Monday, November 30, 2020

COVID-19 Series: Changes in Singapore Government Workforce Grants, and Regulations.

30 Nov 2020, Singapore: I am using this article to capture the keys government website that house the latest changes to Singapore Ministry of Manpower (MOM) grants and regulations. I will up-date the hyperlink if there is any further up-date or changes by the various government agencies ... click the hyperlink!

**The End**

Saturday, November 28, 2020

COVID-19 Series: Need for Retention Strategy ... it is turning into an "Employees Market".

28 Nov 2020, Singapore: Current Covid-19 period, a lot of companies that are growing and in need for Talents - the following sector like healthcare, clinical or medical devices and instrumentation, medical protective equipment, chartered private flights and maintenance of private luxury jet are rolling out attractive employment benefits and compensation scheme.

Singapore with it's boarder closure (and limited travel access via PCA - Periodical Commuting Arrangement), the country is experiencing shortage of labor / talent and it is becoming an "employees market". There are trends of industry / companies making attractive compensation and benefits scheme to attract locals (aka Singaporean and SPR) and work-pass holder who are currently residing in Singapore.

Employees who resigning are sharing that they received ...

  • 40% to 50% jump in their basic salary;
  • receiving a temporary Covid-19 accommodation allowance between S$300 to S$450 per month;
  • sign-on bonus;
  • offer to buy-off the resignation / termination notice.
To counter the effect of this, companies who are losing talents du to the above actions are trying to retain their employees by taking the following counter-actions: -

  • off-cycle or ad-hoc promotion to employees who has expended or enlarged job responsibilities and responsibilities;
  • short-term-incentive: offer a lumpsum amount of money if they start with the company between 12 months to 24 months;
  • those under unionism environment, company are expediting the action to adjust the salary of employees who are not meeting their employment grade minimum salary with the hope to make it harder or costly for potential new employer to make offer. 

Above are just some of my observation - could this be a new normal practice ... War for Talent again? Let me know if you observe such trends in your industry or country?

**The End**

Monday, May 25, 2020

COVID-19 Series: Retrenchment

25 May 2020, Singapore: A must read for all SGP HR professional, a lot of changes has been roll-out on Singapore employment legislation on retrenchment, employers need to observe the following: -













Retrenchment benefits: -
  • Retrenchment benefit can range between 2 weeks to 1 month salary per year of service, depending on the company’s policy and financial situation.
  • Unionized company usually have retrenchment benefit clause stated in their collective agreement, it is usually 1 month’s salary for each year of service.

Selection criteria for retrenchment: Singapore do not have any regulations that required employers to have a selection criteria for retrenchment but advocate “responsible retrenchment”. Listed below are the extraction from MOM website (source: https://www.mom.gov.sg/employment-practices/retrenchment/responsible-retrenchment)

Retrenchment considerations
  • As an employer, if you plan to retrench workers, you should do the following before you retrench:
  • Take a long term view of your manpower needs, including the need to maintain a strong Singaporean core.
  • Inform MOM before carrying out any retrenchment exercise.
  • Consult with the union if your company is unionized.
  • Not discriminate against employees or groups of employees and make your selection based on factors such as the ability to contribute to your company’s future business needs.
  • Treat your affected employees with dignity and respect
  • Consider having a longer retrenchment notice period for all your affected employees.
  • During the retrenchment exercise, you should:
  • Pay all salaries, including unused annual leave, notice pay, etc., to your employees on their last day of work.
  • Help your affected employees look for alternative jobs in associate companies, other companies or through outplacement assistance programmes, e.g. job fairs, career fairs, career advice.


Saturday, May 23, 2020

COVID-19 Series: Sample 2 - Flexible Work Arrangement (FWA) Policy

23 May 2020, Singapore: Another sample for those interest to develop a FWA policy. No shame to copy and customize it to for your organization.

Sample 2 - Flexible Work Arrangement (FWA) Policy

A. PURPOSE 
The Flexible Work Arrangement policy (FWA) purpose is to provide department managers guideline on managing their department personnel and create more flexible working conditions that will help the Company to achieve its business results more effectively and assist employees to achieve better work-life balance with increased productivity. The FWA is neither a benefit nor entitlement to the employee.

This document outlines the terms and conditions as well as procedures when an employee goes under the FWA.

B. OBJECTIVE 
Making <company> working environment more flexible in meeting Customer demands, developing an agile work solution.

Increasing <company> attractiveness as employer and tap-on the workforce “diversity” to strengthen our best-in-class practice.

C. POLICY 
The department manager will have full discretion to apply the FWA methodology based on their evaluation of business needs and the nature of the employee’s job. The HR Team will be available for consultation, if help is needed.

The terms and conditions of employment between the Company and the employee that apply at work, will also apply at the agreed Telecommuting Policy or alternative workplace site, including accessibility by the Company during agreed hours of duty, ownership of intellectual property, and security of information.

C.1 ELIGIBILITY 
This policy applies to all employees who are under the “No Clocking” program and subject to the approval from the employee’s departmental manager / divisional director.

C.2 RULES AND REGULATIONS 
C.2.1 <Company> Flexible Work Arrangement policy includes several types of schedule flexibility:

Part Time
Part-time jobs are the most traditional of flexible scheduling options. This option is typically used when a job requires fewer than 44 hours of work per week. Under MOM definition, Part-time is 35 hours (maximum) of work per week.

Flexi-time
This flexibility is a type of alternative schedule that gives a worker greater latitude in choosing his or her particular hours of work, or freedom to change work schedules from one week to the next depending on the employee's personal needs.

Under a flexi-time arrangement, an employee might be required to work a standard number of core hours within a specified period, allowing the employee greater flexibility in starting and ending times

Compressed Workweek
It is an alternative scheduling method that allows employees to work a standard workweek of 44 hours over a period of fewer than five days in one week.

For example, some employers implement a four-day workweek of 11 hour days. Employers get the same number of working hours, but employees have a three-day weekend every week.

Shift Work
It has traditionally been used in manufacturing environments to maximize productivity from fixed resources and costs. More recently, shift work has become a feature of the 24/7 service economy and a by-product of globalization.

Job Sharing
It is the practice of having two different employees performing the tasks of one full-time position. Each of the job-sharing partners works a part-time schedule, but together they are accountable for the duties of one full-time position.
Typically, they divide the responsibilities in a manner that meets both of their needs as well as those of the employer.

Telecommuting
It is also known as tele-work, involves the use of computers and telecommunications technology to overcome the constraints of location or time on work. In a global economy, physical location has become less important than efficiency of operations. Telecommuting may occur from home, a tele-work center, or on an airplane or bus.

C.2.2 In general, when granting a FWA, the Department Managers must ensure the following: -
a. Clearly define to the employee the performance goals and expectations / standards.

b. Safety and Security consideration must be given if the work / task is performed outside of normal working hours e.g., Flexi-time, Compress workweek, Shift work - inform Security and Facilities Management (FM) Dept. in advance. Conduct a simple safety and security risk assessment (e.g., check with FM if there is any power shut-down).

c. Employees during compress workweek must be briefed on the safety / security procedure in case of emergency. For health reason, they should not exceeded the 12 hours working limit especially working at high.

d. Remind employee to be cautions as they are responsible for their own safekeeping and company property when working outside the normal working hours.

C.2.3 Before an employee is considered for FWA, the following criteria must be made: -
a. Employee must be on the “No Clocking” program
b. Employee must be aware and agreed that he or she will not be compensated overtime payment or additional compensation for FWA flexibility arrangement.

C.2.4 Employees opting to the FWA flexibility schedule, should agree to the following: 
a. Be personally responsible to ensure a safe and healthy working environment.

b. It is expected that the employee will devote all his/her effort to the business during FWA work arrangement.

c. Attend mandatory and other requested office meetings including training sessions, workshops, etc. as required by the Company.

d. Notify their supervisor or Department Manager proactively when they take any vacation, medical or any other personal leave during times scheduled for FWA.

e. Alert the supervisor or Department Manager/ Director, if the FWA arrangement is not working out and affect their performance. The employee should return back to normal working hours.

C.2.5 The Company reserves the right to discontinue the FWA arrangement (across the board or with any specific individual / position) when deemed appropriate by business exigencies at any time by giving the employee one week written advance notice.

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COVID-19 Series: Sample # 1 - Work From Home Policy / Guideline

23 May 2020, Singapore: Received request to share sample of a "work from home" policy / guideline.


Sample #1:
Work From Home Policy / Guideline

I. PURPOSE
The Work-From-Home (WFH) program is an arrangement by which an employee performs ordinary hours of duty at his/her home for a specified portion of the work week. WFH is neither a benefit nor entitlement to the employee.

The purpose of this policy is to create flexible working conditions that will help the Company to achieve its business results more effectively by retaining and attracting a diverse workforce, reducing absenteeism and maximizing office space utilization. This policy can also assist employees to achieve better work-life balance with increased productivity and savings on commuting between home and office.

This policy outlines the terms and conditions as well as application procedures when an employee goes on WFH arrangement.

II. SCOPE
This policy applies to all employees based in <company / region>, subject to the approval from the employee’s <Dept Mgr>.

<Dept Mgr> will have full discretion to approve or reject the WFH applications based on their evaluation of business needs and the nature of the employee’s job.

<Dept Mgr> should allocate the WFH days in the week so that there is an even distribution of employees working from home on any given day. These days will be fixed, and should not be changed as far as possible. With the planned reduction in office space, the objective is to spread out the days when the employees come to work to maintain a comfortable working environment. Exceptions to this would be for team meetings, town halls or other office based meetings.

Changes (whether temporary or permanent) should be done in consultation and agreement with the <Dept Mgr> based on the job requirement and each individual situation. For permanent changes, it is important that an even distribution of employees at work and at home is maintained. Proper communication should be done by the <Dept Mgr> on the WFH schedule and changes, so that team members are in the know of the arrangement. The HR Team will be available for consultation, if help is needed.

III. POLICY
The terms and conditions of employment between the Company and the employee that apply at work will also apply at the agreed WFH site, including accessibility by the Company during agreed hours of duty, ownership of intellectual property and security of information.

Company policies, which apply at the employee’s usual place of work shall, as far as practicable, apply in WFH site.

Employees opting to WFH agree to the following:

(1) Be personally responsible for the home workspace at his/her own cost to ensure a safe and healthy system and environment of work.


(2) Ensure dependent care or other family obligations do not interfere with work. It is expected that the employee will devote all his/her effort to the business during normal working hours.

(3) Be contactable at all times during office hours through phone or email, and ensure the following actions are taken while working from home for the day:
  • Post a message of WFH with contact details at a prominent place in his/her office area, e.g. under the cubicle name label
  • Divert your office phone line to your WFH phone. Please see the footnote details on instructions to divert calls or de-activate diverted calls.

(4) Attend mandatory and other requested office meetings including training sessions, workshops, etc. as required by the Company.

(5) Notify your supervisor or <Dept Mgr> proactively when you take any vacation, medical or any other personal leave during times scheduled for WFH.

(6) Alert the supervisor or <Dept Mgr> if external circumstances are likely to interfere with performance under the WFH arrangement. The employee should return back to office work whenever practical or needed.

(7) Ensure that the Company’s material and property is kept confidential at all times and securely used at the WFH site.

(8) To ensure the success of a WFH arrangement, the <Dept Mgr> will: -
  • Clearly define to the employee the performance goals and standards and regularly review with the employee and make necessary adjustment to the schedule in order to ensure effectiveness.
  • Ensure that employees continue to have access to development opportunities and workplace information.
The Company reserves the right to discontinue the WFH arrangement (across the board or with any specific individual / position) when deemed appropriate by business exigencies at any time by giving the employee one week written advance notice.

IV. EQUIPMENT/OFFICE SUPPLIES
The Company will provide the employee on WFH arrangement with a Company’s laptop (if the employee does not have one).

<IT Dept> will continue to provide remote support. When maintenance or repairs are needed, the employee will bring the laptop back to office. <IT Dept> will not provide any on-site support in the employee’s home.

The company will not provide courier services to or from the employee’s home.
Employees can also continue to use the Conference Call facility provided by <soft phone / conferencing application> for pre- planned meetings.

The Company will not reimburse the employee for travel expenses to and from office on days when they are required to come into the office. Home-related expenses such as construction, renovation, utilities, upgrading broadband system, or any other expenses incurred as a direct or indirect result of the WFH arrangement will be the responsibility of the employee.

V. APPLICATION PROCEDURES
Employees should apply for WFH arrangement by using <online application / email, etc.> which should be approved and documented in writing before WFH commences.

Approval is granted on a case-by-case basis by the <Dept. Mgr> based on the business situations.

VI. EFFECTIVE
This policy is with retrospective effective from DD / MMM / YYYY.


++The End++

Sunday, May 10, 2020

COVID-19 Series: Flexible-Work-Arrangement (FWA) or Agile Working Model

10 May 2020, Singapore: When COVID-19 came knocking on Singapore's door, we heard a lot about "Work From Home" (aka WFH) - for those who are not in the HR professional, you may not realize that the Singapore Government via MOM (Ministry of Manpower) and TAFEP (Tripartite Alliance for Fair Employment Practice) has been promoting and encouraging Singapore based companies to adopt and embrace "Flexible Work Arrangement" (aka FWA) as part of Singapore strategies to attract and retain talents. It has evolved into a component of Business Continuity Plan (BCP).

WFH is one of the component of FWA. This short article will focus on sharing what is FWA in Singapore context and help reader to find-out where to obtain resources on FWA.

If you are interested to find our more about the current COVID-19 "Work-Life Grant" - click the hyperlink: https://www.mom.gov.sg/employment-practices/good-work-practices/work-life-grant . 

If you want to obtain MOM Guideline on the implementing WFA - click the hyperlink: https://www.mom.gov.sg/-/media/mom/documents/employment-practices/successful-flexible-work-arrangements.pdf 

TAFEP website also have a page dedicated to FWA - click the hyperlink: https://www.tal.sg/tafep/Employment-Practices/Work-Life-Harmony/FWAs

When you talk about FWA - I will recommend HR professional to read up about "Agile Working Model". In some countries, 'Agile Working model' is more common - especially in UK or European countries. https://www.agile.org.uk/what-is-agile-working/

I will recommend you to google "Unilever Agile Working Model" ...




As promise - this is a very short and "resource" article for HR professional and employer to read more about "Flexible Work Arrangement" or "Agile Working Model".

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Thursday, May 7, 2020

COVID-19 Series: What are the HRM Trends after COVIND-19?

07 May 2020, Singapore: If have been almost 2.5 months since Malaysia "MCO" (Movement Control Order) take effect; 1 month for Singapore "CB" (Circuit Breaker); and 2 weeks for Singapore workforce "on-site" reduction. After COVID-19, what are the potential HRM trends? Below are just some of my observation: -
  • Businesses to embrace "FWA" Flexi-Work Arrangement (e.g., Work From Home, Telecommuting, Stagger Work Hours, etc.) to reduce their operations cost (e.g., rental cost, space management, etc) or incorporating it as part of their Business Continuity Plan (BCP) - HR professional will need to acquire the knowledge of rolling out such policies and collaborate with their IT management team.
  • More investment into IT infrastructure to facilitate remote access, external server hosting, secure line (e.g., VPN), collaboration, and communication with the objective of supporting their new business model, and BCP. HR Professional will need to be knowledgeable in IT, mobile and conferencing applications (e.g., ZOOM, WebEX, SKYPE, SLACK, etc.)
  • There will be a shift in business selling and delivering model their "goods and services" to customers ... in Singapore, my observation - seeing trends of people buying items via online, and vending machines. I have employees asking me if the company panel clinics provide "telephone" consultation.
  • There will be a push for workforce to improve their COMMUNICATION and active listening skills (i.e., writing, oral / verbal, presentation material). People will need to "advance" their reading skill (no lazy eyes or skip reading ... embracing speech reading which was once very popular in the 1980s and 1990s), customize writing or "messaging" (that suit your audience), your "teleconference" presentation need to engage your audience "virtually", and your presentation material must be self explanatory. 
  • Business office space will be "optimized" ... higher adoption of "Hot-Desking" or shared workstation and "virtual" office application.
  • Potential interview questionnaires by employer: Do you have a "home-office" that support you to work from home? Do you have any ergonomic illness to declare - it is for our company insurance policy?
  • Potential interview questionnaires by candidates: Do your company provide "FWA" flexi-work arrangement? Do your company insurance policy cover WFH?
  • Changes in the personal hygiene culture / practice - it will be common to see people wearing masks at places which has high human traffic and confine space.

The above are just my observation and has no linked to my work in the Aerospace Industry.

+++The End+++

Wednesday, April 22, 2020

COVID-19 Series: Aviation Vs Aerospace - What is the Difference?

24 Apr 2020, Singapore: The recent COVID-19 situation, Singapore Government, under IRAS provided the "Jobs Support Scheme" (JSS). In summary, JSS provide 75% financial assistance to the Aviation industry. If you want to know more about what is Singapore JSS -

I am working working in the Aerospace industry - under JSS, my company only get 75% financial assistance for the month of April and May while other months the company only get 25% financial support on employees' payroll who are Singaporean and Singapore Permanent Residents (SPR). Some of our employees, misunderstood that the company was getting 75% financial assistance for the 1st half of 2020.

This article is about the difference between Aviation and Aerospace Industry! In summary, Aerospace is an engineering effort to fly in the atmosphere (know as aeronautics) and surrounding space (known as astronautics) while Aviation is a design, development, production, operation and use of aircraft. In layman, Aerospace is company like Pratt & Whitney, Bell Helicopter, etc. while Aviation is AirAsia, Singapore Airline, etc.).

I found this article  and it clearly explain the differences: - 


Aerospace
Aerospace is the human effort in science, engineering, and business to fly in the atmosphere of Earth (aeronautics) and surrounding space (astronautics). Aerospace organizations research, design, manufacture, operate, or maintain aircraft or spacecraft. Aerospace activity is very diverse, with a multitude of commercial, industrial and military applications.

Aerospace is not the same as airspace, which is the physical air space directly above a location on the ground. The beginning of space and the ending of the air is considered as 100 km above the ground according to the physical explanation that the air pressure is too low for a lifting body to generate meaningful lift force without exceeding orbital velocity.

Aviation
Aviation, or air transport, refers to the activities surrounding mechanical flight and the aircraft industry. Aircraft includes fixed-wing and rotary-wing types, morph able wings, wing-less lifting bodies, as well as lighter-than-air craft such as balloons and airships.

Aviation began in the 18th century with the development of the hot air balloon, an apparatus capable of atmospheric displacement through buoyancy. Some of the most significant advancements in aviation technology came with the controlled gliding flying of Otto Lilienthal in 1896; then a large step in significance came with the construction of the first powered airplane by the Wright brothers in the early 1900s. Since that time, aviation has been technologically revolutionized by the introduction of the jet which permitted a major form of transport throughout the world.

++++++++++

I hope this article help you understand Aviation and Aerospace Industry better!

-- The End --


  

Saturday, April 18, 2020

COVID-19 Series: Job Satisfaction Working In Aviation and Aerospace Industry

18 Apr 2020, Singapore: Someone asked me ... any pointers for "Job Satisfaction Factors working in the Aviation ad Aerospace Industry" ... at time of COVID-19 pandemic?


Let me start with the negative side which people don't know ...


  1. Highly regulated and audited industry.
  2. Highly unionism industry ... some company have 3 different union in one company. 
  3. High level of stress - especially those is the MRO and Engine Center, every mistake you do can cause "hundred-thousand" and affect air-safety of a plane. You can even ground a plane - your family will be very proud!
  4. Processes driven industry! If you don't like reading policies and manuals, this is not the industry for you.
  5. A lots of certification to maintain the company business operations e.g., CAAS, FAA, etc.
  6. It is not a high paying industry if you compare it to pharmaceutical or oil and gas industry..
  7. An industry that is currently affected by COVID-19 and it is easily impacted by wars, terrorist, oil and gas industry, tourism industry and etc.

The positive side of working in the aviation industry ... can lead to Job Satisfaction: - 
  1. Lots of learning opportunity - believe me as a HR professional, when I talk to people about EHS or International Trade Compliance (ITC) topics - you will not think I am in HR.
  2. The aviation industry is a very structured, policies and processes driven - the positive side is - very well written policies and procedures for your next create career development.
  3. Management are highly engage with the employees - it is part of the industry culture.
  4. Lots of communication channel for employees to voice out and there are reporting mechanism in place to govern ombudsmen issues and address potential non-compliance behave.
  5. Elements of Human Factor - when it comes to work, the aviation industry embrace the elements of Human Factors in their shop-floor management e.g., they will always have some form of balance on work-life for you.
  6. Remuneration: In this industry, either you are (i) high in base salary (or fixed cash components) and low in variable bonus; or (ii) low base salary (or fixed cash components) with high variable bonus. You will always be fairly compensated ... you only need to manage your own life style ... but some people in Singapore will tell you "Money is Always Not Enough".
  7. Education Assistance Program - it is a common employment benefits in the aviation industry that the company will sponsor your education or development - you only need to make a commitment to develop yourself and invest personal time to study. 
The above pointers is just my personal opinion and observation - does not represent the industry and the organization I work with. 



-- The End --

COVID-19 Series: Work From Home (WFH)

18 Apr 2020, Singapore: When COVID-19 hit Singapore, most of the companies here had a structure Business Continuity Plan (BCP) - these are some of the existing structure / SOP left over from the previous SARS crisis. When the Government roll-out the "Circuit Breaker" (source: https://www.gov.sg/article/what-you-can-and-cannot-do-during-the-circuit-breaker-period) on 7 Apr 2020, which partially lock-down the country, and force more companies to adopt a model of Work From Home (WFH) - most unprepared companies just when into WFH without much guideline and preparedness for their employees.

Listed below are just some of the pointers: -

  1. Make sure you activate all your company IT security device e.g., be issued a company Laptop, secure VPN software, security token, access code creator, etc. 
  2. Make sure your home or alternative workplace have a wireless broadband facility
  3. Activate your email "Out of Office" (OOO) notice, indicating that your are working from home (WFH), dates / duration WFH, and contact details (e.g., mobile number, home fix line, alternative emails, etc.) and when will you be working "on-site".
  4. If you are on annual leave (Singapore context that you are on vacation), please indicate in your email OOO notice.
  5. When you are on video tele-conferencing - please mute your communication device when you are not talking and deactivate your camera (for your privacy) - I will just stick a "Pokemon" sticker over the laptop camera to be sure.
  6. If you WFH, good to indicate signboard at your office workstation that you are on "WFM" - share with your colleagues your working location.
  7. For those based in Singapore - take the opportunity if your company can apply the Singapore Government grants on Flexi Work Arrangement (source: https://www.mom.gov.sg/employment-practices/good-work-practices/work-life-grant)

-- The End --