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
Earning an MBA is often regarded as the game-changer when it comes to advancing through the ranks of the corporate world. But what competitive advantages do MBA graduates hold over other degree-holders and what are the heralded programmes of today? HRM investigates
Using social media for business communication, other than social engagements, is now the norm. When employees use their personal social media accounts to communicate their perspectives, lifestyle choices, personal stances on politics, company issues, and so on, it can potentially have a direct or indirect impact on the company’s branding and credibility in the industry.
If an employee’s negatively expressed opinions are further propagated through the general public, it can have a deep and long-lasting impact on the company’s reputation. All employees are ambassadors of the organisation they work for, whether during or outside of work.
Any organisation must keep their employees informed of the reasons and policies for the need to monitor their social media accounts, including how this is implemented. It is therefore best to keep these policies open and transparent in a continuous effort to maintain the trust between the company and staff.
Adopting and communicating a Code of Business Conduct can help provide a guide about acceptable behaviours that comply with the company’s guidelines.
It is important to establish the boundaries upfront so that employees can understand the reasons behind the monitoring of their internet usage, including social media platforms.
Alternatively, some companies may prefer to communicate the same through their employee handbook, which may include additional or specific rules of engagement for social media.
Not complying with the established policies may result in disciplinary actions.