In the matter of working mothers, Vodafone is far from keeping mum. The telecommunications giant is one of the few organisations in the world to define a mandatory minimum maternity benefits standard. JPS Choudhary, Regional HR Head, Vodafone, shares his thoughts on the policy
Organisations are looking for unique ways to reward their top performers; with many sending their best to luxury destinations. HRM looks at some of the places pulling out all the stops to create an experience of a lifetime
Competitive salaries are crucial for ensuring the attraction and retention of top talent. When it comes to overseas assignments, HR needs to keep an overview of local salary trends and ensure that its own remuneration (and relocation) packages are benchmarked fairly
Planning a corporate retreat these days is certainly a much more sophisticated affair than in the past. Organisations are now venturing into unheralded territory in a bid to craft memorable and enriching experiences. HRM probes further into the corporate retreat scene
Head (Organisational Excellence), Corporate Development and Emergency Preparedness Division, Civil Aviation Authority of Singapore
Let me give you some background. Our organisation had developed a new innovation framework aimed at building up an innovation culture, and this required full participation and involvement from all levels of the company. However, it was met with resistance from many rank-and-file staff, as well as most of the middle and senior management.
For rank-and-file employees, poor previous experiences, such as having their suggestions rejected without reason, led to their resistance.
While middle and senior managers were generally supportive of the scheme, many saw it as additional work that might distract them from their primary goals. Others deemed the initiative as “non-critical” and were reluctant to get too involved in championing the innovation movement.
In order to help staff understand and accept the change, we turned the innovation movement into a “journey” with three distinct phases: the awareness phase, the contribution phase and the entrenchment phase.
We began by providing a list of reasons why the initiative was introduced and how it would align to the vision and mission of the organisation.
Next, we revised and enhanced existing employee schemes to incentivise staff and generate participation. For example, we decided to make participation in each of the various schemes voluntary.
To ensure sustained staff interest and participation, we developed new activities to keep the movement “fun” for employees. We also regularly reviewed and updated the existing schemes and processes so that they remained attractive and easy to use.
To get further buy-in and ensure sustainability of the initiative, organisations can also employ the following strategies:
Create value for the various divisions by explaining how the new initiative will be able to help them achieve their own goals.
Identify activists from each division to assist management in championing the movement.
Develop a sustained publicity campaign to increase staff awareness.
Simplify existing processes to make submission of suggestions hassle-free, and also ensure suggestions are evaluated within a reasonable period of time.