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.

Sunday, June 23, 2013

Annoucement: Up-date about 'Free' Online Courses Website ... improvement done!

23-Jun-2013: With the Haze going over 400 psi and Singapore authority advising the populations to stay in-door, I kept myself busy by browsing the Internet ... looking for online course to keep myself occupy.
 
I have notice that there are a lot of additional courses and improvement on the following online website: -
 
  • edX courses (website: https://www.edx.org/ ) : One year plus ago, when I visited edX website, their courses were limited to 'engineering' or 'future techno' but today there is more non-engineering free courses like e.g., Age of Globalization ... a 15 weeks course program. The best part now is they are issuing edX certificate of mastery.


  • Coursera courses (website: https://www.coursera.org/ ) : Noted Coursera has improved their website 'course search' ... more user friendly and some of the courses do state that they will issue 'Statement of Accomplishment' signed by the course instructor / professor. I also noted Cousera has increase it pool of universities/ education partners. [Do take note that one of Cousera signature course is 'Introduction to Operations Management']

  
The above are free online courses provided by 'branded' University ... listed is MIT Open Coursware they provide free online course content ... but I must admit ... it is a great website for teaching material!
 
 

Monday, May 6, 2013

Wellness: Stress and Poor Food Intake Can Lead to Liver Problem

06 May 2013, Singapore - As Malaysian were casting their votes, I was discharge from Hospital. I was admitted to hospital after having fever for six (6) days. Initially, my Doctor (GP) diagnosed me for sore throat ... after 4 days, I recovered from my sore throat but was still having high fever at night, giddy and tiredness.

So what do doctor mean when they mentioned "fatty liver" ... I am no expert but the link below will help you better about fatty liver ... just want to state that I don't drink alcohol and eat seafood, I still develop fatty liver "why" ... may due to fast food, lack of sleep, too many canned food or process food, salty food, etc. "Yes" ... that is how my fatty liver develop.

Fatty Liver Disease

Fatty liver on the rise in young Singaporeans

So once your doctor label your liver as 'fatty liver' ... what you do ... go jogging, go for more Taekwondo class, swim more lap and hit the gym ... wrong move that what I did ... very wrong move! You need to control your diet ... here are some links

14 Foods That Cleanse the Liver

Foods That Are Bad for Your Liver

5 Foods Toxic to the Liver, Plus 5 Great Raw Foods for Liver Detox : Exclusive Renegade Health Article

I guess next time if you dream of the corporate life ... it is essential for you as company executive to know how to manage your health as you go higher ... either the stress or the poor intake of food will KILL YOU!!

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, March 22, 2013

My Secondary Research on Whistle Bowling ... Articles, Reporting Websites, Legislations & etc.

Back in September 2011, I did a "secondary" research on whistle bowling as it is one area that is slowly emerging in the growing SME (Small & Medium Enterprise). In the SME sector, the management team does not have the luxury to employ or set-up a full time department to manage this responsibility.

Listed below are some online reading material ... I hope this will save some time for people who need a quick self-reading on "whistle bowling 101".

1) From Asia One Business website:

2) Wikipedia website:

3) Channel News Asia website:


4) Santa Clara University website:

5) Business School, NUS website (PowerPoint File):

From HR To Strategic Business Partner

I want to share this article from 'SHRi Research Centre' [by Jayantee (Mukherjee) Saha, Senior Manager of Research Centre, Singapore Human Resources Institute (SHRI)]

Title: From HR to Strategic Business Partner

In one of the ancient stories of Buddhism, it was told that immediately after his Enlightenment, the Buddha wondered whether or not to teach the doctrine of Dharma to human beings. He was concerned that, as human beings were overpowered by greed, hatred and delusion, they would not be able to see the true dharma – which was subtle, deep and hard to understand. However, a divine spirit interceded and asked that he teach the dharma to the world, as "there will be those who will understand the Dharma".

The role of HR as a strategic business partner is in a sense similar to the essence of dharma in business fraternity. Dharma relates to equity, justice, conduct, and righteous duty, among others, and exemplifies the essence of truth and wisdom. Ideally, HR should be espousing the same principles in order to be an effective strategic business partner.

The Chartered Institute of Personnel and Development (CIPD) in the UK defines the term “business partner” to cover a range of jobs from administrative, strategic, and consultancy. In a way, an HR business partner works closely with other business leaders to put in place its strategy, steer its implementation, and make the best use of the organisation’s people. It was management guru David Ulrich who coined the term “HR business partner” in 1996. He said that HR must assume more strategic roles within organisations so it can implement programmes that support the goals of the business.

What HR should aspire to be?
Organisations are considered as living entities. As such, they consist of the head and the heart, which are the two significant elements just like for humans. The business leader is the “head” of the organisation while the HR leader is its ”heart”. The roles may be distinct yet intertwined and therefore, capable of generating impact. A perfect balance in the organisation is possible only when these two elements (head and heart) work in perfect rhythm.

But achieving such goal can be a challenge. A 2007 global study jointly conducted by consulting firm Deloitte Touche Tohmatsu and The Economist Intelligence Unit showed business leaders do not see HR as a key to people strategies. Only 23 percent of corporate leaders see their HR departments as currently playing a crucial role in coming up with a corporate strategy that would have significant impact on operating results. They do, however, recognize people as a key intangible portion of a company’s market value. But only 52 percent of HR leaders believe they are major contributors in shaping a company’s culture.

On the other hand, there are several HR driven success stories such as the case of Xerox, which has since turned its HR practices and expertise developed over the years into a number of successful business services. These include consulting in such areas as employee empowerment, employee satisfaction, performance management, labor management, motivation, reward and recognition, work-force diversity and sexual harassment. Capitalizing on its core competency of document processing, Xerox also started selling document-management services and recommends technical solutions to support HRMS technologies. Similar undertakings have also been adopted by other companies like IBM, Levi Strauss and Walt Disney Co.

The two-party game
The inclusion of HR into the strategic role is a two-party game between the business and the HR leaders. The more aligned are their objectives, interests and capabilities, the tighter will be the bond. For example, the main objective of business leaders will be to maximise profit. HR leaders will be well accepted if they can convince the business leaders of the ways and means of managing people that will add value to the profitability of the organisation. Vibrant, courageous and charismatic business leaders would look for similar characteristics in their HR leaders as well. Being the ”heart” of the organisation, HR leaders would sometimes be expected to be the ”
Captain Freedom” of the company, a Superhero with awesome strength, lightning-fast reflexes, and the uncanny ability to predict climate.

Six qualities for HR as a strategic partner
In order to brand HR as strategic business partner, HR leaders would need to possess certain qualities. While past accomplishments may be noteworthy, the HR leader should focus on future challenges and business strategies. To develop an influential department, the leader must have the following qualities-

  • Clarity of thought and sense of directionHR leaders must be able to see the bigger picture and may work as one of the major growth engines for the organisation.
  • Business acumen. The word acumen means “keenness and depth of perception, especially in practical matters.” Business acumen is thus, an art that may be cultivated with regular practise. It is an art of linking an insightful assessment of the external business landscape with the keen awareness of how to enhance profitability and then executing the strategy to deliver the desired results.
  • Patience. In a recent interview for Fast Company magazine, Steve Ballmer, chief executive officer of Microsoft, emphasized the importance of patience for succeeding in business. He explained that products and businesses go through three phases: vision, patience, and execution. And he said the patience stage is the toughest and most uncomfortable.
  • Fairness. In a turbulent global economy, the dilemma among the business and HR fraternity continues especially in cases when the decision is either to indulge in unfair practices, implement short-term strategies and quick fixes, or to take a patient, long-term approach towards sustainable development. Though there is always a freedom of choice, the consequences are usually correlated to the path that either the business or HR chooses.
  • Self- discipline. HR leaders will normally be confronted with situations requiring negotiation. Self-control is the essence of negotiation. In his piece of work titled, “The art of self-control a key to success” published by Harvard Business School Publishing, author William Ury (cofounder of Harvard's Program on Negotiation) states, "When negotiating, especially when discussions are emotionally charged, the best strategy comes in not reacting. Focus on your own objectives and how you can best achieve them, and step back from the situation as needed to gain new perspective. The greatest obstacle is not the opposition; it is ourselves."
  • Risk-taking ability. Risk taking is an integral part of business and life. It is thus, quite relevant for HR leaders to take calculated risks in dealing with people and impacting the bottom line of the business.

Transforming HR into a strategic business partner
We sometimes come across questions about what the concrete steps are in turning HR into a strategic partner. And the answer is quite simple, as it lies with the”individual”. As HR leaders one must posses the six qualities. Some of the qualities may be genetic, yet most of them can be cultivated with diligent practice.

Singapore HR Awards
To commemorate the beginning of the marathon of transforming HR leaders into” strategic business partners”, the Singapore Human Resources Institute (SHRI), has introduced The Singapore HR in Singapore to mark successes and accomplishments in the HR fraternity. The Awards serve to confer distinct recognition to HR professionals and organisations as an employer and employee champion to bring out the best through sound and commendable HR and people management practices. The judging criteria include innovation and creativity, contribution to employee needs, contribution to business needs, contribution to industry or national needs.

In conclusion
It has been justified time and again that people are the most critical element in an organisation. Industry consultants, and those in the halls of academia, and HR leaders themselves have been instrumental in crafting a new role for HR – that of a strategic business partner, the role, where they contribute to the company’s ongoing success.

The mantra therefore, is either attaining strength to impact the system or perish!

Sunday, March 17, 2013

Professional Talent Management

Singapore [17 March 2013, Sunday] - it has been months since I up-date my e-HR Blog. Recently, I came across an article from Korn / Ferry International (Just a reminder, I am not marketing for them) about some definition of professional in the area of Talent Management.

Organizational Strategist - he / she is a trusted advisor to the senior leadership team in the organization. An enterprise-wide view of talent issues and add strategic input to discussions related to the capabilities, resources, and leadership required for the organization to reach its business objectives. The person has deep functional expertise in one or two areas of HR / Talent Mgmt and want to broaden his / her capabilities and expertise to span the talent mgmt and leadership development spectrum.

Talent Prospector - the person help organization identify and secure the most suitable talent needed for different levels / roles. He / she want the most predictive and reliable framework and tools to ensure that only the every best talent is selected for entry into the organization or for promotion and development into high visibility and expanded roles.

Development of Champion - the person are responsible for articulating and deploying impactful and outcome-oriented development intervention for talent in an organization. This person know the power of feedback and the 70-20-10 formula (Experience-People-Training) in development. He / she want to use only the best development methods available in the organization and ensure ROI for his effort and resources. The person want to impact development both at an individual as well as at a team level.

HR Business Partner - the person is responsible for making various HR and talent program accessible to employees and managers in the organization. He / she need to deploy a broad knowledge base in talent acquisition, development, high potential identification and acceleration, feedback-based coaching, etc. The person are at front-line of the talent agenda and are key to ensuring talent programs are implemented in the most effective ways.

So which one of the above match your talent mgmt roles and responsibilities? In my organization, I am in a mix of all four roles.

Saturday, August 4, 2012

Recommendation: Free Online Courses

04 August, 2012 - Singapore: For the last 2 weeks, I have been burning "midnight oil" ... studying online on various courses (e.g., HRM, Legal Studies, Growth Strategies for Business, Behavioral Base Safety (aka BBS), etc.). All the studies thanks to this website sponsored by ALISON (based in Ireland).

You should give it a try ... as they say in Singapore, "You need to periodically up-grade / up-date yourself ... to be competitive"

Try the link http://alison.com/

ANSI-SHRM: HR Metrix for Investor

04 August, 2012 - I came across an article about an initiative by ANSI-SHRM to develop a "HR Metrics for Investor". It talks about what "HR criteria" investors are looking for when investing in an organization.

For those HR professionals who wish to have additional knowledge on this topic, you may want to visit the following website:

http://hrstandardsworkspace.shrm.org/apps/group_public/document.php?document_id=6504&wg_abbrev=mamt02

http://creelmanlambert.files.wordpress.com/2011/10/hr-metrics-for-investors-the-coming-ansi-standard.pdf


Friday, July 13, 2012

Getting a Degree via Life Experience Learning ... Diploma Mills???

Jun / Jul 2012 - I decided to apply for a "life learning experience" degree from an online university (actually two). I though it was a non-traditional degree and would be something new for me ... too my shocking after submitting my "very detailed" CV ...  I was informed via email that I was eligible ... hmmm!! ... more like qualify to earn a degree via my working experience and other paper qualification [e.g., associate diploma (in US is known as associate degree) from TAFE Western Australia, MBA from University of Keele (formerly known as Keele University), a diploma from Ascentis UK, a diploma from NCFE UK and 'currently' pursuing an EMBA from AEU]

Initially, I accepted the offer and paid US559 (including shipping & Handling) - then my wife told me that it was a scam ... I did some Google and You Tube ... and got a lot of negative review from the victims. I wrote to the online university to withdraw my application ... and still waiting for the refund ... they deducted USD50 for processing fee!

I am not going to name the online university but would like to share with all of you about this website  .... it is an education guide and has detail information about "Life Experience Degree"


In the USA, there is only 3 state college that allow "prior learning accreditation" and they allow credit transfer (in Singapore / Malaysia, we call it Exception) for subject you have taken ... they don't use "life learning experience". The colleges are Excelsior College, Thomas Edison State College, and Chartered Oak State College. There are also known as the 'big3' in USA.

I am currently applying for admission into Excelsior College and 2nd choice Chartered Oack State College. I plan to enroll in their online degree program in HRM ... if they grant me around 90 credit hours ... mean I only need to complete 30 credit hours online. [Okay x2 .. I know I have a double master already but I still love to study ... education is a life time journey!]

Thursday, February 9, 2012

Skip-Level Meeting


Another typical American HRM term ...

Skip-Level Meeting is a meeting between managers and team members who are one or more levels below them. The purpose of a skip-level meeting is for managers to get to know their team members, build trust with them, and understand their problems. Skip-level meetings can never take the place of direct communications within teams, but it can be a powerful adjunct to these efforts.

Skip Level Meeting Key Concepts:
  • Group round-table meetings are more efficient than one-on-one meetings for skip-level meetings.
  • Leading organizations plan a skip-level meeting with every team or workgroup at least once per year.
  • Don’t wait for your boss or the HR department to arrange skip-level meetings for your direct reports.
  • There are five key steps to conducting an effective skip-level meeting:
  1. Plan the skip level meeting
  2. Conduct the skip level meeting and record the feedback
  3. Analyze the information collected at the skip level meeting
  4. Create an action plan based on the feedback
  5. Follow up and report progress



Wednesday, February 1, 2012

"Furlough"


I have learn a new wording this week - "Furlough" ... so what does it mean in HR term?

"Furlough"... a temporary layoff, involuntary leave or other modification of normal working hours without pay for a specified duration. Furloughs are used in the military for soldiers whose new assignments have not yet been determined. For businesses, furloughs are used for a variety of reasons, like plant shut-downs, or in cases where a broad reorganization makes it unclear which employees will be retained.