We work with senior management to develop clear strategies and success outcomes the HR function should focus on to support the business strategy. Through a facilitated process, our consultants will lead the management team to articulate the following:
the Key HR Strategic Outcomes
Desired Employee Experience
Employer Brand/Employee Value Proposition
Prior to the alignment session, we will gather stakeholders’ input through a serious of interviews/focus groups or surveys. The data-driven approach also ensures that there is holistic processes to engage the relevant stakeholders.
What is our Employer Brand? How should we differentiate our employee experience?
How do we design an onboarding programme to deliver the Desired Employee Experience for new hires?
Employment Standards Compliance
When HR policies and processes are non-compliant to legislative requirements, organisations run the risk of business disruptions e.g. if our work-pass applications are not approved, the organisation’s operations are disrupted due to the lack of manpower resources. Organisations also run the risk of employee complaints to the government-related agencies when the practices are considered non-compliance or in any way discriminatory. Management may need to spend time and effort to address these complaints.
Hence to ensure that your organisation’s business is not unduly disrupted, you can proactively choose to engage our consults to conduct an employment standards audit. Our team of auditors will review your documents (e.g. payroll records, time attendance, employment contracts, pay-slips) to ensure that the company’s practices are in compliance to the Employment Act and the CPF Act. The areas of coverage include the following:
Under the Employment Act
Hours of work
Payment of Overtime work
Payment for work on rest day and public holiday
Paid sick leave and annual leave
Pay slips and Key Employment Terms
Under the CPF Act
CPF contributions on various salary items, commissions, allowances, cash incentives etc.
How will your company benefit
No disruption to your work-pass applications if your company’s practices are compliant
Peace of mind that your HR practices are in full compliance to legislation(Employment Act and CPF Act)
Consultancy Services and advice on how to address any non-compliance and recommendations on how to enhance HR policies to meet legislative requirements. Post audit actions can include any of the following:
Review of Employment Contract and Inclusion of Key Employment Terms
Restructure Hours of Work and Over Time policies
Review of Salary & Benefits Structure including payments of allowances, incentives
Review/ Establish Staff Handbook
Recommend Technology Enablers & Review of Payroll Processes
Do our employment terms & conditions comply with legislation (e.g. Employment Act, CPF Act)?
What can we do if we are found to be non-compliant to various aspects of the Employment Act?
Recruitment & Selection
Recruiting Right – Job Fit, Culture Fit, Potential
When adding all of the direct and indirect costs, the total cost of turnover can be 2-3 times the salary of the position. For any company, a lost employee is not only a cost but a loss of knowledge and skills. An effective recruitment & selection system looks beyond structured interviews and competencies and incorporates an in-depth assessment of cultural fit as well as individuals’ potential.
We help our clients establish policies and processes related to implementing fair and progressive recruitment practices depending on their readiness and appropriateness. Depending on the current maturity level of your recruitment and selection system and your readiness, our consultants will work with you to enhance your system to the sophistication required, anchored on a competencies-based approach. The ultimate intent is to ensure a system which is least bias and ensures a consistent approach to select the “best-fit” candidate for the role and hence increase the quality of hire.
Basic Recruitment & Selection System
Establish recruitment & selection processes and procedures
Develop customised forms, templates for the recruitment and new hire processes
Intermediate Level Recruitment & Selection System
Identify appropriate Recruitment Assessment Tools as part of the Selection Process
Develop a Competency-Based Interview Guide
Train Hiring Managers on Interview Techniques
Sophisticated Recruitment & Selection System
Develop PerceptionPredict® "Performance Fingerprint" to Identify High Potential at Hiring Stage
How can we hire better quality candidates to ensure better quality candidates?
How do we ensure that our hiring managers have the skills to execute fair hiring practices?
Performance Management System
Performance Goals (KPIs)
Key Performance Indicators differentiated by job levels and job roles
Core Competencies identified aligned to Core Values
Behavioural Descriptors differentiated by job levels
Functional Competencies for each Job Family
Articulates the performance statements/expected behaviours of the job role
When employees are unclear about what is expected of them, it is no wonder that during the performance review/discussion session, there will be misalignments and difficult conversations.
We believe the management can mitigate these misalignments if they can clearly communicate what is expected of the staff if they can articulate the desired performance outcomes and desired behaviours (aligned to the company culture). The more frequent the conversations (formal or informal), the more opportunities for alignment.
During the performance review discussion, it is also a good opportunity to discuss development interventions so as to achieve the desired performance levels and part of this is to discuss competency gaps.
Our consultants will work closely with the management team to enhance the performance management system to achieve alignment of expectations across the organisation. We facilitate the development of the following components:
Development of the Core Competency Framework and associated behavioural descriptions across various job levels, aligned to the organisation’s core values;
Development of a set of Key Performance Indicators at Organisation, Team and Roles levels;
Development of the Functional Competency Framework specific to job families which then also form the basis of the Learning & Development framework.
How do we ensure that our employees are focused on achieving the organisation’s goals?
How to we ensure that we clearly communicate performance expectations?
How do we ensure that desired behaviours are recognised and dysfunctional behaviours are corrected?
Learning & Development
When employees lack the right skills and knowledge to perform their roles, inadvertently this impacts the company’s performance. When the organisation’s strategies change to respond to market requirements, how agile the workforce is in identifying the new capabilities required to execute the strategies and plans effectively.
We help organisations identify the leadership and functional competencies required across job roles. This also facilitates clarity of the performance requirements across job roles. References on role requirements are made to international skills frameworks including Singapore’s Skills Framework across more than 30 industries.
Accompany the competency framework, we also work with organisations to develop policies and processes to address skills gaps of existing staff. For new hires, we can design the on-boarding process and programme to accelerate the staff integration process.
Do our employees have the required knowledge and skills to perform in their current roles?
What are the new knowledge and skills required of our employees to achieve our strategies?
How do we develop leadership capabilities?
Compensation & Benefits
When we do not regularly benchmark and update our salary structure to the market, we usually find challenges in hiring. This is especially so for specific key roles which are of high demand in the industry. Another common challenge organisations face is that when they have no choice and hire a candidate at a higher salary than current staff in similar roles, it upsets the existing staff and dissatisfaction and staff morale is affected. These organisations feel that when it comes to compensation and benefits, they are always in a reactive mode. In another scenario, when new roles are created in the organisation, management is not quite clear on what is a salary level to accord the new job role.
A structured approach to salary and benefits takes into consideration the following:
The job value of various job roles across the organisation and how does the difference influence the salary ranges
The job content of the job role vis-à-vis a similar role in the industry sector
The market salary range of similar roles in the sector
Our consultants will review the job content and conduct a job evaluation to understand and determine the “job value”. In most cases, it is also an opportunity for the organisation to review its job descriptions to better reflect the role and at the same time review its naming nomenclature/job titles. Thereafter we facilitate a process to conduct a salary benchmarking with market salary data to develop a company-specific salary structure. A similar review of the organisation's benefits is also conducted to ensure that the total compensation & benefits package is competitive and aligned to the positioning determined by the organisation as well as its Employer Brand.
Do our salary offers limit our hiring decisions?
Are we losing staff mainly due to our salary and benefits?
How do we know if our salary and benefits are competitive to the market?
In many organisations, especially those with a younger workforce profile, availability of career opportunities is a key driver of employee engagement and positive word of mouth of the Employer Brand. One of the key factors for Gen Z’s and Millenials when joining a company is the opportunity to learn to enhance their career development. We hear this time and again but does this mean and what is the impact of smaller organisations which may not be able to provide the career pathways. We work with the Management team to redefine what career opportunities mean in the organisation and then articulate new pathways based on the competency framework.
Career Development will also be aligned to Learning and Development to prepare staff for their future roles.
How can be better communicate career development decisions?
How can we create new career opportunities for our employees?
How can we better manage career development in our organisation?
Job redesign should be strongly considered when organisations are faced by circumstances that warrant a rethink of the current way of work and whether job roles and competencies are still relevant. Examples of these scenarios may include:
Introduction of new technologies or review of processes to effect increased productivity or to enhance the customer experience
Business integration which warrants the need to review the relevance of job roles
Review of strategies and the requirement of the new job and/or new competencies
Facilitate new work arrangements (e.g. job sharing) or review of job content to meet the needs of an ageing workforce
The outcome of job redesign will also benefit individual employees in several ways which may include:
Create physically easier, safer and smarter jobs for older workers
Increase employee motivation & job satisfaction through introduction of new job elements (job enrichment or job enlargement)
Enhanced career pathways aligned to skills requirements
Our consultants will take you through a structured process to redesign the jobs to meet the desired business objectives and manage the buy-in across stakeholders.
Conduct a needs assessment to determine the Job Redesign objectives and plan
Analyse current Job Roles and Processes; Conduct Job Shadowing
Design Job Redesign Prototypes and Develop Implementation Plan
Align new Job Roles to Compensation, Career and Competencies Frameworks
How do we ensure that our jobs are “Future Ready” with the right skills and knowledge to address organisational needs?
What are new skills and knowledge required when we introduce new processes or technologies? How will the job roles change?
How will careers, compensation & benefits change when job roles change? How do we effect these changes?
Talent Audit & Succession Planning
Depending on the maturity level of the organisation’s Talent Management System and your needs, we can work with you to enhance your approach to talent identification and succession planning.
If the organisation has not yet established a systematic approach to identifying critical positions for succession planning, we will work with senior management to put this in place.
The next step is to establish a structured approach to:
determine the quality of its current talent pool by conducting a Talent Audit and/or
identify the potential talent pool across the organisation
We recommend a 360-degree leadership assessment. We believe that Leaders make decisions and manage employees, but Leaders are also de facto cultural leaders. Consciously or not, Leaders’ manner and behaviours transmit a wide range of cultural markers and sets the stage for a healthy or dysfunctional organisation. The objective of the 360-degree cultural assessment is to conduct a baseline assessment of leadership values, strengths, and areas for growth, based on confidential feedback from chosen colleagues.
Post assessment, our consultants are able to conduct a feedback review to interpret each Leader's results and identify areas that need further inquiry. We can support Leaders in crafting an action plan, including specific and measurable steps you can take to live your values and lead more effectively. If required, individual coaching can be executed over a 6-month period to facilitate reflection and implementation of the desired next steps.
How can we be more effective in identifying leadership potential?
How do we ensure that our high performers have a high potential for future roles?
Have we identified successors for critical roles?
How do we groom our future leaders?