Page 1

Free with HRM Issue 14.2

Executive Education & Professional Development

2014 Featuring:

Preparing for jobs of the future Short courses to help employees grow


Executive Education INDIA


World’s largest corporate training centre Indian outsourcing firm, TCS, is setting up the world’s largest corporate learning and development centre. When completed, the proposed TCS Learning Campus will have capacity to train 15,000 professionals at one time and 50,000 professionals annually. The new development will be located on a 97-acre property in the Technopark area of Thiruvananthapuram, on India’s south coast. The campus will be built over an area of 6.1 million square feet and feature residential accommodation for professionals and faculty at the centre. The facility is designed to train “India’s next generation of engineers and professionals,” TCS says. “The new learning campus is geared to help deliver India’s demographic dividend.”

The company’s learning programmes include its award-winning Initial Learning Programme for fresh graduate trainees, as well as numerous competency and leadership development programmes for middle and senior executives in the company. TCS’ new training centre will employ new learning concepts such as social collaboration, gamification, and peer-enabled learning methodologies well suited for a new generation of young Indians. With an employee count of about 300,000, TCS is India’s largest private sector employer and it spends over 15 million hours on learning and development programmes for its employees every year.


Job skills still lacking Europe’s young people lack important work skills, despite record levels of unemployment, a report by the US-based consultancy giant McKinsey has found. In its study, “Education to Employment”, McKinsey noted that 27% of firms reported that they had left a vacancy unfilled over the past 12 months because they could not find anyone with the right skills.

Building Skills

How ready are young people to enter the job market? Less than half of employers and young people believe graduates are adequately prepared...

72% Providers 42% Employers

45% Youth shape contrast to what educational providers believe

% who agree that youth are adequately prepared for the workforce

A third or more of employers believe new hires do not measure up in terms of skills, while educational providers rate students more highly Selected skills, in order of importance to employers’

Share who rate youth as competent,2 %


Simplifying training across the country 2014 will start with a much simpler vocational training system that is easier for New Zealand employers, trainees and educators to navigate. Instead of the 39 separate industry training organisations, there are now only 14 Industry Training Organisations (ITOs). This smaller number of generally larger scale organisations means that each can provide a better service to trainees and employers. There is now, for example, just one ITO for the primary sector – down from seven ITOs three years ago. The number of qualifications at the vocational level has also been reduced. There were 4,610 separate qualifications at Levels 1 to 6 at the beginning of 2011. This has been reduced by 63% so far to less than 1,750 by the end of last year. The current targeted review of qualifications seeks to have reduce that figure to around 1,300 by the end of this year. “We had a huge spaghetti of qualifications at sub-degree level in this country,” said Tertiary Education, Skills and Employment Minister, Steven Joyce. “It was difficult for learners to decide when and how to study, and difficult for employers to understand the nature and quality of the different qualifications. “One of the great things about the new system is that the same qualification will be available for study in different learning environments so that the learner can move from provider-based training to work-based training as their employment circumstances change,” he added. “Employers will be confident that learners who graduate from different training institutes have been trained in the same qualification. This makes it much easier to understand the skills and competencies they are expected to have.”

Spoken communications Hands-on training in discipline Written communications



Problem solving 0 10 20 30 40 50 60 70 Source: International Labour Organization; McKinsey 2012 Education to Employment Survey




ISSUE 14.2




Executive Education GLOBAL


L&D for L&D specialists

Better prospects for MBAs More than three quarters of employers who aim to recruit business school graduates expect to sustain or further boost their hiring from this year. Furthermore, more than half (56%) of firms around the world are plotting to raise base salaries for recent MBA graduate, either at (45%) or above (11%) the rate of inflation. These findings are based on a year-end poll of business school employers by the Graduate Management Admission Council (GMAC). The poll of 211 employers in 33 countries serves as a barometer of 2014’s job market. The respondents comprise of one fifth of the Fortune 100 list of firms, and nearly 50 Fortune 500 firms. “Actual hiring for 2013 and projected hiring for 2014 are much improved from a few years ago, despite persistent uncertainty in the global economy,” Rebecca Estrada,

GMAC survey manager, said. “In addition, between 45% and 58% of employers plan to increase annual base salaries at or above the rate of inflation, another indicator that demand for talent remains strong.” The poll also uncovered the in-demand skills for graduate talent. A vast majority expected their new recruits to possess highly refined interpersonal skills (97%) and the competency to utilise data to make decisions (98%). Some 88% of employers also revealed to GMAC that they were keen to formulate internship places for graduate business students.

IT professionals prefer the classroom


ISSUE 14.2


of firms in the Gulf Cooperation Council (GCC) use in-house resources for IT security training Source: Global Corporate IT Security Risks 2013

Top employers in China offered a minimum of

4 days


A recent study has revealed that 87.2% of IT professionals in the UK feel classroom-based learning is more beneficial than self-study when it comes to exam preparation. Firebrand Training’s research took opinion data from 952 IT professionals. When quizzed on why self study was inferior to classroom based learning, 59.5% of respondents said that self study resources were not comprehensive enough to prepare sufficiently for a professional certification. The higher chance of distraction and absence of a certified instructor were also mooted as key reasons,


of training for all staff Source: Top Employers Institute’s latest Top Employer research

with 75.8% and 71.5% of respondents picking these two factors respectively. “At Firebrand, we don’t believe that self-study alone is a viable method of learning. The compelling results from this survey show we are far from alone in this opinion,” Firebrand Training co-founder and commercial director, Robert Chapman said.

Learning and development (L&D) practitioners are determined to further enhance their personal skills and expand their scope, according to a survey by learning content specialist Video Arts. The survey also noted some of the key challenges facing the L&D landscape, with more than one in five professionals claiming they suffer from a lack of motivation or stress, and are keen to switch to another job. The survey asked 55 L&D professionals what they would like to see in their line of work in 2014. Forty-four percent said they wanted to reach out to more employees, 42% claimed they wanted to enhance their skills and use of technology for training, and another 42% wanted to provide more informal educational options to employees. Some 40% mentioned wanting to build on their leadership skills, and 35% were keen to enhance the manner in which they measured the return on investment from learning. The survey further quizzed L&D practitioners of their personal new year ambitions. Some 67% said they wanted to further develop their skills in 2014, 33% said they wanted to be more innovative, and 29% wanted to improve their productivity specifically. “On one hand, our survey suggests that L&D practitioners recognise that they can do more to enhance their own productivity and to make better use of technology to reach more people with learning,” Martin Addison, CEO of Video Arts said. “However, the findings also show a flipside for L&D, with almost one in three practitioners saying they lack motivation, 27% experiencing a high level of stress, and more than a fifth wanting to change jobs.”


ESSEC Asia-Pacific

Equip your mind. Extend your vision. Embrace the future Since its founding in 1907 in Paris, France, ESSEC Business School has been developing a unique learning model based on its core values of innovation, openness, responsibility and excellence. With a tradition of training elites for more than a hundred years, ESSEC is one of the world’s leading business schools. ESSEC offers a comprehensive range of programmes (Ph.D., Executive MBA and executive programmes, MBAs, MSc Management, Advanced Masters, BBA) focused on developing individuals with a creative and multicultural mindset. Its Master of Science in Management was ranked eighth worldwide, while its Advanced Master in Financial Technique was ranked second worldwide by the Financial Times in 2013. ESSEC Business School established its Asia-Pacific campus in 2005 to offer innovative programmes with Asian insights and global perspectives. Through Executive workshops, conferences,

customised programmes and the new Executive MBA Asia-Pacific, ESSEC Asia-Pacific delivers tailor-made education experiences that suit the needs of individuals and organisations. With the impartment of cutting-edge knowledge in key areas of management and personal development workshops and courses, the ESSEC Executive MBA Asia-Pacific answers the needs of local companies and multi-national corporations in the Asia-Pacific region. Benefiting from contributions of ESSEC’s world-class faculty, the programme analyses the region in all aspects, from Bottom of the Pyramid implications to Wealth Management issues, Islamic Business Management and the Big Data phenomenon. With international residencies in China and the United States, the programme equips managers with a set of tools, which will further refine their managerial skills and provide them with a well-rounded Asia-Pacific experience.




For more information, please contact us at ESSEC Asia-Pacific – Executive Education Tel: +65 6884 9780 Email: Web:

3:36 PM









ISSUE 14.2




Executive Education

Preparing for the

FUTURE Investing in executive education can see employees emerge better skilled and mentally equipped to handle new business realities. HRM looks at how such programmes are helping employees prepare for the jobs of the future By Shalini Shukla-Pandey


ISSUE 14.2



Executive education in Singapore is likely to remain competitive for some time, given the ease of entry into the market. “We find that corporate clients are no longer looking to vendors for just training, but more for long-term partnerships,” says Nilanjan Sen, Associate Dean of Nanyang Executive Education. “There is an expectation for greater involvement, engagement, and customisation to their business world.” In general, staff that are trained regularly will feel more appreciated by their employers, which translates into better attitudes towards their roles and ultimately an increase in productivity, says Emil Dereinda, Principal of the SSTC School for Further Education. Also, an increasing number of people are becoming more familiar with social networking and mobile applications, something training providers should be incorporating into their programmes. “Institutions who provide training for busy professionals should tap into this trend to provide a blended teaching approach in their training,” says Dereinda. “Face-to-face sessions can be complimented with synchronous or asynchronous eLearning sessions to allow participants to take part in these sessions without having to physically be present in a classroom.”

Identify traning goal According to Ikhlaq Sidhu, founder and chief scientist of the Fung Institute for Engineering Leadership at the University of California, Berkley, executive education courses tend to not be accountable. Sometimes the courses can be “interesting” or “fun”, but in the next week, its business as usual, he warns. To ensure executive education programmes actually translate back into high productivity and real business growth, HR needs to do some thorough pre-planning. Firstly, it should be able to clearly identify the skills gaps that exist in the current talent pool, and be able to identify the best person to be trained to fill each one. Alternatively, organisations can fill their gaps by hiring new staff. “A pre-course evaluation should be done prior to

the commencement of the course to ensure that the trainee knows the objective of their participation in the course,” says Dereinda. Training needs should also be matched with the company’s business goals. “Individual learning objectives and outcomes should always be set and agreed upon by staff and line managers prior to the training programme,” says Sen. For example, companies regularly engage the National University of Singapore (NUS) to develop customised executive education programmes with specific learning objectives and business outcomes. “Most of these programmes incorporate follow-up modules, projects, or activities that link directly to the organisations’ achievement of strategic and tactical goals,” says Nigel Yeung, Executive Director of NUS Executive Education. As a post-training intervention, HR can follow up with staff and line managers to assess any changes in performance and motivation. “Such direct engagement with business units assists in developing relationships and maintaining the links between training and business requirements,” says Sen. “Several of our custom programmes include firm-specific action learning projects that are subsequently implemented in respective organisations,” he adds. “Our executive degree programmes also include live consulting projects when participants work on real challenging problems faced by their organisations.”

The SDF scheme can provide up to


of the course fee, capped at $15/hour, for certifiable courses targeting professionals and managers employed by small or medium enterprises Source: Singapore Workforce Development Agency (WDA)

New for HR SSTC School for Further Education will be rolling out a Master of Science in Educational HR Development in partnership with an American university in the third quarter of 2014. The programme will use a blended teaching approach where participants will only need to be physically present in class over one or two weekends for each module. In between face-to-face sessions, participants will interact with their US-based teaching faculty through online tools. “This way, participants do not necessarily have to be based in Singapore,” says Emil Dereinda, Principal of SSTC School for Further Education. “They can participate as long as they can fly in to attend the weekend classes once or twice a month.”

ISSUE 14.2




Executive Education “We find that corporate clients are no longer looking to vendors for just training but more for long-term partnerships” – NILANJAN SEN, ASSOCIATE DEAN, NANYANG EXECUTIVE EDUCATION

companies, industries, and geographies. “As such, the readings, materials and cases are typically chosen to reflect principles that can be applied across organisations,” Yeung explains. “On such programmes, participants apply learning insights from such a rich environment of peers to their own organisations’ context and circumstances.” Ultimately, the added context and right mix of case studies will provide the necessary relevance. “Also, having a multi-disciplinary approach with principles and parallels that can be applied across industries will help in creating programmes that are relevant,” says Sen. “Training providers can build bridges with the business community, allowing us to appreciate their challenges and identify both key research areas and relevant revisions in our curriculum for various programmes.”

Going massive Customised content Many times, case methods and other generic materials within executive education courses are not relevant to the participating students, warns Sidhu. He says these inferior courses provide very few targeted insights for the executives involved. “Picking useful cases requires significant industry experience-based judgment and they must be supplemented with additional insights,” says Sidhu. “Many of these programmes simply do not have ways to address the actual context, strategy, and threats that their firm’s executives are facing.” One of the important aspects of executive education is to be able to adapt materials to the needs of the participant through customised programmes. Case studies can also be developed from real issues and incidents in the organisation’s history or industry sector. “Knowing the background and profile of the participants is very important to enable the trainer to prepare training materials, cite examples and deliver a workshop that is most relevant to the needs of the participants,” Dereinda explains. “This can be done through information obtained from a well-designed registration form,” he says. “Knowing the level of proficiency and knowledge of the participants also helps in ensuring that the materials are delivered at the right difficulty or complexity level.” Participants who attend open enrolment programmes, however, should be aware that their fellow participants will be from different


ISSUE 14.2


Business increasingly gravitating towards technology and executive training is no different. Massive open online courses (MOOCs) are now becoming more popular among senior-level students. Institutions such as Nanyang Executive Education recognise this trend and are starting to explore a hybrid approach in some programmes. “In other colleges and units within Nanyang Technological University (NTU), the university is already offering online courses in biotechnology, physics, economics, and life sciences,” says Sen. Many studies have indeed shown that the use of social media and mobile applications in education is increasing. “We may not be ready for a full online course but a blended teaching approach would be able to provide a good balance between the ‘personal touch’ of a face-to-face teaching approach and the flexibility of an online or eLearning approach,” says Dereinda. For its part-time programmes, SSTC says it will gradually begin to provide a blended teaching approach in 2014, utilising a web-based learning management system. While the verdict on MOOCs is still being debated, NUS has started to offer a number of these programmes through partners such as Coursera, an education company that courses online for anyone to take, for free. “Whilst things may change, our experience is that some types of programmes work better with face-to-face interaction, and some with technology assistance,” says Yeung. “As NUS executive


Fancy learning in Mandarin? The National University of Singapore (NUS) runs a Value Creation: Managing Innovation programme, a General Management programme, a Marketing programme, and customised executive programmes taught completely in Mandarin. “Some of these programmes have been running for more than 30 years, and attract Mandarin-speaking participants from around the region,” says Nigel Yeung, Executive Director, NUS Executive Education.

education programmes are designed for leaders and senior managers, we are mindful that learning is not just limited to content and readings.” “Our participants learn and gain from the high level debates, discussions, experience sharing and projects that are possible only when they are in a class of equally senior and motivated fellow participants.”

Managing ROI Companies view executive education as an investment to develop the human capital needed to meet their strategic goals. “Subsidies and support from the government goes a long way in helping companies truly achieve a return on investment from sending staff on executive education programmes,” says Sen. Tapping on government funding such as the Skills Development Fund (SDF) Grant is indeed an attractive motivation for companies to send their staff out for training. “For certifiable courses which may take a longer duration to complete, courses that enable staff to attend the programme outside of their working hours minimise the impact on their productivity while they are undergoing the training,” Dereinda advises. Executive education providers typically have volume or alumni rates. Companies can consider building long-term relationships with established providers to benefit from the better rates, says Yeung. “For companies with large development requirements, customised development programmes may be a better way to manage costs,” he adds. “It can also be more cost effective in terms of travel and accommodation as instructors can conduct the programmes onsite or within an organisation’s home country.”

Even the Prince needs executive education Prince William, the Duke of Cambridge, will be one of the most famous executive education students this year. He is expected to study agricultural management at Cambridge University for 10 weeks to prepare himself for a future role overseeing the Duchy of Cornwall estate. This £763 million (US$1.3 billion) 130,000-acre portfolio of land, property and investments will be passed down to William when his father, the current Prince of Wales becomes King of England. The course has been designed specifically for William by the University of Cambridge’s Programme for Sustainability Leadership. It aims to provide an understanding of contemporary issues affecting agricultural business and rural communities in the UK. On top of private study time and essay writing, The Duke of Cambridge will spend around 20 hours a week with university teaching staff and other students in lectures, seminars, and supervisions across a range of subjects, including geography, economics and land economy. He will also spend time out in the field on large landed estates. Prince William will be a full-time student until mid-March.

ISSUE 14.2




NUS Business School

Shaping global business leaders for Asia Established in 1965, NUS Business School is known for providing global management education from an Asian perspective. Since 1981, we have been offering a comprehensive portfolio of executive programmes to high-powered executives who seek current and applicable knowledge in an ever-evolving business landscape.

Excellence in Executive Education Our range of open-enrolment programmes, conducted in both English and Mandarin, are designed for highpotential leaders and senior managers. We also work one-on-one with organisations to develop customised programmes tailored to their talent development goals. Our corporate clients include governments, multinational corporations and fast-growing enterprises.

Teaching Methodology NUS Business School utilises a holistic set of academic methodologies to deliver an unparalleled learning experience. This includes: • A blend of case studies and business simulations delivering content in an experiential format. • Peer learning and sharing via small group discussions, projects and presentations. • Content that addresses current marketplace realities as well as future trends. • Assessment and profiling tools to provide a personalised, reflective experience for each participant.

International Faculty – Best of East and West NUS Business School has a 150-strong faculty with members from over 25 countries. Our faculty members are of the highest calibre and are actively engaged in research and teaching, as well as consulting to businesses and governments worldwide.

“Absolutely the best class I’ve had in a long time… I would highly recommend the course to anyone at the senior level who wants to enrich their business knowledge” – ARIF RINALDI, GENERAL MANAGER, PT MEDCO E&P INDONESIA, STANFORD–NUS EXECUTIVE PROGRAMME IN INTERNATIONAL MANAGEMENT PARTICIPANT Our participants come from many countries and industries, providing rich diversity in cross-cultural learning as well as business networking Executive Education NUS Business School National University of Singapore, Mochtar Riady Building, Level 5 15 Kent Ridge Drive, Singapore 119245 Email: Tel: +65 6516 7872 Web:


ISSUE 14.2





Delve into the background of Asian fundamentals through eye-opening perspectives NUS Business School Executive Education programs Authentically Asian insights


Accounting & Finance for Non-Financial Managers 24 – 28 Feb 2014 26 – 30 May 2014

Advanced Management Program: Asia in Focus 10 – 21 Mar 2014

Asian Family Business Program 2 – 4 Jun 2014

Emerging Leaders Program 26 – 30 May 2014

Negotiations & Influence in Asia 17 – 21 Mar 2014

Stanford–NUS Executive Program in International Management 16 – 30 Aug 2014

Strategic Human Resource Management 21 – 25 Apr 2014

Strategic Management Program 9 – 13 Jun 2014

General Management Program

Strategic Marketing Management

3 – 14 Mar 2014

23 – 27 Jun 2014

Leadership Development Program

Women in Leadership

24 – 28 Mar 2014

2 – 6 Jun 2014

Register and pay early to enjoy up to 10% savings. Corporate volume and NUS alumni discounts are available. For enquiries, call +65


6516 7872 or visit


Nanyang Business School

Learn from industryleading business faculty

with Nanyang Executive Education In a world that is increasingly being driven by Asian economies, the Nanyang Business School’s Advanced Management Programmes (AMP) equips you with the core competencies and business acumen to succeed globally. Tailored to specific industries, the Nanyang AMPs provide a challenging and stimulating 2x2 week intensive course that addresses the needs of Asian business in today’s dynamic world.

AMP in Shipping & Port Management Nanyang Technological University, Lorange Institute of Business, and Netherlands Maritime University have pooled their expertise to develop the AMP in Shipping & Port Management aimed at helping accomplished maritime managers enhance their leadership and management competencies through an industry-focused curriculum. Held in three global hubs – Singapore, Zurich and Rotterdam – this programme offers participants an in-depth understanding of the critical issues that currently face the maritime industry, including financial strategy, business development, port logistics, risk management and innovation. Academic Calendar • 14 - 19 April 2014, Netherlands Maritime University Rotterdam, Netherlands • 21 - 26 April 2014, Lorange Institute of Business, Zurich, Switzerland • 30 June – 15 July 2014, NTU, Singapore

Cornell-Nanyang AMP in Hospitality To help businesses seize new market opportunities, Nanyang Business School and the renowned Cornell School of Hotel Administration have joined forces to create a singular programme that merges academic excellence and cutting-edge industry expertise. The Cornell-Nanyang AMP provides an ideal learning platform for hospitality and tourism professionals to broaden their business vision and industry perspectives, as well as network with other industry executives. Academic Calendar • 3 - 15 March 2014, Cornell University, Ithaca, New York, USA • 30 Jun - 15 July 2014, NTU Singapore

Berkeley-Nanyang AMP in General Management The Berkeley-Nanyang AMP is a joint initiative between Haas School of Business at University of California at Berkeley, USA, and Nanyang Business School at Nanyang Technological University, Singapore. The Berkeley-Nanyang collaboration provides both business schools with an opportunity to cooperate in areas of teaching and research. The programme excels in leadership training, entrepreneurship, innovation and strategic thinking. Participants benefit by learning from internationally renowned faculty members and fellow classmates from diverse professional backgrounds. Previous participants have also found the interactions to discuss best practices to be an invaluable networking opportunity. Academic Calendar • 15 - 30 September 2014, NTU (Singapore) • 2 - 13 March 2015, UC Berkeley (USA)

IATA-Nanyang AMP in Aviation & Air Transport

For more information, please contact us at +65 6592 3502 / +65 6790 6413 or email


ISSUE 14.2


The IATA-Nanyang is a joint initiative between the International Air Transport Association (IATA) and Nanyang Business School at Nanyang Technological University, Singapore. Launched in 2011, the IATA-Nanyang AMP is an intensive one-month full-time programme conducted in Singapore and Geneva, Switzerland. Academic Calendar • 25 March - 11 April 2014, IATA Geneva, Switzerland • 30 June - 15 July 2014, NTU, Singapore

Learn from industry-leading business faculty with Nanyang Executive Education. Success is within reach with a Nanyang Advanced Management Programme (AMP).

Sign up for our upcoming information session on 26 February, and write the next chapter of your success. Contact us at +65 6592 3502 / +65 6790 6413 or email



Nanyang Executive Education.

For leaders, by leaders. Consistently counted among the world’s top-tier business schools, Nanyang Business School is one of the most established providers of business and management education in the Asia-Pacific. For over 50 years, we have nurtured leaders from around the world, employing innovative pedagogy that melds rigorous academic theory with real-world business practice. As a college of Nanyang Technological University, we are able to draw on the strengths of one of Asia’s most comprehensive research-intensive universities to integrate non-traditional business and management topics into our research and teaching. This holistic approach ensures that our students thrive and succeed in today’s increasingly dynamic and interconnected world. Our academic excellence and industry relevance is well recognised globally. Over the past 10 years, our MBA programme has been ranked regularly as one of Asia’s best. The Financial Times, for instance, has placed it within one of the world’s top 35 MBA programmes for four years running. It also rated our EMBA programme as the world’s 13th best last year.

“The Berkeley-Nanyang Advanced Management Programme was well conceived, crafted and delivered with a good balance of Eastern and Western management theories and concepts. It’s a must for all senior executives and CEOs” – MARK PHOOI, CEO, FIRST MEDIA GROUP, SINGAPORE

“The SPRING-Nanyang Hi Potential Leadership Programme is a good refresher course that helps update one’s knowledge. It also fits well into an executive’s stretched schedule. It affords me the opportunity to clear my mind, strategise new plans and migrate ideas from other industries” – MICHAEL TAN, SENIOR PRODUCT MANAGER, ALLALLOY DYNAWELD

We are accredited by the European Quality Improvement System (EQUIS) and the Association to Advance Collegiate Schools of Business (AACSB) – the world’s most widely recognised quality assurance standards for accounting and business education. Our research has also received outstanding ratings in various academic surveys, with several of our faculty recognised as global leaders in fields such as accounting, finance, and culture intelligence.

Nanyang Executive Programmes, Cutting Edge Asian Management Education Nanyang Executive Programmes is the executive education arm of Nanyang Business School. Committed to empower the leaders of tomorrow, our executive programmes are designed to help motivated individuals sharpen their competitive edge, enhancing their ability to lead in Asia’s dynamic markets. Nanyang Executive Programmes are designed to deliver enriching learning experiences in which you will connect with other driven and talented managers as well as our internationally renowned faculty. These non-degree management development programmes are offered to corporate clients and the general public. Open Enrolment Programmes are short, specialised programmes that are ideal for executives who want to update and refine functional skills. These programmes provide high-level, value-added business education where you will learn the latest in management thinking and industry best practices. They include: • Berkeley-Nanyang Advanced Management Programme; • Management Development Programme @ Nanyang; • SPRING-Nanyang Hi Potential Leadership SME programme For a full listing of programmes we offer, please go to We also work with public and private organisations to plan and implement management training and development initiatives through customised executive programmes. Such programmes focus on specific strategic objectives within the company and are tailored to suit various levels within the organisation. Please write to to start exploring how we can support the growth and development of your company.

For more information, please contact us at (65) 6514 8376/(65) 6592 2537.


ISSUE 14.2



Professional Development


ISSUE 14.2




LEARNING Companies that focus on continuous learning are expected to reap rich rewards in 2014. They will see not only improved skills in a tight labour market, but also improved engagement from their workforces. HRM looks at what’s on offer in the year ahead By Sumathi V Selvaretnam

ISSUE 14.2



Professional Development The new year signals an opportune time for HR to take stock of their organisations’ learning gaps and come up with new and relevant programmes that will keep employees energised and inspired. According to the Bersin 2014 Predictions report, one of the biggest challenges facing companies globally is a shortage of up-to-date, technical and professional skills. Innovations such as electric cars, new sources of energy, software-driven products and services, and regulatory changes are all driving the need for new skills. The new year will also see the “training department” being renamed as “capability development,” the Bersin report predicts. As it takes years to develop leaders and functional experts, the report urges companies to focus on building global supply chains for capabilities. This logistics approach to HR should ideally spot gaps before they appear and develop people over time to deepen their skills. With this in mind, the report says that companies need to partner with universities, establish apprentice programmes, create developmental assignments, and focus on continuous learning to attract the best and brightest. In Singapore, providers such as SIM Professional Development are focusing their professional development courses more on bringing experienced executives and management professionals back. These senior leaders are re-inventing themselves and contributing constructively and innovatively to organisational business goals. “Leadership training with coaching elements is becoming more popular to cater to the sophistication needed in developing human capabilities in an uncertain global economy, says Peggy Lee, Director, SIM Professional Development. “Other important and relevant short duration programmes involve the provision of know-how in talent management and retention, building of employee loyalty and labour

Funding that you can tap on • Skills Development Fund - Open to all Singaporeans who are wanting to embark on WSQ-funded programmes. Students are able to receive up to 90% funding. • Enhanced Funding Support for SMEs - SMEs are eligible to receive up to an additional 20% funding (capped at 90%) • Workfare Training Support Scheme - 95% funding on all WSQ programmes For more information, visit


ISSUE 14.2


productivity, as well as the management skills needed to manage a multi-generational workforce,” According to Rexanna Kok, Vice President, Kaplan Professional, most organisations are still keen on embarking on soft skill training where they are able to see an almost immediate effect or improvement at the workplace.

Benefits of professional development Employee development gives the workforce a good chance to realise its potential and eventually work at the highest possible level, says Kok. “When an employer realises the potential in a staff member, and then sends that employee to class to improve his or her skills, the trained staff will be more willing to work at their best level of ability.” Apart from the benefit of gaining knowledge, attending professional development courses enable participants to interact and network with peers and ‘like-minded’ people, says Lee of SIM Professional Development. These platforms also aid learning. For example, SIM Professional’s “The Job of the Chief Executive” (JOCE), programme allows CEOs and top-level managers to spar with other participants and lecturers, and share their experiences. The five-day programme also organises an alumni dinner for past and present participants to come together and share how they have been able to apply the learnings in their day-to-day roles. Opportunities like these extend the value of training into the long term. “We believe the opportunities provided to the CEOs to interact amongst themselves will provide them with the necessary knowledge and inspiration in bringing their businesses to the next level of competence and viability,” says Lee. Courses run by the British Council are fun and interactive, allowing participants the opportunity to practice new skills, says Simon Carrie, IT Coordinator, British Council. “Participants leave refreshed and energised, and keen to put into practice the new tools and knowledge they’ve learnt back in the workplace. Our public workshops have a broad range of participants from many diverse sectors in Singapore so it’s also a great opportunity for people to share ideas and new ways of working.”

Popular programmes In today’s highly competitive environment, attracting, developing and retaining talent remains a key challenge for most organisations, says Lee. “It is the ‘right’ people – not just people – who are a company’s most important asset,” she says. “Therefore, training programmes that cater to the


development and retention of key talents within an organisation will be much sought after by businesses.” At SIM Professional Development, 2012 and the first half of 2013 saw a slight resurgence in the market for programmes related to people management skills – especially in the subject areas of ‘communications’ and ‘change management’. Leadership and general management programmes were much sought after as well. “Popular programmes for this level generally centre on supervisory management, cross-cultural management, productivity and innovation categories,” Lee says. “We foresee this trend continuing in 2014 and beyond, given the heightened need by organisations to attract and retain their talent pool,” Lee says. According to Kok, Kaplan Professional is seeing a spike in the number of participants keen on leadership-based programmes focused on areas such as empowering leaders, championing change, and team performance building. Over at the British Council, there is very high demand for writing skills courses, especially for more senior level employees. “Traditionally, more executive level staff come to writing workshops as organisations recognise that good business writing is a key skill and the foundation of a successful organisation. With managers setting the example

Business Advisors Programme by SPRING Singapore Unsure about where your organisation’s talent gaps lie and what skillsets your employees would benefit from? The Business Advisors Programme by SPRING Singapore could help. The programme matches qualified professional business advisors to small and medium enterprise (SME) projects. Companies can draw from the advisors’ experience, expertise and business contacts, to improve their own businesses and processes. In one example, an SME tapped onto an advisor’s extensive experience as a HR director for a large multinational to improve its understanding of recruitment and retention strategies for key staff. The relationship also helped plug gaps in the SME’s HR compensation and performance management processes. As of May 2011, Singapore Institute of Management (SIM) has been appointed by SPRING Singapore to administer the Business Advisors Programme. The advisory projects typically last up to six months with specific deliverables, and the advisors’ fees are cofunded between the SME and SPRING Singapore. Visit for more information

for their staff, it’s important they can walk the talk,” says Carrie. Another trend observed by the British Council is greater demand for programmes that help participants work more effectively with their colleagues, says Carrie. Its “Handling Difficult Colleagues and Customers” course is particularly popular. “Participants attending this workshop often have individual problem situations at work they find difficult to resolve,” he says. “These are encouraging trends for us as we see people taking a more proactive approach to their personal professional development by identifying long term skills that will be useful throughout their career,” adds Carrie.

THE RIGHT FIT When it comes to choosing the right professional development programme, it is often helpful to begin with the end in mind. The trigger for a training intervention is usually a performance gap (based on current or future capability requirements) that a particular employee has, resulting in areas for improvement, says Peggy Lee, Director, SIM Professional Development “This performance gap can be due to what we can simplify into ‘knowledge’, ‘skills’ or ‘attitudinal’-related causes,” Lee explains. Once this causal factor has been identified, the next step is to identify the appropriate intervention to help overcome this performance gap. For example, an employee with high potential identified by senior management for succession planning, may lack the financial know-how required in a more strategic and general role due to their specialised technical expertise. “However, to simply send him for a formal financial accreditation might be overkill. In such cases, a learning and development business partner within the organisation might help the employee to jointly assess and identify how this performance gap can be overcome,” Lee says Lee also adds a word of caution: While an appropriate training programme, developed and delivered by good trainers, can make a real difference in covering some performance gaps, it is important to recognise that not all performance gaps can be effectively or efficiently covered through training alone. “Some performance gaps are better addressed through other interventions, including organisational development.” ISSUE 14.2



Kaplan Professional

A new dimension of training and learning development with Kaplan Professional Kaplan Professional, a department of Kaplan Learning Institute, supports organisations and individuals in their quest for excellence by providing learning and development solutions that are designed to help organisations and individuals succeed in today’s competitive world. Conducted by highly qualified trainers in an interactive environment, we ensure your journey for continuous development is an enjoyable one. The cycle of professional learning and development doesn’t stop – which is why we at Kaplan Professional do not cease in our quest to cater to the business and developmental needs of our clients. Taking on a new dimension in professional learning and development, Kaplan Professional proudly emerges as a One-Stop Workforce Skills Qualifications (WSQ) Hub. Appointed as a Continuing Education & Training Centre (CETC) for the WSQ Employability Skills (ES) and Workplace Literacy and Numeracy (WPLN) Frameworks and as Programme Partners (PP) for the WSQ Business Management (BM), Leadership and People Management (LPM), and Service Excellence (SV) Frameworks, we are set to be the mover and shaker in the continuing education landscape.

Our diverse offering of learning solutions under the five WSQ Frameworks ensures all your business and learning needs are cared for. From strongly dedicated Business Development Managers, multi-experienced Learning & Design Specialists and Adult Educators, to highly responsive and supportive Programme Managers, we are poised to offer you a first class learning experience. No less. Kaplan Professional has conducted many in-house training sessions addressing many different areas from graduates and new hires, to senior executives for major clients across Asia. We believe that successful training programme is the result of open communication. At the initial consultation, we will understand your training requirements and the gaps that the training should address. Thereafter, we will work closely with our qualified team of trainers to ensure that our customised training programme fully meets your training objectives. And to take your learning experience to a class above the rest, we are taking root in the CET West Campus, with a presence also in the CET East Campus. Our CET West Campus features seven avant-garde Learn Labs, designed and engineered completely with all your learning needs in mind. We offer you access to high capacity symposium halls for mega learning and networking seminars. With plenty of space and cutting edge learning technologies in place, you can be assured of a learning journey that is more enriching and fulfilling. All these for you – because we care enough for your business and learning needs. Together, we celebrate the love of professional learning and development.

Devan Nair Institute of Employment and Employability 81 Jurong West Street 81 #06-02 Singapore 609 607 Tel: 6733 1877 Web:


ISSUE 14.2



SIM Professional Development

Bringing the world’s best thought leaders to Singapore Who we are SIM Professional Development (SIM PD) has played a leading role in providing learning and development (L&D) solutions to professionals and corporations in Singapore and the Asia-Pacific region. Our L&D services help companies build on their human capabilities to face current and future business challenges.

We plan your organisation’s learning and development needs Our dedicated team and extensive network of partner trainers will work with your organisation to align your human capital capabilities to meet your business learning needs. The SIM PD Competency Framework sets out to identify the competencies required by the individuals at different levels. Our framework focus on four key competency domains: Personal Mastery, People Management, Business Alignment and Organisational Alignment. These are mapped to six management levels and tracks that allow for the planning and review of career paths and opportunities for employees within the organisation.

The forefront of management thought leadership Every year, we feature the world’s best thought leaders in Singapore at our signature programmes, forums,

conferences and other networking events that are attended by professionals from countries all around Asia.

Forums Inaugurated in 1982, the SIM Annual Management Lecture (AML) is SIM’s annual hallmark event. With the objective of bringing in the world’s best global thinkers, AML has become one of the longest running management thought leadership events in Singapore. This prestigious event has been attended by top and senior management, business owners and professionals from various industries. For AML 2013, we invited Professor Vijay Govindarajan, ranked #3 on the Thinkers 50 Most Influential Business Thinkers in the World, 2011, to give a lecture on his award-winning breakthrough idea, Reverse Innovation. This year’s AML promises to be even better.

Engagement & Networking Opportunities To complement SIM PD’s extensive suite of executive programmes, various engagement platforms are designed to provide opportunities for networking and sharing of knowledge and insights. These include our CEO Conversations and Give-To-Receive platforms for senior human resource professionals and C-suites. Our past speakers include the likes of CEO of AirAsiaX, Azran Osman-Rani and Formula One Grand Prix Motor Racing icon, Mark Gallagher.

UPCOMING PROGRAMMES Examine the critical role of leadership to promote strategic innovation and change in your organisation with these programmes.

Contact Us Conferences & Executive Programmes Tel: +65 6246 6746 Email: Customised Learning & Development Solutions Tel: +65 6248 9409 Email:


ISSUE 14.2

• Sustainable Leadership Mar 31 – Apr 2 • The Dynamics of Strategy Apr 7 – 11 Mark Gallagher at CEO Conversations


Professor Vijay Govindarajan at SIM Annual Management Lecture

• Succession Planning Jul 21 - 23


ERC Institute

The “Weekend” MBA at ERC Institute Background

ERC Institute (ERCI) was established in 2003 to provide education with a difference, and to raise the bar in private education standards in Singapore. ERC Holdings, the parent company of which ERCI forms the Education Arm, was founded by some of Asia’s most successful entrepreneurs to cultivate an entrepreneurial culture in Singapore. ERCI’s partnership with the University of Wolverhampton in the United Kingdom provides aspiring managers/professionals in Singapore and the region, the opportunity to read a recognised master’s degree in a challenging yet flexible environment. This is


ISSUE 14.2


made possible with our academic structure, designed specifically to cater to the schedules of busy working adults. Since the programme’s introduction to Singapore in 2011, more than 90 like-minded peers have selected the Wolverhampton MBA to aide them in their respective career and business goals.

focuses on the most fundamental functions necessary to create value within organisations – accountancy and finance, human resource management, marketing, business strategy, operations management, leadership and change management. The course’s weekend lectures caters specifically to busy executives’ hectic work schedules, and it emphasises on students’ research and analytical abilities with its 100% coursework-based assessment, all which can be completed within an accelerated learning framework of 15 months.

Programme Highlights The University of Wolverhampton MBA is designed for students who want to embark on an in-depth study of Business and Management to develop analytical and evaluative skills that can be applied practically in international situations. The programme

ERC Institute Tel: 6349 5906/5907 Email: Web:


Financial Literacy

Maximising workplace wellness programmes with financial literacy Employee financial wellness is essential for maximising the effectiveness of existing wellness programmes, as the repercussions of financial worry can range from strained relationships, unhealthy addictions to reduced productivity at work. By implementing an employee financial wellness programme, organisations can improve the financial capability of their employees as well as achieve their organisational goals. Launched in July 2012, the MoneySENSE-Singapore Polytechnic Institute for Financial Literacy is a collaboration between MoneySENSE and Singapore Polytechnic to bring free and unbiased financial education programmes to the workplace. To date, the Institute has conducted talks and workshops for more than 20,000 working adults. The Institute does not promote any financial products and its mission is to provide free financial education so that

6870 8383

Some Possible Causes of Employee Stress

Reduce in productivity

adults can learn to make decisions that affect themselves and their families. There is a range of topics available to help consumers develop core financial capabilities on understanding money, their rights and responsibilities, planning ahead and selecting financial products.

For more information, please visit

Financial worry is one of the causes of stress at work. It can aect productivity and your employees’ health. Help them learn how to better manage their money. Free education programmes available. ISSUE 14.2




Get started and

be rewarded!

For further assistance, kindly contact us or 68276957


ISSUE 14.2

The Singapore National Employers Federation (SNEF) was established in 1980. As a trade union of employers, SNEF is dedicated to preserving industrial harmony and helping employers achieve excellence in employment practices, thereby enhancing productivity, competitiveness as well as the quality of their employees’ work life. With the support of over 2,860 corporate members, SNEF is an active player in facilitating the tripartite partnership among the Government, employers and unions. To achieve our mission, SNEF has various teams that promote different initiatives, such as the Workplace Health Promotion (WHP) Grants, Workpro, Workplace Integration Programme (WIN), Enterprise Training Support (ETS), etc. Formed in 2009, the Workplace Health and Safety (WHS) team in partnership with Health Promotion Board (HPB), aims to enhance workplace health by offering advice, resources and information services to companies and assist them in implementing a sustainable Workplace Health Promotion (WHP) programme. To raise awareness and benefits of WHP, WHS team offers companies various outreach and engagement platforms where they are kept abreast of latest developments in WHP and at the same time build strong collaborations with government agencies, trade unions and associations. Through our regular capacity building workshops and events, companies are also updated on the latest workplace health trends, guidelines and incentive schemes.


To understand the health needs and employees’ profiles of different companies, WHS team offers free individual consultations to companies at their workplaces to assist them to achieve a healthier workforce. In addition, the team also provides expertise about the WHP grant, which provides individual company funding of up to S$20,000 to implement a WHP programme. Other than advising on WHP programme, the WHS team supports companies in the interpretation and application of the Workplace Safety and Health (WSH) laws to their organisations. They can also obtain advice on the management of safety and health issues as well. Healthy employees are an organisation’s greatest asset and the team believes that a healthy workforce will bring about increased productivity. As prevention is better than cure, employers can also raise awareness among their staff on how to prevent infectious diseases through the Workplace Infectious Diseases Education (WIDE) programme. The WIDE programme focuses mainly on prevention of Influenza, Tuberculosis and HIV through exhibit panels, health talks and a Mobile Screening Van at minimum or no cost to companies. Besides the WIDE programme, WHS team also offers other toolkits such as the Flu Buster Kit, World AIDS Day kit, WIDE Orientation Kit, WIDE Folder and HIV awareness talks to empower employees to stay vigilant and informed against infectious diseases.

Maximise Your Potential flexible solutions that meet your needs A holistic approach to deliver interactive and strategy-focused Customised Programmes that create high performance individuals by providing the resources to ensure personal success.

Supervisory Management

Financial Management

Team Management Skills Performance Coaching Managing Diversity - Harnessing the Potential of a Multi-Generation Workforce Being a Competent Manager

03 - 04 Mar 10 - 11 Mar 28 - 29 Apr 15 - 16 May

Communications 13 - 14 Mar 17 Mar 03 - 04 Apr

Handling Challenging Discussions Effectiveness and Etiquette on the Phone Mediating Conflicts and Disputes

Critical Thinking for Leadership Role Leadership During Change 21st Century Leadership Creative Problem Solving for Leadership Role

03 - 04 Mar 08 - 09 Apr 08 - 09 May 22 - 23 May

HR Management Competency-Based Interviewing Skills Conducting an Effective Training Needs Analysis Performance Appraisal Talent Management: Recruitment, Retention and Development for the Future

28 Mar 15 - 16 Apr 19 - 20 May 26 - 27 Jun

6 Sigma: Towards Organisational Excellence Using Computer Mind Maps for Higher Work Effectiveness Productivity Box - More with Less

12 - 13 Jun 19 - 20 Jun 29 - 30 Sep

Emotional Intelligence (EQ)

Risk and Business Management Torts & Legal Remedies for Wrongful Acts Creating and Managing International Contract Law Business Statistics: Statistical Thinking for Decision Making Understanding Simple Contract Law and Drafting a Contractual Agreement

17 Mar 19 - 20 May 23 - 24 Jun

EQ Skills for Team Leaders and Managers Mastering Emotional Intelligence Emotional Intelligence (EQ) for Better Working Relationship

28 - 29 Aug

Office Management

Sales & Marketing Social Media Marketing and Public Relations Understanding Customers and Decision Making Process The Craft of Copywriting

03 - 04 Mar 24 - 25 Mar 05 - 06 May

Service Excellence

(65) 6842 6666

20 - 21 Mar 10 Jun

Personal Effectiveness & Productivity

Team Leadership

Service AMBASSADORS Delivering Quality at Every Level

Budget and Control for Service & Retail Industries How to Work Effectively and Efficiently with Auditors

17 - 18 Mar 29 - 30 Apr

The Dynamics of Business Writing Project Management Masterclass Office Administration Management for Executives and Managers

27 - 28 Mar 16 Apr 19 - 20 Aug

24 - 25 Apr 19 - 20 May 16 - 17 Jun

Languages Fine Tuning your Business English Basic English Business Writing

24 - 25 Mar 07 - 08 Jul

*Applicable for Professional Development Workshops except IT Short Courses






















HRM 14.2 Supplement  
HRM 14.2 Supplement  

- Executive Education & Professional Development 2014