An unassuming figure, the eyes of Lucas Ngoo, Co-founder and Chief Technology Officer of Carousell, light up when he talks about his pet project. What started as a three-man operation has now morphed into one that serves 14 cities across six countries. As HRM Asia discovers, beneath this quiet exterior lies an individual who is fiercely determined to ensure that one of Singapore’s most successful start-up stories is translated onto the global stage.
He sets “unreasonable” goals, and handpicks many of the talents joining his team. CEO of mixed martial arts promotion ONE Championship Victor Cui is never short of chutzpah, as he leads the organisation to unprecedented heights.
Speak to Dan Marjanovic, Partner of Simmons & Simmons law firm in Singapore, and words like “strategy”, “planning” and “prioritising” stand out. He tells HRM Asia how these concepts have become the bedrock of his career to date, as well as the way he charts the organisation’s course.
Every year, the HRM Awards recognises a C-Suite Leader for their work to champion the value of HR across their businesses and the wider economy. In this special feature, HRM Asia catches up with five of the most recent winners who share how and why HR continues to be the lifeblood of their organisations.
Having effective CEO level conversations requires a blend of understanding of what goes on in the mind of a CEO as well as knowing what motivates them and gets their attention. HRM finds out how HR can have highly effective C-suite discussions
HRM Asia officially launches its first ever premium congress series in Malaysia – The Business Savvy HR Leader Workshop, to be held on the 5th and 6th of May 2015 at the Prince Hotel & Residence, Kuala Lumpur.
Following a hugely successful run in Singapore last year, this most highly acclaimed congress series will feature an intensive and highly interactive 2-day training programme – limited to only 30 seats and strictly on a first-come, first-served basis.
The man behind the Chicken Soup for the Soul series will be headlining the Spire HR Summit in 2015. In this exclusive interview, Jack Canfield, also one of America’s leading success coaches, sheds light on the behaviours of highly successful people and how everyone can reach their true potential
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.