energising work culture-a work-life strategy handbook

7/31/2019 Energising Work Culture-A Work-life Strategy Handbook

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A Work-Lie Strategy HandbookEnergising Work Culture


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Acknowledgements

The Tripartite Committee on Work-Lie Strategy thanks the ollowing

or their support in the development o this guide:

City Developments Limited

Lucky Joint Construction Pte. Ltd.

McDonalds Singapore

NCS Pte. Ltd.Purple Sage Pte. Ltd.

Straits Construction Singapore Pte. Ltd.


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A Work-Life Strategy Handbook 1

ContentsForeword 2

Work-Lie Champion 4

The Role o Human Resource Practitioners

Work-Lie Basics 5

What is Work-Lie Harmony?

Work-Lie Works 6

Making Work-Lie Harmony a Reality

Blueprint or Success 8

Getting Started 10

The Importance o Needs Analysis

Work-Lie @ Work 12

Implementing Work-Lie Strategy

Work-Lie Stages 14

The Evolution o Work-Lie Needs

Singles 15 Harmonising Career and Personal Interests

The Sailing Generation 21

Anchored and Settled

The Serving Generation 25

The Never-ending Story o Parenthood

The Sandwiched Generation 30

The Young, Old and the Restless

The Silver Generation 31 Mature Workers

New Work-Lie Initiatives 34

Innovate, Innovate, Innovate!

Work-Lie Evaluation 35

Measuring the Success o Work-Lie Strategy

Work-Lie Programmes Listing 37

Work-Lie Resources 40Work-Lie Harmony Sel-Assessment Tool or Employers 41

Snapshot o Employees State o Work-Lie Harmony 43


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2 ENERGISING WORK CULTURE

Work-Lie Harmony has been generating a lot o buzz in Singapore and is gaining

importance as a human resource tool.

Harmonising career with personal goals and responsibilities is a challenge that all

employees ace. Working individuals are looking or enlightened employers who will

allow them to wholeheartedly pursue their careers and, at the same time, ulfll their

personal needs and aspirations.

Todays employers can no longer aord to ignore the importance o Work-Lieeectiveness. An eective Work-Lie strategy is a key dierentiating actor that

enhances talent attraction and retention. Flexible work arrangements can support

business continuity and allow employees to work autonomously and efciently. A Work-

Lie culture builds commitment, engagement and team cohesion, creating a stronger

organisation.

Foreword


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This handbook serves as a guide or HR practitioners to: Profle your employees and identiy the dierent Work-Lie needs at key lie stages. Devise, implement and evaluate a Work-Lie strategy.

We have included best practices rom various organisations to serve as examples o

how Work-Lie strategy can positively impact the employee and employer alike.

We hope this handbook will inspire you as you develop a healthy Work-Lie culture in

your own organisation, and contribute to a vibrant Work-Lie landscape in Singapore.


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As a Human Resource (HR) practitioner, you play a crucial role in creating a

positive Work-Lie environment in the organisation. With direct access to top

management, you are privy to the strategic goals o the organisation. At the same

time, you are close enough to the ground to identiy employee needs. From this

vantage point, HR is in an ideal position to champion a Work-Lie strategy that

aligns organisational goals with the employees personal Work-Lie needs.

Educate

HR practitioners are usually the frst to receive resources and updates on Work-

Lie practices. This wealth o inormation should be shared with your management

to help them understand that employees who successully manage their personal

lie are likely to be more productive at work. This will help you get buy-in rom

management and build a convincing business case or Work-Lie initiatives in

your organisation.

Equip

The best Work-Lie policies and practices are redundant i employees do not

take them up. The challenge or HR is to educate employees at every level o

the organisational hierarchy on the benefts o Work-Lie Harmony and how they

can achieve it. You should also address any concerns and misconceptions about

participating in Work-Lie programmes, beore implementing specifc initiatives

to meet employees needs.

Evaluate

As employee and business needs evolve over time, HR will need to regularly

assess the eectiveness o Work-Lie initiatives, either through ormal or inormal

methods. Employee eedback is vital in fne-tuning programmes and policies to

ensure their useulness and relevance.

Work-Lie ChampionThe Role o Human Resource Practitioners


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What is Work-Lie Harmony?

It involves the complementary pursuit o work and personal goals, so that employees can

be eective and engaged in both their work and personal lie, and meet both personal

and organisational objectives.

An employee with Work-Lie Harmony.

Feels empowered to exercise options and

control over how and where one works

Feels ulflled and eective in ones

personal lie and career

Feels whole that ones personal lie and

career are well-aligned and integrated

Is able to ocus on dierent priorities

at various lie stages

Is more likely to enjoy ones work,

have better amily relationships

and a better quality o lie

Work-Lie Basics

TIP! Building a trust culture based on

transparency is a key actor or a successul Work-

Lie strategy. A good communication plan should be

rolled out one that ensures all employees receive

inormation equitably and in a timely manner.


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Success stories on Work-Lie strategy repeatedly show that Work-Lie Harmony is a

shared responsibility between employer and employee. While the employer is responsible

or ostering a positive Work-Lie culture, employees need to take ownership o their

personal Work-Lie goals and identiy win-win resolutions.

Work-Lie WorksMaking Work-Lie Harmony a Reality

TIP! An eective Work-Lie Strategy aligns the interests o the organisation, the managers(who have targets to meet), and the employees. Engage line managers and employees

separately and inormally to understand their pressures and Work-Lie needs. This inormal

act-fnding will help identiy gaps and highlight possible barriers to Work-Lie initiatives.

The Employers Role

Factor Work-Lie strategy into

the larger business strategy at all

levels o the hierarchy.

Ensure senior management

supports Work-Lie strategy.

Provide a supportive environment,

including inrastructural support.

Develop a meaningul Work-Lie

strategy that addresses employee

concerns.

Be open to employees suggestions.

This may involve piloting a new

Work-Lie initiative or an employee

upon request and evaluating the

progress gradually.

Create open and transparent

channels o communication or

eedback on Work-Lie programmes.

The Employees Role

Evaluate your personal Work-Lie

values and needs regularly, especially

when you enter a new lie stage.

Take ownership o your Work-Lie goals.

Engage your supervisor on your concerns

and fnd out more about Work-Lie

programmes that are suitable or you. You

could request to go on a pilot o a Work-

Lie programme to assess its suitability

or both you and the organisation.

Provide regular eedback on the

policies/programmes that are working or

or against you.

Be supportive. Accept that change

happens gradually and any new Work-Lie

programme may experience some initialsetbacks. Exercise patience and oer help

to refne the strategy.

Be fexible. Accept that there are times

when one must go the extra mile, which

may include working longer hours.


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Work-Lie Strategies Make Business Sense

A exible Work-Lie balance is more important to Singaporeans than high pay

Survey by recruitment consultancy Robert Walters, Business Times 2007

There is a strong business case to be made or Work-Lie Harmony in the workplace.

Providing a Work-Lie riendly environment can be a cost-eective way o meeting

employee needs. When their personal goals are met, employees are more likely to go

the extra mile to satisy organisational objectives.

Personal

Enhanced quality o lie

Time or amily, riends and

hobbies

Playing to your strengths

Greater job satisaction

Organisational

Strong team dynamics

Engaged employees

Higher productivity

Lower stress-related health costs

Lower absenteeism

Increased loyalty

Better talent attraction and

retention

TIP!When building the business case or Work-Lie

strategy, it is important to understand the business

goals o the organisation. Consider the current and

uture vision o the organisation and explain how

Work-Lie practices can help the employer achieve

these goals.


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Blueprint or SuccessCreating and Implementing Work-Lie Strategy

Identiy Business Goals

Interviews and ocus groups with

CEO and management teams (conductedby HR/ Work-Lie Ambassador)

Identiy Employee Work-Lie Needs

Conduct needs analysis

Identiy the employee profle

Understand existing Work-Lie

attitudes and conditions

Identiy the opportunities/gaps or

Work-Lie

Ascertain the barriers to Work-Lie

practices

Consider engaging a Work-Lie

consultant to tailor the needs

analysis or your organisation

Propose Work-Lie

Strategy to Management

Invite management

eedback Address management

queries/concerns

Ensure that Work-Lie

strategy is tied to

organisational goals


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Evaluate Eectiveness o

Work-Lie Strategy

Obtain eedback rom 3 key

sources: Management, employees

(all levels) and clients

Use lead rather than lag

measures

Revise and refne Work-Lie

strategy (on-going)

Create & Implement Work-Lie Strategy

Work-Lie culture/inrastructure

Company vision and mission statement

Support or Work-Lie message rom leadership, middle managementand employees

Work-Lie programmes

t Flexible work arrangements

t Enhanced leave benefts

t Employee support schemes

Implement Communication Strategy

Phase 1:

Communicate new policies and practices through websites, publications,

e-mails or sharing sessions

Highlight eedback channels to employees

Phase 2:

Provide regular reminders o policies, practices and eedback channels

Provide updates on Work-Lie programmes via email/intranet/company

website, etc

Note: A lead indicator is oten used to predict an outcome, and is usually measured at the individualor input level. A lag indicator is a measure o an outcome and is usually measured at theorganisational level.


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Getting StartedThe Importance o Needs Analysis

Needs analysis is the frst step in creating a useul and relevant Work-Lie strategy that

provides a win-win solution or employers and employees alike.

An eective needs-analysis tool will identiy:

The demographic profle o your employees

Currrent Work-Lie conditions and employees Work-Lie needs

Attitudes to Work-Lie practices Key business issues (eg. employee efciency, team relations/dynamics, absenteeism,

etc)

Existing Work-Lie culture and practices (ormal and inormal)

Gaps in current Work-Lie practices

Barriers to Work-Lie practices

There is a wide variety o tools available today, and most o these can be utilised or pre

and post evaluation. Depending on the size and culture o your organisation, you may

choose to use one or a combination o a ew types o tools. However, do pick one that

your audience is most comortable with, and will make them more likely to open up to

provide candid and accurate inormation.

Needs Analysis Tools can be broadly categorised as ormal or inormal:

I. Formal Needs Analysis Tools

Quantitative tools When do I use this?

Online surveys

Paper surveys

When a large number o employees are to be

surveyed

When an extensive range o inormation needs to

be gathered.

When privacy is an issue


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Qualitative tools are especially useul when there is a

need to probe urther into sensitive issues such as:

Characteristics o the existing Work-Lie culture

Perceived barriers to Work-Lie

Reasons or low utilisation o current Work-Lie

programmes and policies

Concerns over implications o implementing new

Work-Lie practices

Focus groups

In-depth interviews

(usually targeting

senior management)

Qualitative tools When do I use this?

When the work culture is relaxed and inormal

When clear and consistent communication channels

have already been established in the organisation

Employee

perormance reviews

Lunch-time/tea-break

chats Post-meeting

employee updates

Qualitative tools When do I use this?

II. Inormal Needs Analysis Tools

Inormal needs-analysis tools work best or small organisations where the hierarchy is

at and there is constant communication across all levels o employees.

TIP! Consider using existing instruments as needs-

analysis tools. Your organisation may already have an

employee satisaction survey in place that can be adaptedwith a ew well-placed Work-Lie related questions.


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Work-Lie @ WorkImplementing Work-Lie Strategy

A comprehensive Work-Lie strategy is made up o two key components:

Work-Lie inrastructure is the backbone o the Work-Lie strategy in an organisation,

and provides a supportive ramework or the implementation o Work-Lie

programmes.

It is characterised by:

Inclusion o Work-Lie values in the organisations vision and mission

Leadership and middle management buy-in to the Work-Lie message

Designated Work-Lie team/ambassador within organisation

Planning and implementation o Work-Lie programmes in a systematic rather than

ad-hoc manner

Promotion o Work-Lie practices through clear and consistent communication.

Intentional employee engagement on Work-Lie issues Results-based perormance evaluation

Continual refnement o Work-Lie practices through employee eedback

Work-Lie programmes are initiatives put in place by employers to meet the

Work-Lie needs o their employees. These may be inormally implemented to

test their viability, beore being ormalised in the HR policy and communicated to

employees.


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There is a wide spectrum o Work-Lie programmes available and these can be classifed

into 3 broad groups:

1. Flexible Work Arrangements (FWAs)

FWAs reer to any work arrangement that allows employees to work exibly rather

than the standard 9-to-5 schedule in the ofce, and yet be equally eective. This

may take the orm o working a dierent number o hours or days, or even workingrom dierent locations, amongst other exible options.

2. Enhanced Leave Benefts

These are leave benefts above the statutory norms that help employees to deal

with personal and amily exigencies.

3. Employee Support Schemes (ESS)

ESS encompasses all other schemes that help employees better manage both

career and personal demands so that they can perorm better at work.

A comprehensive listing o the various Work-Lie programmes by lie stage can be ound

on page 37-39

Integrated

Work-LieStrategy

Work-Lie Inrastructure

Work-Lie Programmes

t 'MFYJCMFXPSL

arrangements

t &OIBODFE

leave benefts

t &NQMPZFFTVQQPSU

schemes


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Work-Lie StagesThe Evolution o Work-Lie Needs

Once implemented, Work-Lie strategies need to be monitored and reviewed periodically

to take into account the changing needs o employees. Work-Lie needs evolve as

employees experience dierent lie stages:

Checklist or a sustainable Work-Lie strategy

Does your Work-Lie strategy

align with the business strategy o your organisation?

address both employee needs and organisational goals?

cater to all demographic groups in the organisation, rather than ocus on dominant

groups o employees?

have measurable outcomes to gauge eectiveness?

undergo periodic review to ensure it stays relevant?

Singles Married ParentsMature

Workers


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SinglesHarmonising Career and Personal Interests

Employees may love their work, but dont want to live solely or it.

General prole:

Appreciate organisational vision and mission

Appreciate teamwork and collaboration

Concerned with career progression

Embrace job challenges readily

Value equitable and air treatment in the workplace

Value meaningul work

Mobile and exible likely to be more open to new and innovative ways o working

Place importance on personal time or relationships and other interests


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Key needs:

A clearly articulated organisational

vision and mission

Career growth and advancement

Meaningul work

Recognition o personal value

Time or personal relationships andinterests/pursuits

Relevant Work-Lie programmes

include:

Flexible hours (Flexi-time)

Telecommuting (Flexi-place)

Exercise programmes eg. aerobics,

gym membership subsidies Social activities and networking

opportunities

Study leave

Voluntary service leave

Reer to page 37-39 or a comprehensive

listing o the various Work-Lie

programmes or singles

TIP!A common rerain heard amongst

single employees is that the usual

Work-Lie programmes are oten

targeted at their married counterparts

or those who are parents. Ensure that

Work-Lie programmes are applicable to

the singles by including initiatives that

encourage personal pursuits and social

networking.


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Case Study Lucky Joint Construction Pte Ltd

Lucky Joint Construction Private Limited is an independent company that specialises in

designing, building & maintaining fbre networks. It began as a sub-contractor in 1976

with only 4 employees, and has grown to be a market leader in telecommunications

networks and a Singapore Small and Medium Enterprise 500 frm.

Lucky Joint frmly believes that a happy employee is a productive employee. Through

inormal chats and eedback, the management realised that the key concerns o sta

were the needs o their children and time spent with amily. Thus, Lucky Joint actively

ensures that its employees have ample time to spend with their amilies, even as they

work hard or the company.

Lucky Joint has been awarded the Work-Lie Excellence Award in 2008 or its eorts in

building a positive organisational Work-Lie culture.

Helping employees meet both work and home commitmentswill boost their morale and, in turn, increase efciency andproductivity. Ultimately, it is a win-win situation as both theemployees and the company beneft.

Mr Yeow Kian Seng, Managing Director

The organisation takes a subtle approach to Work-Lie practices targeted at its single

employees by creating opportunities or networking and meeting new people through its

regular sta gatherings. Managing Director, Mr Yeow Kian Seng, also takes an active

role in dishing out advice to single employees and encouraging them to start their own

amilies, using his own amily as a good example to ollow.


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Business driver or Work-Lie strategy:

A dierentiating actor in attracting and retaining quality employees in the competitive

telecommunications sector.

Work-Lie practices:

t Annual Gathering Harmony event or employees, their amilies

and clients

t Family Dayt Festival celebrations (eg. Sta Christmas Party)

t Inormal employee gatherings

t Company-sponsored training

t Meal subsidies

t Free transport rom work to home

t General fnancial assistance (advance pay/loans)

t Bursaries/education assistance und

t Gits or birth and marriaget Medical and insurance coverage

t Recreation room (equipped with gym, karaoke)

t Transport scheme that allows employee to utilise company

vehicles or personal use

t Loan o company-owned pleasure crat or employees personal use

Examination leave

Study leave Paternity leave

Measures o success (KPIs):

Positive qualitative eedback rom recreation room users as well as employees who

attend sta gatherings

We elt great each time an employee gave positive

eedback and compliments or a good job done. It is worthorganising!

Ms Joanne Lee, Work-Lie Ambassador

Enhanced

LeaveBenefts

Employee

Support

Schemes


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Case Study Purple Sage Pte Ltd

Purple Sage is a boutique caterer with an employee base o 46 people. Since its

inception in 2002, the organisation has dedicated itsel to providing a total solutions

experience or its clients, including decorations and gits, venue-sourcing, equipment

rental, photography and entertainment to suit every occasion.

In its mission to be the leading boutique caterer, Purple Sage recognises that employees

are vital to the organisations success. The company is aware that amily ties are

important to its employees, and frmly believes that having Work-Lie Harmony allows

employees to stay ocused at work and give their very best to customers.

In recognition o its Work-Lie eorts, Purple Sage was awarded the Work-Lie Achiever

Award in 2008.

Business driver or Work-Lie strategy:

A good Work-Lie strategy allows employees to be ocused at work, ensuring a high

quality o customer service.

Work-Lie practices:

Purple Sage oers a comprehensive range o Work-Lie practices that promote career

development as well as oer networking and socialising opportunities or its single

employees.

Flexible Work Telecommuting

Arrangement

Employee t Company events (eg. anniversary retreat at Johor Bahru, movie

Support nights, bowling, Laser Quest and Paintball games, chalet stays,

Schemes annual Christmas parties)

t Education fnancial assistance

t Health and wellness programmes (eg. health talks by medical

consultants, complimentary health screenings)

t In-house massage sessions



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t Manicure and pedicure services

t Training and development (eg. media training, sales training,

culinary courses, wine appreciation courses, Chinese lessons)

Child adoption leave

Childcare leave

Compassionate leave

Emergency leave

Extended maternity leave

Marriage leave

Paternity leave

Sabbatical leave (up to 10 days or ull-time sta)

Study leave (oered to ull-time employees who are under an

education support scheme)


Attraction o high quality employees, specifcally through conversion o part-timers to

ull-time sta

Better team dynamics

High sta-retention rate (employees typically stay at Purple Sage or 3 or more

years)

High levels o satisaction reected in event eedback orms

High participation rate at company-organised events (95%-100%)

Enhanced

Leave

Benefts


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The Sailing GenerationAnchored and Settled

Marital problems are almost inevitable when couplesover-commit themselves. The bonding that should occurrequires time together time that cannot be given i it isabsorbed elsewhere.

Dr James Dobsonin Parenting isnt or Cowards

General prole: Concerned with wealth accumulation and career progression

Value fnancial security

Value meaningul work

Value workplace relationships

Value time with spouse

May be caregivers or elderly

parents/in-laws Taking steps to maintain health

and wellness

Key needs:

Career growth and stability

Family lie resources and

programmes to enhance marriage

Flexible work arrangements

Meaningul work

Recognition o personal value

Time or personal relationships

and interests/pursuits


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Relevant Work-Lie programmes include:

Health and Wellness programmes

Concierge services (eg. laundry pick-up, internal postal/banking service)

Marriage talks and resources

Sabbatical leave

Family care leave

Reer to pages 37-39 or a comprehensive listing o the various Work-Lie programmes

or married employees.

TIP! Afrm married employees by

oering amily lie education programmes

such as personal work-lie eectivenessand marriage enrichment workshops/

talks.


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Case Study NCS Pte Ltd

NCS Group is a leading inormation technology (IT) and communications engineering

service provider. Headquartered in Singapore, NCS is a wholly-owned subsidiary o the

SingTel Group.

NCS strongly believes that people are its most important assets. It believes that

employees with ewer worries in their personal lives are more likely to be engagedat the workplace and will work towards creating satisfed customers, thus enhancing

overall business perormance. NCS is committed to enriching the lives o its employees

and providing the necessary support to ensure employees have time or themselves,

their spouses and children.

NCS has been a recipient o the Work-Lie Achiever Award since 2006 and Singapore

H.E.A.L.T.H Gold Award since 2005.

Business drivers or Work-Lie strategy:

A holistic Work-Lie strategy is key to attracting and retaining the best talent.

Work-Lie practices are pivotal in engaging employees and motivating them to give

their best at work.

Work-Lie practices:

Flexi-time (Flexi-hours)

Part-time employment scheme

Family care leave (additional 6 days o leave which can be used

or marriage, paternity and compassionate reasons, or nursing

o sick amily members)

No-pay leave

Volunteer leave scheme (allows employees to pursue community

work)

The Sailing GenerationAnchored and Settled

Flexible Work

Arrangements

Leave

Benefts


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t Family support programmes (gits or newborns and marriages,

Mothercare room or lactating mothers, online inormation on

home and inant-care services, onsite childcare services available

at subsidised rates)

t Health and well-being programmes ocusing on dierent health

themes each quarter (eg. healthy cooking demonstration; health

reebies eg. ruits/milk/stress ball; lunchtime talks on Work-Lie

eectiveness and other topics; onsite gymnasium and recreation

acilities; regular exercise classes)

t Time-saving services (ree shuttle bus service, onsite ATM and AXS

stations, onsite retail services)


Improved employee engagement index 2007 and 2008 overall sta engagement

index improved by 2 points and 8 points respectively as compared to previous years,

which are higher than the national and industry averages

Increased employee participation rates or Work-Lie programmes

Low attrition rate decreased by 5.8% in 2008 as compared to the previous year

Positive qualitative eedback rom employees who have participated in the various

Work-Lie initiatives

I am glad that I am able to spend quality time bonding withmy baby during the 3 months maternity leave. The childcare

and amily care leave benefts certainly come in handy whenI need time-o to take care o my little one. Its a good thingthat we have quite a well-equipped lactation room that oerssome privacy or nursing mothers.

Dawn Kong, Process Quality Management

Glad to hear our CEOs insights and poignant anecdotes rom

his very own personal experiences, especially on harmonisingthe demands o work and lie, at the lunchtime talk.

Francis Chin, Portal City

Employee

Support

Schemes


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The Serving GenerationThe Never-ending Story o Parenthood

Children just dont ft into a to-do list very well. It takestime to be an eective parent when children are small.

Dr James Dobson in Hide or Seek

General prole:

Typically a nuclear household with two working parents

Experiencing shit in lie ocus, with an increased emphasis on parenting duties

Value quality time with children

Have limited one-on-one time with spouse

May be caregivers or elderly parents/in-laws

Taking steps to maintain health and wellness

Value fnancial security and stability

Value teamwork and quality relationships with colleagues


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Key needs: Autonomy and exibility over job scope and schedule Career stability Family lie resources and programmes to enrich married lie under the stress o

parenting duties and to strengthen parenting abilities Good team dynamics and supportive work colleagues Recognition o personal value Time or personal relationships and interests/pursuits Time or sel-renewal/rejuvenation

Relevant Work-Lie programmes include: Childcare/Student care services (on/o-site) and subsidies Extended maternity leave Paternity leave Extended childcare leave

Family care leave First Day o School leave Flexible hours Part-time work Telecommuting Marriage/Parenting talks and resources


or working parents.

TIP! It is important to be sensitive to

the changing Work-Lie needs o parents

at their dierent parenting stages. An

employee with a young inant or toddler

would be concerned about inant/

childcare acilities and subsidies, whilea parent o a teenager may need tuition

subsidies or counselling support on

parent-teen issues.


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Case Study City Developments Ltd

City Developments Limited (CDL) is a listed international property and hotel conglomerate

involved in real estate development and investment, hotel ownership and management,

acilities management, as well as the provision o hospitality solutions. A property

pioneer since 1963, CDL employs over 350 sta.

CDL is committed to creating a healthy Work-Lie culture or employees as part o its

Corporate Social Responsibility (CSR) eorts. The company recognises that employees

are more productive and can contribute more eectively to the organisation when they

are able to harmonise amily commitments with work responsibilities.

In recognition o its Work-Lie initiatives, CDL has attained the Work-Lie Excellence

Award 2008 as well as the H.E.A.L.T.H Platinum Award in 2008.

Business drivers or Work-Lie strategy: A well-developed Work-Lie policy is a valuable recruitment strategy to attract talent.

A good Work-Lie strategy in the company assures investors o the wellness and

sustainability o the employees, who directly contribute to the organisations fnancial

success.

Work-Lie practices:

Flexi-hours

Permanent part-time employment

t CDL Family Month (eg. company-wide outing to the MacRitchie

Treetop Walk; Eat with Your Family Day; amily-themed lunchtime

talks)

t Little Ones @ Work Programme where employees bring their

children to the ofce to promote a better understanding o their

workplace

t Lactation room or emale employees returning rom maternityleave

t Wider insurance coverage or employees (includes critical illness

and major medical riders)


Flexible Work

Arrangements

Employee

Support

Schemes


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t Workplace health programmes (corporate membership rates

with ftness centres, ree annual health screenings, health

talks/workshops on weight management, lunchtime line-

dancing and body-sculpting sessions)


High retention rate A CDL employee is with the company or 8.1 years on average

and 50% o employees have been with the company or more than 5 years High utilisation rates o lactation room (increased rom 2 emale employees in

2006 to 9 in 2009) and exible start-and-end working hours (over 30% o CDL

employees)

Positive eedback rom employees on Work-Lie culture (90% o employees elt that

there was strong support and positive eedback rom supervisors or management)

Positive eedback rom employees on Work-Lie talks and workshops, lactation

room and other employee support schemes

As a frst-time mother returning rom maternity leave, thelactation room (known as the Mummys Room) allows meto express milk and store it in the ridge conveniently. As aworking mother at CDL, this is just one o the many welarebenefts extended to us.

Ms Angelene, Assistant Administrative Executive

The part-time arrangement is really great or me and myamily! Right now, I have the best o both worlds a job Ienjoy which keeps me challenged, while giving me time toulfl my roles as a wie and a mum. My amily has beneftedso much rom it. Im very thankul to our Management ortheir trust, understanding, progressive approach and support

in giving working parents like me the opportunity to balancethese two very important priorities in lie.

Ms Jacqueline, Assistant General Manager


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Case Study Straits Construction Singapore Pte Ltd

Straits Construction Singapore Pte Ltd is a local building construction company with1,000

employees, with expertise in building public housing or HDB and local developers. It

has won several work-saety and HDB quality awards, and was also a winner o the

Family Friendly Employer Award 2004.

Straits Construction believes that a Work-Lie strategy can align corporate and

individual goals to attain a win-win scenario or all, addressing the business needs o

the organisation and the individual needs o the employees. The company realises that

employees with ewer worries in their personal lives are more likely to be committed

and engaged at the workplace. In particular, exible work arrangements ensure that

employees who are parents can spend quality time with their amilies.


Work-Lie strategy has been implemented to enhance employees productivity and meetthe ollowing organisational goals:

Attraction and retention o talent

Reduction in absenteeism

Increased job satisaction o employees, and hence their co-operation at the

workplace

Work-Lie practices:

Compressed work week

Flexible start- and end-times

Permanent part-time


Qualitative measures positive employee eedback about support schemes

Quantitative measures lower rates o absenteeism and sick leave, and decreased

healthcare costs and incidences o coming to work late


Flexible Work

Arrangements


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A 2001 survey by the National University o Singapore identifed that 25% o Singaporeans

are part o a Sandwiched Generation caring or children as well as elderly parents.

General prole:

At risk o high-stress levels and burnout

Caregivers or elderly parents/in-laws (live-in or otherwise)

Caregivers or school-going children

Likely to have limited one-on-one time with spouse

May ace fnancial constraints due to caretaking duties

May have compromised personal health and wellness

Value fnancial security and stability

Key needs:

Autonomy and exibility over job scope and schedule

Career stability Recognition o personal value

Good team dynamics and supportive work colleagues

Caregiving support (fnancial, practical or emotional)

Family lie resources to enhance married lie and strengthen parenting abilities

Time or personal relationships and interests/pursuits

Time or sel-renewal/rejuvenation

Relevant Work-Lie programmes include: Eldercare services (daycare/nursing home) and subsidies Time-saving services/acilities Marriage/Parenting talks and resources Eldercare sick leave Family care leave Support or caregivers Flexible hours Part-time work Telecommuting

The Sandwiched GenerationThe Young, Old and the Restless

TIP! In addition to the usual Work-

Lie programmes or working parents,

eldercare is a key oering or this

segment o employees.


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The Silver GenerationMature Workers

Older workers are a treasure trove o company knowledge and know-how.

General prole: Above 50 years o age Appreciate afrmation at the workplace Likely to have served out a substantial number o years in the organisation Likely to have a vast store o historical knowledge about the organisation and its clients

Moving towards retirement or semi-retirement May ace some uncertainty/apprehension about what to do when retired Experiencing shit in lie ocus, with an increased emphasis on personal interests

(eg. hobbies and spiritual pursuits) Value quality time with amily Facing health and wellness issues May have grandparenting duties Value fnancial security and stability

Key needs: Access to aordable healthcare and other health and wellness support services Autonomy and exibility over job scope and schedule Job retraining and/or skills upgrading Recognition o personal value Financial security Time or grandparenting duties Time or personal relationships and interests/pursuits

Relevant Work-Lie programmes include: Bring Your Child/Grandchild to Work Day Eat with Your Family Day Health screening programmes Part-time work Flexible work hours


or mature workers.

TIP!Mature Workers have increasingly

complex roles, with grandparenting

duties taking a prominent place in their

lives. Existing childcare/student care

programmes can be tweaked to include

grandchildren as well.


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Case Study McDonalds Singapore

The McDonalds Corporation is the worlds largest quick-service restaurant chain.

McDonalds employs more than 7,000 employees in Singapore and serves more than

1.2 million customers every week.

McDonalds aims to continually provide excellent customer service and satisy employeeneeds at the same time. The organisation has received several accolades or its

commitment to Work-Lie Harmony. These include Hewitts Best Employer o the Year

Awards in 2007 and 2009, and the inaugural Corporate HR Champion Award conerred

by the Singapore Human Resource Institute in 2009.

McDonalds believes that the advantages o employing mature workers extend beyond

bottom-line considerations. Their mature workers are ondly called Aunties and Uncles

as they complete the McDonalds amily and help create a warm and uzzy atmosphere

in the restaurants. They oten oer valuable advice and guide the younger crew in theirwork and outside activities. They also tend to stay with the organisation or a long time,

contributing to a lower sta turnover rate.

McDonalds has made key inrastructural investments to acilitate the employment o

mature workers. These include:

Greater use o visuals and graphics in training aids Touch-screen cash registers

Audio-visual based orientation programme


McDonalds primary goal is to be an Employer o Choice. It uses Work-Lie strategy

to oer exibility and allow employees to pursue their own liestyles, aspirations and

commitments outside o work.


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The Silver GenerationMature Workers

Work-Lie practices:

Flexible Work Part-time work (part-time employees are also entitled to the ull-

Arrangements time benefts package including medical and annual leave, etc).

Permanent part-time employment

Sabbatical leave (8 weeks o leave or every 10 years served)

t Crew Rally (biennial 2-day event held to celebrate the achievements

and recognise the contributions o employees)

t Eat & Exercise with Your Family Day (annual event organised to spread

the balanced liestyle message to employees and amily members)

t Family Nights (casual hal-yearly event where employees amily

members are invited)

t Founders Day (ofce-bound sta assume ront-line roles or the day

to be reminded o the value o the roles)

t i-stories (an inspirational series covering the success stories o

employees, including some mature workers)

t McHappy Day (annual event where McDonalds employees give back

to the community in various ways)

t Movie Day (movie screening and snacks or all employees)

t Restaurant Enthusiasm Programmes to promote the aspect of having

un at work, including the annual year-end party or all employees,

company outings and sports competitions (soccer and bowling)


Better employee health slight decrease in number o employees with high glucose

and cholesterol levels

Increased participation rate in health-related activities (over 80% o employees)

Increased employee engagement and satisaction rates 96% o employees elt

Proud and valued to be working in McDonalds in 2008 Lower turnover o crew (dropped rom 74% in 2007 to 60% in 2008) and managers

(at a low o 22% in 2008)

Enhanced

Leave

Beneft

Employee

Support

Schemes


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Most Work-Lie initiatives are borne out o employee needs and suggestions.

Management and HR should get creative, think out o the box and ormulate

solutions unique to your own organisation! Here are some ideas to get you started.

Singles

Partnerships with established local dating agencies to provide discounted services

and preerential rates Vouchers or hobbies

Monthly inter-department sporting activities (eg. ultimate risbee/handball/

volleyball) as networking opportunities

Create work groups across departments (eg. organising company events

comprising singles o both genders)

Relationship talks and workshops

Married Couples

Weekend Stay-cation vouchers or local hotels

Couple-spa vouchers

Subsidised external marriage retreats

Include spouses at sta retreats

Marriage enrichment talks/workshops

Parents

Ater-hours babysitting services to acilitate couple time

Subsidised holiday enrichment classes or children

Include the whole amily at sta events

Parent-child bonding workshops and activities

Mature Workers

Talks and workshops on grandparenting

Educational talks on post-retirement issues

New Work-Lie InitiativesInnovate, Innovate, Innovate!

TIP! Enlist the help o

an external proessional to

conduct customised programmes

or your sta, so that you can

ocus on strategic planning and

evaluation.


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Lead Indicators

Predict the potential

outcomes o Work-Lie

strategy (orecast)Eg. absenteeism rate, sta

morale & engagement

Lag Indicators

Measure the impact/

outcomes o Work-Lie

strategy (ater the act)Eg. Revenue turnover, proft

margin, customer satisaction

When determining the eectiveness o a Work-Lie strategy, management and HR

teams should ensure that the measures:

Are aligned to the organisational/business goals

Are appropriate or the company culture

Encompasses eedback rom 3 key groups: Management, Employees and Customers

Are simple and concise

Are well-communicated to all employees

Are well-utilised by employees

Work-Lie EvaluationMeasuring the Success o Work-Lie Strategy

Quantitative vs. Qualitative Measures

Both quantitative and qualitative methods can be used to collect data at the evaluation

stage. Quantitative measures include employee satisaction surveys, needs assessment

surveys, employee turnover rates/costs, amongst others. Qualitative measures include

inormal eedback rom employees about Work-Lie initiatives, ocus group discussions,

management-sta meetings and exit interviews.

Lead vs. Lag Indicators

Increasingly, Employers o Choice are opting to use lead rather than lag indicators/

measures to gauge the eectiveness o Work-Lie initiatives.

TIP! Conducting a survey to understand employee Work-Lie attitudes

and satisaction at the pre-implementation stage will provide a valuable

benchmark when evaluating the eectiveness o Work-Lie initiatives.


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Suggested Measures:

Management-related

Turnover rate

Turnover costs

Absenteeism rate

Costs rom stress-related illnesses/

absence

Rate o return rom maternity leave

Productivity rates

Attraction o quality talent

Retention o quality talent

Time required to fll open positions

Job rejection reasons oered by

interviewees at recruitment stage

Proftability

Employee-related

Employee satisaction and

engagement levels

Employee stress and

resilience levels

Employee perception o

quality o lie

Programme utilisation

levels

Resignation intention rate

Client-related

Overall customer

satisaction

Customer retention rate

Customer reerral rate


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Work-Lie Programme Listing

Singles Married Parents Mature

Workers

Flexible Work Arrangements (FWAs)

Compressed Work Week

Cross-Training (in dierent roles/tasks

or greater exibility)

Days-O (employees choice)

Flexible Hours (Flexi-time)

Telecommuting (Flexi-place)

Job Sharing

Part-Time Work Options

Phased Retirement

Phasing In or Out

Seasonal WorkShit-Swapping

Enhanced Leave Benefts

Bereavement Leave

Block Leave

Career Break Leave

Childcare Leave

Eldercare Leave

Emergency Leave

Extended Maternity Leave

First Day o School Leave

Marriage Leave

Paternity Leave

Personal Day Leave

Sabbatical Leave

Study Leave

Unrecorded Time-O

Voluntary Service Leave

Relevant Not as RelevantLegend


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Workers

Employee Support Schemes (ESS)

Childcare Support

Childcare Facilities (On/O-site)

Childcare Subsidies

Community Integration SupportProgrammes or Inants and Children

with Disabilities

Integrated Childcare Centre Programmes

Student Care Services (On/O-site)

Student Care Subsidies

Eldercare Support

Eldercare Facilities

(Daycare/Nursing Home)

Eldercare Subsidies

Support or Caregivers

Financial Support

Bursaries

Education Loans

Financial Assistance

ScholarshipsHealth and Wellness

Fruits Day

Gym Membership Subsidies

Health and Wellness Programmes

Health Screening

Time-Saving Services

Concierge Services (eg. laundry pick-up,

internal postal/banking service)

Dry-cleaning Services


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Workers

Takeaway Food Services

Work-Lie Education/Training

Work-Lie Summits or Senior

Management

Personal Work-Lie EectivenessTraining or Employees

Work-Lie Implementation Training or

Supervisors

Other Family-Related Support

Bring Your Child/Grandchild to Work Day

Eat with Your Family Day

Family Day

Family Lie Education Programmes

(eg. talks/workshops on lie skills,

parenting, marriage preparation and

enrichment)

Family Inormation and Reerral Services

Family Relocation Programme

Family Room

Gits or Marriage/Newborn Baby

Lactation Room

Medical and Insurance Coverage or Family

Other Support Schemes

Counselling Services

Employee Assistance Programme (EAP)

Flexible Benefts

Gits during Hospitalisation

Social Activities and NetworkingOpportunities


Workers

Takeaway Food Services

Work-Lie Education/Training

Work-Lie Summits or Senior

Management

Personal Work-Lie EectivenessTraining or Employees

Work-Lie Implementation Training or

Supervisors

Other Family-Related Support

Bring Your Child/Grandchild to Work Day

Eat with Your Family Day

Family Day

Family Lie Education Programmes

(eg. talks/workshops on lie skills,

parenting, marriage preparation and

enrichment)

Family Inormation and Reerral Services

Family Relocation Programme

Family Room

Gits or Marriage/Newborn Baby

Lactation Room

Medical and Insurance Coverage or Family

Other Support Schemes

Counselling Services

Employee Assistance Programme (EAP)

Flexible Benefts

Gits during Hospitalisation

Social Activities and NetworkingOpportunities


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Work-Lie Funding

ADVANTAGE! Scheme by Workorce Development Agency (WDA) provides a fnancial

grant to support companies initiatives in implementing HR systems, changes to working

environment and business and operational processes that directly boost the recruitment,

retention and re-employment o mature workers. www.wda.gov.sg

Family Lie Ambassador (FLA) Programme by Ministry o Community Development,

Youth and Sports (MCYS) supports the ostering o stronger and more stable amilies inSingapore through the provision o unded amily lie education programmes at the workplace

or working adults. The FLA Programme oers a wide spectrum o amily lie topics, such as

personal work-lie eectiveness, marriage preparation/enrichment and parenting.

www.amilylieambassador.org.sg

Flexi-Works! by NTUC and WDA oers a grant to support a companys eorts in the

recruitment o new workers on part-time or exible work arrangements.

www.ntuc.org.sg/exiworks

Work-Lie Works! (WoW!) Fund is a government grant given to businesses to encourage

employers to introduce Work-Lie measures, including exible work arrangements at the

workplace. www.mom.gov.sg/work-lie

Workplace Health and Sports Promotion Grant (WHSP)by Health Promotion Board

provides fnancial support to help organisations start and sustain their workplace health

programmes. www.hpb.gov.sg

EnterpriseOne comprehensively lists various government grants, loans and other assistanceacross industries. www.business.gov.sg/EN/Government/GovernmentAssistance

Work-Lie Related Websites

Child Care Link www.childcarelink.gov.sg

Education, Learning & Employment @ eCitizen www.ele.ecitizen.gov.sg

Employer Alliance www.employeralliance.sg

Family & Community Development @ eCitizen www.cd.ecitizen.gov.sgMinistry o Community Development Youth and Sports www.mcys.gov.sg

Ministry o Manpower www.mom.gov.sg

Work-Lie Resources


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Work-Lie Harmony Sel-Assessment Tool or Employers

This sel-assessment tool can serve as a guide to determine gaps in your organisations

Work-Lie Strategy. B, C and D below are lists o typically useul Work-Lie programmes.

Please note that not all the Work-Lie programmes listed may be suitable or your

organisation.

S/N PROGRAMMES YES NO

A. WORK-LIFE INFRASTRUCTURE IN ORGANISATION

1. Has your company initiated or developed a strategic

plan to help employees harmonise work and amily/

personal lie commitments?

2. Has your company incorporated the importance o harmonising work and amily/personal lie issues

as a core value?

3. Has your company created a Work-Lie task orce

or committee?

4. Has your company oered training to managers

on how to help employees harmonise work and

amily/personal lie commitments?

5. Has your company conducted an employee needs

assessment on work and amily/personal lie needs?

6. Has your company partnered other organisations

in Work-Lie initiatives, eg. tied up with healthcare

institution to oer lower health-screening rate or sta?

B. FLEXIBLE WORK ARRANGEMENTS

1. Flexi-hours

2. Alternative work schedules, eg. compressed work week

3. Permanent part-time

4. Flexi-place, eg. homeworking and telecommuting

5. Job sharing


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S/N PROGRAMMES YES NO

C. LEAVE BENEFITS

1. Marriage leave

2. Paternity leave

3. Family care leave (childcare/eldercare sick leave)

4. Bereavement leave

5. Emergency leave/Unrecorded time o or amily/

personal matters

6. Study/Exam leave

7. Renewal/Career Break/Sabbatical leave

D. EMPLOYEE SUPPORT SCHEMES/SERVICES

1. Care arrangements/subsidies, eg. on-site

child care centre, amily/lactation room

2. Family inormation and reerral service

3. Family lie education programmes

4. Social activities or singles

5. Social activities that include amily members,

eg. Family Day

6. Health & wellness programme

7. Family relocation/orientation programme

8. Medical and insurance coverage or amily members

9. Financial assistance scheme (scholarship/bursaries)

10. Time-saving services

SCORING (or each Yes)

No. o Yes Total score

Section A: 5 points

Section B: 4 points

Section C: 3 pointsSection D: 3 points

*This survey is reprinted with permission rom Ministry o Manpower.


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Work-Lie Sel-Assessment Tool or Employees


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Copywriting Content byFocus on the Family Singapore Limited

Design byThoughts Creations

Use o this booklet by any person, group or organisation is not an endorsement

o that person, group or organisation by Focus on the Family Singapore Limited.

This booklet is provided as an inormational resource only.

All rights reserved. No part o this book may be reproduced in any orm or

by electronic or mechanical means, including inormation storage and

retrieval systems without permission in writing rom the Ministry o Manpower.

All inormation correct as o March 2010

Printed in Singapore


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