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Singapore is at the final stage of its crossover from workplace discrimination to fairness by ratifying a comprehensive Workplace Fairness Legislation (WFL), to safeguard and solidify equitable employment rights and improve workplace fairness. WFL offers opportunities and poses challenges for small and medium-sized enterprises (SMEs), which constitute a major chunk of businesses in Singapore. SMEs need to weigh in on the implications of the WFL to remain an integral part of this ever-evolving business landscape. Workplace Fairness Legislation – A Legal Overview Presently, no law shields employees against workplace discrimination, and employers must refer to Singapore’s tripartite parties’ guidelines for Fair Employment practices. According to the Singapore Ministry of Manpower (MOM), workplace discrimination remains a hot topic of apprehension among many job seekers and employees in Singapore today. The Workplace Fairness Act (WFA) 2024 is a momentous piece of legislation in Singapore that aims to safeguard employees against discrimination based on characteristics such as age, caste, gender, marital status, residency, language, and disability in the workplace. The Parliament passed the WFA on January 8, 2025, thereby defining employment decisions largely—on recruitment, promotion, performance evaluation, and layoff. Challenges for SMEs Resource Limitations: Implementing WFL requires SMEs to develop formal HR policies, continual training programs, and create grievance-handling initiatives such as corporate wellness and employee assistance programs. According to an article by the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP), SMEs often face obstacles in deploying adequate manpower and allotting sufficient time to exercise fair and liberal employment practices. Cultural Shifts: Inculcating a culture of fairness and inclusivity warrants a radical shift in the employer's mindset. This cultural reinvention process can be intimidating, especially for organizations accustomed to traditional, informal processes. The willingness to adapt and improve is instrumental in making WFL a success. Awareness and Expertise: Many SMEs lack thorough knowledge and sharp acumen about the WFL prerequisites for efficient implementation. The inability to bridge this gap can lead to experiencing legislation's complexities and facing subsequent legal repercussions. Opportunities for SMEs Enhanced Talent Acquisition and Retention : By adopting fair employment practices, SMEs can tap into the vast talent pool irrespective of age, religion, caste, language, and disability. This inclusivity can fortify employer-employee relationships, boost engagement, and enhance retention. Improved Business Performance: As the saying goes, i f you treat your employees like they make a difference , they will. When employees are treated fairly, they will be inspired to work towards the betterment of the organization. SMEs that value their employees attract top talent. To achieve superlative performance, management needs to nurture their employee's professional growth with personal development plans. Clients and investors too favor companies that value their employees and follow ethical practices. Legal Cover and Risk Mitigation: Proactively adhering to the WFL guidelines can shield SMEs from potential legal hassles related to workplace discrimination, thereby securing their business operation and finances. Strategies for Effective Implementation Formulate Clear Policies: SMEs should establish explicit policies that define satisfactory workplace behaviours and outline guidelines for grievance redressals. T AFEP advocates fair and progressive employment practices and provides resources to help execute them effectively. Impart Regular Training: Conducting training programs, workshops, and knowledge-sharing sessions can raise awareness of the WFL specifics and shed light on the benefits of diversity and inclusion. Reference manuals with proven case studies can equip employers with valid information for a seamless transition. Promote an Inclusive Culture : Encouraging transparent communication, acknowledging diverse perspectives, and enhancing careers based on merit can help nurture an inclusive workplace culture. Active listening too can go a long way in identifying pertinent workplace issues and devising resolution methods. Leverage External Resources: Organizations like TAFEP provide tools, resources, and online support to help SMEs plan and implement process initiatives that simplify the implementation of fair employment practices. These resources help raise awareness of non-discriminatory practices, and high-performance career development, thus creating a harmonious work environment for employees. While the onset of the workplace fairness legislation presents some challenges for SMEs in Singapore, it also offers unmatchable opportunities for employer-employee growth and development. Southeast Asian SMEs face similar challenges in implementing fair employee practices, due to inadequate resources, lack of expertise, and an archaic cultural mindset. An in-depth understanding of the legislation will help develop well-defined policies and procedures, a critical aspect in building a robust organization in today’s dynamic business environment. Psst! This blog was created after a lot of thought by a real person. # NoGenerativeAI

Employee motivation is more important than ever. With Millennials and GenZs jumping ship from toxic workplaces (as they should!), organisations must relook at their ethos and modify it to fit their team's needs. The Singaporean workforce is a young and dynamic one. They are looking for flexible work wherein their core values align. Therefore Singaporean companies must look into improving employee engagement and ultimately retention, as a part of strategic business decisions. Creating a culture of recognition and inclusion is one of the most effective ways to keep teams motivated. This approach not only makes employees feel valued but also fosters a positive work environment where everyone thrives.  Why Recognition Matters Recognition is a core part of growth. At any workplace, it directly impacts the employees’ morale, confidence, and motivation. Research consistently shows that employees who feel appreciated are more likely to be engaged, productive, and loyal to the company. According to a Gallup study, employees who received recognition regularly were more likely to feel connected to their company’s values and mission. They also demonstrated higher levels of job satisfaction and reduced stress. For Singaporean businesses, where high performance and innovation are often key to staying ahead in the competitive market, fostering a culture of recognition is an investment in long-term success. You can show recognition through, Verbal acknowledgement: From a simple thank you to public acknowledgement of good work, appreciation goes a long way. Employee of the month programs: Several organsiations use this method where employees themselves get to nominate their peers for exceptional work. It fosters a sense of community as well as healthy competition. Personalised rewards: Go the extra mile by giving people what they actually want. Some may prefer monetary compensation, others paid time off, or a course to upskill. To personalise is to show that we listen and we care. Building a Culture of Recognition To create a culture of recognition, leadership must be actively involved in setting the tone and leading by example. Here are some steps that Singaporean companies can take to implement an effective recognition culture: Set clear expectations Let people know what classifies as ‘recognition-worthy’ behaviour. It can include, but not limit to, meeting or exceeding project goals, showing leadership, and contributing to a positive and inclusive work environment. Clarity ensures employees know how they can contribute meaningfully to a larger goal. Make it timely Recognition is an ongoing practive, not a one-time event. Employees are motivated when they receive regular and timely feedback and appreciation. Acknowledging accomplishments soon after they happen, reinforces the behavior you want to encourage. Create an inclusive environment Make sure that recognition is accessible to everyone in the organization, regardless of role, seniority, or background. A diverse recognition program helps employees feel valued, regardless of their position in the company. Use tech to help In today’s day and age, we can optimise anything using technology. Use digital tools like Slack, Microsoft Teams or dedicated tools like Bonusly or Vantage Circle to allow employees to send praise and celebrate each other’s achievements and efforts. Foster supportive leadership Train leaders to offer meaningful as well as specific feedback which helps team members evolve with the organisation. This includes not just praising the results but also too be involved in the process behind those results. While creating a culture of recognition can lead to incredible benefits, there are some challenges that companies may face, particularly in a multicultural and diverse workforce like Singapore’s. It’s essential to recognize the differences in how employees respond to different types of recognition. Some may prefer public acknowledgment, while others may find it uncomfortable. Flexibility and sensitivity to individual preferences are crucial to avoiding unintentional exclusion. Moreover, recognition should not just be limited to individual achievements but should also celebrate team accomplishments. Singaporean companies, especially in collaborative environments, should highlight the importance of collective success. This balance ensures that no employee feels left out of the recognition loop. Conclusion In conclusion, creating a culture of recognition is a powerful tool for keeping employees motivated, and a key driver of organizational success. By prioritising appreciation and fostering a healthy workplace, Singaporean companies can create an engaged, motivated, and high-performing workforce. Recognition doesn’t have to be extravagant, but it should be sincere, timely, and meaningful to be truly effective. Psst! This blog was created after a lot of thought by a real person. #NoGenerativeAI

With Singapore’s fast-paced lifestyle and competitive work culture, there is a radical shift from employee ill-being to employee well-being.  Companies in Singapore are gradually recognizing the importance of employee wellness as a key factor for building and nurturing a positive workforce. According to the latest Wellness at Work report by Employment Hero, 61% of Singaporean workers are experiencing burnout at the workplace due to high-pressure workloads and inadequate work-life balance.  As a result, many companies in Singapore have initiated wellness programs as a proactive arrangement to boost employee productivity and organizational growth. Key Wellness Initiatives in Singapore Workplaces Physical Wellness Programs Fitness Centers and Subsidized Gym Memberships:  Many companies provide at-work fitness facilities or offer gym memberships at subsidized rates to promote regular physical activity.  Wellness Challenges and Competitions:  Engaging in activities like step challenges, healthy eating contests, hydration challenges, and sports events to build camaraderie among co-workers and encourage a healthy lifestyle.  Health Screenings and Check-ups:  Regular health checkups help foresee potential health risks and advise precautions to curb them.    Mental Wellness Programs Counselling and Therapy Services:  Easy access to qualified counselors and therapists can go a long way in helping employees tackle stress, burnout, anxiety, and mental health issues.  Meditation Programs:  These programs raise awareness of mindfulness tactics such as yoga and meditation to manage stress, improve concentration, and bring a sense of positivity and composure. Employee Assistance Programs (EAPs ): EAPs provide confidential support for all personal and professional problems, such as legal assistance, financial planning, home hardships, career coaching, and substance abuse counselling.   Social Wellness Programs Team-building Activities:  Organizing team-building events boost team spirit and strengthen camaraderie.  Social Clubs:  These groups provide a platform for employees to connect with like-minded colleagues who share common interests. Volunteer Programs:  A workplace initiative that allows employees to give back to the community by deploying their time and resources for a noble cause. Government-backed Workplace Wellness Programs in Singapore The Government of Singapore has funded programs that provide a range of free fitness and wellness initiatives.  These programs are a great medium to instill positivity and good health into your personal and professional life.  Healthy Workplace Ecosystem (HWE) HWE initiative provides free fitness sessions, health talks, wellness workshops, and health screenings offline and online across 80 locations in Singapore.  Fitness Sessions include cardio workouts, aerobics, and other dance-based exercise formats. Health Screenings comprise medical camps and annual health checkups in convenient locations. Workshops and Talks raise awareness of stress at work, nutrition, and lifestyle diseases.   Workplace Outreach Wellness (WOW) WOW is an initiative specially curated by the Health Promotion Board (HPB). It provides wellness activities for companies, including fitness sessions, chronic disease screenings, health checkups, nutrition talks, and smoking cessation programs. 1-to-1 health coaching is also provided to veer employees towards maintaining good health and a balanced diet. Benefits of Workplace Wellness Investing time and resources in employee wellness has been instrumental in improving productivity and helping Singapore companies grow. Some of the key benefits of implementing wellness initiatives in the workplace are given below: Increased Employee Morale and Engagement: When employees are appreciated for their contribution and rewarded for their efforts, there is a marked increase in employee satisfaction and engagement.  Enhanced Productivity: A healthy, positive workforce is productive and efficient.  Reduced Absenteeism and Turnover: Companies that advocate and practice healthy work-life balance can significantly limit employee absenteeism and turnover. Robust Employer Brand: Companies with effective wellness programs attract and retain top talents. When employees are happy and valued at their workplace, it boosts their trust and confidence. Employees post positive reviews on social media and other review forums thus fortifying employer brand. Positive Impact on Mental Health: According to a survey by foundit, a leading jobs and talent platform, 57% of employees in Singapore rate their work-life balance as ‘Good’ or ‘Excellent’.  The freedom to connect with colleagues at the workplace on matters about work pressure, stress, abuse, and mental health, has positively impacted employees. The Future of Workplace Wellness in Singapore As global workplace conditions continue to evolve, proactive implementation of wellness initiatives is rudimentary. Singaporean companies focusing on employee well-being are well-poised to attract top talent, improve productivity, and create a conducive, engaging atmosphere for their workforce.  As a result, wellness programs in Singapore and beyond are expected to grow, incorporating comprehensive services, such as family wellness, digital wellness, and personalized well-being plans. By prioritizing physical, mental, and social well-being ─ wellness is far more than a trendy buzzword.  Psst! This blog was created after a lot of thought by a real person. # NoGenerativeAI

In Singapore’s bustling economy where competition is aggressive and survival is a potent skill, professional networking has become the need of the hour. Singapore’s job market boasts multinational conglomerates, tech hubs, and emerging startups, making professional networking beneficial and essential for building a robust professional career. There has been a radical shift from a traditional meet-and-greet into a dynamic digital ecosystem where digital platforms drive leadership sessions, cross-cultural connections, and virtual events.   Here, we’ll explore why professional networking is crucial in Singapore, supported by research and practical networking tips that will help build lasting connections. Why Networking Matters in Singapore Expanding Job Opportunities: Data from LinkedIn shows Singapore as the third most connected country , with a strong emphasis on relationships and referrals. Companies value trusted connections while seeking skilled talent who can easily adapt to Singapore’s diverse work culture. From the employee perspective, candidates who are well-connected through strong networks stand a higher probability of learning about a new job opening, receiving recommendations, and having direct access to hiring managers. Improving Career Development: Networking is critical in enhancing skills, mentoring, and providing cross-industry insights. Singapore government strongly supports professional growth initiatives through the Skills Future Singapore (SSG) program  that promotes a culture of lifelong learning. This movement enables individuals to adopt continual learning practices in their professional careers for a future-ready Singapore. Through networking, professionals can connect with mentors, participate in knowledge-sharing sessions, and access tailor-made learning resources they might otherwise be deprived of. Thought leadership insights on market trends promote career growth, enabling professionals to stay well-informed and make insightful decisions. Stay Relevant in the Changing Global Market:  Singapore’s reputation in the global business landscape connotes professionals working recurrently with diverse teams spanning geographical boundaries and cultural strata. Singapore’s expansive talent pool and business-friendly ecosystem attract individuals from Southeast Asia and beyond. By networking, local, and international professionals can remain competitive, access a broader talent pool, and stay informed on the latest market trends. The exchange of regional perspectives and cross-border collaborations are often crucial for staying relevant in the global market. Key Networking Channels in Singapore Effective professional networking involves familiarizing yourself with channels and platforms for connecting within the region. Singapore has been an early adopter of this initiative: Professional Networking Platforms: Digital networking has grown by leaps and bounds, with LinkedIn emerging as a robust platform for Singaporean professionals. Data shows that LinkedIn usage in Singapore has grown significantly with more companies and professionals relying on it for brand building and career graphing. Active participation on LinkedIn can boost visibility and cement long-lasting connections with individuals within and beyond Singapore’s work circles.  Industry Conferences and Events: Singapore hosts numerous prestigious events such as the Singapore Fintech Festival  and the Singapore International Energy Week (SIEW)  where professionals and thought leaders across various domains connect under one roof. Attending industry-specific events is the best way to network as these gatherings are conducted to connect mentors, entrepreneurs, and career-driven professionals with each other. Alumni Networks: Universities and institutions like the National University of Singapore (NUS)  and Singapore Management University (SMU) , maintain comprehensive alumni networks that serve as valuable and informational resources for professional growth. Alumni associations organize knowledge-sharing sessions, provide mentorship opportunities, and help build connections that encourage graduates to realize their career aspirations.  Professional Networking Tips for Success in Singapore Once a preferred networking platform is identified, the next step is to polish one’s networking skills. Here’s how to network effectively in Singapore’s professional environment: Approach Networking with Authenticity: As in many parts of Asia, professionals in Singapore value respect, humility, and active interest. Therefore, it is crucial to approach each interaction with sincerity. Study the individual's career goals, express curiosity, and avoid self-promotion. Invest your time in building meaningful professional relationships rather than profit targets. Focus on Value-Driven Networking: The true purpose of professional networking is to offer actionable insights that can benefit everyone. For instance, sharing an informative article, sending out invitations for an upcoming event, and connecting recruits with mentors can be a meaningful gesture that can leave a lasting, positive impression. This approach, often reciprocated in Singapore’s professional culture, cultivates goodwill and builds reputation.  Adopt Digital Communication Etiquette: In Singapore’s fast-paced, digital-savvy work culture, connecting through digital platforms or professional emails is common. The rule of thumb is to keep all your digital communications clear and respectful. For instance, when starting an online conversation with a contact on LinkedIn, include a personalized note explaining why you would like to connect. Sending a casual, generic note might not break the ice. Maintain Regular Contact: Creating contacts is one part of the deal, sustaining them is the other! Regular catch-ups can go a long way in maintaining professional relationships. Sharing an interesting article, reaching out occasionally with a friendly message, and meeting up over coffee are prudent ways of being in touch.  Be Thoughtful of Cultural Nuances: Singapore has a rich and diverse cultural ecosystem. One needs to be culturally sensitive while networking. When engaging with professionals from different backgrounds and geographical spheres be aware of their cultural preferences. Maintain communication and business etiquette thoughtfully.  In Singapore’s competitive professional landscape, networking isn’t about who you know by name or face but about creating fruitful, long-lasting relationships that can withstand the test of time and change.  Whether through industry events, alumni networks, or digital platforms, opportunities to connect are plenty in Singapore. Seizing these opportunities thoughtfully and effectively can help carve a long-lasting, successful professional journey.  Psst! This blog was created after a lot of thought by a real person. #NoGenerativeAI

Adhering to workplace etiquette in a foreign environment can be daunting for newcomers. Singapore has an eclectic mix of Eastern and Western corporate, cultural practices. While Chinese are the most prominent group, many people are from Malay or Indian backgrounds.  According to the Economist Intelligence Unit’s business ranking, Singapore is at the top and will remain the best geography in the business world.  With this fusion of Eastern and Western norms, it is essential to understand the significance of common workplace etiquette expectations to foster long-lasting professional relationships and avoid probable pitfalls. This blog will explore the most common workplace etiquette slip-ups in a typical Singaporean work environment and share actionable tips to rectify them. Misinterpreting Hierarchical Respect In Singapore, hierarchy plays a crucial role in the professional space. In the Western style, decision-making is top-bottom, with the chain of command concentrated with higher-ups. In the easter fashion though, seniority is given due recognition, even if it's not high-ranking. Newcomers usually miss out on this vital aspect of workplace engagement. How to Tackle It:  Address senior colleagues with appropriate titles unless you are allowed permission to use their first name. Allowing senior team members to speak first during meetings is considered respectful, as it is customary in many Asian cultures. This sends out a positive message that you value the opinions of those with more experience or authority. Always remember! During casual conversations, you need to be mindful of the hierarchy. This practice will strengthen the bond and the trust within the team. Being Too Direct or Confrontational  Singaporeans value harmony and avoid direct conflicts, especially in a professional environment. Speaking too bluntly or expressing disagreements vociferously might be misinterpreted as aggressive or disrespectful. Newcomers often find themselves in a tricky situation when their communication style is overassertive or domineering.  How to Tackle It:  Aim for a polite and subtle tone in your conversation. Try incorporating the ‘Sandwich Technique’ by wrapping a negative but constructive criticism between two positive observations. For example, instead of outrightly saying, “I don’t agree with this approach!” consider phrasing it as, “I think this approach has some positive takeaways; perhaps we could explore additional options that complement it.” Failing to Respect Personal Space In many Western countries, a formal handshake or a short, polite hug may be acceptable while meeting new colleagues, but Singapore’s norms are a bit more reserved. Although Singaporeans are open and affable, personal boundaries are respected. Excessive show of affection or overly casual behavior may be perceived as invasive or unprofessional. Most business is conducted in English, and most Singaporeans speak immaculate English. Learning some phrases in Malay out of respect for your hosts could not harm you! Hello – Selamat How are you – Apa Khabar Nice to meet you – Senang berkenalan  My name is… – Nama says… Thank you – Terima kasih Please – Tolong Goodbye – Selamat jalan How to Tackle It:  A simple handshake would suffice when meeting someone for the first time. Being mindful of your colleague’s body language or mannerisms during conversations helps build strong rapport. Maintaining an arm’s length distance, especially during personal communication, makes a good first impression. Be wary of going too personal with your questions while conversing, as Singaporeans value discretion in the workplace. Ignoring Punctuality and Meeting Etiquette Punctuality and meeting preparedness are customary in a typical Singaporean work environment. This reflects the nation’s broader worth for efficiency and value for time. Arriving late for meetings, even by a few minutes may be perceived as reckless or disrespectful. Meetings in Singapore follow a well-defined, goal-oriented approach. How to Tackle it:  Ensure you are always on time! Reach your venue a few minutes earlier, if you can. This gives you time to plan the first five minutes to start strong and make any last-minute mental notes that can make your meeting productive. If you are running late, a short apology at the start of the meeting is appreciated.  Neglecting Small Gestures of Politeness A small gesture of politeness can go a long way in reflecting how you are perceived in the workplace. Singaporeans hold genuine acts of politeness in high regard. Newcomers usually discard these nuances, which can negatively impact their professional relationships.  How to Tackle It:  Thanking your colleagues for their valuable time, and contributions in meetings, responding to emails on time, and expressing gratitude for team efforts can help cement positive work relationships and boost productivity. A polite greeting at the start with a courteous sign-off is a cardinal rule of good email etiquette.  Misunderstanding the Work-Life Balance With Singapore’s fast-paced, demanding work norms, some newcomers feel compelled to match long working hours to validate commitment. However, Singapore companies are redefining work-life balance by working towards providing a harmonious work culture for their employees . Overworking without setting clear-cut work-life boundaries could lead to emotional stress and burnout, affecting productivity. How to Tackle It:  Observe and follow your team’s norms regarding work hours and communication lifestyle outside of office hours. Striking the right balance between your personal and professional work commitments will help improve productivity and adjust smoothly to local expectations.  For a newcomer in Singapore, getting acquainted with its competitive work culture and ethos may seem like a herculean task. But not to fear! If you are calm, mindful, and can adapt well most of the teething problems you face early on will be waved off by your Singaporean hosts. With the help of this guide, you should have your basics sorted to avoid the most appalling ones.

Mobilised by the COVID-19 pandemic and its persistent need for employee well-being, companies in Singapore are working towards providing a harmonious work culture for their employees. To break the shackles of the mundane 9-to-6 work schedule situation in Singapore ─ one of Asia’s most advanced economies ─ a more flexible work arrangement is being worked upon. The Shift Towards Flexibility To implement Flexible Work Arrangements (FWAs), the Government of Singapore through The Ministry of Manpower has created a mandate establishing the Tripartite Guidelines, effective December 1, 2024. The guidelines depict a structured framework to ensure flexible work arrangements and best workplace practices. According to the guidelines, FWAs may be broadly classified into three categories: 1 . Flexi-place: Work from any location 2. Flexi-time: Work in different time zones without undesirably affecting total work hours and workload 3. Flexi-load: Freedom to adjust to different workloads correlating with a proportionate compensation However, the flip side is that these guidelines are not legally regulated. This makes it mandatory for all stakeholders to wilfully work with each other and adhere to the Tripartite guidelines of the FWAs. Why Flexibility Matters in Singapore Singapore has a competitive, demanding job market where professionals are growth-driven, hard-working, dedicated, and determined to excel in their respective careers. Moreover, industries like manufacturing, health, finance, logistics, and technology demand high-intensity and stressful work hours. This can lead to employee burnout and emotional exhaustion. According to a survey by Telus Health, from 1,000 workers across industries, 47 percent of workers in Singapore feel mentally or physically exhausted . Work-life balance is no longer a perk but a necessity for companies in Singapore. Adopting and implementing a flexible work culture improves job satisfaction and curbs employee retention. Companies Leading the Way, Singapore Style! Several companies in Singapore have already adopted a flexible work model, thereby providing their employees better control over their work hours. DBS Bank DBS, Singapore’s largest bank, has been a frontrunner in embracing flexible work arrangements. The 'Future of Work’ program, started in 2020, is a 60-40 hybrid work model, wherein employees are given the flexibility to work remotely for up to 40 percent of their total work hours. Other landmark achievements include a job-sharing program where one full-time role is executed by two employees and up to 100 percent work-from-home facility for 6 months for employees with a newborn or a newly adopted child. DBS believes in empowering its employees to practice effective time management thus boosting their morale and improving productivity. GovTech Singapore This government technology agency offers hybrid work arrangements where employees have the autonomy to manage their time better. Grab Grab ─ Southeast Asia’s super app head-quartered in Singapore has embraced flexible work arrangement options including work-from-home and flexible working hours. Their mantra of Going Beyond Employee Benefits to Authentic Care speaks volumes about their initiatives to bring out the best in every employee. The Role of Technology in a Flexible Work Environment Technology has been a game-changer in encouraging a conducive work culture. With cloud computing, virtual collaboration tools like Trello, Slack, and Microsoft Teams, and video conferencing platforms like Zoom, Webex, and Skype companies in Singapore can maintain productivity regardless of employees’ location. The only constant mandatory component is good internet connectivity. By leveraging digital solutions, employees can connect, collaborate, and execute projects in real-time without being physically present in the office. The Impact of Work-Life Integration Adopting flexible work models in Singapore redefines work-life balance into something more holistic—Work-life integration. The difference lies in how employees perceive and honour their personal and professional commitments. The trick lies in striking the right balance between work and life. A perfect example is that employees may work early in the morning to accommodate an early family brunch and return to work later in the day, showcasing smart utilisation of time. For companies like DBS and Grab this integration has been beneficial for employees and profitable for the business. The blended approach has improved employee satisfaction resulting in increased productivity and innovation. The magic lies in integrating employee careers with their personal lives. The Way Forward Flexible work models may revolutionise the way we work! Everyone wants flexibility at work. Disregarding burnt-out employees may come at a high economic cost. Employers might incur substantial losses due to low productivity and high medical expenditure in the long run. Maintaining team cohesion and clear communication are two key focus areas for any employer. Investing in robust communication tools and setting realistic, achievable goals can help clear misunderstandings. With Singapore’s ageing population, more working professionals are expected to become caregivers. The necessity of a flexible work agreement has gained prominence as caregivers have become more receptive to the integrated work-life model. By promoting flexible work hours, work-from-hom facilities, and innovative policies companies can create a motivated, satisfied, and productive workforce. As Singapore threads towards the coarse path of modern work culture, the acceleration for improved work-life integration is inevitable. Government initiatives of flexible work agreements, employer buy-in bundled with clear goals and communication techniques, and employees' ability to craft a schedule that works best personally and professionally are the core pointers for maintaining a consistent work-life balance.

Here’s a joke for you – If you ask an employer or HR personnel about their favourite season, most of them would say that it’s – appraisal season! While the above joke is in good humour, it does touch upon an integral aspect of workplace culture. Appraisals are a time to showcase how growth opportunities have been seized, as well as to receive corresponding rewards and recommendations. For the employers as well as the HR departments, however, this ‘annual’ cycle of appraisals becomes a pitting match between individual employees. Additionally, they are too constricted to recognise or remember all the positive and negative events that may have happened over the year. It also becomes quite cumbersome for employees to walk the fine line between having a productive workplace culture and an overly stressed, rigid one. Employers across Singaporean workplaces have begun to take note of this phenomenon in the recent few years. This widespread realisation has led to many active efforts put behind creating robust rewards and recognition strategies for a flexible workplace. The aim is to help business strategies while acknowledging the high points of the employee lifecycle and integrating the same with workplace wellbeing . A study conducted in 2017, titled ‘Aon Hewitt’s Hot Topics in Retirement and Financial Wellbeing’, reiterates the previous points by highlighting the following When employees can understand the total value of the rewards that they receive from their employer, a proposed salary increase alone from a prospective employer will appear less significant. Factors to consider when formulating a constructive rewards and recognition policy: Employee-Employer bond When an employee sees that their employer is taking the initiative to reward their efforts, a bond of commitment takes root. It indirectly shows the employee that their employer is keenly involved in their wellbeing and aims to promote their interests. A rewarding system which checks these boxes will boost employee morale and drive up productivity. Departure from force-ranking employees HR departments and employers in recent times have begun to observe that true potential for business growth is when employees work as teams, rather than working as individuals. Often employers may put down KPIs that govern only individual performances or involve themselves in force-ranking employees. This essentially means that employees are assessed through a comparison to each other rather than against a fixed pre-defined system. When this happens, the focus completely shifts from business growth to unhealthy competition among employees. All in all, the strategy put in place for rewards and recognition at the workplace should not become counterproductive. Alignment of rewards with measurable business goals It is the professional duty of employers to translate their vision into measurable goals. It will help put down a framework of brass tacks that would enable the employers and employees to achieve these goals in a stipulated period. Furthermore, goals can be distributed among the various tiers of the organisation, and metrics can be set up, the fulfilment of which, will further be rewarded. It might help employers get a realistic perspective of their employees’ capabilities and get an idea about rewarding them. This also ensures that individual goals are aligned with organisational goals, and vice versa. Policy dissemination When an employer decides to revamp their rewards and recognition policy, the thing of utmost importance is to ensure that all their employees are on the same page. It helps employees to distinguish between - what they are rewarded for, and what they should be rewarded for. Thus, every innovation to the rewards system must be openly communicated to all the members of the organisations, to foster change. Transparency, uniformity and inclusion must be the driving forces behind these policy changes. When an employer pays close attention to the above factors, they can reflect on the ongoing business goals and employee growth in one go. From the smallest of incentives to an extensively conducted appraisal session, a robust reward system proves instrumental in furthering overall productivity as well as business development.

Having a strong and healthy culture works wonders for any organisation. Employees emulate the organisation's values, they know how to respond to situations and for all this, they know they will be rewarded. But how does a culture get shaped? It all starts with the founding members and their impact on the organisation’s norms and way of doing things. And then come the values they plan on living by. But as industry trends and the external environment change, so do the expectations and behaviours at the workplace. For example, an organisation that comes under the banking and finance sector may have had a bureaucratic structure that needs to follow ever-changing rules and regulations. This may never change given the nature of work, but it doesn’t mean that employees remain as burdened as they were years ago. And that’s why we get to see companies like Citi engaging their employees with programmes like #BeMore that focusses on talent, learning, and diversity to ensure they thrive at work. But what’s most interesting about this programme is the fact that it is CEO sponsored and not HR-branded. This goes to show that for any culture building initiative to thrive, it is important to get the buy-in of leadership. What Shapes Organisational Culture For an organisation, culture is what moulds behaviours, and eventually earns a solid reputation in the market. This cannot be built in a day, or even months, but in fact requires continuous meticulous planning, execution and sustenance strategies as well. This includes many different factors like a hiring process to find aligned candidates, onboarding programmes that make the employees feel welcome, reward and recognition programs that help motivate employees and performance management programmes which are aimed at outlining employee expectation and receiving feedback from them as well. While employees appreciate such programmes at the workplace, they are mentally even more at ease and motivated to do better because of the benefits and perks that come with the job - over and above their salaries. Flexibility in terms of work hours; health and wellness support that comes with gym memberships, therapy sessions, health insurance; financial benefits like pension plans, paid maternity, paternity or parental leave or periodic bonuses; and other lifestyle perks like food & beverage coupons, club activities, vacation time etc. - all this contributes towards boosting the organisational culture. Monitoring Culture for Healthier Sustenance Analysing the impact of these perks and privileges on employee behaviour and work is necessary in order to sustain the organisational culture everyone worked hard to build. At the same time it is crucial for any workforce behaviour to be monitored precisely to spot issues or challenges so they can be nipped in the bud. For this AI powered tools are the most effective for any HR team as they get things done seamlessly by checking up on employee happiness and overall wellness at work. But, all this comes at a cost. To Invest or To Definitely Invest - There is No Question Not investing in resources that help build and sustain organisational culture could cost the company more than foreseen. Without budgets allocated for expenditure towards culture building, not only does it become difficult to take care of the emotional and physical well-being of employees, but the financial well-being of the company itself can suffer. For example, onboarding people who aren’t right for the company in terms of values, or losing competent talent that cannot bear a toxic work culture - Can be detrimental due to attrition and turnover associated losses. Enabling the HR team with training, tools and cultural sensitivity themselves, could help deal with habitual absenteeism, low productivity, all by identifying culturally fit employees, conducting regular workforce check ups, and hosting engagement activities. While it is the HR team’s job to foster a healthy culture and drive organisational values, leadership buy-in is crucial as well. After all, decisions related to investments are often dependent on the leadership team, and so it is important that they understand the importance of a healthy corporate culture. There’s no doubt that it all requires finances, and by spending wisely on culture building tools and methods, the organization can certainly earn more with the support of a diverse workforce that is highly productive. But over and above financial support, the best formula for driving growth is the leadership team’s mental and emotional investment that can ensure encouragement, inclusivity and appreciation.

One week ago, you receive a notice of dismissal on the grounds of incompetency and drop in productivity. However, for more than three months now, you have been receiving very little support from your manager. Communications have not been addressed to you directly, information for execution of tasks has been withheld, and are also time and again being told that being a parent takes up more of your energy during working from home. However, your peers involve you in every discussion, your clients have no complaints, and you even bagged the star performer award last quarter. What then could have possibly gone wrong? Are you overthinking it? OR Could it have been intentional? This illustrative example showcases just one of the instances that can occur in a hostile work environment . But time and again, these questions have plagued the minds of those subjected to inappropriate and unjust decisions made at the workplace. What will people think? Has there been an instance when a colleague passed a lewd comment on your social media profile? Or in the current form of new normal, have you felt repulsed by the kind of foul language being used during video calls? One of the recently witnessed forms of harassment during remote working is Cyber-Bullying – Intimidating, humiliating, threatening, and even harassing a peer through the means of electronic devices such as cell phones and computers. Harassment beyond the workplace can also extend to a ‘Third-party’ such as the clients and vendors - Situations where you are ‘forced to keep quiet to protect the reputation of your organization.’ An age-old taboo A 2019 survey conducted by Ipsos (a market research firm) with 1,019 Singaporeans stated that 45% of respondents feel - Women who wear revealing clothes bring harassment upon themselves a sentiment that was dominant amongst 52% of Singaporeans above the age of 50 years. Sexual abuse and violence have been taboo topics in majority of the Asian societies and are often linked with immorality. Thus, giving rise to a culture of ‘Victim-blaming’ – A situation in which people justify the culprit’s behaviour and blame the victims self-conduct, instead. This leaves the survivors in a state of confusion, questioning their own role in what happened. And the trauma of reliving the entire scenario while ‘blaming self’ gives rise to severe mental health issues such as lowered self-esteem leading to social anxiety, and depression. Drawing the line Harassment is a form of discrimination and can be majorly classified on the grounds of ‘different treatment’ basis age, gender, sexual orientation, ethnicity, skin colour, race, national origin, mental or physical disability, pregnancy or parenthood, and bias, amidst others. Employment discrimination could also mean asking for or excluding a specific candidate while recruiting, differences in pay gap despite being in the same job profile with the same work experience, denying the rightful compensations and benefits, or even unfair promotions and appraisals. There may have been a situation when a colleague or even your boss would have said something hurtful in the heat of the moment. But if something like this happens ‘consistently’ and it escalates into causing you severe harm, draw the line – Immediately! Know your rights as an employee, document the incident(s), and report it to the authorities! Speak Up – Because It’s NOT You! According to the Ministry Of Manpower, about 1,000 companies are suspected of indulging in discriminatory hiring practices and have been placed on a close watchlist under the Fair Consideration Framework that promotes fair hiring practices. In fact, on the basis of infringements, MOM has also suspended the work pass privileges of 90 employers. Discrimination is not a one-time action and sometimes, one may not even be able to tell the difference. But if something bothers you and makes you feel uneasy, it’s not you! It’s been a tough time for everyone. But if you are continuously being ridiculed or spoken to in a condescending manner, it’s time to speak up!

The global workforce has entered a period of change not just in terms of HR tools and techniques but also in terms of our perspective on people analytics. With the world of work evolving at a dizzying rate, it’s time for organizations to view people analytics not merely as a means to gain employee insights, but rather as a tool that can help employers understand their own areas of improvement. It’s a perspective shift that companies across the world need to gradually adopt, simply because the tables have turned. Employers today need to give employees a legitimate reason to stay put. From inclusive policies and practices to growth opportunities and benchmark-setting compensation packages, today’s working professional is aware, savvy and constantly looking for better spaces to learn, grow and contribute. Essentially, this means that it’s no more the employee convincing the employer about the value they add as an individual. The equation has changed, and understandably so. With more employment options opening up, the gig economy becoming a mainstay, and remote working enabling people to seek out new jobs across geographies, why should competent talent remain in a space that is not rewarding and fulfilling? Against this backdrop, attrition analysis becomes more important than ever before. A measure of how many people are exiting your company within a stipulated amount of time, the term attrition rate can, in the worst circumstance, be an HR professional’s nightmare. And that’s exactly why an in-depth analysis of the reasons behind employee churn, is ever-important for organizations to grow into ecosystems that not only attract good talent but also retain it. Admitting: If it’s not you, maybe it’s us. The fact is, attrition rates can’t be extrapolated to all circumstances or generalized in order to make a sweeping observation – Especially when it comes to unfortunate scenarios like mass lay-offs or individual terminations. However, when it comes to employees who choose to leave and seek out better opportunities, companies can benefit from introspecting instead of reacting. What does this mean? If someone from your company has decided to part ways and move to another job, it’s up to you as an employer to understand why. This is of course a more nuanced question than it appears to be. Some employees might choose a slightly different career path, some might opt for much larger entities that can provide them with a larger pay-check not because they are more generous but simply because they have the resources to do so. These are the kinds of circumstances which are largely out of your control. You can offer a small salary increment, negotiate a bit, tinker around with the job role, but ultimately if your company’s resources don’t suffice, or your employee’s interests lie elsewhere, your paths are bound to diverge. The preliminary bit of introspection complete, it’s time to dig a little deeper and see if you need to acknowledge the fact that, quite simply, in some way or the other, you are not meeting industry benchmarks. Asking: So, what now? Is your data telling you that there are other reasons for people leaving the company? Say, in a given year, your attrition rate is high and a majority of your workforce has left for competitor companies or other organizations at a similar scale to yours. The reasons could be wide-ranging, from a less-than-desirable work culture to a glass ceiling, toxic managers, no learning opportunities or even the most fundamental – low pay as per industry standards. While step one might be to quickly recruit replacements when someone leaves just to ensure uninterrupted work, the real first step should be to acknowledge the organizational issues that literally drive people away. The next step should be to begin addressing these problems, no matter how deeply ingrained they are. Whether you introduce manager sensitization sessions so that mid-level managers are better equipped to start the cascade of change in their own teams, or decide to onboard a consultant that sets in motion company-wide change management practices – The transformation must start somewhere. For, you will always find quick replacements, but in the long run what you need is people who last. And with millennials and Gen Z occupying a large percentage of the global workforce, even those who stay, stay for an average of 3-5 years. This further amplifies the need for better retention measures. Wondering: Could this have worked out differently? Throughout the pandemic, a top priority for businesses has been to steer their clientele and consumers through choppy waters, whether in the form of seamless and constantly improved services or in the form of customer-led product development and uninterrupted supply. What many forget is that first it’s important to ensure that you empower your employees to navigate the turbulence, making the need for qualitative attrition insights even more important. This means prioritising the people who still work with you. What can one do to augment the retrospective practice of attrition analysis? The answer is feedback – Asking your people for regular, extensive feedback via a range of mediums. From detailed scenario-based employee surveys to more frequent but quicker yes/no questions; from one-on-one discussions with direct reports to a digital show-of-hands through a quick mentimeter quiz – there’s no end to the methods with which HR teams and people leaders can get organizational questions addressed. From the simplest queries about what learning programmes individual employees need, to the deeper concerns on bullying, harassment and discrimination, it’s important to get first-hand insights from your people at every juncture. The ultimate takeaway? Don’t forget the people who make your organization what it is. Not even the ones who left, because there lies a lesson in every mistake you’ve made as an employer, and the best use of people analytics is to learn from it. This article was first published in Consultancy Asia, 2021

If you take a deep dive into almost any Employee Assistance Program (EAP), you’ll find that it covers a wide range of wellness initiatives. Dig a little deeper and you’ll discover that many of these address personal concerns. From eldercare and marital counselling to legal advice and physical wellness – EAPs are a diverse set of wellness solutions for employees. However, the prevailing definition of an EAP begs the question: What about wellbeing at the workplace? Isn’t it important to stop and consider the fact that a job or the surrounding work environment can be the stressor? Isn’t it possible that an employee is displaying a lack of motivation or experiencing symptoms of anxiety not because of personal issues but due to professional issues? These questions also emphasise the fact that mental wellbeing interventions cannot be reactionary but need to be holistic and sustained. Leaders today cannot wait for employees to reach burnout and then step in to help. It’s increasingly necessary to understand signs of burnout and identify important workplace stressors. Globally, workplaces are slowly waking up to the fact that a decline in mental health is as much owed to prolonged and repeated professional stress as it is to personal circumstances. Perhaps even more so. Well before the pandemic, a Gallup study from 2018 found that on an average, two-thirds of full-time employees tend to experience burnout at work. While COVID-19 shines a harsh light on the state of mental health across the globe, the reality of it was coming to the fore much before. It’s no surprise then that an HBR article encapsulating the top jobs of the future, singled out “Director of Wellbeing” as a potential necessity for companies within the next five years. The fact is that wellbeing at work can no longer be considered as a perk or an extra “nice-to-have”. What’s encouraging to note is that there are indeed systemic endeavours being put in place. A step in the right direction, for instance, is Singapore’s Ministry of Manpower launching the Tripartite Advisory on Mental Wellbeing at Workplaces in late 2020. By implementing an expert panel specifically dedicated to solving the concern of mental health at work, Singapore has rightly placed the onus on the system and on employers. While systemic interventions are the most desirable, especially if we want to effect widespread change that includes the blue-collar and white-collar workforce as well as the unorganised sector, it is also advisable to start at home, in our own organisations, with our own teams. 1. Interventions – What you can DO for your people From leadership sensitisation and regular one-on-one sessions, to resilience workshops and mental health counselling, there’s a lot that organisations can and should do. These are policy-level and process-level endeavours where expert advice is necessary. This is what makes the “Director of Wellbeing” designation such an important evolution for HR. Whether it is to get leadership buy-in on investing in mental wellness, organising workshops with qualified experts, or keeping a finger on the emotional pulse of the organisation, there’s no doubt that this level of preparation requires a dedicated resource. A full-time wellbeing expert can also determine when an external consultant needs to be called in to address issues that cannot be addressed from within. From unreasonable work hours and rude managers to an unrelenting glass ceiling, unhappiness at work is caused by a multitude of factors, some of which make for an uncomfortable conversation – All the more reason to have that conversation! 2. Empowerment – How you can BE for your people To put it simply, managers need to be empowered to make decisions that are in the best interest of their teams. Team leads and mid-level managers require high levels of autonomy to be able to do this without fearing for their job. Real impact comes from practising what you preach. Every employee’s 100% is different on different days. Optimal productivity and efficiency every single day is utterly impossible, and people-leaders need to become comfortable with this reality. For senior leadership, it’s crucial to set this example of being okay with failure. This can trickle down to the junior-most employees, empowering them to feel secure about their jobs even on a bad day. With hybrid and remote working becoming the new norm, we need to tell our people that it’s okay if they’re not visible and heard on every Zoom call, across every email chain, and in every idea forum. It’s time to move from hiring only high-performing leaders to hiring more empathetic leaders. Prioritise empathy, respect empathy, invest in empathy. As the world grapples with environmental chaos, medical crises and emotional turmoil, let’s be an active part of the improving employee wellbeing. Let the evolution of ideas lead to the evolution of us as thinking, feeling humans. This article was first published in HR Asia Issue 60, 2021

When it comes to retaining employees, organisations need to focus on benchmarked industrial practices to keep their best talent and control attrition rates. That being said, attrition need not always have a negative connotation - it’s an indicator that your organisation is changing. Often, attrition can help you bring in better talent and build a diverse workforce. But throughout this process, your focus needs to be on attracting and building the right base for your company, while also putting in the effort to retain the workforce that makes your company what it is. So, why is retention so important? Let’s take a look at how constant churn and loss of talent can be a dampener to employee and organisational growth. Collaboration can witness a dip A team that has worked together for a long time is likely to function like a well-oiled machine, having built a degree of understanding and synergy. They are likely to collaborate better and possess stronger team dynamics, with each person being aware of the strengths and weaknesses of others, and making adequate adjustments to complete projects more efficiently. While fresh perspectives and talent are always welcome, losing an essential cog can disturb healthy team dynamics and result in reduced productivity as the team transitions to cover the gap left by the employee who quits. Onboarding time and costs Employees who have been with the company for a long time have a better understanding of how the organisation functions, as well as the talent and skills required to navigate their job role. It’s no secret that the cost of onboarding new employees both in terms of resources and time can take a major chunk out of profitability. Whether it is the cost of job ads and job portals, time lost in the screening & interview processes, or the transition period of onboarding and the resources spent on upskilling and training new entrants - The cost of a high turnover rate can impact the bottom line. This makes it significantly more viable for organisations to invest in retaining the current workforce and building a happy work environment that bolsters individual and team productivity. Negative impact on employees Adjusting to constant churn can take a toll even on the most resilient of employees. Feelings of dissatisfaction and disengagement can spread within an organisation, and teams often see the organisation as responsible for the loss of good talent. Especially if people are leaving due to reasons like a toxic work environment, authoritarian leadership, a lack of transparency and below average pay, it’s only a matter of time before more and more of your best people find brighter opportunities. This in turn can be demoralising and demotivating to others, even prompt your more “stable employees” to seek other avenues. So, clearly, attrition is an important factor when it comes to team performance. Here’s how you can reduce attrition rates in your organisation: Engagement exercises: By helping your employees get to know each other better, encouraging health and wellness, and focusing on collaboration in addition to L&D programs for skill-building, you can create an engaging work culture & a positive work environment that quite simply makes people want to stay. Effective listening exercises: Conducting pulse surveys to grasp employee sentiments and experiences, and paying close attention to expectations & feedback from employees during interviews, exit polls and periodic surveys can help you understand what you’re doing right and what you’re not. Step 2 is to assess feasibility and ensure implementation. Often, asking for feedback and failing to follow through is worse than not asking for feedback at all. Upskilling and career mapping: Providing learning and development opportunities for your employees will keep them engaged, productive and continuously learning. With more focus being placed on growing professionally, it will also help to chart out their journey with your organisation through career mapping/planning efforts. This not only ensures progress in the technical sense, it also adds a sense of purpose to the employee experience - a factor that is a major driving force for commitment and ownership at work. Building benefits and policies: Putting in place an appropriate Rewards & Recognition program, promoting wellness, work-life balance, and encouraging stronger teams are all important factors in reducing attrition rates within your organization. Robust policies and processes, as well as thoughtful perks and benefits complete this picture. All of this together builds a culture that helps your employee-base grow not only as professionals but also as people. This isn't a process that can be completed in a day. It involves assembling strong, well-informed and competent teams across HR, Talent Development, L&D and D&I, amongst others to come together and lay the foundation for an organisation where people thrive. Impediments to work-life balance & synthesis, negative mentoring styles, and a toxic work culture can cost your organisation your most talented employees. Keeping a check on the pulse of your company and taking steps to building an engaging and holistic workplace will, in the long-term, help you keep your employees happy, your attrition rates low, and your employer brand aspirational. High levels of retention also serve to grow your company from within. Whether it is to identify your next top leaders, or to plan new business endeavours, the people who stay with you the longest can often lay the base for exciting new expansion plans and ambitious organisational growth initiatives.