In today’s rapidly changing and networked world, a strong culture helps to further develop an organisation’s workforce. This does require a shift in mindset though, as guest contributors Wendy Murphy and Kathy Kram advise. They say mentoring needs to become a part of everyday interactions.
Fast food giant McDonald’s belief in fast-tracking careers has seen it sponsor two different tertiary programmes designed specifically for staff to acquire business knowledge while juggling the demands of work in the hospitality industry.
The traditional Masters of Business Administration is still the benchmark academic programme that employers of leadership talent expect. But along with the real world project management experience, communication skills are fast becoming required learning. HRM Asia looks at how programmes are tweaking their content towards the softer skills in business.
When it comes to education and training, no title has been more articulated over the past two years in Singapore than “SkillsFuture”. While the basic premise of SkillsFuture is about building skills, the technicalities behind it can appear more elusive. In this special report, HRM Asia charts the progress of SkillsFuture and its relevance for HR.
With a tagline as “the bank for a changing world”, BNP Paribas has proven that it means business with the introduction of a leadership training programme aimed at developing the ever-burgeoning Asian market into a stronghold. HRM Asia finds out more.
A wide range of government funding schemes and courses are designed to encourage small to medium enterprises to train and upgrade the skills of their Singaporean and Permanent Resident workers. HRM shares the latest resources available
Analytics is expected to be the most sought-after skill in 2015, as companies seek out employees to not only make sense of all the available information, but also use it to make smarter business decisions. HRM reveals these and other hot job skills in demand this New Year
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.