Showing posts with label Industrial Relations. Show all posts
Showing posts with label Industrial Relations. Show all posts

Thursday, January 29, 2026

Micro-Learning: Why the National Trades Union Congress (NTUC) in Singapore Operates Differently from Other Countries.

29 Jan 2026, Singapore: The National Trades Union Congress (NTUC) in Singapore operates differently from other countries labor unions due to its unique tripartite model. This model brings together the government, employers, and unions to collaborate on labor-related issues, promoting economic competitiveness, harmonious labor-management relations, and the nation's overall progress.

Key Aspects of Singapore's Tripartite Model
  • Collaboration: NTUC works closely with the government and employers to address labor issues, such as job creation, skills training, and fair employment practices.
  • Government Involvement: While NTUC maintains its independence, the government plays a supportive role in promoting tripartite cooperation. This collaboration enables the development of policies and programs that benefit workers and employers alike.
  • Mutual Trust: The tripartite model is built on trust and cooperation among the three partners, allowing them to work together effectively to address labor-related challenges.
Benefits of the Tripartite Model
  • Economic Competitiveness: By working together, the government, employers, and unions can promote economic growth and competitiveness, creating a favorable business environment.
  • Social Stability: The tripartite model helps maintain harmonious labor-management relations, reducing the likelihood of industrial disputes and promoting social stability.
  • Worker Welfare: NTUC's collaboration with the government and employers has led to the implementation of policies and programs that benefit workers, such as skills training and fair employment practices.
Comparison to Other Countries Labor Unions:
  • Adversarial Approach: In contrast to Singapore's collaborative approach, other countries labor unions often adopt a more antagonistic approach, focusing on collective bargaining and industrial action to achieve their goals.
  • Different Labor Laws: Labor laws and regulations may not provide for the same level of tripartite cooperation, leading to different approaches to labor relations.
In summary, the NTUC's unique tripartite model, which involves collaboration with the government and employers, sets it apart from other countries labor unions. This approach has contributed to Singapore's economic success and social stability, while promoting worker welfare and competitiveness.
+++The End+++

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**

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.


Wednesday, January 1, 2014

Good Practice on Retrenchment-Layoff-Redundancy.

01 January 2014, Singapore: Why am I touching the issue of 'retrenchment' or 'layoff' on the first day of 2014.

2013 was a year were most organization try to right size their employee's population while delaying a more radical organizational transformation program for 2014.

2014 will be a year where most corporate will unleash their business transformation that others has never seen before ... we are not talking about implementing outsourcing or establishing shared services ... 

  • centralization of expertise (e.g., HR, Finance, Customer Services, Sales, etc.);
  • re-design work processes;
  • large scale automation;
  • utilization of e-technology;
  • large scale of business integration e.g., merging of multiple production plant under one management (more merger but less acquisition; streamline of core businesses);
  • others.

Will anyone dare to challenge me that with all the above-mentioned transformation program going to happen ... we as HR professional can avoid the word "retrenchment" or "layoff" for 2014?

Please prepare for the worst ... it is better for HR professional to know the good practices on retrenchment-layoff-redundancy. Click the following link:










-The End-

Tuesday, October 15, 2013

Snap View of Malaysia Labour Market

14 October 2013, Malaysia: Today, when I send my car for alignment - the local newspaper 'Star' front page caught my attention ... "Job Seekers Feel The Heat - No Vacancy". Being a HR professional, this type of news is always scary but a credible information for us to up-date the senior leadership. Just want to share some of the article findings ...


  • w.e.f. July 01 - the Malaysian government extend the retirement age of 55 to 60 (under the Minimum Retirement Age Act 2012);
  • uncertainty of world economy has caused most employers to adopt a "wait and see" attitude towards recruitment. It was reported a 35% drop in job vacancies - mostly affecting fresh graduates;
  • there are reports that some employers are offering Voluntary Separation Scheme and other packages for employees to leave their organization;
  • employers is also bracing for the full impact of the minimum wage policy in January 2014;
  • More employers are opting for contract employees and more fresh graduate are willing to work under contract employment to gain experience.

Other resources:

Tuesday, October 1, 2013

Understand Your Negotiation Style: Collective Bargaining Agreement

01 October 2013, Singapore: Today, a close friend of mine shared this negotiation model with me. She mentioned that it is useful as it helped her understand the negotiation styles adopted by the Union ...

(source: Calum Coburn - 2010 - Negotiation Conflict Styles)

Resources: If you want to read the online article - please click the following link Conflict Model - Typical Behaviours

Saturday, July 20, 2013

Assessment Process for Retrenchment Exercise?

20 July 2013, Singapore: One of the tasks that HR professions dislike most is executing a retrenchment exercise. Other similar terminology: Layoff; Job redundancy; Involuntary separation program (ISP); Voluntary separation program (VSP); Voluntary separation scheme (VSS); Involuntary separation scheme (ISS); RIF (reduction in full-time-headcount).
Sometimes working with a large MNC or Global organization, at site level / business unit level, you have not control on the decision made by corporate leadership. It is all about numbers. This article is not about criticizing the decision making process but to share with you what to do when it happen.
In some countries, the employment law requires the following practices e.g., last in first out, evidence of company poor performance, negotiate with unions (if it is a unionism environment), evidence alternative has been implement before conducting retrenchment, etc.)
If you are being asked to perform an ISP / ISS – it is always wise to do your homework and consult an approved legal consul by your corporate. In Singapore, the Ministry of Manpower (MOM) has a dedicated section in their website on retrenchment. You can click the link:
In addition to the employment law, internally the company needs to develop an ‘assessment’ tool to determine who get shortlisted for the retrenchment package. One organization I know, adopted the following assessment tool with 5 factors: -
  • Achieves Results 
  • Criticality of Skills
  • Qualifications
  • Business Orientation
  • Interpersonal Skills
The assessment can be a 5 scale ranking, see below: -
  • 5 = Role Model
  • 4 = Exceeded Expectation
  • 3 = Meet requirement
  • 2 = Need to improve
  • 1 = Unsatisfactory / Poor
The main advantages of having an ‘assessment’ process in place during a retrenchment is that: -
  • It makes the selection decision more objective, fair & consistent process to assess strongest & weakest contributors.
  • It helps management in making the decision in selecting candidates for retrenchment.
One of the disadvantages of this assessment process is people selected will be viewed and discriminated as non-performance.

Wednesday, May 1, 2013

Introduction to Singapore Industrial Relations

Came across this old article .... just want to share and have it in my blog ... don't who is the original writer ...
 
Industrial relations in Singapore reflected the symbiotic relationship between the labor movement and the dominant political party, the People's Action Party (PAP), a relationship rooted in a political history of confrontation that evolved into consensus building. Trade unions were a principal instrument in the anticolonial struggle used by both the democratic socialist PAP and the communists with whom they cooperated uneasily. In 1961 the Singapore Trade Union Congress split into the left-wing Singapore Association of Trade Unions (SATU) and the noncommunist National Trades Union Congress (NTUC). The NTUC quickly became the leading trade union organization, largely because of its effectiveness and government support. Moreover, in 1963, when SATU led a general strike against the government, the pro-communist trade organization was banned and many of its leaders were arrested.
Strong personal ties between leaders of the PAP and the NTUC formed the background of the symbiotic relationship, which was institutionalized by formal links. In 1980 NTUC Secretary General Ong Teng Cheong was made a minister-without-portfolio, and a NTUCPAP Liaison Committee comprising top leaders of both organizations was established. As the "second generation" political leaders assumed more government leadership following the 1984 election, Ong was named second deputy prime minister. Following the September 1988 general elections, the NTUC reaffirmed its close relationship with the PAP by expelling officers of NTUC-affiliated unions who had run for Parliament on opposition tickets. The NTUC and the PAP shared the same ideology, according to NTUC officials, so that active support of the opposition was inconsistent with membership in NTUC-related institutions. Workers who did not support the PAP were advised to form their own unions.
The legal-institutional framework also exerted control over labor conditions. In mid-1968, in an attempt to woo private foreign investment, Prime Minister Lee Kuan Yew successfully pushed through Parliament a new employment bill and amendments to the 1960 Industrial Relations Act. In order to make factors such as working hours, conditions of service, and fringe benefits predictable, and thus make businesses sufficiently attractive for investors, trade unions were barred from negotiating such matters as promotion, transfer, employment, dismissal, retrenchment, and reinstatement, issues that accounted for most earlier labor disputes. To spread work and help alleviate the effects of unemployment, overtime was limited and the compulsory retirement age was set at fifty-five. Lee's actions, which the militant unions opposed but could do little about, were part of the government's efforts to create in Singapore the conditions and laissez-faire atmosphere that had enabled Hong Kong to prosper. Such measures, in the government's view, were necessary to draw business to the port. Lee stressed survival, saying: "No one owes Singapore a living."
Rapid economic growth in the late 1960s and early 1970s reduced unemployment and resulted in the amendment of these laws. A National Wages Council was formed in 1972 and many of its recommendations adopted (see Wage Policies , this ch.). By 1984 a twelve-hour shift was permitted. In order to enlarge the limited labor pool, in 1988 changes were introduced in Central Provident Fund policies reducing payment rates for those over fifty-five, thereby encouraging employers to raise the retirement age to sixty. The discipline imposed on, and expected of, the labor force was accompanied by provisions for workers' welfare. The Industrial Arbitration Court existed to settle disputes through conciliation and arbitration. The court, established in 1960, played a major role in settling labor-management disputes through binding decisions based on formal hearings and through mediating voluntary agreements. Adjudication of disputes between employers and nonunion workers came under the separate jurisdiction of the Labour Court. To help job seekers, the government maintained a free employment service serving both job seekers and employers. A comprehensive code governed the safety and health of workers and provided a system of workers' compensation. Under the Ministry of Labour, the Factory Inspectorate enforced these provisions in factories, where more than 35 percent of Singapore's workers were employed in 1988.
The trade unions' role and structure also had been modified. In the 1970s, the NTUC began establishing cooperatives in order to promote the welfare of its members. In the 1980s, omnibus unions were split along industry lines and further split into house unions to facilitate better labor-management relations and promote company loyalty. In the 1982 Amendment to the Trade Union Act, the role of trade unions was defined as promoting good industrial relations between workers and employers; improving working conditions; and improving productivity for the mutual benefit of workers, employers, and the country.

Friday, August 12, 2011

What is Garden or Gardening Leave in HRM Context?

Garden leave (or Gardening leave) is the term given to a situation whereby an employee is required to serve out a period of resignation notice at home.

During this period the employee continues to receive all salary and benefits but is prohibited from commencing employment with new employers until the gardening leave period has expired.

It is a practice which employers often adopt with employees who have access to confidential information or customers and where they are leaving to join a competitor.

During the gardening leave period the employee’s access to such information or customers is restricted.

What is Voluntary Separation Scheme (VSS)?

Voluntary Separation Scheme (VSS) is a scheme where employees are allowed to resign voluntarily from an organization by receiving fair compensation. The purpose of organizations implementing VSS is to reduce the headcount of employees working in the organizations so that the overhead cost especially employment cost can be reduced. The employees will be given a reasonable compensation to resign from the company for each year of service.

Usually, most organizations choose not to retrench / lay-off their employees in order to reduce the headcount of employees. It is to avoid bad reputation to the organizations.

In some countries, organization may need to get approval from the government (e.g., Ministry of Human Resources; Labour Dept; etc.). One of the criteria the government considers in approving VSS is that the organization is losing money for a certain period of time or has implemented other alternative cost cutting measure before resulting to retrenchment / VSS.

Tuesday, May 3, 2011

Discipline & Misconduct

Part 1: Discipline

Discipline could be defined as follows: -
  • "behaviour in accordance with rules (as of an organization)";
  • "a rule or system of rules governing conduct or action";
  • "a body of laws relating to conduct";
  • "an orderly or regular pattern of behaviours".
Discipline in Industry refers to the observation of rules in an industrial establishment for maintenance of control and order to organizational standards and objetives. It also refers to a mental condition or attitude prevailing in the different heirachical structure in an industrail organization in accordance with the rules and regulations in force.

The fucntions of discipline is to mantain order by setting limits to an individual's behaviour which may jeopardise the interests of an organization.

Part 2: Misconduct

In the field of employment, an employee has certain express or implied obligations towards his employer. In common law, an employee has the following inherent obligations towards his employer: -
  • to give faithful and honest service;
  • to utilize reasonable skill and care in his work;
  • to obey reasonable and lawful orders;
  • not to commit misconduct.
In Industrial Law "misconduct" is a mode of behaviour and conduct of an employee which is inconsistent with the express or implied obligations of his employer. It is an act or omission thereof which is contrary to the expected performance of his duties or in variance with the faithful discharge of his obligations undertaken by him either expressly or impliedly in accepting employment.

[Resource: Hong Leong Mgt School Training Material, 1997]