities such as hiring, promotion, and compensation are conducted without discrimination. Managers are also expected to ensure a working environment that is free of all forms of harassment.

We also regularly conduct training for our employees, including an awardwinning programme titled Building Relationships and Influence Skills, which brings together a diverse group of senior women from IBM to share and enhance their leadership, communication, networking, personal eminence, and brand-building skills.

Through IBM’s Global Business Services, we leverage our experience and expertise in the area of diversity to help our clients enable their workforce to become more efficient, through effective HR practices.

Acknowledgment of IBM’s commitment and accomplishments in supporting diversity has come from a broad spectrum of organisations and publications, including being named the Top Organisation for Multicultural Business Opportunities by DiversityBusiness.com.

Teo Lay Sie

Group Chief Operating Officer, UBS Singapore and Asia Emerging Markets

UBS believes that an inclusive and diverse corporate culture will help attract the best talent into the organisation.

We believe diversity of gender, race and ethnicity is essential as it gives us firsthand understanding of regional markets and sensitivity to local customs. Other forms of diversity – of background, experience and thought – are equally important as these provide perspectives which allow us to anticipate the needs and generate solutions for our increasingly diverse client base across the globe.

To nurture a world-class workforce of diverse, high-talent individuals, we have to engender an open-minded, inclusive and respectful working culture, meritbased career advancement, and a sense of individual contribution and selfworth. UBS has made great strides in all these arenas.

For example, at UBS, we have a wide range of gender initiatives that promote the recruitment, retention, and advancement of women through networking, mentoring, sponsorship and leadership opportunities.

These efforts have been acknowledged by the Tripartite Alliance for Fair Employment Practices, which recently awarded UBS the Special Mention Award for Outstanding Workplace for Women.

Chew Kim Ling

Chief of Staff to Regional CEO for Southeast Asia, Standard Chartered

At Standard Chartered, we have 87,000 employees, representing 130 nationalities worldwide, with 75 nationalities in Singapore alone. I have had the opportunity to work with colleagues of different nationalities and have found that diverse teams help to fuel creativity and innovation, supporting the development of cutting-edge solutions for our customers. We also encourage women to take on senior management roles whilst promoting work life balance with the family.

However, diversity alone is not enough.

We need to consciously work hard to create an inclusive working environment where our employees feel that their differences are respected and valued. This means providing a workplace climate that enables everyone to fulfil their potential and broadening people’s perspectives to appreciate and maximise the contributions that different people can make.

As a member of the bank’s Diversity and Inclusion Council in Singapore, we actively promote cross-cultural awareness and diversity amongst our employees. This can be through things such as talks on crosscultural management and issues, and the introduction of different networks such as the Women’s Network, and an International Network to connect employees together.

Diversity and Inclusion isn’t just the ‘right thing to do’; it is also a business imperative and a competitive advantage.

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LEADERS TALK HR

Canon Singapore

Zooming in on talent

Digital imaging giant Canon believes that the right recruitment of the right people will naturally lead to a committed and competent workforce. The company is also constantly finding ways for its employees to grow with the organisation, and offers plenty of opportunities for them to realise their true potential

By Sumathi V Selvaretnam Canon started out in 1937 with a handful of employees and a burning passion to make the best camera in the world.

Today it is a market leader in the digital imaging space and hosts some 200,000 employees globally. Canon Singapore was established in 1979 and serves as the regional headquarters for South and Southeast Asia. “People are the biggest assets. When people grow, we can grow,” says Kensaku Konishi, CEO and President of Canon Singapore.

The company aims to grow its headcount by 15% each year.

However, finding the right talent is not without its challenges. In Singapore for example, it is tough to find good service staff, shares Konishi. “They prefer office work over field work.”

To ensure that it has the right talent to support its growth, Canon actively seeks out potential candidates.

Some 50% of its new hires each year are fresh graduates and many of them are drawn directly from the local universities.

Canon also tries to promote staff within the organisation before sourcing candidates from outside. This encourages more experienced staff to stay on with the organisation and attrition levels among senior staff (assistant directors and above) is low, Konishi says.

Raising efficiency Employees engrossed in the daily grind are often unable to take a step back and reassess their work processes. “They often keep to the traditional ways of doing things, which can 14

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be long processes; without considering how they can be faster, more efficient, or where the gaps in planning and execution are,” Konishi says.

Focusing on continuous improvement, Canon Singapore conducted its first Management Process Re-engineering Programme (MPR) in February this year. It enabled managers from various divisions to identify new areas for kaizen in their scope of work. Kaizen refers to the Japanese philosophy or practices that focus on continuous improvement. At the end of the programme, besides learning how to enhance their existing workflow, participants also take away concepts of the OPDCA – Objective, Plan, Do, Check, and Act – learning cycle.

Immediate subordinates of these managers also have to attend the same programme. Based on the kaizen areas identified by the managers, their subordinates improve on the execution plan. “This two-way operation ensures the integration of ideas of both parties, resulting in better effectiveness once the plans are implemented,” Konishi says. The programme has also made employees more proactive in getting team results, he adds.

The trainers follow-up with the trainees in the subsequent months to make sure that the plans are implemented.

Growing talent Canon places a lot of emphasis on grooming its future leaders. “Leadership training is an essential component of a

Bio brief Kensaku Konishi was appointed President and CEO of Canon Singapore in February 2012. His latest appointment comes after a successful and growth-driven tenure as President and CEO of Canon India, Canon Hong Kong, and Canon Marketing Singapore. Based in Singapore, Canon’s regional headquarters for the South and Southeast Asia region, Konishi is responsible for leading and overseeing the operations in the fast growing region which spans 18 countries.

In his last role, Konishi was instrumental in growing the Canon business in India. Under his leadership, average growth in India was 30% yearon-year between 2007 and 2009, and reached 50% for 2009 to 2010.

A successful Canon veteran with over 34 years in the company, Konishi started his career at Canon after his graduation in 1978, as a part of a management team for production control and budget for copiers.

Following several senior management positions in Japan, Australia and the US, he was appointed the Managing Director of Canon Marketing Singapore in 2001, in which he was responsible for the overall management of domestic sales and marketing operations.

LEADERS TALK HR

Canon Singapore team leader’s capability development. The Emerging Leadership Programme (ELP) forms part of such training for managerial level staff,” Konishi says.

Aimed at expanding performance capacity, aligning management capability, and sustaining leadership continuity, the ELP provides fundamental skills to develop staff in leadership positions. Some of the topics covered under the programme include team building and team performance, influencing assertiveness, change management, as well as corporate governance and ethics.

During the three-day programme, participants also cover various concepts on management, leadership and communications. They are assigned pre-course questions relating to business and the role of managers, and have to prepare group presentations to division heads discussing what they have learnt and how it can be applied to current situations they face. “Not only will this reinforce learning, it will also be an opportunity for them to learn from views, comments or suggestions that division heads offer during the presentation,” Konishi says. Additionally, the programme also provides ideas on how best practices and effective approaches can be implemented and sustained in division operations.

Localised leadership

Me-myself-I • I love: Doing something new. It can be completing a challenging new task or even visiting a new country and trying the local food • I dislike: Doing the same thing as yesterday • My inspiration: Thinking out of the box • My biggest weakness is: Having too many things on my desk • In five years’ time: I want to play more golf in Asia, enjoying the nice weather and local food • Favourite quote: “Treat people the way you want to be treated”

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As Canon expands its regional footprint, it is careful to ensure that most of its workforce is localised in the markets they serve, as local employees have a better understanding of the local market. Canon India for example, has been in operation for 15 years but the number of Japanese employees is limited to just a handful. Senior positions like Vice Presidents and Directors are filled by locals, Konishi says.

However, developing good middle managers to support rapid growth is a challenge in India, Konishi says. “India is a competitive society with talented and driven people.

People often say what they want to say and we need to train them to listen first so that is becomes a win-win situation,” shares Konishi.

Canon also believes in empowering its workforce as much as possible and making their responsibilities clear to avoid any duplication, Konishi says. “Set up good stretch targets and give them the creativity to carry out their responsibilities.”

The Canon Staff Recreation Club Formed in 2008, Cannon Singapore’s Staff Recreation Club (SRC) organises at least one staff event every month. These include activities related to sports and fitness, networking , welfare, education and corporate social responsibility. Golf tournaments, cross-country runs and durian parties are just some of events that have been organised previously.

Employees can also sign up for art classes and cooking workshops.

“The SRC activities enhance staff’s personal lifestyle and experience. It helps them to build confidence in trying out new interests and perhaps, reveal hidden talents within them,” says Kensaku Konishi, CEO and President of Canon Singapore.

HR INSIDER

Diageo on

employer Not everyone knows that Diageo is the alcoholic beverages company behind iconic brands such as Johnnie Walker, Guinness and Smirnoff. HRM finds out how it has been raising its employer brand to attract fresh talent into the organisation

By Priya de Langen

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HR INSIDER

At a glance • Total number of employees: 2,500 (Asia-Pacific) • Size of HR Team: 9 (Singapore & Asia-Pacific) • Key focus areas: - Leadership development - Building a comelling employer reputaton - Organisation agility - Culture of engagement

branding Have you heard of the line “Keep walking”? This is the famous mantra of Johnnie Walker, the world-renowned blended scotch whiskey, which has been uttered by screen legends, artists and novelists for over a hundred years. But, what does that iconic label have in common with famous vodka brand Smirnoff, and that staple beer of the Irish, Guinness?

All these drinks come under the Diageo umbrella, the leading premium drinks business that is present in around 180 markets across the globe. Although the organisation has several other famous brands with very long heritages, such as Crown Royal and Baileys, Diageo in its current form has existed from 1997. As such, the business is still spreading the word about its employer brand in its various hiring markets.

Geraldine Fraser, HR Director, Asia-Pacific, Diageo, says: “Many people identify with the brands but do not

identify with the name, ‘Diageo’. So we need to raise our reputation using various avenues.”

Social media has been one effective way of promoting that corporate brand identity. Fraser says the organisation started on the social media journey about six months ago. “We have a Facebook page for various brands such as Johnnie Walker or Smirnoff, but we want people going to our brands (sites) to think – ‘what would it be like to work there’?”

The organisation also has a YouTube presence in several markets, each using local languages. She adds that by using these mediums the organisation would like to change people’s perception from a brand interest to an employment interest. “How can we pique their curiosity through the brand,” she asks. Within the next six months, Diageo aims to have a more aligned approach in its social media to attract interest about the company.

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HR INSIDER

Diageo Who’s who in HR

“Many people identify with the brands, but do not identify with the name ‘Diageo’. So we need to raise our reputation using various avenues” – GERALDINE FRASER, HR DIRECTOR, ASIA-PACIFIC, DIAGEO

Geraldine Fraser

HR Director, Asia Pacific

Three-pronged approach in Diageo

Ricardo Alarcón

Rewards Head, Asia Pacific

Nicola Cheah

HR Solutions Manager

Atul Gaur

HR Business Partner

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Fraser explains that Diageo has a three-pronged approach to attracting talent. The first is the early career approach, targeted at individuals in universities or in their first five years of employment. The organisation uses various online media, such as YouTube and LinkedIn, to attract them to the brand.

Moreover, in order to build a young talent pipeline, Diageo has a global graduate programme that attracts graduates with two to three years of work experience into the organisation. This year will see two HR graduates from the Western Europe region, come to work in the Asia-Pacific markets. One speaks fluent Mandarin, so she will be working in the Taiwan and China offices, while the other will work in Vietnam. Also, the different Asia-

Strategic brands under Diageo • Johnnie Walker • Smirnoff • Guinness • Baileys • Jose Cuervo • Tanqueray • Crown Royal

Pacific markets will take on as many interns as they can, says Fraser.

Fraser says mid-career professionals, from five to 15 years of career, are attracted to Diageo through the quality of its leaders. “People in their mid-career phase want to work for great leaders because they know that is how they will grow, and they need these role models to make a difference in their career.”

Attracting senior talent is more subtle work and is network-based, says Fraser. “They might have a brand that they are passionate about, or they would like to give back to the company through mentoring. It is more a one-onone interaction; they are not going to ‘tweet’ back to us.”

Moreover, she explains that with the amount of emphasis placed on leadership, great leaders are attracted to the organisation as they will be valued for what they bring.

Nurturing talent like aged-old whiskey Diageo pays a lot of attention to developing its employees.

Fraser says that a challenge for the organisation is to develop people at a rate that complements the growth of the business.

“We need to accelerate individuals, as we are a fast growing organisation. Normally, people will take about 15-20 years of their career but we are looking at the condensed five-year period when the company is taking off.”

Leadership development is critical for the organisation, and Diageo ensures that it adheres to strict standards with its leaders. In fact, senior-level candidates are given an occupational psychological assessment to see if they fit with the corporate culture and the work environment.

“Most people are good at what they do, but the reason that they don’t do well is driven by their environment,” says Fraser. As such, Diageo tries to ensure that the leaders are able to succeed in the group’s specific work environment.

HR INSIDER

In addition, all senior leaders are asked to adhere to a one page document of exact leadership standards. These include acting as ambassadors for the Diageo brand, consistently delivering great performance, and ongoing development of their own skills.

Middle managers in the organisation go through the Diageo Leadership Performance Programme (DLPP), a one year course. The DLPP includes some skills training, but it also gives the students an understanding of the expectations of a leader within Diageo, and an important self-awareness of their leader capabilities. Also, during the DLPP year, managers are continuously coached and mentored. Each student completes two residencies of four days’ each.

Fraser says that senior leaders next year will go through a revised version of the DLPP. Diageo employees are also given growth opportunities and exposure to other markets through secondments. Fraser says that currently 35 employees around Asia-Pacific are undertaking an assignment within another market in the region; basically an intra-regional move. However, she candidly states that not all talent is mobile, and not all great talent is mobile. She says: “We don’t want to impress on people that their mobility will restrict their career growth.

We try to be flexible in growing people in their own markets; we don’t want to make it a criterion. Of course, if someone is mobile, they have more options available to them”.

Giving back to the community Diageo is also actively involved in the wider communities of the markets it serves. Corporate Social Responsibility (CSR) is a way to engage employees and promote the brand at the same time. Being in the premium drinks industry, the organisation wants to promote responsible drinking through some of its campaigns, such as the global

Global innovation team Innovation plays a great role in Diageo – the organisation has a global innovation team that takes on dedicated innovation projects around the world.

The results of these are then embedded within the group’s marketing, sales, and supply functions.

Geraldine Fraser, HR Director, Asia Pacific, Diageo, says that an extension of the innovation team (10 people) is present in Singapore. “There are innovation people in each of the markets. They work on ‘ideation’ – the next big idea, the mix of drinks, how people decide to drink, and even the packaging. They ensure that the next big idea is seen through to the point of putting the new innovation on the shelf.”

Some of the team’s newest innovations include – ‘Ready to Serve Cocktails’ that include the Smirnoff Cosmopolitan and Smirnoff Mojito, and the Johnnie Walker Blue Label gift package, a limited edition line of bespoke Weekender bags that feature a removable carrier designed specifically to hold a bottle of Johnnie Walker Blue Label.

DrinkIQ programme, – a comprehensive resource guide on alcohol-related topics.

“In the industry we work in, we have to work with government relations, and we have to promote social responsible drinking,“ explains Fraser. “DrinkIQ has a big impact on community and it brings our employer brand alive.”

Fraser says the organisation gets good feedback on its CSR activities and it ensures that its senior leaders are speaking at conferences, and involving themselves in community activities.

She adds that Diageo is a big user of water and focuses on recycling and water management. “We want to be known as an ethical company and we adhere to strict standards on the way we work as an organisation.”

FEATURE

Change Management Integrating two businesses is never an easy feat; there will typically be a host of factors for companies to consider before reaching an agreement. Over the past few years, there have been several big-name mergers and acquisitions (M&A) that have fallen through for various reasons, while just as many others have been successfully completed.

One of the major reasons that M&A fail is the lack of integration between corporate cultures, experts say. That was the case when Daimler-Benz and the US-based Chrysler Corporation tried to merge in 1998. That attempt, which amounted to billions of dollars in revenue lost, failed in part because of the differences in management styles and corporate cultures (see: side box).

“Corporate cultural integration is one of the most critical success factors in any M&A deal, yet failed cultural integrations are a regular outcome of M&A activities and often result in declined productivity, disenchanted employees, and a severe erosion of organisation culture and values,” says Theresa Hall, Head of Asia, Global HR Recruitment, Frazer Jones.

Employers and experts explain that for a seamless integration between companies, HR and management should consider the cultures and values compatibility between the organisations from the first negotiations.

“In the initial stages of the transaction, there is such a high focus on just closing the deal that, very often, little consideration is given to the cultural and values compatibility of each entity,” Hall adds.

Lay the groundwork In the McKinsey Global Survey, Organizing for M&A, nearly a third of respondents said that their companies put off integration planning until after negotiations have begun. What’s more, 29% said their organisations were not willing to make changes or launch targeted interventions to address cultural gaps. The authors of the study also noted that this failure to manage integration and cultural differences may be due to a lack of resources and formalisation.

Experts agree, saying that HR and management must act as enablers to ensure 22

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cultures The time of a merger or acquisition can be a challenging one for the businesses involved. HR needs to ensure a seamless integration of corporate cultures in order to make it work

By Priya de Langen

FEATURE

that the integration process between merging companies goes smoothly, especially through proper integration planning. “HR and business leaders should have an effective pre and post-integration transition plan, and ensure robust targets and milestones are in place around cultural harmonisation, ideally led by an experienced project manager allocated to the project,” explains Hall.

She adds that some issues that HR and management should look into include maintaining clear and regular communication with affected parties to create a transparent and consistent message about the merger or acquisition, and identifying what changes in existing organisational behaviours need to take place for the post-deal organisation to be successful.

James Loh, Chief Accountant, Lenovo Worldwide, whose organisation went through a successful alliance with IBM, says that management should “make a decision on which aspects of culture from both companies should be kept, and which new common areas can be developed to form a new company culture.”

He adds that leaders should look at establishing corporate values and corporate culture early in the game. Ideally, this should be part of the structured plan in building the new company quickly and efficiently within the first 100 or so days.

Loh says that this will enhance the probability of success, and could encourage

The Daimler and Chrysler collision It was talked about as one the biggest business mergers in the century, when automotive giants Daimler-Benz and Chrysler Corporation decided to join forces in 1998. However, the deal proved to be a disaster. In 2000, the Daimler-Chrysler organisation suffered a third quarter loss of more than half a billion dollars. Analysts felt that though the merger made good business sense, different corporate cultures and management styles were the major reasons for the failure. In the study, Cultural Conflict and Merger Failure: An Experimental Approach, the authors argued that the corporate cultures ware extremely different between the companies. Daimler-Benz’s culture stressed a more formal and structured management style, while Chrysler favoured a more relaxed, freewheeling style of work.

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Change Management “The management should make a decision on which aspects of culture from both companies should be kept, and which new common areas can be developed to form a new company culture” – JAMES LOH, CHIEF ACCOUNTANT, LENOVO WORLDWIDE

arpinsingapore

the building of trust and help to bond new team members together into a productive unit.

Another organisation that had a successful merger was Nokia Siemens Networks. Before the integration was carried out, both organisations (Nokia and Siemens) laid the groundwork. Ciaron Murphy, Business Partner for the Eastern Hemisphere and Head of HR Asia-Pacific at Nokia Siemens Networks, says: “The culture had to be one that would serve our customers and employees and that would be distinct from both Nokia and Siemens and yet acceptable to both. We leveraged the ‘wisdom of crowds’, as in it was not created in a butcopy.pdf with significant input from ourAMpeople”. advertvacuum (220X97) 1 7/10/12 10:37

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Re-emerging stronger than before Laying the groundwork was all well and good, but how did these organisations – Nokia Siemens Networks and Lenovo – achieve the corporate culture integration as successfully as they did?

Loh says that during the merger period between Lenovo and IBM, there was a lot of uncertainty and angst at every level throughout the organisation. “Everyone was relying on stereotypes and pre-conceived notions about the other company,” he says.

He adds that senior managers in the early part of the merger adopted more face-to-face meetings and workshops. Also, there were lots of senior level engagements to increase familiarity, understanding and to jointly establish an organisation structure that would work for the new company.

“As leaders, we tried our best to reassure employees and project a positive outlook, trying our best to encourage them and pulling the team together as best as we could,” explains Loh. Moreover, the possibility of what the new company could achieve served to excite and energise staff into achieving a shared goal and mission, he says.

An interesting thing to note was that it was not just a merger of two technology giants and their corporate cultures, but also of two very different national cultures: Lenovo, a Chinese company, merged with American IBM. When asked if the differences in cultures made a difference in the merger, Loh replies: “Lenovo during 2004 was a very forward looking company, in terms of company vision, HR practices, diversity, and employee welfare. In fact, IBM and Lenovo were alike in so many ways, such as respect for the individual, employee welfare and care, innovation, and engineering of products as a key focus.”

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FEATURE

Change Management CULTURE ALERT:

M&A checklist Theresa Hall, Head of Asia, Global HR Recruitment, Frazer Jones, says that HR and management should take note of the following to ensure a successful (cultural) merger or acquisition: • Make certain reasons for the deal are explained to staff, and the degree of integration is clearly defined and communicated; • Ensure communication is clear to all employees, stakeholder groups, vendors and partnerships, and the external marketplace. Communication should take place early and very regularly and it should also be transparent and have a consistent message; • Organisational cultural differences should be identified and the attributes of the goingforward culture should be clearly defined, and critical behaviours should be reinforced.

Identify what changes in existing organisational behaviours need to be made; • Develop a clear branding strategy and employee value proposition and ensure this is well-promoted; • Secure key senior management with agreed roles and a clearly defined organisation structure; • Potential employee morale issues should be considered and addressed early, and incentives and interventions developed, authorised and utilised wherever appropriate;

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Nokia and Siemens pulled out all the stops during the merger period to achieve a seamless integration. “We leveraged IBM to create a ‘culture square’ where people could get their thoughts and feeling out in the open (100,000 hits, 8000 postings),” states Murphy. After reviewing the data for key themes and messages, the companies had a ‘cultural jam session’ that had 9000 people online discussing, chatting and thinking in real-time with each other. This included most of the senior leaders in the two organisations.

The organisations also segmented employee population according to role, organisational tenure, and degree of change expected – as some roles or functions changed significantly, while others changed very little – and then tailored different interventions for each segment, explains Murphy.

Another interesting thing to note was that an artist was employed to actually draw the culture on both a good day and a bad one. “We asked a focus group from each country to describe their culture to an artist who then transposed these impressions into pictures of Nokia and Siemens on a good day and a bad day,” Murphy says. “These visuals really got traction and were used in employee engagement sessions to discuss differences across the company,” he concludes.

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FEATURE

Retention

Employee discontent Spotting the early warning signs Employee resignations can be disruptive. HRM shows you how to identify discontented employees early and how to resolve their issues

By Priya de Langen

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As much as some employers would like to say that all their employees are a happy and satisfied group, the fact is that there will always be discontented employees to handle. The Deloitte global study, Talent Edge 2020: Building the recovery together – What talent expects and how leaders are responding, revealed that among employees in 2011, only 35% were expected to remain with their current employers over the year ahead.

The study also revealed that three-quarters of employees had at least one “foot out of the door”, citing several reasons for their discontentment. Common complaints included uncertain career paths, lack of trust in leadership, and inadequate ways of retaining top performers.

What’s even worse, is that not all unhappy employees let their managers know that they are dissatisfied at work.

Experts say that managers should look out for signs from employees that would show that they are unhappy at work.

Moreover, managers and HR need to work together to help motivate and address the issues of these employees.

Spotting the signs Employers say that a discontented employee will typically show several signs that point towards their status. Chee Nian Tze, General Manager, Group Human Resources, Robinsons Group, says these could include a slip in work performance, and staff members distancing themselves from associating with the organisation.

“In general, a display of behaviour that deviates from the person’s normal self but not caused by personal events is a tell-tale sign that something is not right,” she says.

Other managers say that discontentment among staff does not arise suddenly, but gradually. Managers should be observant to spot the signs. “My view is that problems like this rarely arise all of a sudden – it’s a gradual thing, and there are signs,” says Peter Allen, vice president of HR and Organisational Development, Agoda Services. “An observant manager should be able to tell when employees are not feeling engaged.”

He adds that workers might be unhappy for other reasons and managers should ask themselves what is causing the behaviour. “I think it’s important to take a systems view when this happens and to look around to see what else might be wrong. Is the employee going through a difficult time in his or her personal life? Is this the wrong job for the person? Are there organisational problems that are manifesting themselves on an individual level? This is where the manager’s manager and HR need to be paying attention too,” he says.

Managers say that there are other ways to find out if any employee is dissatisfied with work or organisational processes. “On a large scale, employee surveys can be useful – if the organisation uses them right and has really built up trust with the employees,” explains Allen.

Chee agrees saying that a formal process, such as through an employee engagement survey, clear feedback protocols,

“Sometimes there are employees that turn around immediately once their concerns have been heard and understood. It is these staff members we want to keep” – PATRIA HYNDMAN, DIRECTOR TALENT MANAGEMENT, DFS VENTURE SINGAPORE or a formal grievance address system, can help capture employee contentment levels.

Also, with the ubiquitous social media, there have been many high-profile cases of employees venting their frustrations online, which have led in some cases, to the firing of the employee and embarrassment on the part of the business. (See sidebox). As such, experts emphasise that monitoring social media and external sites, as well as keeping an eye on exits, can help show trends on why employees are discontented.

Addressing employee concerns Identifying the problems and tell-tale signs is one thing, but it is altogether another issue to address them. HR has an advantage as it works with employees on the ground,

Spot the signs There are several signs to help HR spot a discontented employee. According to Patria Hyndman, Director Talent Management, DFS Venture Singapore, employers should watch out for the following traits: • Coming late and/or leaving early • Gossiping and being disruptive with colleagues – this could be in the form of not agreeing with a direction, or undermining the manager or creating friction within the team • Being unhappy with personal development and career paths; demanding managers to do something about it even if coaching and clear feedback have already been given • “Playing the victim” • Not completing work on time and/or avoiding meetings

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Retention and is therefore in a position to address the various grievances of employees and try to connect with them.

Patria Hyndman, Director Talent Management, DFS Venture Singapore, says that it is critical for managers to know their team members. “It is critical that any signs of discontentment are addressed immediately before it affects others in the team and business results,” she says.

Hyndman notes that most managers are afraid to do this as they do not want to address the situation or create conflict. There are many reasons for this, she says. They may hope the discontented person resigns and leaves on their own accord if they are not performing, or if the manager feels that they are not right for the role, she says.

“Sometimes there are employees that turn around immediately once their concerns have been heard and understood. It is these staff members we want to keep.”

Employers say that in order to connect with employees, organisations need to provide an environment that encourages engagement. Moreover, HR can help lay the groundwork for this. “HR should first assist the organisation to provide an environment that encourages engagement. They can do so by being proactive in coming up with tools and platforms for the organisation to recognise and reward engagement,” says Chee. She adds that HR should coach disengaged employees and help manage and turnaround such employees.

Allen says that HR and management should work in a partnership to connect with employees. “HR and managers should be working in partnership here. Good dialogue, careful listening, an open-door policy, and maintaining trust and good relationships are the best preventive medicine, and prevention is better than cure.”

Also, he adds that educating managers and holding managers accountable for the success of their teams (not just the numbers, but also career progress, happiness and other indicators) – makes a big difference.

35%

Respondents who said they will remain with current employer Source: Talent Edge 2020 study

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Dramatic exits There have been several high-profile cases when disgruntled employees have vented their spleen online about their organisations, or worse, have given their employers their resignations. Here are some dramatic resignations that have gone viral.

Former Goldman Sachs executive, Greg Smith published a very public resignation letter in the New York Times. He wrote that he was increasingly disillusioned about the firm’s culture and its integrity, noting that his “conscience would not allow him to work there any longer”. He urged the company to see his article as a wake-up call and to weed out “morally bankrupt” employees. Rumours has it that far from being unemployed, Smith has landed a major book deal.

In another case, a former hotel employee in the US made a dramatic exit, which was filmed and uploaded to YouTube.

Joey DeFrancesco handed his former boss at the Providence Renaissance Hotel in Rhode Island a resignation letter, citing that the hotel treats its employees badly. He then turned on his heel and made a dramatic exit accompanied by a live 19-piece brass band playing triumphant music. The video received nearly 3.5 million hits on YouTube.

Managers also say that employees need a platform to be heard, and should be given opportunities to raise their concerns. “Employees need to be given opportunities both formally and informally to raise concerns and/or seek feedback on any questions they may have. The organisation then needs to be honest with them and actually respond versus not getting back to them,” explains Hyndman.

However, she adds that though HR would like to help, there are challenges. Hyndman adds that sometimes it can be challenging for HR to get employees to be honest and comfortable in raising their concerns. Moreover, employees need to give HR and the organisation the opportunity to address their concerns. “Sometimes things take time and there is not always an understanding from the employee on this.”

Chee and Allen as managers have had to deal with disengaged and discontented workers. They point out that it is essential to give attention and a listening ear to these employees.

“Typically, I will first have an informal chat with the employee and if the cause of concern is genuine, I will follow-up with the relevant party to get the issue resolved. Once that is done, I will follow-up with the employee to check if all is in order,” concludes Chee.

FEATURE

Continuity planning

Handling absences at work

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FEATURE

From annual leave to sick leave, employees are entitled to take a break if they have to but HR must rotate the workload in order for day-to-day operations to continue. Experts say that crosstraining and job rotations help with managing the workload while employees are absent

By Priya de Langen

Compensation and benefits can come in many forms and one of them is leave – whether it is a public holiday, annual leave or sick leave. A report, Mercer’s 2011 Worldwide Benefit and Employment Guidelines, notes that several countries across the globe have a high number of holidays, such as Japan which has 20 days, and South Korea with 19 days.

Singapore employees have 11 days of public holidays in addition to their regular holiday entitlement.

Employees are entitled to their benefits but it begs the question – what happens when employees go on their leave?

Who takes over the job responsibilities, especially if the person’s work was vital to the organisation?

Organisations are saying that some of the ways to ease the workload is to cross-train workers or give them job rotations so that the important tasks do not come to a grinding halt during an absence.

Handling workload issues • Ensure employees leaving on a holiday give a hand-over report or a list of tasks they have completed and need to be completed during their absence • HR should have clear policies on how workload can be reallocated during the time and this should be communicated to all employees • Organisations can engage in a buddy system, cross-train employees or conduct job rotations to ensure that there are no issues with workload.

Hiring part-time or temporary staff can also be considered • In the case of employees going on long unpaid leave such as sabbaticals, HR can discuss options with employees and managers to find alternative plans on how to handle the workload

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Continuity planning Readjusting to work after sickness Some employee could have a taken a long break from work due to medical problems and might find themselves struggling to find their bearings at work. Here are some tips for management and HR to help readjust the returning employee: • Give a listening ear – Find out if the returning employee needs special adjustments to their workload or work area; what would help them to return and what would hinder them • Depending on the employee, allow a phased return to work to build up strength, e.g. building up from part-time to full-time hours over a period of weeks; • Find out if there are any side effects of ongoing treatment or medication which could affect their work • Allow the employee to be absent during working hours for rehabilitation assessment or treatment • Provide a mentor to the employee while they gain confidence back at work • Provide supervision • Modify work patterns or management systems and styles to reduce pressures and give the employee more control • Provide additional training for employees to do their job, e.g. refresher courses.

Source: HSENI (The Health and Safety Executive for Northern Ireland)

Rotating workload Employers say that it is essential for companies to know how to reallocate resources in order for day-to-day work to continue seamlessly without foregoing productivity. They also recommend that the workload is properly divided or rotated among employees so that there is no disgruntlement among workers.

Julius Wee, CEO, Nikao Consulting, Malaysia, points out that companies have a few ways to manage workplace absences. He says that organisations should first create better systems so that colleagues can take over each other’s roles, and cross-training employees can help in this instance. He adds that “a very structured organisational development (OD) programme that focuses on roles is good for this compared to a random OD programme that focuses on skills.”

Evelyn Goh, director of HR, The St. Regis Singapore, says the hotel cross-trains its employees to cover their colleagues when they are on leave. “Staff members are cross-trained in a similar capacity across different environments to cover colleagues in their absences.”

For instance, workers in the food and beverages (F&B) section are regularly cross-trained to function in different restaurants. Being a hotel, the number of employees on a daily rotation is imperative in order to serve guests adequately.

In addition, she says that the hotel benefits from a large pool of experienced executives from sister properties under the Starwood Hotels and Resorts umbrella, “who have the ability to be seconded to other properties to assist in their various capacities.”

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James Foo, director of HR, Mövenpick Heritage Hotel Sentosa, says that the hotel understands that its employees “need to take care of their families and make time for their personal lives.” As such, besides annual holiday leave, the hotel allows employees to apply for longer leave periods such as unpaid leave to take care of the elderly at home, and even up to one month of study leave.

With the organisation allowing its employees to take extended leave, there is no question that the workload needs to be redeployed. Foo states that chosen employees (this is not applicable to head of departments and those in senior level positions) will spend one-quarter of their work hours learning from their colleagues going on leave in order to take over their tasks. He highlights that smaller tasks take less time to learn. He adds that for “duties that require extra manpower, we will hire part-time or contract staff during the absence of employees.”

Currently, Mövenpick Heritage Hotel Sentosa crosstrains its employees not just to cover colleagues going on leave but as part of their learning and development, says Foo. He notes that in the second quarter of this year, the hotel will also be conducting job rotations, where employees will be involved for three months. For instance, food and beverages personnel may be assigned to front office where they will spend alternate weeks learning their own job as well as the other assigned role.

Besides cross-training and even employing part-time staff, some experts suggest that a buddy-base system can be also useful. Selva Kumar, ER/IR officer at Western Digital, Malaysia, explains a buddy system “will be able to ease the workload of each individual and also helps to create an opportunity for employees to share and work together.” He adds that when there is an absence, there is a colleague who can act as “back-up” to handle the workload.

Tips to rearrange workload When employees go on leave, managers need to ensure that the workload is rearranged equally among other team members. Here are some things to take note of: • Find out all the details of the workload from the employee who is going on leave and ensure that there is a proper handover of duties • Check which of the list of duties can be transferred to other team mates; make sure that employees in the team do not take on more duties than they can handle and if so, reassure them that it is just temporary • Check if a contract or temporary staff member needs to be hired to cover duties of absent employee • Check regularly to see if there are difficulties faced by employees who are covering the work of the absent employee; address the issues promptly

FEATURE

Coping with roadblocks Organisations reveal that in spite of having contingencies to handle workplace absences, granting extended leave for employees is done on a case-by-case basis.

“Approved unpaid leave can be up to four weeks.

Requests for long leave beyond four weeks will be reviewed on a case-by-case basis, as we believe in supporting our employees’ personal and professional development,” explains Goh. Employers also say that allowing long leaves is a tricky situation as they need to find replacement staff. Goh says that due to operational requirements, The St. Regis Singapore needs to replace employees who are away for over eight weeks (except for those on maternity leave as temporary staff is hired during this period).

“In positions where operations may be affected, the staff member who goes on leave for more than eight weeks will need to be replaced so as to ensure adequate staffing strength to balance workloads. However, such arrangements shall be communicated to the staff member, and alternative plans discussed and mutually agreed upon,” she concludes.

“Staff members are crossed-trained in a similar capacity across different environments to cover colleagues in their absences” – EVELYN GOH, DIRECTOR OF HR, THE ST. REGIS SINGAPORE

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FEATURE

Change Management

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FEATURE

Talent management

Managing

creative chaos It has been often said that creativity is dead in Singapore. Yet, the creative industry here has only grown from strength to strength in recent years.

HRM examines some of the unique HR challenges that the sector faces Vivien Shiao Shufen

Creativity is not a quality that is often associated with Singapore. But despite the country having a rather staid and serious reputation, the creative sector here is far from being lifeless. In recent years, the creative industry here has evolved to become one that is vibrant and internationally recognised.

While the creative industry spans a wide spectrum, ranging from interior design to marketing, all organisations within it face similar HR challenges.

“Creative brands face an increasingly competitive market with regards to talent,” says Rhys Hughes, Director – Talent Acquisition Asia, Adobe Systems.

While the war for talent is universal, the creative industry here in Singapore is particularly affected, due to the small number of professionals who have the relevant experience and skills in each particular specialisation.

While the creative industry may have a glamourous and hip image, many potential candidates have the impression – whether right or wrong – that such jobs offer long working hours and high stress.

This is further worsened by the traditional Asian belief that the creative industry is not as prestigious when compared with more ‘stable’ careers, such as those in medicine, law or finance.

As such, relatively few are keen to venture into the creative realm here in Singapore.

Turning on the heat With a dearth of available talent in the creative industry, the heat is on for companies as they compete to attract and recruit professionals who can add value to their brand.

According to Anders Peter, CEO of Danish design firm Norbreeze, the recruitment process is an important aspect of the ongoing problem for creative businesses.

“Not only are we assessing the candidates, it is also true vice-versa, that they are examining us as a company,” he explains. “We need to be upfront and let the candidates know that a lot of commitment is expected.”

That way, candidates know right from the start what to expect and have a more accurate picture of what the company stands for and what their roles will be like.

This beats getting a rude shock later when new hires actually step in.

For some companies, employer branding is the most important factor when it comes to attracting talent.

“As our firm is the seventh largest architecture firm in the world, and the biggest in Singapore, recruitment is not really an issue,” says Raymond Chan, Deputy Director, HR & Corporate Services, DP Architects. “Candidates definitely know our reputation and what projects we have done – instead of me going to them, they come to me.”

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FEATURE

Talent management In a nutshell:

Key HR challenges for the creative industry • War for talent: Stiff competition for talent to fuel growth leads to frequent poaching. Key ways to combat this are through employer branding and refining the interview process • Retaining staff: Key ways to control the high turnover rate often found in the creative industry are through employee engagement, creating opportunities for career development, talent mobility, and an effective rewards strategy • Work-life balance: Creating a fun work environment and flexi-work are important

However, it can also be a double-edged sword, he says.

“Because everyone knows us and the projects we do, we face a greater threat from other companies when it comes to the poaching of talent,” Chan says. “It’s a big issue, but as HR, we need to learn to take it in our stride. After all, we poach others too.”

Keeping the best It is of little use if companies manage to recruit top talent, but fail to keep them. Having a high turnover rate is a distinct

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problem in the creative industry.

At Edelman, the turnover rate averages at around 10 to 15% a year, which is quite an achievement in a sector where turnover rates can go up to 40% annually.

One of the retention strategies that Edelman employs is a focus on training, learning and development. “Career development and professional growth are two of the most important aspects of career satisfaction, sometimes even more so than monetary benefits,” says Agatha Gomes, Director – Finance and HR, Edelman Public Relations.

“We mandate that five per cent of a consultant’s time is taken up by training either through offsite training, or even through concise lunch sessions that deal with the latest developments in the industry. Training sessions are tailored towards the different consultant levels and experiences so that it is relevant and applicable,” she adds.

An important part of their retention strategy is the global mobility programme across all offices in their global network. Every consultant has the opportunity to be posted overseas, and such training and exposure is valued highly.

Engagement of staff is also key to retaining talent in Adobe, says Hughes.

FEATURE

“We see many firms talking a good talk, but only viewing their staff as tools to increase productivity and profitability. To negate this, it has to be supported from the top of the organisation and not just lip service” – AGATHA GOMES, DIRECTOR – FINANCE AND HR, EDELMAN PUBLIC RELATIONS. “We are fortunate to have a highly transparent executive leadership team, including our CEO, and internal information exchange is critical to make sure employees across the organisation are able to keep up with a highly evolving global brand,” he explains. “This sense of inclusion is critical to talent retention.”

Last but not least, rewarding employees for doing good work is another important part of retaining talent that can sometimes be forgotten.

“We believe in rewarding excellence and recognising efforts to foster a team and build a great working environment,” says Peter. “We provide regular performance reviews to warrant a constant flow of communication and feedback. The group also provides bi-annual appraisals and yearly incentives in addition to the annual wage supplement to reward individual performance.”

Work or life One thing that companies in the creative industry often lack is work-life harmony. However, HR should not assume that passion will keep their staff going forever – employee burn-outs can be costly and detrimental to companies who depend on their manpower to come up with innovative ideas.

At Adobe, creating a fun workplace helps employees to relieve stress and maintain their sanity in the midst of their hectic schedules. “While organisations have become increasingly flexible and allow employees to strike a balance between their personal and professional lives, it is equally important to make sure the workplace includes elements of fun,” says Hughes. “We understand the importance of lighter, stress-busting activities at the workplace and we offer a variety of recreational facilities to help employees revive and rejuvenate themselves during a mid-work break.”

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Peter concurs on the philosophy of creating fun at work.

“In the midst of our busy schedules, we also remember to have fun,” he says. “We make it a point to gather everyone in the office for games, food and drinks once a month to encourage interaction and bonding.”

Flexi-work hours is another factor that creative companies use to promote better work-life harmony and retain their talented staff.

“A handful of Edelman’s employees have flexible hours – agreed upon on a case-by-case basis – to enable them to pursue their passions, such as running a dance studio or even a retail shop selling dresses,” says Gomes. “This enables them to have a balanced life, and also makes them better consultants with real-life experience beyond public relations.”

Creating a creative environment A critical part of managing creative talent is cultivating a climate where they can thrive and flourish. A work environment that breeds creativity is no easy feat, but HR needs to make that extra effort to ensure that these talented workers are able to perform at their optimum.

“Being able to express your thoughts freely is important to creating such an environment that inspires creativity,” says Chan. “At DP Architects, we encourage everyone to suggest and share their ideas with us.”

He gave an example of how an employee complained about how the company often talks about “green” designs in architecture, but within the firm, there is nothing done to save the environment.

“In this case, it was true that we did not practise what we preached. So we asked the guy for suggestions,” shares Chan.

“He suggested giving each staff member a cup that they can reuse, and getting rid of the paper cups that were being used throughout the whole office. We thought that was an excellent idea so we did that.”

It may be a small step, but it was important for employees to know that their concerns are being heard. “Allowing staff to suggest what’s on their mind creates a sense of freedom in the workplace,” he explains.

At Edelman, creating such an open work culture is key to inspiring creativity. “We want them to understand that they have a voice in initiating change and improving the way we work… they are not just another cog in the wheel,” says Gomes.

The way forward As HR professionals in the creative industry get more aware of the specific challenges that their sector faces, and learn steps to negate them, it is important that they partner with the senior leadership team in the company in order for real progress to be made.

“We see many firms talking a good talk, but only viewing their staff as tools to increase productivity and profitability,” says Gomes. “To negate this, it has to be supported from the top of the organisation, not just lip service but as a core focus of the business, as people are the most important asset.”

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FEATURE

Relocation

Effective expatriate

cost management strategies Expatriate compensation packages are traditionally expensive, with HR having to look at big cost contributors such as assignment allowances, property and relocation costs.

As companies work to keep their budgets in check, it is up to HR to effectively maximise ROI from these assignments

By Shalini Shukla-Pandey

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FEATURE

Relocation Your Move. Our World.

Singapore businesses continue to expand strongly overseas, especially into emerging markets. And that’s creating more demand for locally-based professionals to work in international settings.

“Relocation assignments have gone up due to the increasing global footprint of companies, with markets shifting more to Asia,” says Michael-Joerg Ivan, Senior Manager, HR Development, Recruiting, Compliance and Polices, Mitsubishi Fuso Truck and Bus Corporation.

According to The Global Mobility Survey Report, commissioned by the Santa Fe Group, the number of international assignments is growing, with nearly half (47%) of organisations reporting growth in this statistic over the last 12 months, and 45% anticipating growth in the coming 12 months. That’s despite a challenging global economy at present.

“This is being driven by expansion of operations both within existing countries and into new markets, including explosive expansion into emerging markets,” says Peggy Ng, Business Development Manager, Santa Fe Relocation Services.

Right-sizing packages According to the 2012 Trends in Global Relocation Survey, released by Cartus Corporation, companies are also changing the way they deploy employees. Not only are firms moving away from traditional, long-term assignments into more temporary engagements, but they are also trimming benefits and reducing assignment durations.

Kenneth Kwek, senior vice president and general manager of Cartus’ Asia-Pacific operations, says: “The survey also documented the trend toward benefit ‘right-sizing’ which, for many companies, has been driven by years of a tough economic climate that has made them smarter and more targeted in their assignment programmes”.

Sixty-one percent of companies reported an increased focus on controlling costs and tighter management of the overall relocation function. While still fairly high, this number nevertheless represents a decrease from the 76% of companies that reported an increased focus on controlling costs in 2010.

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Likewise, the percentage of transferees who were married or with a partner last year, rose sharply to 49% – a 29% increase from 2010’s survey.

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FEATURE

Relocation 90% of employees accept relocation assignments for “career development”, over “attractive compensation” (35%) Source: 2012 Trends in Global Relocation Survey by Cartus Corporation

Ng says the key components in the expatriate package negotiation process remained unchanged. Most companies nowadays calculate fair and consistent expatriate compensation packages by adopting tailored packages depending on seniority and the needs of the expatriate staff.

“In this aspect, the package will be customised to provide the relevant supports and focus on making the relocation process more efficient,” says Ng. “It is also common for companies to tighten the supply management, in order to keep expatriate costs down.”

At Daimler, parent company for the Mitsubishi Fuso Truck and Bus Corporation, expatriate packages follow the group’s ‘Going Global’ policy, in which there is one contract for everybody worldwide, ensuring equal treatment and fairness.

“Topics such as housing, cost-of-living adjustments and such though, are locally adjusted,” says Ivan.

“Our approach may not be the cheapest, but it is very fair, transparent, and equal,” he adds.

Relocation assignment components It is a challenge for companies to ensure that costs are contained, while also focusing on delivering good value within expatriate’s salary package. “Tailor-made relocation packages and providing the customised relocation supports can be a flexible and costeffective policy,” says Ng. The mobility trend has now also shifted towards ‘local plus’ packages, in which companies sponsor part of the relocation assignment. “The change is significant in view of the portfolio of expatriates,” says Ng. Housing remains one of the most sensitive components in the expatriate package negotiation process. Value and cost effectiveness, along with apartment space and a functional layout are important factors that HR looks out for when choosing a home for expatriate staff.

“The location of the property and its proximity to offices and international schools for those with children, facilities and services, as well as security, also play a big role in their decision-making,” says Tan Boon Khai, Regional General Manager for Singapore and Malaysia, The Ascott Limited.

Accommodation packages at Ascott are tailored to meet the needs of customers. “We provide companies the cost-effective

Top relocation challenges Challenges

% Respondents

Cost of international assignments

68%

Changing employee expectations/attitudes (demographic, entitlement)

45%

Expansion into new and emerging markets

40%

Control & Compliance

31%

Return of investment ROI

30%

Source: Biggest Relocation Challenges: International Assignments – Cartus Corporation 44

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FEATURE

Relocation “Our approach is may not be the cheapest, but it is very fair transparent and equal” – MICHAEL-JOERG IVAN, SENIOR MANAGER, HR DEVELOPMENT, RECRUITING, COMPLIANCE AND POLICES, MITSUBISHI FUSO TRUCK AND BUS CORPORATION

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option of accommodating project teams in an apartment with the privacy of individual bedrooms, should they prefer,” says Tan. “We also offer customers the flexibility to sign contracts for three to six months, instead of for a year or two.”

Ascott works closely with corporate travel bookers and relocation companies to deliver tailor-made accommodation solutions that suit the needs of expatriates and business travellers.

For instance, there are three brands of accommodation – Ascott, Citadines and Somerset – and apartment units ranging from spacious studio and one-bedroom layouts, to large four-bedroom penthouses, all catering to the different lifestyle needs of expatriate staff.

Ascott also has a specially-designed loyalty programme for valued customers. “Called ‘The Link Club’, it enables us to keep in touch with corporate bookers and show our appreciation for their loyalty through rewards and exciting lifestyle offerings,” says Tan. “Our Link Club currently has some 10,000 members globally.”

Children’s education is yet another big component of expatriate relocation packages. While some organisations provide a cash allowance to expatriate staff for the education costs of sending children and dependents to a home-country school, Daimler practices a ‘no-cash’ policy. “We pay the actual costs of schooling based on the ‘Going Global’ policy,” says Ivan.

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FEATURE

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FEATURE

Soft skills training

soft Best served

Soft skills can be a critical differentiator in today’s social work environments that call for greater interaction and engagement.

HRM examines their increasing relevance, as well as key programmes worth your training dollar

By Sumathi V Selvaretnam

Technical competencies often get the job done, but soft skills – such as good work ethics, emotional intelligence and the ability to communicate effectively – can make a more lasting impression, setting a business apart from its competitors.

In a 2011 nationwide survey by Virgin Media Business, some 5,000 UK business owners ranked a ‘can-do’ attitude and soft skills as the most important attributes that they seek in new workers. They placed less importance on academic qualifications (only 27% thought this was important) and professional qualifications (28%).

As business becomes more social, soft skills are becoming increasingly important to help enhance relationships, performance and add value to work, says John Seow, Director, Trainer and Curriculum Development, Training Vision Institute. “People with highly developed soft skills are able to work well with others and achieve goals more effectively.”

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CORPORATE LEARNING

Soft skills training “Businesses with staff that have well-developed soft skills will be able to engage effectively with stakeholders that are different from them” – JOHN SEOW, DIRECTOR, TRAINER AND CURRICULUM DEVELOPMENT, TRAINING VISION INSTITUTE New workplace challenges Greater workforce diversity also adds greater complexity and challenges to the workplace, says Seow. “Businesses with staff that have well-developed soft skills will be able to engage effectively with stakeholders that are different from them. This means that companies can tap on a greater synergy of ideas and perspectives.” In addition, this ability to relate and communicate with people who are different will also open new doors and opportunities, he adds.

Soft skills, such as communication, have also grown in importance in today’s workplace as most employees work in teams, says Stephen Jenner, Director, Professional Development Centre, British Council Singapore. “Team members need to be able to communicate with each other effectively in order to get their jobs done.”

Rapid development in countries such as China and India is also making an impact. Many young people entering the job market in these countries are highly educated and speak English. They pose a threat to employees in developed markets because they carry a cost advantage, says Jenner.

Generation Y employees pose another challenge, at least to some observers. “Personally I think this may be exaggerated; if

Top soft skills sought by employers • • • •

Critical thinking and problem solving Communication (oral and written) Teamwork and collaboration Professionalism and work ethic

Source: A 2006 study by The Conference Board, Corporate Voices for Working Families, the Partnership for 21st Century Skills, and SHRM

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CORPORATE LEARNING

Soft skills training IT professionals feel that lack of soft skills hampers career progression Seventy-six percent of IT professionals in the UK feel that a lack of soft skills is preventing them from taking on boardlevel roles, according to a 2011 survey by CWJobs.co,uk Some 93% of the 1,000 IT professionals surveyed felt that they would be more valuable to their organisations if they had better soft skills. Eightyfour percent of them said that employers should provide more training in soft skills such as business and people management.

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you go to HR conferences today it seems every other presentation covers how Gen Y is taking over the world. In fact, I believe it is the ‘multi-generational’ nature of the workforce which will provide the biggest challenge of the future,” Jenner says.

Hot courses Employers are investing in a myriad of soft skills training programmes to give their staff an edge.

Some of the most popular training courses among PMETs at Training Vision include those related to Problem Solving, Workplace Communications, Personal Management and Productivity Management. For more rank and file workers, the focus is on productivity and communication-related courses. The Institute also receives many enquiries on courses related to emotional competencies and managing work teams.

“Besides offering courses to enhance

employee engagement and communication skills, we also offer programmes that help strengthen the emotional and diversity quotient for PMETs,” Seow says.

Spoken and written communication skills training for entry level managers is the most requested at The British Council.

“While other soft skills courses are less in demand we have seen a growth in enquiries for training in team working, and especially working in ‘virtual’ teams,” Jenner says

Course delivery The way in which a training course is delivered often determines the efficacy of the employee’s learning experience.

At Training Vision, the focus is on experiential learning where concepts are reinforced through interesting, interactive, and relevant activities. “We also build better relevance in our training courses using more real-life examples and case studies, made possible through contextualisation,” Seow says.

Training courses at the British Council feature a mix of classroom-based and e-learning. The principles of blended learning are to provide course participants with more choice and flexibility in how, what and where they learn, Jenner says. “If we produce a blended course we want to ensure that is really does add value, both for the company and the employee.”

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+65 6423 4631 | www.hrmcongress.com

FEATURE

Corporate Health

In her

shoes As the percentage of female workers in the workforce continues to increase steadily, insurance companies have begun to roll out specialised plans for each gender. HRM asks what focus HR should take when it comes to women’s health at the workplace

By Shalini Shukla-Pandey

Women experience specific occupational health problems as a result of differing exposures to risk factors, varying social situations, and certain biological differences in body size, fat composition and reproductive systems.

In many cultures today, working women are still expected to have the dual responsibilities of their home and children in addition to their job. This makes it a challenge for women to balance between their professional and personal or familial commitments.

Single mothers experience even more difficulties in balancing work, family and home.

Women also tend to have different types of jobs to men. “For instance, they are more likely to do part-time, contract or temporary work due to familial commitments,” says Dr Ben Choey, obstetrician and gynaecologist with SBCC Women’s Clinic at Clementi

Central. “Being so, they may have lower incomes and receive fewer healthcare benefits from their employers.”

Some of the more common female health conditions include work-related musculoskeletal injuries, such backstrain due to bad posture or carrying heavy loads, and carpel tunnel syndrome due to repetitive wrist strains, says Choey. “Women also have higher incidences of anxiety and stress disorders and migraines.”

“Balancing work and family tasks gives women more stress, and the long-term health effects of stress results: poor appetite, frequent sickness, increased blood pressure, fatigue, and increased susceptibility to infections,” he explains.

Gender-sensitive approach While men still outnumber women in the workforce, it is becoming increasingly important to recognise the

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FEATURE

Corporate Health CASESTUDY

American Express International American Express’ global wellness programme, ‘HealthyLiving’, provides employees access to resources and experts to enable them to make informed, smarter health choices. On-site and off-site resources are also offered to at-risk employees to manage their health risk.

“Particularly for women, on-site resources such as lactation rooms and reserved parking for pregnant women is provided in our offices in Mexico, the US, India and Singapore,” says Ashwani Dahiya, Vice President – International Health & Benefits, Global HR Analytics, American Express. “We are also providing specialists such as a gynaecologist in some of our international offices to ensure that our women employees are well-informed and take necessary preventive steps for good health.”

differences between women and men, and take a ‘gender sensitive’ approach to health and wellness at work.

American Express research, presented at the 10th National Conference on Workplace Health last year, shows that women’s average presenteeism (on the loss in productivity due to health reasons) is 40% higher than men’s. “Thus, from a business perspective, it is clear that improving women’s health will reduce the health risk and thereby improve business productivity,” says Ashwani Dahiya, Vice President – International Health & Benefits, Global HR Analytics, American Express.

With a large female population in the workforce at American Express, there is naturally a greater focus on women’s health issues. While the wide range of health and wellness programmes cater to all employees, irrespective of age, gender or band level of job, some of them are customised to target specific health risk profiles, such as cervical cancer screening for women.

“Besides including mammograms and pap smears in our health screenings, we also ensure our women employees have adequate medical cover,” says Dahiya.

“In addition, we offer our employees fitness subsidies that cover expenses for gym memberships, pilates and dance classes, and organise weekly yoga sessions in the office; all of which are very popular with our female employees.”

While improving women’s health and quality of life can boost their productivity, with enhanced health standards, employers may even lower their health care costs, says Choey.

“For instance, wellness programmes, including preventive-care programmes, can help employees make healthier choices and detect health conditions before they become serious and protracted,” he explains.

“Programmes that address women’s health needs in particular, such as healthy pregnancy, heart disease and cancers will benefit them.”

Improving female workers’ health HR can offer programmes and services that help women improve their health and wellbeing. These may be in the form of wellness programmes that address women’s needs.

“These may include smoking cessation, nutrition and weight-loss programmes,” says Choey. “HR can also organise sessions that educate women about having a healthy pregnancy and also increase their cancer awareness.”

Preventive health screenings can also be conducted at the workplace. While general screenings for both male and female workers can be organised (those concerning body mass index, bone density, cholesterol levels, heart rate, blood pressure and diabetes), annual pap smear screening to detect cervical cancer and

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FEATURE

breast cancer screening can be done specifically for female employees.

“Discount schemes can be offered to female workers to encourage them to take up a health screening package,” says Choey.

Taking into consideration its diverse workforce, Huntsman Asia-Pacific decided to implement a flexible benefits programme earlier this year.

“During a focus group session last year, a female employee had raised concerns about the standard health screening package that was offered at that time,” explains Hans Han, Head of Compensation & Benefits, Asia-Pacific, Huntsman Asia-Pacific.

Through the flexible benefits programme, employees now take ownership of their personal health and wellness. “They are empowered to evaluate and choose the health screening package that is most appropriate for them,” Han added.

In addition to the flexible benefits programme, Huntsman Asia-Pacific also has a ‘Workplace Wellness Programme’ which offers workshops in areas such as aromatherapy, ‘self massage for relaxation’, and food therapy.

Healthway_DiscoverBetterCare_FA2.indd 1

HR can also increase awareness of common female health problems, preventive health measures, and healthcare resources through comprehensive online information dissemination. “Another thing HR should look into is offering female workers reasonable healthcare insurance to cover their basic healthcare needs,” says Choey.

Pregnancy vs productivity

As at June 2010,

44%

of Singapore’s labour force comprised females.

Source: Ministry of Manpower Labour Force Survey 2010

Perhaps the biggest differentiator between a male and female employee in terms of health and wellness is the fact that female employees may become pregnant.

Physically-demanding work, tasks that involve prolonged standing, shift and night work, and work fatigue can be associated with specific pregnancy risks. These include increased chances of premature births, hypertension and pre-eclampsia. “Employers should be aware of the increased risk of occupational hazards, especially pregnant women at their workplace,” says Choey. “The additional demands of pregnancy affect a worker both biomechanically and physiologically.”

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FEATURE

Corporate Health Women at risk Women at risk for developing health issues at work include: • Women holding more than one job • Foreign workers • Female workers with underlying medical or mental conditions • Women aged between 25 and 44

Understanding a pregnant employee’s restrictions and encouraging safe working environmental conditions is important to reduce the chances of injuries at work, while not compromising productivity. Choey says pregnant workers are recommended to: • Limit continuous standing to two hours or less; • Alternate between sitting and standing; • Limit forward reaches to less than 40 cm;

• Eliminate reaches above shoulder level; • Restrict lifting and lowering to less than 15 kg; • Eliminate exertions below waist height; • Limit work weeks to a maximum of 40 hours; and • Try to avoid rapidly rotating shifts and night work.

In some of its international offices, American Express has worked with global vendors to design a customised pregnancy care programme for female employees, the spouses of male staff.

“Key benefits include access to specialists, antenatal classes, fitness and nutritionist counselling, pregnancy risk assessment, and specific discounts on tests and diagnostics,” says Dahiya.

“Women who have gone through the programme have commended the time and effort they saved as there was easy access to experts and pertinent information at each stage of the pregnancy.”

Specifically in Singapore, American Express provides its women employees with medical cover for pregnancy, including pre- and post-natal care. In addition, the bank provides flexible working arrangements for expectant mothers.

A Healthy workforce contributes to higher productivity and better quality of life. It is important that your staff remain in the pink of health.

With years of experience as a leading healthcare provider in Singapore, your organisation can count on Thomson Medical to deliver prompt and professional health services to your staff.

We are committed to delivering the following services:Thomson Lifestyle Centre • Customised health screening packages at corporate rates • Availability of on-site health screening service •T 6352 6550 •W thomsonlifestylecentre.com Thomson 24-Hr Family Clinic • Pre-employment medical examination • Consultation for acute and chronic ailments • Minor procedures •T 6350 8812 •W thomsonmedical.com/24hrs.htm Thomson Dental Centre • General dentistry (scaling / polishing / dental restorations / crowns and bridges, etc) • Aesthetic dentistry (teeth whitening / veneers / laminates, etc) • Specialist dentistry (braces / root canal treatments, etc) •T 6255 0770 •W thomsondentalcentre.com

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Thomson Specialist Skin Centre • Medical dermatology (Acne / Eczema / Skin infections & allergies) • Aesthetic dermatology (Age spots / Botox Therapy / Non-surgical skin lift and tightening / Skin rejuvenation) •T 6397 6006 •W thomsonspecialistskin.com

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Group rewards

Accelerating performance with rewards Pay may be significant, but it is not the only factor that propels employees. Recognising staff who have done good work through tangible, non-monetary rewards and incentives is another important part of staff retention. HRM takes a look at some of the options available Vivien Shiao Shufen

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Group rewards Imagine zooming along the F1 racing route with the wind in your hair as all heads turn to admire the sleek shiny Lamborghini that you are driving. You don’t have to be a millionaire for this scenario to be reality as more companies are coming up with innovative approaches to reward their employees for a job well done. Having the opportunity to get behind the wheel of a sports car for an extended period of time is but another experiential reward through which companies are setting themselves apart.

While pay will always be an important factor, it is not the only driver for employees of today. To engage and motivate staff to reach their full potential, having an effective reward and recognition strategy is vital.

Out of the many ways to reward and recognise employees, non-monetary rewards are gaining popularity among employers as the most effective means to celebrate the achievements of staff. The common perception that ‘cash is king’ is getting dethroned as the spotlight slowly turns to non-monetary, often experiential, rewards.

Why not money?

Non-monetary rewards tend to be experiential, such as trips overseas, activities like car racing or golf, and even a meal. This is different from cash payouts as employees get to go through a unique experience that they wouldn’t usually get in their ordinary routine.

Benefits of experiential rewards Experiential rewards are gaining traction among employers as the most effective method to celebrate the achievements of staff. Here are some advantages of using experiential rewards instead of cash incentives: • Builds a sense of loyalty to company • Builds stronger teams • Creates greater motivation because staff will remember the experience • Develops better employer branding

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“It helps to build a feeling of satisfaction and can make the work environment a more attractive place to work in for the long term,” says Ng Suan Suan, Compensation and Benefits Manager – Asia-Pacific, Brady Corporation.

She adds that non-monetary rewards are especially significant if they are also able to increase camaraderie.

“Team work and the ‘sense of togetherness’ can be enhanced, providing an environment that is special and not as easily replicated by a different employer,” she explains.

Benjamin Gan, Retail and Marketing Manager, Royal Selangor, concurs on the benefits of non-monetary rewards.

“The staff are motivated by the unique prize or experience, and the company benefits from staff retention and loyalty. In addition, the company is often able to save money, compared to rewarding staff with cash,” he explains.

“Some of the rewards we have given out include spa vouchers, movie tickets, and complimentary passes to theatre plays,” Gan adds.

Chasing cars For employees in the fast lane, one experiential reward bound to thrill them could be a joyride in one of the fastest cars in the world. Ultimate Drive, which opened a year and a half ago, rents out super cars – one Ferrari and two Lamborghinis – that employees can choose whether to drive personally or be driven around in.

This unusual experience is a reward like no other, and can be a great way for companies to celebrate staff who have achieved their targets. There are several tours that employees can take: the first would be the street circuit tour which takes employees along the world-famous F1 course for approximately 15 minutes, the second is the street to freeway tour which takes staff around the F1 circuit and the East Coast Parkway freeway for half an hour. Lastly, the “Ultimate” tour consists of the above and more, with one hour of performance driving.

For all three options, staff have the choice of either taking the wheel, or sitting back and letting one of Ultimate Drive’s experienced professional drivers show them what the cars are capable of.

“This is something very exceptional… something people will remember and talk about for a long time,” says Marc Griot, managing director of Ultimate Drive.

He adds that the company’s services are extremely flexible as well, and can be personalised by the HR department to suit the needs of that specific company, event, or staff member.

With the outstanding views of the city and the wind in the hair, it is a once-in-a-lifetime opportunity that employees can never get elsewhere. This takes

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employee recognition to a whole new level, as heads will undoubtedly turn to stare as the engine roars and the car zooms past.

The many positive comments from employees who have experienced the ride of their lives bear testimony to the thrill factor of this unique reward. “The feeling was completely amazing. The adrenaline rush was awesome…

If I had the chance to do this again, I would certainly do it,” said Velan, a happy customer from Singapore.

Golfing pursuits If such heart-racing pursuits are a tad too intense for your staff, another activity that you can reward staff with is through a golfing trip.

With its short proximity to Singapore, Ria Bintan is an ideal venue for companies to hold their incentive trips.

Considered one of Asia’s best golf courses, its 27-hole championship course was designed by world-celebrated golfing legend Gary Player.

The resort offers 31 accommodation lodges and two well-equipped meeting rooms that can hold up to 100 people. Set amidst lush landscapes and breathtaking views, employees will get to enjoy the award-winning

RiaBintan-HRM(HalfPgPATH).indd 1

“Experiential rewards help to build a feeling of satisfaction and can make the work environment a more attractive place to work in for the long term” – NG SUAN SUAN, COMPENSATION AND BENEFITS MANAGER – ASIA-PACIFIC, BRADY CORPORATION

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Group rewards 18-hole Ocean Course and the 9-hole Forest course while enjoying the fresh air and natural surroundings.

“More than just a venue for accommodation and meetings, our unique Team Building Golf programme and specially-designed ‘Amazing Race’ programme are well-suited for team building activities,” says Jeffrey Low, General Manager, Ria Bintan.

With 447 hectares of wide open space, Ria Bintan is just the right location for organisations to arrange their team building activities as part of an incentive trip.

“With goals and targets set on the golf course, these games allow employees the platform to interact and strategise as teams,” said Low. Even if employees are not keen on golf, a group reward to Ria Bintan is still worth considering. The resort has a tranquil setting that is easily accessible, yet seems worlds apart from busy Singapore. The beautiful South China Sea and natural surroundings are just the right remedy for employees who have been working round the clock all year long, to finally take a break and rejuvenate.

Reaping the rewards In the long term, experiential rewards tend to pay off

Ria Bintan

better than cash incentives. More employers are becoming aware of this new trend and are choosing to reward their staff with a unique memory instead of just more money.

“It can be much more effective than cash as it can incentivise people to act,” concludes Martino Ottimofiore, Regional Compensation and Benefits Manager – HR, Maersk Line. “If you are trying to drive a specific behaviour such as greater teamwork, it can be a more powerful method.”

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AND

ENJOY

FABULOUS REWARDS

TWENTY-FOUR SEVEN

HR at work 8:30 am I will have a cup of coffee for a boost in the morning. Along the way, I will also have quick chats with team members to get a feel of the pulse of the organisation.

9:00 am Besides doing HR, I am also a PA to our Head of the Southeast Asia Sub-region. We have a short meeting every morning, where I update him on issues and he will have certain work matters for me to attend to.

Poh Lay Hoon HR Specialist, Hilti Far East

9:15 am Check incoming emails. Reply or follow-up on issues that need action.

10:00 am Meet with my HR boss to update on HR topics such as recruitment, people issues, or other adhoc topics.

11:00 am Conduct phone interviews for candidates shortlisted for open positions. I normally do a phone interview first to assess if the candidate is suitable before I invite them down.

12:30 pm Off for lunch with my team mates from the customer service and logistics departments. We usually have lunch at West Coast Food Centre. Sometimes we go to the food centres in Telok Blangah or Pasir Panjang.

Our cups of “kopi-c” after lunch are a must have.

1:30 pm Act on issues or tasks discussed during the morning meetings with my two bosses.

3:00 pm CSR is also part of my job scope. I make some calls to non-profit organisations for any needs, so that I can plan our CSR programme.

4:00 pm Meetup with the wellness committee, where we review the wellness@Hilti Health Programme for the year and brainstorm for new ideas.

5:00pm Review my “to-do-list” and clear any outstanding emails.

6:00pm Time to head back home for a nice dinner with my family.

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IN PERSON

HR talent Francesca Wong

Executive Manager, Human Capital, Building and Construction Authority

Years in HR? Four years.

improving HR policies here and making BCA an even better place to work.

Why HR? My interest in HR started when I was working part-time during my undergraduate days. I started to appreciate the powerful linkages between human motivation and outcomes. I believe that I can add much value to an organisation in helping it achieve its goals and strategies.

Biggest HR challenge?

The biggest HR challenge for me is managing expectations from various stakeholders. HR needs to act in the interest of the organisation, while being an employee advocate. Balancing these two roles is a challenge because of differing expectations.

Why the Building and Construction Authority?

BCA is a strong advocate for staff development. It actively promotes L&D and has structured training programmes for all staff. This broadens my experience within the HR practice. Also, I am privileged to have supportive bosses and colleagues to work with.

Family?

My family is close-knit, and we try to have meals together. Every year, we also set aside some time to go on overseas trips for family bonding.

Biggest achievement?

I would consider the appreciation I received from my colleagues as my biggest achievement so far, for

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What happens after hours?

I find it important to have a healthy body for a healthy mind. I jog regularly and meet up with friends to unwind after a day’s work. BCA also has a policy whereby staff can take one hour off work to exercise every week.

TALENT CHALLENGE

Employee engagement

Tapping on silver talent

How do you keep mature workers engaged and involved?

Jenny Wong

Head of Group HR, United Overseas Bank Limited

The challenge of managing mature employees is not unique to United Overseas Bank (UOB). But where some see challenges, we see the opportunities that exist.

Mature employees, by virtue of their breadth and depth of experience, can make meaningful differences to the organisation. We tap on our pool of mature employees at all levels to be role models for our employees aspiring to be leaders in our organisation and in their fields of expertise. New hires can look up to them and this may be a source of motivation and inspiration.

At UOB, employees are placed in positions of responsibility based on merit and the value they bring to the growth of the company.

We employ the same performance-based principles in the reemployment and remuneration of older workers. While other companies may choose to impose a 10% pay reduction, we do not take this approach and have a performance-based pay structure across the bank. As long as our mature employees are still contributing and performing well in the position they are in, there is no need for salary cuts based solely on their age.

Our employees are our greatest asset, regardless of their age.

Alice Tan

Group Director, Corporate Services, Land Transport Authority

As mature staff form a large part of our workforce in the Land Transport Authority (LTA), we ensure that their needs are addressed in our policies and programmes.

Our structured Learning & Development framework has offerings tailored to address the needs of mature workers. In particular, we have a Continuing Education Scheme for Mature Officers that offers sponsorship for part-time certificate or diploma programmes in areas of value to LTA (or its subsidiaries) at large and not necessarily of direct relevance to the officer’s current work. To support the desire of staff in upgrading their skills, we have also put in place the Employability Skills Systems (ESS) programme for the lower skilled officers.

In recognition of the knowledge and expertise of our mature and experienced staff, many are tasked to mentor and coach our younger officers. They are often called upon to conduct functional training and short seminars for their colleagues, so that this valuable know-how can be shared.

To address the needs of mature staff, where some may desire more work-life balance, we have in place a series of flexible working schemes, such as part-time employment, staggered working hours, flexi-half day leave, and telecommuting.

Stephanie Yoong

Director of HR, Holiday Inn Singapore Orchard City Centre

At Holiday Inn Singapore Orchard City Centre, we value our mature workers as much as all other employees.

We have offered a one-year reemployment contract that is renewable yearly to our mature employees who have reached the statutory retirement age since 2004 – ahead of the Retirement and Re-Employment Act which was legislated in January 2012. They form 6.4% of our workforce. Some of them continued in similar roles, whilst others perform less challenging roles. For those who have switched to a different role, they received a compensation package that was pegged to the new role accordingly. Our organisation recognises the importance of flexible work practices in order to retain our mature workers who have many years of experience.

All employees are covered by medical insurance. However, if our mature employees exceed the age-limit set by the insurance company, they will still enjoy the medical benefit on a reimbursement basis.

Our employee engagement activities are also tailored to cater to all employees. We organise activities such as movie, yoga, foot reflexology, back and neck massages which are ideal and warmly received by our mature employees. This shows our appreciation of their contribution to our hotel.

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VIEW POINT Stephen Jenner Director, British Council Professional Development Centre, Singapore Email: stephen.jenner@britishcouncil.org.sg • LinkedIn & Twitter: @sdjenner

British Council

Blending the Best of Learning The convenience of e-learning makes it a popular training method among time-starved executives. However, there are still significant advantages to traditional face-to-face learning which should not be overlooked. An effective combination of both methods can lead to a more fruitful learning experience.

Scenario 1: Edmund, an engineer in the Facilities department of a Singapore public sector organisation, has been sent to a presentation skills workshop by his HR manager. He’s enjoying the course, even though he delivers presentations very rarely. At least it’s a day out of the office, and he could do with a change of scene. The course is very interactive too with lots of activities, which makes it more interesting for Edmund, as he learns best by ‘doing’. He’s picking up some general tips, but probably only 50% of the material is directly relevant to him.

Scenario 2: Regina, who works in the Marketing department of a large Asian media company, is at her desk completing a mandatory online course on procurement.

She’s finding the material quite repetitive; for each module she needs to do some reading and complete a ‘test’. She can’t skip the reading and go straight to the test, which is a bit frustrating as she already has quite a lot of procurement experience. On the other hand, some parts of the course are new to her. She likes being able to jump in and out of the course, because she learns best by thinking and reflecting on what she has done.

As a buyer or consumer of training products you may recognise these scenarios. E-learning is on the rise and Asia is leading the world in digitised learning products and self-paced learning. But research and experience indicate that learners still value traditional face-to-face training. Blending the two is a popular model; however blended learning is often a simplistic mash-up of the two scenarios above.

At the Professional Development Centre, we’ve been surveying our learners on their experience and expectations of e-learning. The results demonstrate some sound principles, which can also be used by any HR Manager faced with a choice of blended learning packages (see Table).

Three Principles of blended learning packages Choice

Choice is an affordance of blended learning because once you start breaking up the learning package, the individual elements are more exposed and it is easier to question their appropriacy.

One way of achieving this is via self-assessment; before joining a course learners can assess their current knowledge against the course content and tailor their own course.

Engagement

Whether face-to-face or online, learning should be engaging. In our survey, learners overwhelmingly said they valued interaction with the instructor and fellow learners. But this can be done online too. How interactive is the e-learning package you are being offered? What opportunities do learners have to reflect together on the course content and their learning, especially when putting it into practice after the course?

Flexibility

E-learning allows the participant to study at her or his own pace, which is a major benefit for the learners we surveyed. A third of our learners also said they would like to study at home as well as the office. Is your organisation is able to support employees studying, as well as working, flexibly?

The principles illustrated are interlinked. When selecting a blended learning package for your staff, it’s important to select based on the learning principles behind the course rather than the technology. As one of our learners put it very well, “Personal touch with the support of technology – a perfect match”.

• British Council Professional Development Centre 480 Lorong 6 Toa Payoh, 09-01 HDB Hub East Wing Tel: 63972022 Web: www.britishcouncil.org.sg/corporate-training

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TALENT LADDER

HR movements Regina Koh

Head, HR, 3M Singapore Regina Koh has recently been appointed Head of HR for 3M Singapore. Koh has many years of HR experience in the areas of HR business partnering and compensation and benefits in multinational companies in the technology, manufacturing and financial services sectors.

She joined 3M in 2010 in a dual role featuring both talent acquisition and acting as the HR

business partner for the sales and marketing and corporate functions. She subsequently moved into the role of HR business partner for manufacturing and supply chain, before taking on this overall head of HR role for 3M Singapore.

Koh’s vision for 3M in Singapore is to have a highly engaged workforce that powers business success and growth. According to

her, success means ultra-low attrition especially of highly talented staff, and having high quality successors in the pipeline.

Her motto in life is to excel at work and live life to the fullest – some would call it working hard and playing hard. Some of her passions outside of work include travelling as she finds that it allows her time-out to reflect and recharge for work.

Martino V. Ottimofiore

Regional Compensation and Benefits Manager, Maersk Line Asia Pacific Martino Vincenzo Ottimofiore has recently taken up the role of Regional Compensation and Benefits Manager, Asia-Pacific, at Maersk Line, where he is responsible for developing salary and rewards strategies in the Southeast Asia and Oceania regions.

He previously worked for four years as a Global HR Business Partner at Damco (Maersk’s logistics subsidiary) headquarters

in Copenhagen, focusing on talent acquisition, performance management, compensation, and talent management issues, particularly in emerging markets.

Before that, he worked on several projects across Asia, Africa and Latin America, in areas such as employment law, labour market integration, and microfinance.

Ottimofiore is a Development Economist and has a passion for emerging markets, which is why

he decided to accept a regional role based in Singapore. In his new job, he hopes to successfully adapt theoretical concepts to emerging market environments, and thereby gain a deeper understanding of the market forces at play.

Currently, he is working on a strategic overhaul of variable pay schemes across the region, as well as facilitating the roll-out of SAP HRMS.

Swapna Arun

Talent Acquisition Manager, HR, NBCUniversal Asia-Pacific Swapna Arun is the new Talent Acquisition Manager of NBCUniversal Asia-Pacific. Prior to this, she was a senior recruiter with Informatica.

Her last role enabled her to put her skills in direct sourcing and talent mapping to support the business, lowering the cost and the time taken to hire. At the end of her one-year contract with Informatica, she pursued the

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SUPPLEMENT

opportunity with NBCUniversal.

Arun has nearly seven years of regional recruiting experience, as both an individual contributor and team leader. She started as a researcher for SAP, and moved on to manage other regional recruitment assignments with world leading companies such as Apple. Some areas which she specialises in include talent acquisition and talent pipelining.

In her new role, she hopes to learn as much as she can from her direct manager who is the Global Director of Talent Acquisition.

Currently, the business is putting in place direct-sourcing initiatives which would tremendously drive down the cost and time to hire. Arun also aims to portray NBCUniversal as the Employer of Choice within the media industry.

VIEW POINT

HiringBoss

Matt Allanson Sales Director, HiringBoss

Choosing the right Talent Acquisition System (TAS) HiringBoss’s Matt Allanson gives a 6-point guide to selecting the right TAS for your business needs Selecting the right talent acquisition software (TAS) for your business is no picnic. With every vendor making similar claims that their solution is superior, it is difficult to cut through the marketing rhetoric and identify the right solution. Avoid costly (and potentially embarrassing) mistakes by considering the following: Prioritise needs, define success: Speak frankly to your vendor about your needs and what your expectations of a TAS are. Crucially, define what the appropriate metrics of success will be. Are these, for instance, integration with other technologies/internal HRIS, user adoption, satisfying process improvement targets or perhaps simply shrinking your overall hiring spend? Go back to basics and create a list of your top five priorities. If a solution doesn’t address everything on your list, yet still satisfies your top priorities, it may still be the right choice.

Future-proof: Look beyond your needs of today and keep in mind what you’ll need tomorrow.

Choose a product which is flexible enough to adapt to fluid hiring needs, so that it is robust when hiring is aggressive and can be scaled back strategically in quieter periods.

Demand flexibility: Beware of long-term and restrictive contracts: they rarely benefit you and, we believe, this way of doing business has had its day.

That’s why HiringBoss is a Saas, cloud-based solution.

It allows us to provide an agile TAS at a price that all businesses can afford, with no overpriced contracts or maintenance fees required. Plus, being in the Cloud means we are strategically poised to deliver innovative HR tech solutions (like our iPad mobile recruiting, interview auto-scheduler or slick user Dashboards) before our competitors.

Usability is the killer-feature: Don’t be dazzled by a slick sales pitch and endless lists of features.

If the product is difficult to use, user adoption will be poor and, ultimately, the software will fail. Request a product demo, and quiz end-users for their feedback.

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Insist on features such as embedded video training, cheat sheets, on-site training (with a real, live person- surely not too much to ask?) to drive user adoption across your organisation. Choose a product which works in all your required languages and compromise on this at your peril. We encourage free, live demos as we want you to be reassured that you’re making the right choice.

Where is the support team based? Are you a Singapore or Asia-based company? Then choose a vendor that is based here, who can provide local, nativespeaker support. Sounds basic, right? However, the overwhelming majority of vendors have US or Europebased support teams, which makes getting the help you need when you need it virtually impossible. HiringBoss is the only TAS created for the Asian market from day 1, and dealing with a vendor who is headquartered locally makes all the difference.

Aim high: The primary goal for many HR software buyers is process automation. However, at HiringBoss, we believe that you should be aiming higher- and thinking about how to refine processes and not just automate them. To dramatically boost your recruiting ROI, look for a product that has HR best practices inbuilt. Demand evidence that the software supports managerial decision-making around processes, such as by tracking key metrics and presenting data in an easy-to-understand format.

HiringBoss’s compliance monitoring, job requisition flows and range of real-time reports are all accessed via your personalised, easy-on-the-eye Dashboard. If your vendor cannot clearly demonstrate similar functionality, then don’t sign-up with them.

Ultimately, choosing your talent acquisition software partner often comes down to a matter of trust. You’re hopefully going to enter into a long relationship with your TAS vendor so take the time to fully understand their product before committing. Contact HiringBoss for a free, personal demo anytime- we’d love to hear from you.

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Headquartered in Singapore.

Offices in Japan, Vietnam, Hong Kong.

Tel: +65 62226077 Email: sales@hiringboss.com Web: www.hiringboss.com

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RESOURCES

Book Reviews

Leaders make the future In a world of increasing volatility, uncertainty, complexity and ambiguity, traditional leadership skills will no longer be enough. Critical new skills are needed argues futurist Bob Johansen in his latest book, Leaders Make the Future.

The book deals with two new forces that are shaping the future. The first is nicknamed the “digital natives” – people fifteen years and younger who have grown up in a digital world. The second is cloud-served supercomputing, which will enable unusually rich new forms of connection, collaboration and commerce.

In Leaders Make the Future, Johansen unveiled leadership skills that leaders of today need to have. Some of these include: • Maker instinct – The drive to innovate and adapt to an environment becoming less dominated by traditional research and development

• Clarity – Be agile and see long term goals with a high tolerance for change and adjustment along the way • Dilemma-flipping – Manage seemingly unsolvable problems but to manage them in a way that allows for different approaches to generate new opportunities The book is quite a substantial and theoretical read. It does not contain many examples and case studies, so for leaders who want to learn “how” instead of “what”, this may not be the best read.

However, Johansen’s insights and innovative ideas are definitely food for thought, and is recommended for leaders who are looking to further their theoretical knowledge.

Title: Leaders make the future Author: Bob Johansen Publisher: Berrett-Koehler Publishers Price: S$46.55

The Winning Factor For those who never imagined how the best practices of Olympic coaches can be connected to running a business, The Winning Factor may just be the book for you.

According to author Peter Jensen, who has been involved in the Olympic movement and the corporate world in the last twenty-five years, parallels can be drawn between Olympic coaches and great leaders.

The best Olympic coaches inspire, focus and drive their athletes to beat the odds and reach heights they may have never thought themselves capable of. Similarly, great managers draw out exceptional performance from their people. Jensen says that in either arena, the key to success lies in igniting a personal desire to push past barriers, never give up, and continually go beyond the expected.

In the book, Jensen challenges common perception by saying that great performance – whether at the pool or in the office – depends not on great genes or even on external nurturing, but on a third, winning factor that comes from within. This third factor, or winning factor, is the role an individual plays in his or her own development.

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The book also reveals five key behaviour of medal-winning approaches.

These include the ability to manage oneself, build trust, encourage and use imagery, uncover and work through blocks and embrace adversity.

Jensen explains that supervisors must possess the scope and depth of experience, qualities of character, self-discipline, knowledge, and communicative skills to provide the direction and support needed by those for whom they are directly responsible.

Only when they trust and respect their coach can that person ignite self-motivation to take ownership of the process.

The book is filled with engaging stories and interesting examples that both coaches and corporate leaders can learn from to develop their people. There are many innovative insights to be gained that sets this book apart from other leadership titles which can be applied to almost any field.

Title: The Winning Factor Author: Peter Jensen Publisher: American Management Association Price: $39.06

VIEW POINT Dinesh Saparamadu Founder & CEO, hSenid Business Solutions (Pvt) Ltd Email: dinesh@hSenid.com

hSenid Business Solutions

PeoplesHR

– A promising future with Cloud HR Software-as-a-Service (SaaS) has rapidly become a compelling and credible delivery model for business applications. Also referred to as “web- based software” or “cloud software”, it eliminates many of the barriers that keep companies from implementing or upgrading their software. More importantly, it enables them to focus on their core business operations instead of managing IT What is cloud computing? The “Cloud” is used as a metaphor for internet-cloud computing, which is essentially the model of delivering IT-related capabilities as a service via the internet, as opposed to being installed within a company’s servers or PC hard drives. It is closely associated with software-as-a-service or ‘SaaS’. SaaS refers specifically to the delivery of just IT software within the cloud, distinguishing it from other IT services such as hosting or storage.

Traditionally, businesses have had to build and maintain infrastructure to run on-premises applications. With the Software-as-a-Service (SaaS) model, businesses can consume applications that are hosted online, enabling them to lower their costs by paying only for what they use, enjoy seamless and painless upgrades in functionality, and integrate easily with their existing data and systems.

As far the HR technology services are concerned, most companies are looking beyond transactional automation.

They are now interested on implementing strategic software initiatives and focus on MI. The focus is shifting to exploring strategic avenues to increase productivity. This is where PeoplesHR can help by providing a very strong strategic focus to the customer. The solution is designed in such a way that it helps and guides organisational development and growth. PeoplesHR brings you top line reported benefits of the cloud including the ability to increase productivity and profitability, improve capital utilisation, reduce user support cost, and raise business flexibility and agility through streamlining a wide spectrum of HR activities.

Do companies gain value from PeoplesHR? PeoplesHR is an efficient way to accelerate HR transformation and capture value faster through the use

of SaaS technology. And while SaaS technology is evolutionary, its business implications are more likely considered revolutionary.

• Rapidly increased efficiency of HR processes. Fifty percent cost savings guaranteed • Streamlined strategic HR with specially designed modules • Optimised costs of HR system with no risk involved • No troubleshooting and maintenance, so you can stay focused on utilising the talents of your staff more productively instead of dealing with the technical issues • 24/7 dedicated support through our experienced team of well-trained specialists • Highest security as per the industry standards • Regular updates at no additional cost Furthermore, recent Deloitte research shows that 84% of surveyed companies are either transforming or planning to transform how they handle human resources functions. Chief motivators are cost savings (85%) and greater effectiveness (75%). And while business and HR leaders appreciate the long-term value of HR transformation, the journey toward obtaining such value can seem too long.

In conclusion, looking specifically at the PeoplesHR cloud-based HR solution, what do SaaS and the Cloud really offer? Once you have a web-based solution that is delivered from outside your corporate networks new capabilities emerge. Employees can access their data from home or on the move via their own PC or tablets, in the same manner that they would access their Hotmail or Facebook account. Employee and manager self-service becomes easier to use. A popular and sophisticated web-based solution, PeoplesHR is raising the bar and leading HR transformation.

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“SAAS is an efficient way to accelerate HR transformation and capture value faster” (Source:-Human Capital trends 2011 – Deloitte)

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TALENT FEATURE

Hays

World class leadership Communication is the key to world-class leadership says Ashleigh Russell, Senior Business Director of Hays Human Resources in Singapore

Ashleigh Russell

Senior Business Director, Hays Singapore

John le Carré once remarked: “A desk is a dangerous place from which to view the world.” For Singapore’s business leaders in an increasingly global, 24/7 environment, running a team is no longer about engaging, inspiring and motivating people in the same building or country. Today, a team is likely to be multi-lingual and multi-cultural, located across different time zones and markets. While many organisations have been operating in this way for years, more and more in Singapore are now using technology to help them work across borders.

As a result, communication skills are becoming vital to effectively manage people outside Singapore and across international boundaries since even the most globetrotting manager cannot be everywhere at once.

The world of work is increasingly complex and in our experience of recruiting world-class leaders, strong communication skills are vitally important in a successful leader. They allow a leader to remain attuned to the different cultural and societal expectations of global teams through regular contact, while keeping in mind regional sensitivities and market differences.

This includes being aware of how what you are saying is perceived by others, especially if English is not their first language. It also includes recognition that decision making, management styles and staff expectations are likely to vary from country to country.

There has been some debate about whether such skills can be taught. Certainly it requires multiple interventions over a period of time. It’s also about bringing people together – networks are hugely important to learning, while ongoing leadership and talent development are also critical.

Many organisations run their own diversity and inclusion training programmes for managers, with extra programmes offered for those likely to work with staff across geographies.

This includes managing different ways of working, such as differing leadership and cultural styles. Coaching and training in effective communication techniques, such as the danger of ambiguity, the need for clarity and the benefits of picking up the phone or even getting on a plane, are also essential. How you communicate is vital.

For example, at Hays we run a global leadership development programme for top managers. This programme combines classroom study with executive coaching and virtual learning.

There have been warnings against relying on technology alone for communication. Although technology plays an important role, both in training and day-to-day communications, it should not be used as a substitute for personal relationships. Networks are hugely important to learning and sharing the experiences of international leadership.

Finally, the tradition of sending an expatriate to a foreign subsidiary is still common for up-and-coming talent in many global firms. But there is a greater awareness that it may not always be appropriate to parachute in outside managers to head up local and regional teams, only to move them on a few months later. Instead, the focus should be on creating an outpost that becomes self-sufficient. That’s why ongoing world-class leadership as well as talent development remain critical.

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Hays, the world’s leading recruiting experts in qualified, professional and skilled people www.hays.com.sg

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Theresa Hall Singapore

frazerjones.com

HR Roles Frazer Jones exclusively focuses on the Global HR market and our specialist teams recruit across the full HR spectrum for local, regional and global positions, encompassing all levels and industries. Established in 1996 in the UK, Frazer Jones is a market leader in almost all of the geographic locations in which we operate. With offices in Singapore, Hong Kong, London, Dubai, Sydney and Melbourne, and a proven track record in Europe as well as demonstrable capability recruiting in the Americas, Frazer Jones assists clients and candidates across the globe.

Human Resources Manager Consultancy Head of Learning Operations Multi-national Our client is a front runner in the professional services industry and they Provide thought leadership, delivery expertise and support (including are looking for an experienced and comprehensive HR Manager to join their operations, governance, analytics and technology) to the L&D function team. The post-holder will be tasked with the responsibility of developing ensuring seamless implementation of learning products and services. The and executing a strategic HR plan for Asia and therefore applicants should successful candidate will provide expertise on L&D technology infrastructure have solid experience in the Asian market. Candidates will need to have and lead on service delivery process improvement and optimisation, identify an extensive background in recruitment as this is around 60% of the role. trends and risks and analyse volumes data to identify process improvements.

Additionally, experience in learning and development would be beneficial. Set, maintain and review L&D standards, frameworks, L&D vendors and Previous experience in the professional services industry would be ideal, vendor empanelment processes to ensure adherence to global policies and although not essential; however an understanding of the business practices standards. Deep experience with learning management systems, process is vital. Ref: FN187351.

SG$120,000 migration and metrics analysis is critical. Ref: TH/186730. Up to SG$275,000 To discuss HR roles across Asia, please contact Theresa Hall on +65 6420 0515 or Fiona Nesbitt on +65 6420 0520.

Alternatively, email theresahall@frazerjones.com or fionanesbitt@frazerjones.com | EA Licence No: 10C4100.

THE SR GROUP . BREWER MORRIS . CARTER MURRAY . FRAZER JONES . PARKER WELLS . SR SEARCH . TAYLOR ROOT LONDON . DUBAI . HONG KONG . SINGAPORE . SYDNEY . MELBOURNE

Searching for HR professionals?

Look no further than HRM Singapore

Number 1 Media for Reaching HR Audited at 15,235 copies per month - HRM Singapore’s HR job listings reach more HR professionals each month than any other media. And with our competitive pricing you can increase the number of quality responses - whilst saving money!

Please contact us on (65) 6423 4631 for full details

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www.michaelpage.com.sg

Global Network.

Local Expertise.

With 162 offices in 34 countries, we have the resources and expertise to help you take the next step in your HR career.

Regional oversight Fortune 100 firm Our client has a long and distinguished record of producing top notch technologies to client group based across 200 countries. Due to internal rotation, there is now an opportunity for a seasoned HR practitioner to lead teams from Singapore and regional sites.

The role of the HR Manager will be to provide functional leadership and manage all people related activities including recruitment, compensation, leadership and development as well as employee relations initiatives. You will work in partnership with senior leaders to implement programmes that support business goals and drive results.

Established Market Leader Part of Business Transformation Leadership Team A market leader in the business services sector is in the midst of a business transformation to stay ahead of competition and break new ground. As part of this change, they are now looking for a high calibre HR Leader to spearhead the organisation change from a Human Capital perspective.

The ideal candidate should have between 7 - 12 years of relevant HR experience in a large manufacturing or industrial environment, with proven ability to lead change through the organisation in HR roles.

As a key member of the Asia Leadership team, you will be working closely with the business heads to provide strategic HR roadmaps whilst maintaining an effective and efficient HR operations team on the ground. You will also be responsible to lead and manage the talent agenda, assessing key high potentials in the organisation and setting leadership development plans. Ideally, you are a Degree qualified HR professional with at least 12 - 15 years of regional HR business partnering experience with a Global MNC.

Please contact Audrey NEO quoting ref: H1341170

Please contact Peiwen TEO quoting ref: H1341370

Senior Regional Compensation & Benefits Manager

Talent Acquisition Manager

Leading market player Single contributor responsibilities

#13123

Regional Human Resources Business Partner

High visibility and exposure to the business Consistent growth momentum

Our client is a global marketing research firm, led by a dynamic leadership promoting a year-on-year growth. We are presently seeking a Senior Regional Compensation & Benefits Manager to join this winning team.

Our client is a leader in the specialist field of automation and electronic projects, especially within the oil and gas industry. An impressive listed European conglomerate, they are currently seeking a highly selfmotivated Talent Acquisition Manager to join their growing team.

As the Compensation & Benefits Manager, you will be the functional lead position in Singapore, Malaysia and Indonesia. You will work closely with the HR Business Partners and key managers to understand the business goals and communicate the impacts, issues and requirements for all compensation initiatives. The ideal candidate will have a tertiary degree in HRM with ideally 8 years of experience working within a specialist remuneration and benefits position.

The purpose of this role is to manage and ensure that the recruitment function is built as a responsive and ultimately proactive business partner to the business. You will be tasked to work closely with the business, applying specialist recruitment knowledge to define the core needs of the company. The successful applicant will have a tertiary degree in HRM with at least 8 - 10 years of relevant experience.

Please contact Cherry WU quoting ref: H1343140

Please contact Cherry WU quoting ref: H1338790

Licence No: 98C5473 Business Registration No: 199804751N

Plant HR Manager

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.

Specialists in HR Recruitment

162 offices in 34 countries | www.michaelpage.com.sg

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www.achievegroup.asia Singapore | Malaysia | Hong Kong

Established in 1990, the Achieve Group is a multi award-winning organisation and HR outsourcing partner-of-choice for local conglomerates and multinational corporations within the Asia Pacific region. It specialises in Talent Acquisition comprising General Recruitment, Technology Recruitment, Foreign Recruitment and Executive Search Divisions, as well as HR Consulting.

EA Licence No.: 05C3451

1. Assistant Human Resource Manager

2. Assistant Human Resource Manager

Central (near Orchard MRT) 5 days work week

North, 5 days work week Attractive remuneration

Our client is an established skincare & body wellness operator. Beside Singapore, the Group has presence in Hong Kong, Shanghai, New York, London, Jakarta, Manila and KL with more expansion plans in the pipeline.

Our client is a very established gaming company. They are currently looking for an Assistant HR Manager to join them in the expanding business.

Responsibilities The Assistant Manager will lead a team of HR Executives and Officers, managing the full HR spectrum and daily HR operational matters such as payroll, compensation & benefits, HR administration as well as maintenance of HR metrics and records for Singapore business.

Based in Singapore, reporting to, and working closely with the HR Manager, the primary responsibilities of this position include, but not limited to the following: • Provide HR operational coordination, advice and support • Benefit Administration • Metrics & Statistics • Education & Management tools • HRIS systems administration • All aspects of Employee Relations • Implementation and maintenance of consistent HR policies and procedures; aligning efforts and creating consistencies with corporate policies and objectives, coordinating within SEG on execution and coordination

Requirements • Minimum Diploma in HRM, or equivalent • Minimum 4-6 years job experience as HR generalist ideally gained within service industry, particularly in beauty, lifestyle or F&B industry, a plus • Solid understanding of Singapore employment legislation, trends and best practices • Written and verbal fluency in English - Mandarin verbal fluency required (to liaise with Mandarin-speaking associates of different nationalities), additional regional languages considered a plus but not required • Familiarity with MS Office Applications • Experience in Payroll Processing a must • Strong comprehension of company’s vision, mission, core values, polices and regulations • Strong track record in delivering efficient and effective HR operational support • Available to commence with short notice preferred

Responsibilities • Manpower Planning, Succession Planning and Recruitment, including

Expatriate Recruitment • Familiar with the preparation of Job Descriptions and Specifications • Initiate and Deliver Programmes for Employee Engagement and Well Being • Prepare and Manage the Manpower Budget for the organization • Able to play the Advisory Role to the Line Managers on HR matters • Spearhead assigned HR projects • Cover/Assist the HR Manager on her absence

Requirements • Suitable if you are already in a Senior HR Executive or Assistant HR Management role • Degree in HRM /or related discipline from a recognised University (Candidates with Part-Time Degree must have at least a Full Time Diploma from Polytechnic) • Minimum 4 to 5 year(s) of solid HR generalist role: - Some Comp and Ben experience would be beneficial - Involved in recruitment of Executives & above, ie. Conduct Interviews, Proposal Salary, etc - Manage HR Projects • Experience working in large organisations would be preferred • Matured attitude • Highly self-motivated, committed and resourceful with strong interpersonal skill • Good writing and communication skills

Interested candidate please submit your updated resume in MS Word format to: Position 1: aspire10@achievegroup.com Position 2: aspire5@achievecareer.com We regret only shortlisted candidate will be notified.

All applications will be treated with the strictest confidence.

141 Market Street #13-00 International Factors Building Singapore 048944 T +65 6323 0050 F +65 6323 3006 ISSUE 12.8

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Returning the Human to Resourcing

Asia Pacific HR Manager

Country HR Manager

HR Employee Services Manager

World Leading Media & Entertainment Company

Global FMCG

Global FMCG

Asia Pacific Coverage

Country HR Manager

Good coverage of HR operations

Dynamic and highly motivated environment

One of World’s Best Multinational Workplaces

Supervisory Level

This client is one of the world’s leading media and entertainment companies in the development, production, and marketing of entertainment, news, and information to a global audience. Our client owns and operates a valuable portfolio of news and entertainment television networks.

This position is responsible for the Human Resource function in Singapore, which comprises the corporate office and the manufacturing operations. The HR Manager develops, recommends, implements and coordinates Human Resources policies, programs and systems that support the successful attainment of the operating units’ business objectives, while assuring conformance to local employment laws, corporate and regional policies. The incumbent will also provide trusted advice and counsel on employee relations, organization on development, compensation and other issues of a confidential business nature to country’s leadership team.

Our client is a global FMCG company and is seeking to recruit a dynamic HR Employee Services Manager for Singapore. Singapore is the strategic hub for the Group's operations in the Asia Pacific region including manufacturing, supply chain, distribution, and sales and marketing activities. With a total of over 600 talented and driven people in Singapore, this client strongly believes people are the cornerstone of their success.

You will cover HR processes including recruitment process, performance management, training & development, employee relations and employee engagement. Good opportunity to participate, lead or engage in new projects and initiatives generated by local businesses and/or the organization.

You will have at least 5 years of experience in HR generalist with a solid track record in recruitment, business partnering, and developing initiatives to support business goals. Excellent in depth knowledge of the full range of HR policies and procedures. You are confident in supporting business in multiple territories. You have the ability to conduct projects and working across the organization. An inquisitive, curious mind and a natural ability to question when relevant. Creative thinking and ability to engage with all levels. Previous experience in a TV and/or Media Business is desired.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC4332\HRM, or call (65) 6333 8530 for more details.

You will drive organization engagement through analysis of engagement scores and facilitating action planning and seeing through to execution. You will effectively attract and retain top talent. Set standards and goals for employee turnover, retention and replacement of vacancies. Support and align with global performance management process, you will act as advisor on managing performance.

Ideally you will have a Bachelor’s Degree in HRM or equivalent. Candidates with MBA will have an added advantage. 7-10 years of progressively responsible HR assignments, fluent in written and spoken English, skills in Talent Acquisition, Compensation & Benefits, Labour Relations, Training & Development and Organizational Development.

You will have 5 years of HR Operational experience; with at least 1 to 2 years of experience in a supervisory role. You will have a good knowledge of local labour regulations and HR operations, and good experience in vendor management. You should be willing to work in Woodlands.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC4338\HRM, or call (65) 6333 8530 for more details.

To apply, please submit your resume to Priscilla Chen at pc@kerryconsulting.com, quoting the job title and reference number PC4302\HRM, or call (65) 6333 8530 for more details.

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You will oversee all HR processes on recruitment, payroll, benefits and expatriate management. You will perform on-going review and refine process of service quality and risk control for migrated functions including payroll administration, expatriate management, employee data management and on & off-boarding coordination.

HRM Awards 2009 Sponsor of the Best HR Manager of the Year Award

Payroll Analyst / Senior Payroll Analyst

HR Shared Services – Service Delivery Manager

Head, Compensation and Benefits

Premier Bank

Premier Bank

Diversified Conglomerate

Calm and friendly environment

HR Shared Service

APAC Focus

Excellent career progression

High Impact Role

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

Our client is a global investment bank with significant presence across Asia Pacific. The bank has a great reputation for encouraging professional development, internal mobility as well as a culture which promotes creativity and innovation.

This premier bank has a strong global franchise and has consistently recorded impressive business growth in the region. It is recruiting a dynamic Customer Delivery Manager for its HR Shared Service Asia.

Our client is a leading conglomerate, with significant business interests in the region. Due to an internal movement, there is an opportunity for a senior C&B professional to join them.

Reporting to the Head of HRSS, you will manage the operational teams and deliver high quality customer service through managing and optimizing resources to achieve key deliverables. You will develop and implement an operational service excellence model and identify its fit with business needs.

Reporting to the Global Head of C&B, you will contribute towards the attraction and retention of employees by developing and implementing compensation and benefits practices that are competitive, equitable and aligned with overall business objectives. You will ensure initiatives are aligned with global/corporate best practices and design, drive and work with the country operations in implementing programs, policies and associated training, in enhancing the co-relation between rewards and performance management.

You will support payroll manager in playing, organizing and coordinating the payroll activities, to ensure high quality delivery of payroll services across the region. You will liaise with payroll vendor and other stakeholders to resolve payroll instructions and calculation issues. You will check payroll output to ensure correct calculation. You will also ensure complicance with statutory and internal regulations. You will prepare for payroll journals, maintain and update policies and procedures. You will also resolve queries from Shared Services team and other stakeholders Ideally you should be a degree qualified with at least 2 years’ relevant experience in regional Payroll services in multinational companies.

You should be a self-starter, self-motivated, outgoing, assertive, independent and versatile team player. You are able to work independently in a dynamic and fast pace environment.

You will manage competency matrix and develop training and skill development plans to improve team capability. You will drive activity to optimize customer feedback mechanisms and improve team and feedback results. You will ensure effective KPIs measures are in place to deliver high standard of service and achieve customer satisfaction. You will be accountable for ensuring improvements are identified and assessed for operational impact across HR Shared Services Asia Pacific processes and customer service impact. You are in overall control of function annual budget and business planning. You will ensure statutory compliance and compliance. Besides team management responsibility, you will also manage customer and stakeholder relationships.

To apply, please submit your resume to Yolanda Yu at yy@kerryconsulting.com, quoting the job title and reference number YY4313\HRM, or call (65) 6333 8530 for more details.

To apply, please submit your resume to Yolanda Yu at yy@kerryconsulting.com, quoting the job title and reference number YY4340\HRM, or call (65) 6333 8530 for more details.

Ideally you have a at least 10 years of experience in C&B. Regional experience is a must and ideally gained from a progressive and dynamic multinational. You are highly numerate and analytical. An initiator and operationally hands on, you are tenacious, resilient and have the patience to push things through. Strong influencing skills (both direct and indirect) would be a critical success factor for this role.

To apply, please submit your resume to Cecelia Koh at ck@kerryconsulting.com, quoting the job title and reference number CK4356\HRM, or call (65) 6333 8530 for more details.

Licence No: C690801Z

Asiamoney Headhunters Poll 2009 Best Headhunting Firm - Middle/Back-Office category No. 2 in Asia

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Human resources professionals speak to tHe experts regional leadership Development solutions lead Grow revenue & market share in sea

senior regional c&B manager lead the function across sea

One of the global leaders in the HR consulting and outsourcing sector is looking for a Leadership Development Solutions Lead to grow revenue, client and market share for company’s leadership development solutions business. You’ll achieve this by developing and implementing appropriate client and firm aligned solutions for leadership development.

With at least 15 years of leadership development experience, ideally within the consultancy field, you will have strong business acumen and client focus as well as operational excellence and a depth of expertise in talent and leadership development areas.

This is an exceptional opportunity to join a global US organisation and head up their compensation and benefits team in Singapore, assuming total control of the compensation and benefits programmes for this progressive and market leading business. Reporting directly to the Regional HR Director, you will lead a regional team and have ownership of all related initiatives and roll outs across each country. You will set, communicate and implement a competitive C&B strategy for the region and provide consultancy and support to the in country HR Managers along with performance evaluation, salary reviews and the bonus process.

senior Hr leader - south east asia set Hr strategy & build culture

senior Hr executive - Global brand take initiative & project lead

This world leading medical devices and scientific equipment organisation has created a new position in their Singapore offices.

Reporting to the Global HR Director, you will be looking after the sales and manufacturing offices and partnering with two Managing Directors.

Leading a team of HR professionals, you will build strong relationships with management to develop, communicate and implement the strategic direction of HR in order to enable the creation and execution of a HR strategy that supports the growth of both businesses.

This global engineering firm, located in Jurong and active in markets all across Asia, is seeking an experienced and hands on Senior HR Executive. You’ll be reporting to the ASEAN HR Manager and lead in local compensation and benefit programs including collation of local general market information for review and development of HR policies, processes and guidelines. As an experienced generalist, you will be required to support employee engagement, recruitment and selection, training and development and HRIS (SAP). You will also liaise with vendors and make accrual provisions and journal preparation.

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

hays.com.sg

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Great people are at the heart of every successful business. It is this belief to invest in our team at Charterhouse that makes it possible for us to provide our clients with professional, specialised and tailored executive search services and the best possible talent for each company.

People are our business

Our client list spans across multi-national companies and global enterprises with a vested interest in people and talent development. These companies are currently searching for HR professionals to develop a rewarding professional career for and to value add to the following professional and executive roles.

Talent Acquisition Manager

Head of Organisational Development

A global 500 Fortune Company in advance technology, our client is a prestigious MNC seeking a resourceful Talent Acquisition Manager.

Our client is a notable player in the �inancial services industry. They are looking for a highly experienced Head of Organisational Development to drive its internal capabilities.

Responsibilities:

• perform full cycle of recruitment • responsible to build internal talent pipelines to support current and future business needs • research, source candidates from various sources (e.g. headhunting, articles, job portals, networking, referrals) • possess up-to-date excellent employment market knowledge/information • develop executable strategies that yield results in terms of applicant traf�ic and pipelining • broad networking exposure to tap talents in the market

Requirements:

• minimum 7 to 10 years’ of recruitment experience in technology, electronics or manufacturing • committed, proactive, creative and dynamic with excellent networking, stakeholder management, communication and interpersonal skills

Responsibilities:

• work in consultation with HR business partners and senior management team to improve the organisation’s performance and effectiveness • enabling future growth of key employees through the management of sponsorship of professional and technical development programs • govern all aspects of learning planning and delivery - content development, administration, budgetary control etc

Requirements:

• broad spectrum of knowledge on HR capabilities (e.g. recruitment & retention, performance & rewards, learning & development, organisation development) • 7 to 10 years’ of senior HR management experience with strong leadership skills to lead people through organisational change process • adaptable and able to manage ambiguity, take risk and challenges • good understanding of the general business environment and labour market of the organisation’s industry

To apply, please email your CV to shereenf@charterhouse.com.sg or call Shereen Foo at +65 6435 5610.

To apply, please email your CV to perryb@charterhouse.com.sg or call Perry Barrow at +65 6435 5634.

Senior Payroll Specialist

Regional Compensation & Bene�its Manager

Listed on the New York Stock Exchange, our client is a global leader in advance manufacturing and technology. They now have an opportunity for a quali�ied candidate to join them as a dynamic Senior Payroll Specialist.

Our client is an MNC leading the global market in high-tech electronics manufacturing and digital media. The organisation is seeking a highly experienced Regional Compensation & Bene�its Manager.

Responsibilities:

• collaborate with payroll vendor to ensure timely and accurate monthly payroll processing, statutory contributions, tax clearance, general ledger • analyse doubtful transactions diagnose problems and develop corrective actions • recommend improvements and solutions to enhance payroll operational effectiveness • ensure data accuracy between HRIS and payroll software • collaborate with internal and external auditors on headcount and payroll matters

Requirements:

• minimum 5 years’ of payroll experience with strong understanding of Singapore Employment Act, Contribution Provident Fund Act and Income Tax Act of Singapore in an MNC • dynamic, responsible, meticulous and accurate with strong Microsoft Of�ice skills, HR Payroll Outsource environment, as well as end-to-end payroll processing To apply, please email your CV to shereenf@charterhouse.com.sg or call Shereen Foo at +65 6435 5610.

Responsibilities:

• review current APAC’s total compensation & bene�its structure that includes total cash component, reward strategies and sales incentive projects • attract, reward and retain employees by proposing and implementing new compensation & bene�its guidelines • to effectively communicate and implement new compensation & bene�its initiatives in the region

Requirements:

• 7 to 10 years’ of experience in the same capacity with experience at a regional level • working knowledge of APAC’s compensation & bene�its practices • consultancy background experience would be an advantage • able to work independently as well as a team player on a diverse cultural setting • strong organisation skills, meticulous and excellent communication and presentation skills

To apply, please email your CV to perryb@charterhouse.com.sg or call Perry Barrow at +65 6435 5634.

For more information on your career and recruitment needs, please visit www.charterhouse.com.sg Charterhouse believes in investing in people. If you want to join a company that provides more than a job but a rewarding career call Gary Lai at +65 6435 5601 or email garyl@charterhouse.com.sg.

Company License Number: 06C3997

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Best Cruise Operator, Asia 2008 – 2011

A N SW E R I T W I T H R OYA L C A R I B B E A N

THE SEA CALLS WITH WAVES OF INSPIRATION WE ANSWER WITH THE BEST PLACE TO EXPERIENCE THEM ALL LEGEND OF THE SEAS - CRUISE ESCAPADES 2-NIGHT MALACCA CRUISE Onboard meeting facilities

Singapore Departures: 2012 Nov 3, 2013 Feb 6, Mar 23 Ports-of-call: Malacca

3-NIGHT BEST OF MALAYSIA CRUISE Singapore Departures: 2012 Oct 31, Nov 9, 16, 23, 30, Dec 7, 14, 26, 2013 Feb 22, Mar 1, 8, 29 Ports-of-call: Malacca/Penang, Kuala Lumpur (Port Klang) Ports-of-call will vary.

4-NIGHT ISLES OF SOUTHEAST ASIA CRUISE Singapore Departures: 2012 Nov 5, 19, 26, Dec 3, 10, 17 2013 Jan 3, Feb 8, 25, Mar 4, 25, Apr 1 Ports-of-call: Kuala Lumpur (Port Klang), Phuket

5-NIGHT SPICE OF SOUTHEAST ASIA CRUISE Singapore Departures: 2012 Dec 21, 29, 2013 Feb 12, 17 Ports-of-call: Kuala Lumpur (Port Klang), Langkawi, Phuket

Terms apply.

Onboard team-building activities

If you’re looking to increase sales, recognise performance and build morale, a Royal Caribbean cruise has more to offer: • 282 destinations in 80 countries • Most innovative, state-of-the-art ships • Gold Anchor Service crew • Amazing onboard & onshore activities • 2 to 14-night cruises departing from ports all around the world

Royal Caribbean Cruises (Asia) Pte Ltd

3 Anson Road #13-02 Springleaf Tower Singapore 079909 Tel: (65) 6305 0003 Email: RcclGroupSales@rcclapac.com www.royalcaribbean-asia.com l facebook.com/RoyalCaribbeanAsia