FLExIBLE WorkIng Arrangements

UUPPbeat
beat
MICA (P) 237/04/2009
an EMPLOYER ALLIANCE Publication
FLExIBLE WorkIng
Arrangements
In The Recession
Best Practice Case Studies from 4 Companies
The Case for Work-Life Integration
Enhanced WoW! Fund
About
Employer
Alliance
U
pbeat is just one more service of Employer Alliance (EA),
designed to complement its comprehensive website,
www.employeralliance.sg, as well as the numerous Work-Life
seminars and forums it organises.
Employer Alliance is a network of corporations committed
to create an enabling work-environment to support WorkLife integration. Its vision is to build corporate awareness of
the contribution of Work-Life to business results. Singapore
corporations are challenged by talent management and staff
retention; therefore a sound Work-Life strategy is the key.
More than 500 companies have joined EA as corporate
members and the number continues to grow. These
corporate members come from different industry sectors such
as manufacturing, retail, services, financial and hospitality,
thus offering a rich array of resources and innovative WorkLife enhancement ideas. Membership is free and member
benefits include access to our resources and invitations to
forums, events and key Work-Life conferences.
To join as member, simply log onto the EA website
www.employeralliance.sg or call (65)6827 6953 for the
application form. You can also browse the website for
resources, information about Work-Life strategies and useful
links to ministries and organisations which promote Work-Life
integration.
Message
from Chairperson
W
elcome to the inaugural issue of Employer Alliance’s
newsletter, Upbeat. Providing this quarterly newsletter
is yet another service we wish to render our partners to
complement the Employer Alliance webpage, talks and
seminars that we frequently host. In this newsletter, you
will mine a wealth of useful information such as new and
valuable government grants; learn the best practices of top
companies who embrace Work-Life; and glean advice from
Work-Life experts.
For this newsletter to work best for you, I encourage you
to be generous with your feedback. Perhaps you know of a
company with a handsome Work-Life practice that you think
should be emulated? Or you have a burning question that you
wish to pose to our panel of Work-Life consultants? Simply
write to us at admin@employeralliance.sg
I mused long and hard over the appropriate title for this
little publication. In the end, I want to stand by the name
“Upbeat” as I feel this should be our attitude, and it will
also be the logical conclusion if we choose to take a positive
attitude to the present economic environment and our valued
staff. Work-Life strategies are particularly vital in these times,
as you will discover in this issue.
I believe you will find it very apt that we have chosen,
for this issue’s theme, the topic on flexible solutions in the
recession. Can flexibility be practised in such uncertain times?
Yes; and you will find that it is, indeed, the ideal solution. But I
shall let the following organisations speak for themselves.
Claire Chiang
Chairperson, Employer Alliance
co ntent
content
2About Employer Alliance
3The Chairperson’s Message
By Claire Chiang
Cover Story
5
Flexibility can offer
alternatives
to downsizing
by Jennifer Swanberg
8Best Practice Companies
Flexible work options offer better solutions than layoffs.
A look at how four local companies are responding to the economic times
Employees Work Harder in Recession – Lucky Joint Construction
Focus on the Spirit of FWAs – OTi Consulting
Make Your Organisation an Irresistible Workplace! – IBM Singapore
Master Tricky Rostering for Maximum Impact - Alexandra Hospital
12In Conversation with Work-Life Expert
EA Executive Committee
13From
The Case for
Work-Life Integration
Sharing their thoughts are Mr Danny Teoh, Managing Partner of KPMG,
Ms Teresa Lim, Managing Director of IBM Singapore, Mrs Helen Lim-Yang,
CEO of OTi Consulting and Mr Liak Teng Lit, CEO of Alexandra Hospital.
Information
14Work-Life
Enhanced WoW! Fund
15Spotlight on EA Activities
FLXIBILITY
flexibility
can offer alternatives
to downsizing
by Jennifer Swanberg
Hardly a day goes by without reading about plant closures,
company downsizing, or small businesses folding. Layoffs
are hitting record-setting proportions. Yet some companies
are containing labour costs not by slashing their workforce,
but by working flexibly.
5
6
Y
es,
that’s
right.
Innovative
employers are instituting flexible
work options as an alternative to, or
in hope of avoiding, layoffs. Reduced
work schedules, 4- to 10-hour days,
telecommuting, job-sharing or unpaid
vacations are solutions that have
minimised job cuts at places such as
Dell, FedEx and The Courier Journal.
Dell has requested that employees take
one week of leave without pay. FedEx
has cut salaries of senior executives and
salaried-exempt employees by 5 to 20
percent. This delivery giant estimates
a $600 million savings through salary
reductions.
Cali Yost, author of Work+Life Fit
and Fast Company Blogger, contends
that “using strategic work and life
flexibility can help organisations
avoid at least some layoffs. Reduced
schedules, sabbaticals, telecommuting
and flexible scheduling are not just
isolated, downsizing tactics. They are
part of a broad, coordinated growth
and cost-cutting business strategy with
multiple benefits that include, but are
not limited to, creative downsizing.”
coVeR StoRy
A study of 100 Chief Financial Officers
(CFOs) co-sponsored by her company
reveals that CFOs are using strategic
flexibility to reduce their workforce
without severing ties with employees.
According to Yost, “...nearly one
third of CFOs used flexibility as a
workforce reduction strategy, allowing
them to stay connected to employees
through contract project-based work,
reduced hours with full-benefits and
sabbaticals with full benefits.”
Yost urges employers to consider
working flexibly before considering
layoffs. She shares an example of a
company that found a creative way
to deal with dwindling budgets and
minimise employee suffering. In
2008, Sigma, a full-service
advertising agency in New
Jersey, asked its employees
to consider part-time hours
or monthly sabbaticals as a
way to avoid layoffs. “When
given the choice, Sigma
found employees were
more than willing to take
time and a reduction in
pay, rather than leave the
company,” said Yost.
These are tough
times. None of us wants
to take a pay cut. But
earning less may be better
than earning nothing.
Telecommuting
or
telework is another costsaving and potential
alternative to layoffs
or pay reductions,
and one that avoids
the distress associated with downsizing
and pay cuts. Charlie Grantham, author
of the book Future of Work, boasts that
working flexibly can reduce workforce
supports by 40 percent. The biggest
source of cost reduction is real estate
and associated facilities management
costs, followed by savings related
to a reduced need for IT, HR and
administrative support. An added
boon of telecommuting is that it avoids
the plunge in employee morale and
motivation that often accompanies
downsizing. Studies show a 15 percent
increase in productivity among remote
employees, and demonstrate that
remote employees achieve results in
fewer hours and often of higher quality.
The business proposition for
flexibility is convincing — it reduces
workforce support costs, boosts
productivity, enhances recruitment and
retention, increases corporate agility
and minimises traffic congestion. Yet
business leaders still resist it.
“
…nearly one third of CFOs used
flexibility as a workforce reduction
strategy, allowing them to stay
connected to employees through
contract project-based work,
reduced hours with full benefits
and sabbaticals with full benefits.
”
Peter Drucker, considered by some
as the father of modern management,
said that successful leadership is about
doing the right things. Now, more
than ever, the time is right for business
leaders to do the right thing— consider
working flexibly an alternative to
downsizing.
Jennifer E. Swanberg, Ph.D., is
the executive director and founder of
the Institute for Workplace Innovation
(iWin) at the University of Kentucky and
an associate professor in the UK College
of Social Work. This article, dated 5
February 2009, is reproduced with
permission from Business Lexington
magazine.
coVeR StoRy
7
Interviewed by Pauline Loh
emPloyeeS
WoRk HaRdeR
deR
de
R
in ReceSSion
8
Lucky Joint Bu
rsary
- Lucky Joint Construction
L
ucky
Joint
Construction,
an
underground
telecommunication
installation company, says they have
nothing to complain about in these
uncertaintimes.“Ourindustryisbooming
and we have increased manpower by
30 personnel since February,” said a
company spokesperson.
Lucky
Joint
specialises
in
underground cable installation and
termination, fibre splicing and blowing;
building construction and horizontal
directional drilling (HDD). The company
is commended in the industry for
breaking the Singapore record of laying
the longest submarine cable work with
a distance of 1280 meters. In terms of
human resource, Lucky Joint is a leader in
Work-Life policies, winning the national
Work-Life Excellence Award this year.
It has been observed in Lucky Joint
that employees have kept abreast of
the recession by reading the daily news
and some have responded by working
more diligently than before. Thus, there
appears to be no pressing need for the
company to upgradeitsalreadygenerous
Work-Life measures. Nevertheless, Lucky
Joint has implemented further benefits
for its 157 staff.
It has increased its subsidy for
employees’ meals. Labourers receive
three subsidised meals daily and office
staff enjoy free lunch four days a week.
Managing Director Mr Yeow Kian Seng
shows his care and connection with his
staff by occasionally preparing dinner for
employees who have to work overtime.
beSt PRactice comPanieS
R
Award 2009
Staff who approach the company
for loans have increased by 30 percent
since the economic downturn; most of
these stem from family needs. Far from
seeing these requests as irrelevant to
daily operation and productivity, the
management views it as the employees’
statement of trust in their employers and
they weigh each request carefully.
On trial is a new employee benefit
where the lorry for transporting labourers
is substituted by a weekend car. This will
greatly improve the employees’ travelling
comfort if the scheme proves feasible.
On top of these new benefits, Lucky
Joint continues to implement its ongoing
Work-Lifestrategies,forexample,allowing
staff to telecommute as part of its flexible
work arrangements. Telecommuting is an
arrangement where the job is performed
at a location other than the workplace; it
may be exercised during emergencies
or as part of the regular work week. This
is useful for staff who need to tend to
temporary domestic needs or who are
working on site. Job sharing is allowed,
thus staff can apply for leave knowing
that the area of responsibility will be taken
care of by colleagues.
The management has looked into
the possibility of a prolonged economic
slowdown. If this happens, it may institute
three new employee awards with cash
rewards. Judging by the enthusiastic
response from staff at company events
and employee surveys, the company’s
Work-Life measures have achieved their
desired objectives.
ather than chasing after new
strategies to maintain and attract
staff in the economic downturn, OTi
Consulting believes in focusing on the
spirit of existing Work-Life measures and
ensuring that this spirit of “flexibility with
accountability” is practiced by staff and
management.
OTi Consulting is an international
human resource and organisational
development consultancy firm. It has
won numerous awards including People
Developer Standard award, HR Vendor
of the Year for two years running and
Inscape Publishing’s President’s Club
award for their psychometric profiling
tools, among others.
OTi management believes that
external circumstances like news about
the bleak economy are not as influential
upon employees as the culture of the
organisation they work for. This is borne
out by its latest employee satisfaction
survey which demonstrated that staff’s
continued commitment and motivation
are influenced largely by their immediate
supervisors and the learning and
development opportunities available to
them.
OTi has put in place telecommuting
and part time schemes for its 30-strong
staff. Other staff members telecommute
or work flexi hours on a need basis. These
flexible work arrangements (FWAs)
have been fine-tuned and formalised
over years of implementation and has
become very much part of OTi’s culture.
Besides FWAs, OTi also has an
interesting buffet of employees’ benefits
like Durian and Pizza parties, barbecues
and games nights organised throughout
the year. Management, staff and their
families mingle and interact during these
fun events. This year, OTi is stepping up
on staff training and development as its
response to the economic climate.
If the recession were to be
prolonged, the company may
encourage staff to plan and utilise
their annual leave early where possible
so that, when the upturn comes, the
personnel will be refreshed and ready.
focUS on tHe
SPiRit of fWaS
- oTi Consulting
The OTi Family
beSt PRacticeS comPanieS
be
9
10
T
make
m
ake yoUR
oRganiSation
oRgani
oR
gani
an iRReSiStible
iRRe
iRR
e
WoRkPlace!
- IBM Singapore
he management in IBM Singapore
closely monitors the response of its
3000 staff to the economic downturn.
In February this year, it conducted
its Employee Pulse Survey and was
satisfied with the results that employee
satisfaction had increased by 3.6 points
since the last survey done six months
ago. The Survey gauges employees’
satisfaction, commitment and response
to the management’s communication.
IBM Singapore’s suite of FWAs is
impressive. 60 percent of its workforce is
mobile! This is made possible with the
company’s ‘Mobility’ Programme, which
equips employees with the technical
freedom to work from anywhere outside
the IBM office. But more important to the
programme’s success is the atmosphere
of mutual trust and accountability
between management and staff which
has been carefully cultivated over the
years.
The results assure the management
that there is no need to alter their
existing Work-Life strategies, as yet.
However, such close monitoring allows
the company to respond immediately
to any change. If the downturn is to be
beSt PRactice comPanieS
prolonged, the company is prepared to
re-evaluateitsflexibleworkarrangements
(FWAs) and benefits in order to meet its
employees’ changing needs.
IBM also embraces staggered start
and end times, part-time and a WorkLife Leave Programme which gives
employees the leeway to work a reduced
schedule in lieu of taking a full leave of
absence in order to balance work and
personal demands.
In the present pervasive doom
and gloom climate, IBM’s employee
programmes have made it a fun,
creative and irresistible work place. For
example, last year’s IBM Day featured
beach activities, band performances
by staff and climaxed with a fireworks
performance. Employees with children
also look forward to Kidz@Work, a day
where their little ones are invited into
the offices to observe their parents at
work. Last year’s Kidz@Work Days were
themed “Charlie and the Chocolate
Factory” and “Harry Potter”.
Such efforts assure the employees
about the management’s commitment
to their welfare, thus building their sense
of trust and loyalty to the IBM family.
R
ostering work schedules and yet
ensuring alert and efficient service
by staff at the end of their shift is a
particular challenge for hospitals who
operate round the clock and need
to maintain impeccable standards
of hygiene and service. Alexandra
Hospital has successfully implemented
compressed work week for its inpatient
nurses. Compressed Work Week is an
arrangement in which an employee
works her full-time hours in fewer than the
normal number of days per work week.
The Hospital has arranged a novel
shift for its nurses, a majority of whom
are female and married. By working 45
minutes more per shift, nurses gain an
extra off day every two weeks which gives
them more time with their families and
helps them to unwind effectively. Rosters
are arranged such that nurses take turns
to enjoy their day off on a weekend.
This was a strategic move as it
attracted more women to rejoin the
workforce and helped retain quality
employees.
Other flexible work arrangements
include part-time work, which helps
retain experienced mature workers
who prefer a lighter workload but
are not prepared to retire yet. Parttime staff relieves the workload in
departments during peak hours, thus
meeting the needs of both employer
and employee.
The healthcare sector is generally
not affected by economic downturn, but
the management is confident that its
existing FWA will still benefit employees’
family members who may be affected by
the current job market.
If the recession was to worsen or
be prolonged, the Hospital is open
to consider such unique measures as
creating job opportunities for family
members of staff whose skills are relevant
to healthcare work. The management is
sensitive to the impact of family working
under the same roof as they can render
moral support to each other.
Meanwhile, the Hospital continues
its training and upgrading programmes
for staff. The organisation’s employees’
benefits also receive a boost this year with
more subsidies for health programmes.
It is little wonder that the most
recent employee climate survey,
conducted in November 2008,
shows an increase in Alexandra’s staff
satisfaction and engagement.
maSteR tRicky
icky
RoSteRing
foR maximUm
m
imPact
- Alexandra Hospital
beSt PRactice
actice comPanieS
comP
com
P anie
anieS
S
11
In Conversation with
WoRk-life exPeRt
xPeRt
12
Diane Burrus is a Senior Consultant and Workplace Flexibility Practice
Leader with WFD Consulting, a leading global consulting firm specialising
in attracting, retaining and engaging critical talent.
Upbeat: How important is workplace
flexibility to employees?
DB: Flexibility (both formal and occasional) is
extremely important to employees because
it provides them with more control over their
work schedules to manage work and personal
commitments. Flexibility also contributes
to job satisfaction and commitment. WFD’s
New Career Paradigm Study* found that
flexibility is highly valued - 84% of participants
rate it as ‘important’, ‘very important’, or
‘extremely important’ to their satisfaction
with work, yet only 49% are satisfied with the
flexibility they currently have. When asked to
identify the top two factors contributing to job
satisfaction, work/life balance and flexibility
follow in importance after the essential
elements of salary/wage, job security, and
benefits, and are more important than other
factors like meaningful work, development
and advancement opportunities and one’s
immediate manager. Clearly, work/life balance
and flexibility are critical to employees’
satisfaction with work.
Upbeat: Employee resilience is critical in
these challenging times. Does flexibility
contribute to resilience?
DB: Resilience is the employee’s ability to
work under pressure and effectively manage
work and personal responsibilities. We
can use four items to measure employee
resilience: confidence in ability to manage
pressures of work, having enough energy
to accomplish important tasks, ability to
spend time on things that are important
and having a fulfilling life outside of work.
We have observed that employees who use
some type of workplace flexibility report
higher level of resilience than those who do
not use a flexible work option. Significantly
higher resilience levels are observed in
those using flexible start/end times, parttime or other reduced hours arrangement,
and occasional flexibility. Flexibility and
control over work reduces stress and helps
build employee resilience.
Upbeat: How do flexible arrangements
impact a company’s recruitment?
DB: To understand what contributes to an
individual’s decision to accept an employment
offer, WFD asked “recent joiners”—those
who had signed on with their current company
within the last three years—about the most
important factors in their decision. We found
that exempt women rate the importance of
work/life balance and flexible work options
higher than benefits and job security; among
non-exempt workers, flexibility plays a more
prominent role in women’s decision to take a
job than it does for men.
Upbeat: Does flexibility contribute to a
company’s retention of staff?
DB: Flexibility is a factor in retaining employees
and saving the costs of turnover. WFD has
identified seven factors that will be helpful in
analysing predicted turnover of employees in
a company. One of these is “Schedule control
(flexibility, workload, work/life balance)” This
factor is one of the strongest predictors of
expected tenure. Early career workers (under
30 years of age) who are dissatisfied with
schedule control are more likely to plan on
leaving. For mid-career workers (30-49 years
of age), parents who are dissatisfied with their
schedule control are twice as likely to plan on
leaving; and non-parents are ten times more
likely to plan on leaving. Late career workers
(50+ years of age) who do not have the
flexibility they need and are dissatisfied with
job meaning are 48% more likely to leave.
*The New Career Paradigm Study was
conducted by WFD in 2006 with 2,775 exempt
and non-exempt employees from medium and
large US companies. The purpose was to better
understand what drives today’s job choices—
and how these patterns affect companies’
recruitment and retention efforts. For more
information on WFD Consulting, log on to www.
wfd.com. To receive an electronic and/or hard
copy of the New Career Paradigm study, log on
to http://www.wfd.com/news/ncps.html
in conVeRSation WitH WoRk-life exPeRt
t
The case for
WoRk-life
integRation
The longer term issues surrounding a talent squeeze will be with us long after the current
downturn as working populations in developed economies continue to shrink. Work-Life
balance initiatives supporting the retention of good talent must therefore be a long term goal.
Organisations must aspire to achieve this balance, through fostering an attitude of respect
for the personal and professional life of their people. Secondly, corporate leaders must inspire
by setting the tone; walking-the-talk; laying the plans and applying the necessary resources to
make it happen.
Mr Danny Teoh, Managing Partner, KPMG
Work-Life integration is deeply embedded in the culture of IBM. Our Work-Life integration
platform empowers our employees with the flexibility and freedom to meet their personal
needs effectively while delivering on their business commitments. One of IBM's key values is
trust and personal responsibility in all relationships, and we especially strive to live this value with
our people.
Since IBMers have sufficient latitude to take care of their personal and family needs, they
enjoy greater satisfaction and peace of mind, and deliver their best towards creating innovations
that matter for our company and the world.
Ms Teresa Lim, Managing Director, IBM Singapore
At OTi, we recognise the wholehearted contributions of our talented people and we want to
honour their commitment through Work-Life strategies that will bring out the best in how they
manage their Work-Life. We see the reciprocal trust and support generating consistent strong
performance from individuals on formalised flexible work arrangements.
Mrs Helen Lim-Yang, CEO, OTi Consulting
The recession is a sobering hit for many of us but I strongly believe that this global economic
crisis will make everyone of us stronger. I always tell our colleagues that there is a silver lining in
every financial crisis, and this is no exception. It is also a chance for companies to restructure and
better equip themselves for the upturn. With our government’s support and a united community,
we will be able to ride this storm out steadfastly. To many of you out there, do not despair but
persevere through, and you will see the light at the end of the tunnel.
Mr Douglas Foo, CEO, Apex-Pal International
In the business of healthcare, we need to be role models. We need to be happy and healthy
before we can reach out to care for our patients. At Alexandra Hospital, we champion creative
Work-Life solutions such as piloting compressed work-week to woo professional nurses back to
the workforce. With this creative rostering, our nurses are able to enjoy an extra day off.
In the aspect of the ageing workforce, Alexandra Hospital has tailored a workplace
health promotion programme known as Health for Older Persons @ Work (HOP@Work). This
programme serves to empower mature employees with healthy lifestyle management. These
initiatives will help to reap long-term success in attracting and enhancing employability.
Mr Liak Teng Lit, CEO, Alexandra Hospital
fRom ea execUtiVe committee
fR
13
Enhanced
WoW!
W
W! fUnd
f
14
Spotlight on ea
actiVitieS
G
ood news for all Employer Alliance partners and companies interested in
promoting Work-Life! Since March 1 this year, the Ministry of Manpower’s
WoW! Fund has been topped up with an enhanced tier of $10,000, thus adding
up to a grand total of $20,000 of co-funding by the government inclusive of the
common tranche of $10,000.
The Work-Life Works! (WoW!) Fund is a government grant given to businesses
to encourage employers to introduce Work-Life measures at the workplace.
The enhancement was implemented to empower applicant companies to
achieve more in their Work-Life policies. Along with the additional funding, more
flexibility in the usage of the fund has been introduced along with relaxation of
the cap on expenditure. Government co-funding has gone up to as much as 80
percent of Work-Life expenditure, provided that the companies give creditable
reports on how the Fund has been used.
Certain criteria from the grant need to be observed, for example, to qualify for
the common tranche of $10,000, the company needs to appoint a staff member
to attend MOM’s basic Work-Life training course, implement flexible work
arrangements in the company and communicate HR policies to employees.
To learn more about the WoW! Fund or to apply for it, please log on to
the Ministry of Manpower website or click http://www.mom.gov.sg/publish/
momportal/en/communities/workplace_standards/work-life_harmony/WoW__
Fund/key_features_of_the.html
The Ministry of Manpower conducts a free monthly WoW! Fund briefing
on every first Monday of the month. To register for the briefing, please contact
Employer Alliance at (65)68276953 or email admin@employeralliance.sg
Editorial
Committee
Chief Editor
– Yeo Miu Ean
Editorial Team – Alice Tang
Pamela Sng
Michelle Xing
Pauline Loh
Work-life infoRmation
EA Secretariat, SNEF Training Centre, 19 Tanglin Road, #10-01
Tanglin Shopping Centre, Singapore 247909
Tel 6827 6953 Fax 6836 2876
Email info@employeralliance.sg Website www.employeralliance.sg