With the calendar now ticked over into a new year, HRM Asia provides this comprehensive snapshot of the HR profession in Singapore. It shows that while last year was a rough one for business in the region, the uncertainty is set to continue in 2017, adding to the challenges for HR across the economy. Countering that however is a far more professional and organised HR community, and a national government that is playing an active role in HR skills development.
The best HR leaders have the ability and buy-in to drive effective organisational strategies. HR veterans share how as team leaders, they are keeping HR at the strategic table by being knowledgeable aides to the business.
HRM Awards celebrates 13 years of recognising HR's best and brightest people and practices in 2016! Stay tuned right here as we unveil the finalists over the coming weeks, as well as exciting details about the gala dinner and awards ceremony.
According to a recent Bersin & Associates’ study, “lean, technology-enabled, and well-trained HR teams are able to take advantage of modern talent practices and partner with business leaders to drive impact”. HRM finds out how HR can use big data to drive talent strategy
While every business leader will have their own speciality, it pays to have a working understanding of other functions in the organisation. James Leong, Founder and CEO of Visions.One Consulting, says this is particularly important for HR leaders – who need a solid understanding of finance in order to make an impact
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.