a great workplace - enterprise singapore · a great workforce. a great workplace. mission to...

A great

WORKFORCEA great

WORKPLACESingapore Quality AwardExecutive Summary Report

Professionalismserving with integrity

People-Centrednessputting people at the heart of our work

Passion for Progressalways learning, always improving

Teamworkdiverse talents, one MOM

A Great Workforce.A Great Workplace.

To develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs and a secure retirement.

OrganisationProfile

06

MOM’s Awards Milestones

Organisation Chart

Processes

52

Customers

24

Results

68

Leadership

16

Knowledge

60

Strategy

34

Annex

81

People

42

Glossary

82

AWARDS MILESTONES2000People Developer

2001Singapore Quality ClassSingapore HEALTH AwardInnovation Incubator Award

2002Singapore HEALTH Award

2003People DeveloperEnterprising Agency Award

2004Singapore Family Friendly Employer Award

2005Singapore Quality Class

2006United Nations Public Service Award1st Place for Improving transparency, accountability and responsiveness in the public service

Work-Life Achiever Award

2007Singapore Quality ClassPeople DeveloperInnovation ClassService ClassSingapore Human Resources Institute Awards• Leading HR Practices in Strategic HR• Leading HR Practices in Talent

Management, Retention and Succession Planning

• Leading HR Practices in HR Communications

• Leading HR Practices in Health & Employee Wellness (Special Mention)

• Leading HR Practices in Workplace Safety & Health (Special Mention)

• Leading HR Practices in Quality Work-Life (Special Mention)

2008Palladium BalancedScorecard Hall of Fame for Executive StrategyAsia Government Technology AwardWork-Life Excellence AwardNational Infocomm AwardsMerit Award – Most Innovative Use of Infocomm Technology (Public Sector)

2009 Singapore Quality Class StarHRM Singapore Awards• Best HR Young Gun• Best Business Continuity Practices

FRONTIER Special Achiever Prize

2010Singapore Quality AwardThe Public Service Achievement AwardSingapore Human Resources Institute Awards• Leading HR Practices for Learning &

Human Capital Development (Special Mention)

• Leading HR Practices for Employee Relations & People Management (Special Mention)

• Leading HR Practices in Talent Management, Retention & Succession Planning

• Leading HR Practices in Quality Work-Life, Physical & Mental Well-being Work-Life Excellence Award

HRM Singapore Award• Best Performance & Productivity

Practices• Best HR Team

Singapore HEALTH Gold Award

2011The Public Service Premier Award

2012Work-Life Achiever AwardBest Practice Award• Regulation

2013International Best Practice AwardQualifier for Top 20 Best Practices

HR Excellence Awards• Gold Award - Excellence in Mature

Workforce Practices• Silver Award - Excellence in Employee

Development• Silver Award - Excellence in HR

Technology• Silver Award - Excellence in Recruitment

& Retention Strategy• Silver Award - Excellence in Employer

Branding

2014Pro-Enterprise Panel - Singapore Business Federation Awards• Most Improved Agency• Best Pro-Enterprise Initiative Gold, Silver,

Bronze• Best Pro-Enterprise Suggestion

Best Practice Award• Service Delivery• Stakeholder Communications and

Engagement

PS21 ExCEL AwardInnovation Spotlight

Worklife Achiever AwardBCA Green Mark Platinum AwardTop 10 Commercial (Government Office) Buildings in Singapore

2015United Nations Public Service Award1st Place for Promoting WOG approaches in the Information Age

FutureGov Singapore Awards• FutureGov (Service Innovation) Award• CIO 100 Honouree Award

HR Excellence Awards• Bronze Award - Excellence in Workplace

Well-Being• Bronze Award - Excellence in Employee

Work-Life Balance

PS21 ExCEL AwardMost Innovative Project/ Policy – Merit Award

ECO-Office CertificationWater Efficient Building CertificationTop 10 Commercial (Government Office Buildings in Singapore

2016HRM AwardsBest Work-Life Balance

Web Marketing Association Web AwardGovernment Standard of Excellence Award

GovInsider Innovation AwardsBest UI / UX Design Award

Excellence in Public Service AwardPS21 Star Service Team Award

Top 10 Commercial (Government Office) Buildings in SingaporeECO-Office CertificationBCA Green Mark Platinum AwardASEAN Energy Award for Large Green Building1st Runner Up

Energy Efficiency National Partnership AwardBest Energy Efficiency Practices in Public Sector

Singapore Quality Class StarPeople DeveloperInnovation ClassService Class

2017Singapore Quality AwardPublic Service Milestone AwardExcellence in Public Service AwardPS21 Star Service Team Award

Best Practice AwardOrganisational Development

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Income Security

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Manpower Planning &

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Financial Planning

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Industrial Relations Department

Operations Policy & Strategy Development Department

Regulations and Customer Operations Dept

Controls, Compliance & Levy Department

Customer Operations Department

Customer Systems & Experience Department

Policy, Planning & Strategy Department

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Industrial Relations Department

Operations Policy & Strategy Development Department

Regulations and Customer Operations Dept

Controls, Compliance & Levy Department

Customer Operations Department

Customer Systems & Experience Department

Policy, Planning & Strategy Department

ORGANISATIONCHART

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We have major challenges to overcome, as I outlined earlier, to transform to be manpower lean and productive, to build a strong Singaporean Core and to strengthen the global competitiveness of the Singapore workforce. Working in unity, Whole of Government, Whole of Tripartism, Whole of Singapore, I believe we can succeed. And we must succeed. To secure the best welfare – good jobs, good careers. And the best protection – high employment, low unemployment for our fellow workers, our fellow Singaporeans.

Minister for Manpower, Lim Swee Sayduring Committee of Supply 2016

The organisational profile sets the context for the way MOM operates. It provides a snapshot of the organisation environment, strategic challenges, organisational directions and key relations with customers, suppliers, partners and stakeholders.

RGANISATIONPROFILE

ORGANISATIONPROFILE08

ORGANISATIONAL ENVIRONMENT MOM’S VISION,MISSION AND VALUES As an organisation, MOM constantly works on transforming itself to realise its overarching vision of developing “A Great Workforce. A Great Workplace.” for Singapore. MOM’s work enables all Singaporeans to enjoy real income growth, have fulfilling careers and a secured retirement.

MOM seeks to embody what it hopes to achieve for Singapore within the organisation. Four core values steer the actions of MOM staff (also known as MOMers), as shown in Figure A.

As part of the Singapore Government, MOM collaborates with other public service agencies to achieve Whole-of-Government Strategic Outcomes (WOG-SO). MOM’s work contributes to achieving two aspects of WOG-SO, namely: (1) A Nation of Opportunity; (2) A Society that Cares for Its People (see Figure B).

VISIONA Great Workforce.A Great Workplace.

MISSIONTo develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs anda secure retirement.

VALUESProfessionalismserving with integrity

People-Centrednessputting people at the heart of our work

Passion for Progressalways learning, always improving

Teamworkdiverse talents, one MOMFigure A: MOM’s Vision, Mission and Values

Figure B: MOM's framework for achieving WOG-SO

A Nation of OpportunityA Society That Cares For Its People

A High Performance and Trusted Government

A Great Workforce. A Great Workplace.

A Liveable and

Endearing Home

Inclusive Growth

Complementary and Sustainable

Foreign Workforce

Strong Singaporean

Core

A Cohesiveand

Resilient Community

More Secure

Retirement

A Safe, Secure and Influential Singapore

Fair and Progressive

Work Practices

09A GREAT WORKFORCEA GREAT WORKPLACE

NATURE OF MAIN PRODUCTS AND SERVICES MOM’s key products and services are as follows:

• Setting labour market standards and regulations. MOM puts in place regulatory frameworks, standards and institutions to ensure harmonious industrial relations, good employment standards and a well-managed foreign workforce that complements a strong Singaporean core.

• Facilitate smooth functioning of the Singapore labour market. MOM develops policies, frameworks and programmes to build a productive workforce by helping workers adapt and grow as well as strengthening fair and progressive practices in workplaces.

• Regulating safety and health at work. MOM establishes policies and programmes to ensure workplace safety and health.

• Driver of inclusive growth and financial security for Singaporeans. MOM creates policies and programmes that help to bring about better jobs, increased financial security and inclusive growth for all Singaporeans.

CORE COMPETENCIESMOM has a strong and diverse leadership team to achieve its Mission. Over the years, its corporate core competencies have been strengthened to deal with the fast-changing economic landscape.

Figure C: MOM’s core competencies

Strong Tripartite Relationship

Strong Understanding of the Labour Market and Full Spectrum of Manpower Landscape

Effective Regulatory and Enforcement Capabilities

Robust Innovative Processes and Capabilities to Respond to Strategic and Operational Needs

PROFILE OF EMPLOYEES MOM has a staff strength of approximately 1,600. MOM has a diverse workforce in terms of gender, age, profile and divisional status. The median years of service for MOMers is 8 years, with the average age of staff members being 40 years old (as illustrated in Figure D).

Employee Profile At A Glance

1,589HEADCOUNT

56%FEMALE 44%

MALE

40 YEARS AVERAGE AGE OF MOMERS

8 YEARS MEDIAN YEAR-IN-SERVICE

649AGED 20 TO 35 YEARS OLD

661AGED 36 TO 50 YEARS OLD

279AGED 50 AND ABOVE61SENIOR

MANAGEMENT 315 MIDDLE MANAGERS

728 EXECUTIVES 485 SUPPORTSTAFF

Figure D: MOM’s employee profile


MOM’S CORE FACILITIES, TECHNOLOGIES AND EQUIPMENT i. FacilitiesMOM operates from two main premises. Its headquarters are at 18 Havelock Road, which houses mainly corporate service departments, policy departments and the Work Pass Division. The newer MOM Services Centre is its second base that began operations in November 2012. It is located at 1500 Bendemeer Road.

MOM Services Centre houses all the frontline services including the Customer Responsiveness Department, Foreign Manpower Management Division, Labour Relations and Workplaces Division and Occupational Safety and Health Division. Both buildings are BCA Green Mark Platinum-certified, reflecting MOM’s commitment to environmental stewardship.

ii. Technology MOM invests in developing and enhancing technological capabilities to deliver goals and outcomes in the most efficient and effective manner. In this age of smart technology, MOMers are constantly working hard to improve MOM’s online service offering to better meet the needs and expectations of customers. Several customer-facing e-services and systems have won prestigious international awards. The integrated Work Permit Online System won the United Nations Public Service Awards in 2006 for “improving transparency, accountability and responsiveness in the Public Service.” The newly introduced WINS Foreign Domestic Worker e-Service clinched the PS21 ExCEL Gold Award for Most Innovative Project/Policy in 2016.

In addition, MOM’s newly revamped corporate website won the Government Standard of Excellence Award in 2016 by the Web Marketing Association, who administers the international WebAwards that recognises the best websites around the world.

Systems, mobile applications and platforms were also developed to better support MOMers in their work. For instance, the integrated manpower analytics system (iMAS) developed by MOM’s Manpower Research and Statistics Department is a one-stop repository that grants MOMers convenient access to helpful articles, data and statistical reports on the labour market. It also allows MOMers to customise their own data tables on manpower statistics. The iOSH system is a mobile-friendly solution that provides on-the-go information and connectivity for MOMers, particularly when they are conducting safety and health inspections at worksites. MOM’s corporate intranet was also revamped in 2016 to enable the content and interface to be more user-friendly. This also helped to facilitate the co-editing and sharing of documents in Collaboration Spaces.

iii. Equipment MOM has made substantial investments into reducing energy consumption as a commitment to protect the environment. These include:

• Building automation systems that control and moderate lighting within the building through energy-saving motion-activated switches and motion-sensing lights

• Switching to centrifugal chillers for air-conditioning systems, which consume the most energy in MOM.

REGULATORY ENVIRONMENTMOM is governed by the Government Instruction Manual and Ministry of Finance guidelines, which spell out the regulations that dictate the conduct of public agencies. It adheres strictly to the human resource (HR) guidelines set by the Public Service Division. Corporate finances are scrutinised through regular audits conducted by the Auditor-General’s Office and independent auditors.

In addition, MOM’s regulatory role is defined by the various legislation it administers (see Figure E).

Figure E: MOM and the various legislation that it administers

Retirement and Re-employment Act

Workplace Safety and Health Act

Trade Unions Act

Work Injury Compensation Act

Employment of Foreign Manpower Act

Employment Act

Foreign Employee Dormitories Act

Employment Agencies Act

Industrial Relations Act


ORGANISATIONAL RELATIONSHIPSRELATIONSHIPS WITH CUSTOMERSAs a key government agency overseeing Singapore’s manpower landscape, MOM’s policies and programmes serve a diverse range of customers. Customers are currently segmented according to the five key strategies that direct MOM’s core work (see Figure F).

Figure F: MOM’s Five Key Strategies that direct its core work in its relationships with customers

Strong Singaporean core

Business Employers

Employment Agencies

Local Employees

General Public

Trade Unions Fair Considerration

Framework and SkillsFuture scheme

Business Employers

Employment Agencies

GeneralPublic

Local Employees

Foreign Employees

Trade Unions

Policies and laws on foreign manpower such as the Employment of Foreign Manpower Act and Work Pass Framework

Complementary and sustainable foreign

workforce

Policies and laws on:• Employment

standards• Workplace Safety &

Health• Foreign manpower

management

BusinessEmployers

EmploymentAgencies

Foreign Domestic Worker Employers

GeneralPublic

Local employees

Foreign Employees

Trade Unions

Fair and progressive work practices

CPF

Workfare, Progressive Wage Model and low-wage worker initiatives

General Public

Localemployees

TradeUnions

More secure retirement

Inclusive growth

CUSTOMER SEGMENTS

MOM'S SERVICE OFFERINGS

MOM'S KEY STRATEGIES


MOM's service philosophy is defined by the HEART principles (see Figure G), which ensure that MOM always places customers at the heart of all its work. This extends beyond the provision of quality customer service to include the formulation of policies and programmes.

RELATIONSHIP WITH PARTNERS AND SUPPLIERSMOM works closely with its partners and suppliers to realise its business and organisational goals. In addition, MOM collaborates with other government agencies, engages industry associations and partners international agencies to deliver the best products, services and outcomes both internally and externally.

Supplier selection is governed by the Civil Service Procurement guidelines. The nature of the relationship is determined by the critical nature of the services provided. MOM sets stringent service standards and continually reviews the performance of our suppliers to ensure that they provide quality services.

TRIPARTISM Tripartism is the cornerstone of MOM’s success. MOM has a unique tripartite relationship with employers and trade unions. It encourages a collaborative approach towards addressing challenges — a critical element behind Singapore’s ability to ride out and emerge from crises stronger.

MOM leaders recognise that tripartism is the key to MOM’s competitive edge and work hard on deepening this relationship. MOM has benefitted from, and will continue to leverage its strong tripartite relations to address different challenges in Singapore’s manpower landscape. The key milestones of MOM’s tripartite relations are captured in Figure H below.

NationalWages Council

Tripartite Alliance for Fair Employment Practices and Tripartite Panel on Community Engagement at Workplaces

Tripartite Committee on CPF and Work-related Benefits for Low Wage Workers

TripartiteCommittee on Work-Life Strategy

Tripartite Committee on the Employability of Older Workers

2005 2006 2007

Figure H: Key milestones in MOM’s tripartite journey with NTUC and SNEF

Hear Them Out HE Make It Easy

A Anticipate Their Needs

R Respect Every Individual

T Be Timely

Figure G: MOM’s HEART principles that define its service philosophy

2006200020061972


TripartiteAlliance for Dispute Management

TripartiteCommittee for Low-wage Workers and Inclusive Growth

TripartiteGuidelines on Re-employment of Older Employees

Tripartite Advisory on Managing Excess Manpower and Responsible Retrenchment

Tripartite Guidelines on Employment of Term Contract Employees

International Forum on Tripartism

Figure I: MOM’s Strategy Map focusing on five key areas

3 ORGANISATIONAL CHALLENGES COMPETITIVE ENVIRONMENTThe Strategy Map (see Figure I) guides MOM’s work in achieving its objective of helping Singaporeans attain real income growth, fulfilling careers and financial security, as well as for Singapore to achieve a manpower-lean and competitive economy.

Strong Singaporean

CoreEnable companies

to provide good jobs; Singaporeans

to take up good jobs and progress

in careers


Foreign Workforce

Maintain a skilled foreign workforce that complements

local workforce

Inclusive GrowthEnable job

opportunities for all; sustainable wage growth; and improved

workplace conditions for the

vulnerable

RealIncome Growth

Manpower-lean and Competitive Economy

Fulfilling Careers

Financial Security


Work Practices Develop fair

and progressive workplaces to ensure worker

well-being, health and safety

More Secure Retirement

Enable Singaporeans to achieve financial

security and peace of mind for

retirement

201720112010 2015 2016

Vision: A Great Workforce. A Great Workplace. Mission: To develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs and a secure retirement.


CRITICAL SUCCESS FACTORS MOM maintains Singapore’s competitiveness through its comprehensive labour market policies. It helps Singapore to compete with global cities and maintain its attractiveness to foreign investors. The key factors that have helped MOM achieve success with these aspects are tabled in Table J.

THE FOUR KEY FACTORS BEHIND MOM’S SUCCESS

KEY FACTOR HOW IT DRIVES SUCCESS

HOW MOM LEVERAGESTHIS KEY FACTOR

Staff Alignment with Strategy

Motivating MOMers to be committed to their work, as there is a strong link to MOM’s strategic goals and how our work contributes to building up the nation.

Ensuring every MOMer understands how his/her work contributes to realising MOM’s Vision. This is communicated through the Strategy Map, MOM Core Values and desired behaviours, as well as sharing of MOM’s overall performance through various internal platforms (e.g. Work Plan Seminar and townhalls).

StrongCoreCompetencies

Charting and executing new frontiers in workforce and workplace strategies is possible with strong core competencies.

Investing heavily in strengthening core competencies, resulting in upgraded capability and agility to respond to rapid changes in the operating environment.

Innovation Embracing innovation empowers MOMers to perform at a higher level and creates greater value for MOM, resulting in increased efficacy of policies and processes.

Launching many platforms that encourage innovation among MOMers.

MOM is one of the first public agencies in Singapore to adopt design thinking and behavioural insights in policy-making and product formulation.

Capable, Competent and Committed MOMers

Building MOM into a future-ready organisation that identifies current and future HR capacities and capabilities to achieve its strategic goals.

Systematic processes and policies are in place across recruitment, retention, learning and development, as well as talent development activities.

This helps to ensure that MOM has the right manpower resources to achieve its overall corporate workplans and goals.

Table J: MOM’s Four Key Factors for Success


MOM’S CONTINUAL JOURNEY OF BUSINESS EXCELLENCE Since MOM first embarked on the Business Excellence journey in 2000 with the achievement of the People Developer Standard, it has remained committed to excellence. MOM has not stopped striving to be the best-in-class in all areas of its work.

2000

2001

2003

2005

2007

2009

2010

2017

2016

First ministry to achieve this

First ministry to achieve SQA

Only ministry to achieve SQA

First ministry to achieve this

Our leaders are committed to serveMOM and Singaporeans. They focuson achieving MOM’s mission andvision and set clear goals. They alsounderstand the ground challenges,genuinely care for the developmentof their staff… There are many suchleaders in MOM who have inspiredand motivated me…

A MOMer’s feedbackfrom Organisational Climate Survey 2015

The leadership category focuses on MOM’s leadership, mission, vision and values, governance system as well as responsibility to the community and environment.

EADERSHIP

LEADERSHIP 18

01 LEADERSHIPMOM LEADERSHIP GROUPMOM’s senior management comprises the Permanent Secretary, Deputy Secretary (Manpower), Deputy Secretary (Development) and its directors. Collectively known as the Leadership Group, the team extends the necessary support to build staff and organisational capabilities, as well as set the overarching direction needed to steer MOM towards excellence.

THE AIM LEADERSHIP MODEL MOM’s leadership model aligns closely to the Singapore Public Sector’s AIM Leadership model. This helps to identify and groom high-performing MOM officers who have the potential to be MOM’s future leaders. Individual leadership capabilities are assessed by means of the AIM appraisal, carried out by reporting officers. Figure 1.1.1 illustrates how the core qualities conveyed in the AIM model are seamlessly integrated into the roles that MOM’s leaders play in the organisation.

Desired Qualities• Sense of

perspective • Sound analysis and

judgement

Leadership Role Senior leaders set organisational direction and develop a clear Mission, Vision and Values to steer MOM towards excellence

Desired Qualities • Influential and

inspiring leadership • Ability to develop

others’ capabilities • Skilled in

collaborating and engaging others

Leadership Role Senior leaders serve as role models who embody MOM’s values

Desired Qualities • Deliver results • High commitment

level and accountability

Leadership Role Senior leaders groom potential future leaders to ensure organisational continuity

Senior leaders actively communicate MOM’s direction to both internal and external stakeholders

Analytical and intellectual

capacity

Influence and collaboration

Motivation for excellence

Figure 1.1.1: The AIM Leadership model and role of MOM leaders

1.1 SENIOR LEADERSHIPSETTING DIRECTION1.1a) How MOM leaders develop the organisation’s Mission, Vision

and Values, and communicate them to key stakeholders Every five years, MOM leaders conduct a review of the Mission, Vision and Values to ensure that they continue to be both effective and relevant in an ever-evolving operating environment. These reviews also incorporate feedback from key stakeholders. Figure 1.1.2 displays the key milestone developments since MOM was formed in 1998.


Figure 1.1.2: MOM’s Mission and Vision review from 1998 to 2013

Manpower 21 blueprint

Mission and Vision exercise

Review of Mission, Vision and Values

Review of Mission, Vision and Values

ReviewTimeline

Mission and Vision

Background and

Developments

Engagementand

Communication Efforts

VisionEvolve Singapore into a“talent capital”

• The Ministry of Labour was renamed the Ministry of Manpower in April 1998

• The change was publicly announced by then Minister for Labour Dr. Lee Boon Yang

VisionA Great Workforce,A Great Workplace

Mission StatementTo achieve a globally competitive workforce and a great workplace for a cohesive society and secure economic future for all Singaporeans

• The Singapore economy was in recession and undergoing restructuring

• In the marketplace, there was greater emphasis on meeting customers’ needs and aspirations

• Over 300 MOMers came together to co-create the mission and vision

• The finalised mission and vision was communicated to all staff at MOM’s Staff Conference in July 2003


Tagline“Towards Singapore as Global City and Home”

Mission StatementTo achieve a globally competitive workforce and a great workplace for a cohesive society and secure economic future for all Singaporeans

• A tagline was added to sharpen MOM’s focus

• The review was discussed by the MOM Strategy Group, which later endorsed the outcome

• The mission and vision were communicated at the annual MOM Staff Conference and other internal channels

• MOM leaders introduced the MOM Strategy Map and corporate scorecard. They serve to translate vision into strategies and programmes at departmental levels and to drive performance


Mission StatementTo develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs and a secure retirement

• Greater emphasis was placed on the well-being of Singaporeans

• Stakeholders called for greater clarity on MOM’s work and its impact

• Over 400 MOMers and heads of departments were consulted

• The mission and vision were communicated to all MOMers, partners and stakeholders at MOM Workplan Seminar in 2013

• Mission and vision collaterals were printed to cascade the new mission and vision to MOMers

1998 2003 2008 2013

LEADERSHIP 20

ACTIVELY COMMUNICATING AND ENGAGING1.1b) How MOM leaders

engage key stakeholders to drive the organisation’s performance

MOM leaders actively engage the organisation’s diverse stakeholders via multiple platforms throughout the year. Its key stakeholders comprise MOMers, customers, partners, the general public and suppliers. MOM leaders also set aside time to walk the ground, share with staff their experiences and recognise MOMers for their contributions and exemplary behaviours.

GROOMING FUTURE LEADERS1.1c) How MOM leaders serve

as role models and groom future leaders

MOM is a people-centred organisation. With “People- centredness” as a core value, a Talent Management Framework was developed to identify and nurture future leaders.

MOM’s leaders set aside dedicated time to systemically assess, develop, coach, mentor and engage its future leaders. Its officers undergo structured training programmes and are given opportunities at work to learn and strengthen their leadership skills.

See Chapter 4.2 for a full description of MOM Leadership Milestone Programmes as well as the involvement of MOM leaders in training.

LEADERSHIP EFFECTIVENESS The biannual Employee Engagement Survey (EES) is a key tool used by MOM to measure leadership effectiveness on various aspects of MOM leadership, supervisory practices as well as engagement levels. The survey’s results serve as a benchmark against Singapore’s Public Sector and National Engagement norms. MOM introduced a Pulse Survey in 2016 to monitor the progress of EES action plans.

1.2 ORGANISATIONAL CULTURE 1.2a) How MOM develops a

culture that supports the Mission, Vision and Values so as to drive organisational growth

1.2b) How MOM translates its Values into desirable employee behaviours to enable innovation and learning in order to achieve the organisation’s goals

DEVELOPING MOM VALUES AND PERMEATING CULTUREMOM’s shared values of People-centredness, Professionalism, Teamwork and Passion for Progress guide MOMers in their work (see Table 1.2.1). These values complement the Public Service’s core values of Integrity, Service and Excellence, and are inculcated in MOMers via various platforms, programmes and practices. These values also translate into a set of desired behaviours and foster a culture of achieving goals, learning, innovation and service.

VALUE BEHAVIOURS

People-centredness

• Putting people at the heart of one’s work • Exhibiting HEART behaviours• Realising work-life balance for all MOMers

Professionalism • Exhibiting professionalism in conduct and actions• Serving with integrity • Striving for excellence

Teamwork Working together as One MOM, and One Government (Whole-of-Government)

Passion for Progress

Passionate about seeking progress for oneself as an individual, and for MOM as an organisation

Table 1.2.1: The 4 Shared Values that guide all MOMers in their work

1.2c) How MOM embraces organisational change for sustainability

EMBRACING CHANGE AND TRANSFORMATIONMOM’s leaders support change and transformation through innovation by:

• Establishing systems and processes to promote and sustain innovation and transformation in business processes and practices

• Championing innovation and change through the “WOW Movement” that includes regular showcases of role models of innovation and sharing of collaterals and stories


• Recognising and rewarding MOMers for their innovative and exemplary conduct

BRIDGING CULTURAL GAPS MOM’s leaders are open to feedback and show commitment and readiness to implement improvements, so as to bridge the gap between current and desired culture.

Figure 1.2.2 shows MOM’s Identify-Analyse-Bridge Framework that anchors and guides MOM leaders to achieve the desired organisational workplace culture.

Identify• Biannual Employee Engagement Survey (EES) gauges adequacy of culture in MOM • Biannual Pulse Surveys track effectiveness of EES action plans, as well as levels

of staff engagement

Analyse• HRD tracks and analyses EES scores, and presents the relevant findings to the

Leadership Group • The Leadership Group deliberates over the findings of the EES scores • Pulse Surveys are used to assess how effective the action plans were in bridging

cultural gaps

Bridge• MOM leaders develop action plans, which are then implemented for MOMers • Head of Departments engage their teams to develop departmental action plans• Individual officers are empowered to initiate change

Figure 1.2.2: MOM’s Identify-Analyse-Bridge Framework

Figure 1.3.1: MOM's Corporate Governance Framework

1.3 CORPORATE GOVERNANCE AND SOCIAL RESPONSIBILITY (CSR) 1.3a) How MOM establishes a governance system to ensure accountability and transparency

GOVERNANCE WITH INTEGRITY MOM’s governance framework (see Figure 1.3.1) is aligned with the Singapore Public Service’s overarching values of integrity, service and excellence, and is guided by the principles of transparency, fairness and accountability.

CORPORATE GOVERNANCEWe aim to build a strong governance framework to achieve the following objectives

Guided by the Singapore Public Service values

and principles of

Enhance operationalefficiency and effectiveness

Service

Fairness• Ensuring fairness in people

management process• Setting anti-discriminatory

guidelines for the treatment of staff and customers

• Career progress and professional recognition to be solely based on merit

Sound stewardship of public funds

Excellence

Accountability• Setting clear guidelines for the

management of finances and resources

• Ensuring consistent services and deliverables through Standard Operating Procedures, doctrines, directives and instructions

• Making all neccessary disclosures• Conducting internal and external

audits• Applying for external assessment

of recognised standards

Protect MOM's assets and reputation

Integrity

Transparency• Establishing a culture of sharing

and learning • Making information readily

available to stakeholders• Gathering and assessing

feedback to better understand expectations of staff and customers, and actively communicating findings and improvements made

LEADERSHIP 22

LEADERSHIP AND EXCELLENCERisk and governance matters are managed by the MOM’s Corporate Governance Team, comprising the Internal Audit Unit and Corporate Planning Management Department (see Figure 1.3.2). There are multiple platforms used by MOM’s leaders to share and discuss insights, findings and information on audit obligations and responsibilities. MOMers can also keep abreast of the latest information through various communication channels such as internal collaterals and staff orientation sessions.

1.3c) How MOM implements policies and involves stakeholders in contributing to the community and the environment

CORPORATE SOCIAL RESPONSIBILITY (CSR) MOM’s Corporate Social Responsibility (CSR) efforts are anchored on being a “Responsible and Caring Corporate Citizen” and are focused on four thrusts:

CORPORATE GOVERNANCE TEAM

INTERNAL AUDIT UNIT (IAU) CORPORATE PLANNING AND MANAGEMENT DEPARTMENT (CPMD)

Finance• Manages MOM’s

budget and fixed assets

• Implements policies to ensure accountability and judicious use of public funds

Key ProcessesThe Internal Audit Unit comprises the Permanent Secretary, Deputy Secretary (Manpower) and Deputy Secretary (Development)

It uses Corporate Management Meeting and Departments’ internal management meetings to share learning points gleaned from audits

• Plans Budget utilisation quotient

• Audit of MOM’s resource accounts by external auditors

• Number of internal audits conducted

• Number of internal audits with “unsatisfactory” rating

ProcurementEnsures procurement processes by MOM are open, transparent, and good value-for-money

Number of audit observations for the year (based on Auditor-General’s Office’s findings)

Compliance with the Manpower Management Framework

Strategy Resource and PlanningManages risks and performance to ensure organisational effectiveness in achieving MOM’s goals

Figure 1.3.2: MOM Corporate Governance team and its delegation of duties

community volunteering, environmental protection, international engagement and corporate philanthropy (as illustrated in Figure 1.3.3). MOM’s CSR function falls under the care of the Corporate Planning and Management Department, and is supported by highly driven representatives across departments to strategise and implement MOM’s CSR plans and initiatives.

Figure 1.3.3: Four Key Thrusts of MOM’s CSR plans and efforts

Community Volunteering

Environmental Protection

Corporate Philanthropy

International Engagement

Responsible and Caring Corporate

Citizen


Apart from supporting centrally-driven activities (see Table 1.3.4), MOM leaders also support ad hoc staff-driven CSR initiatives. Every department in MOM commits to engaging in at least one CSR activity a year.

THRUST POLICY/RATIONALE PROGRAMMES AND PARTNERS

Community Volunteering • Give back to the community• Interact directly with beneficiaries

(including the disabled, low-income families and elderly) to gain a better understanding of their needs, allowing policies and plans to be refined for these groups of stakeholders

For Those with Special Needs • Autism Resource Centre (Singapore)• Pathlight School • The Purple Parade

For Low-Income Families• TRANS Family Service Centre • Donate-A-Can drive

For The Elderly• Kreta Ayer Seniors Activity Centre• Meals-on-Wheels • Pioneer Generation (PG) Office

Ambassadors

Corporate Philanthropy • Provide financial assistance to needy families and to support MOM’s CSR activities

• Staff contributions to Singapore Community Chest’s SHARE programme

• MOM Help Fund

Environmental Protection • Ensure environmental sustainability through energy and resource efficiency at workplaces

• Cultivate environmental volunteerism and stewardship among MOMers

Energy and Resource Efficiency• Installing of water-efficient washrooms

and NEWater cooling systems • Ensuring energy efficiency of chillers • Installing energy-efficient lifts

Encouraging volunteerism• Recycling ring tabs from beverage cans • Conducting coastal clean-up

campaigns • Conducting tours of paper recycling

plants

International Engagement • Disseminate MOM’s thought leadership in areas that it excels in

• Keep abreast of international developments that better inform and improve MOM’s policies and programmes

Membership/Participation in:• XXI World Congress on Safety and

Health at Work 2017 (Main Organiser: MOM)

• International Association of Labour Inspectors

• International Labour Conference • G20 Labour and Employment Ministers’

Meetings • Global Future Council on Behavioural

Sciences • United Nations Public Service Forum • ASEAN Occupational Safety and Health

Network • ASEAN Labour Ministers Meetings and

Conferences

Training/Sharing in: • Norway-Singapore Third Country

Training Programme on Decent Work Agenda 2013 (WorkRight)

• Service Excellence Camp 2015 @ Berlin (WorkRight)

• Behavioural Exchange 2015 @ London (Behavioural Insights)

Table 1.3.4: Centrally-driven CSR activities based on the MOM’s four Key Thrusts

The MOM staff have been extremelyhelpful in our application for anEmployment Pass. The servicesrendered by MOM are of WorldClass standard and I am proud ofour Government for implementingan efficient structure to facilitatepeople from all walks of life. Salute!

Survey respondentOct 2016

The customers category focuses on how MOMunderstands market and customers’ requirements, and future trends to build relationships with customers, to drive superior performance.

USTOMERS

CUSTOMERS26

02 CUSTOMERS MOM’s service philosophy is to achieve excellence in service by strengthening trust with its customers and placing them at the centre of its operations. This requires a sharpened understanding of customers’ needs and experiences so unique perspectives can be harnessed to meet their current needs and anticipate future requirements. The Excellence in Service (ExiS) Blueprint summarised inFigure 2.0.1 below sets the roadmap for MOM to deliver on its Service Vision.

Strategy 1Help customers help

themselves

Outcome 1Enhanced customer

satisfaction in service delivery

Strategy 2Deliver the right

experience

Outcome 2Strong service culture

and mindset within MOM

Strategy 2Serve with HEART

Outcome 3Optimal use of

resources in service delivery

Enablers:People, Tools and Capabilities

SERVICE VISION:A trusted and customer-centric MOM

Customers are able to access the services they need through the right channel and have the right service experience

Figure 2.0.1: MOM’s ExiS Blueprint

2.1. CUSTOMER REQUIREMENTS2.1a) How MOM segments its customers in order to develop a

more holistic understanding of their customers’ current and future requirements

APPROACH TO UNDERSTANDING CUSTOMERS MOM adopts a systematic approach to understanding customers. This enables a better tailoring of service and product offerings to meet customers’ specific needs (as summarised in Figure 2.1.1 below).

Figure 2.1.1: MOM’s approach to understanding customers

Review and determine customer segments

Tailor offerings to meet specific

customer requirements

Apply listening

and learning strategies

Distil current and future customer

requirements

DETERMINING CUSTOMER SEGMENTS MOM’s desired outcomes and strategic goals shape the customer segments and its service offerings dedicated to meet the needs of these segments (see Figure 2.1.2).


Figure 2.1.2: MOM’s customer segments and service offerings

Figure 2.1.3: MOM’s Strategic Planning with the incorporation of customers’ requirements

Strong Singaporean core

Business Employers

Employment Agencies

LocalEmployees

General Public

Trade UnionsFair Consideration Framework and SkillsFuture scheme

Business Employers

Employment Agencies

GeneralPublic

LocalEmployees

Foreign Employees

Trade Unions Policies and laws on foreign manpower such as the Employment of Foreign Manpower Act and Work Pass Framework

Complementary and sustainable foreign

workforce

Policies and laws on:• Employment standards• Workplace Safety &

Health• Foreign manpower

management

BusinessEmployers

EmploymentAgencies

Foreign Domestic Worker Employers

GeneralPublic

LocalEmployees

Foreign Employees

Trade UnionsFair and progressive work practices

CPF

Workfare, Progressive Wage Model and low-wage worker initiatives

General Public

Localemployees

TradeUnions

More secure retirement

Inclusive growth

CUSTOMER SEGMENTS OUR SERVICE OFFERINGS

2.1b) How MOM incorporates market and customer requirements into strategic plans

FUTURE REQUIREMENTS ARE INCORPORATED THROUGH PROCESS REVIEWS AND STRATEGIC PLANNINGIn order to ensure that MOM customers’ needs are consistently met, their perspectives are incorporated into MOM’s strategic plans and initiatives. These plans and initiatives are then deliberated and prioritised accordingly. If they are found to be feasible, they will go through further fine-tuning at management meetings to ensure its smooth implementation (see Figure 2.1.3).

01Gathering

of customer requirements

02Review of customer

requirements

03Strategy Group

planning sessions

04Departmental

annual planning exercise

Through listening and learning

channels

Various platforms such as ExiS

Committee Meetings and Customers

Insights to Action Meeting. Refer to

Table 2.3.3 for more details

Refer to Category 3.1 for details on MOM’s Strategic

Planning Process

Strategic Planning Process

CUSTOMERS28

REVIEW AND IMPROVEMENTSAs a result of careful, strategic design thinking and planning, there have been significant improvements made within MOM to develop a better understanding of customers’ needs (see Table 2.1.4).

DEPARTMENT ACTIONS IMPROVEMENTS MADE

Workplace Policy and Strategy Division

Crowdsourced ideas within the whole of public service to address the concerns of employers regarding foreign domestic workers

Garnered insights that helped to validate understanding of what employers want, which helped in the review of policies regarding foreign domestic workers

Customer Responsiveness

Developed a set of customer personas using data analytics, so as to identify customer segments and service demand patterns

Garnered insights that help in the creation of segment-specific intervention and service strategies

Introduced Customer Insights To Action programme to generate actionable customer insights through the use of text analytics

Implemented 243 service improvement action plans

For example, text analytics revealed that the cancellation of work passes for foreign domestic workers generated many recurring enquiries. These enquiries can be handled by redesigning e-service workflows. As a result of the re-design, there was a 14% reduction on enquiries in this transaction

TOOL PURPOSE

Data Analytics

To identify and quantify the issues customers face

Customer Journey Map

To identify valuable insights and critical points for success through customers' interactions with MOM

Behavioural Insights

To understand behavioural biases to help us design and implement better policies, processes, services and communications

Table 2.2.2: Tools that help MOM in co-creating high-quality product and service offerings

Figure 2.2.1: MOM’s scope for the strategic management of its relations with valued customers

Table 2.1.4: Some examples of the actions taken and improvements made across MOM’s various departments

2.2 CUSTOMER EXPERIENCE2.2a) How MOM manages and incorporates

customers’ expectations when designing their touch points, products, processes and services

2.2b) How MOM makes it easy for customers to seek assistance and information, thus enhancing the overall customer experience

2.2c) How MOM sets performance benchmark standards for its customer touch points to ensure consistent, high-quality service delivery

APPROACH TO CUSTOMER RELATIONSHIP MANAGEMENTMOM’s customer relationship management incorporates the management of both touch points and feedback. The ways these touch points are managed shape the quality of service delivery, while feedback management enables the easier incorporation of customers’ expectations when designing both current and future touch points, products, processes and services (as illustrated in Figure 2.2.1).

CUSTOMISATION OF SERVICES Delivering the right customer experience is one of the key strategies to achieving MOM’s Service Vision. MOM does this by differentiating its service offerings and constantly co-creating their products, processes, services and experiences with customers to better tailor to specific needs. This is achieved through a variety of tools (as shown in Table 2.2.2).

Touch point management

Review of customer requirements

Access to customers

Contact performancemeasures

Service personneldevelopment and

empowerment

Enquiries

Compliments

Complaints

Scope of Customer Relationship Management


CUSTOMER TOUCH POINTS

PRE-CONTACT CONTACT POST-CONTACT

Interfaces MOM website, Facebook page, outreach and public engagement activities

Phone, email, fax, letter, counter services and online systems (such as Work Permit Online, Employment Pass Online and UnionLink)

Feedback and rating forms

Expectations Provision of services and information that are relevant, reliable, timely, comprehensive, accessible and accurate

Responsive, efficient and accessible services, together with clear and accurate explanations and ease-of-use

Efficient and timely follow-up

Service/Performance Standards

Clear communication of MOM’s manpower-related policies, news and updates

Service policy, pledge and service standards

Service standards and compliance of internal processes for managing feedback

Figure 2.2.3 and 2.2.4: Examples of processes within MOM that produced tangible improvements to MOM’s customer services

Table 2.2.5: MOM’s management of customer interactions pre-contact, during contact and post-contact

TOUCH POINT MANAGEMENT MOM proactively manages customer interactions across its touch points by taking a total customer management approach. The organisational service standards published on its corporate website ensure timely delivery of its services. This assists in anticipating customers’ expectations at various stages of contact through setting performance markers for service delivery (as shown in Table 2.2.5).

Examples of customer service improvements co-created with stakeholders and the public

MOM used customer journey mapping to guide the development of the new Work Pass Integrated System. Awarded GOLD at PS21 ExCEL Awards 2016 for Most Innovative Project/Policy.

MOM prototyped new concepts to improve injured workers’ experience of the work injury compensation process.

MOM used Understand, Design, Test to redesign the customer management process in Hall B from a walk-in to e-appointment model.

Crowdsourcing to improve MOM’s customer services

MOM launched a rating system for employment agencies based on customers’ rating of their agencies and included the rating system in its directory of employment agencies.

CUSTOMERS30

2.2b) How MOM ensures that customer feedback is addressed and analysed

FEEDBACK MANAGEMENTThe implementation of feedback management system and workflows helped to efficiently process customer feedback. This includes both compliments and complaints, as well as enquiries (see Figure 2.2.6).

Closing the loop with the customer is the first step. Subsequently, all insights gathered from the feedback channels feed into the Customer Insights to Action Programme, which seeks to harness insights obtained from multiple channels to drive service improvements (as shown in Figure 2.2.7)

SERVICE-RELATED TRAINING AND DEVELOPMENTMOM has a service culture closely aligned with its organisational values. MOM’s HEART service principles are translated into concrete examples of service behaviours to provide clarity for MOMers. An example is provided in Figure 2.2.8.

Together with clear operating procedures and guidelines, they set clear service behaviour expectations so as to empower MOMers to deliver quality service with confidence. Beyond structured training, internal communication channels and MOM-wide events are also used to equip officers with the necessary competencies to deliver on the organisation’s Service Promise.

Department/Quality Service Manager receives feedback

Is feedback under MOM’s purview?

MOM forwards the feedback to the

relevant agencies

ComplimentsRefer to relevant

department to share and celebrate

good service practices

Complaints Refer to relevant

department for investigation and resolution

EnquiriesRefer to relevant

department to address the enquiry

and reply within service standards

NO YES

Customer Insights to Action Programme

Figure 2.2.6: MOM’s feedback management system

Figure 2.2.8: MOM's HEART principles and their applications

Figure 2.2.7: MOM’s Customer Insights to Action Programme helps to gather and drive service improvements

Touch points(feedback on service handling)

iHear(anecdotal feedback)

Web(eFeedback/

analytics)

Analytics(performed on

historical quantitative and qualitative

feedback)

Surveys (satisfaction ratings/polls/

feedback)

Customer Insights to Action Programme

MOM’s departments

INSIGHTS

Actions

Monitoring of results and

refinement of knowledge

KNOWLEDGE MANAGEMENT

SERVICEIMPROVEMENT

Hear Them Out H

E Make It Easy

A Anticipate their needs

R Respect Every Individual

T Be Timely

• Give customers time to explain their needs and not jump to conclusions• Know MOM’s internal guidelines and procedures so that you are able to offer the

customer alternatives

• Explain the process, situation or policy to the customer in a clear and simple way. Do not use acronyms

• Continuously improve customer processes and interfaces by simplifying them

• Be proactive in emailing or calling customers to update them on their case• Study the customers’ past interactions with MOM and the case background to

proactively provide a response that best fits their needs

• Maintain professionalism and be patient with irate or difficult customers• Treat every customer without bias• Have a good understanding of the behavioural norms of customers from different cultures

• Manage customers’ expectations by proactively sharing service time frame for their particular query

• Provide responses within stipulated timelines • Try to prioritise cases based on set guidelines, for example, impact on livelihood


MANAGEMENT OF OUTSOURCED SERVICE PROVIDERS To help MOMers better understand MOM’s relationship with outsourced service providers, MOM expresses the relationship as that of twins and siblings (see Chapter 5: Processes for further information). MOM works with its outsourced service providers to ensure they meet both their service benchmark and objectives. The case example below (as shown in Figure 2.2.9) illustrates how the collaboration helps to introduce service improvements.

MOM improves its customer touch points by leveraging organisational capabilities in design thinking and behavioural insights. Table 2.2.10 describes some of the improvements resulting from feedback through various touch points.

Figure 2.2.9: Improvements made to MOM’s Contact Centre

Formerly MOM Contact Centre struggled to cope with increasing demand on its call services. Customers could not get through to the call centre. Those who did, succeeded in speaking to an officer only after a long wait. Additionally, email answers were lifted off a template and so often did not answer customers’ queries. As a result, our customers felt frustrated. To tackle these issues, the MOM Contact Centre was revamped in July 2015.

Improved performance matrixShifted emphasis away from swiftness in responding to quality of resolution.Speech analytics to improve responsesUsage of speech analytics to detect customers’ sentiments and emotions in a call conversation. This allows MOM to proactively introduce measures to improve the handling of customers.Better scripts and templatesImproved phone and email scripts to make them sound clear, human, helpful and firm (when needed).Improved collaboration between departments and email agentsEmail agents who handle Work Pass Division and Labour Relations and Workplaces Division issues are now co-located in the departments’ premises. This enables agents to learn directly from content experts and improves collaboration.Improved integrated Voice Response System (IVRS)The IVRS is being redesigned to improve service to MOM's customers. Linked MOM’s backend systems offer more personalised responses. A customer who frequently calls about the status of his employment pass applications will have this as the first option through the IVRS. He does not need to listen to the standard menu of options every time he calls. MOM is also introducing a more customer-friendly app version of the IVRS.

ExiS AT WORK: IMPROVING MOM CONTACT CENTRE

TOUCH POINT AND FEEDBACK MANAGEMENT

FOCUS AREA ACTIONS TAKEN IMPROVEMENTS MADE

Incorporating customer expectations when designing touch points and processes

Used design thinking to design the new Work Pass Services Centre that provides integrated, seamless service processes

Reduced average transaction time at Hall C from 45 minutes to 10 minutes

Established a Gallery@Hall A for customers with general enquiries to self-help

Launched an appointment system to handle more complex enquiries

Improved self-help options

Customised services according to customers’ priorities

Introduced an appointment-based system and self-check-in kiosks at Hall B

Smoothened queue waiting experiences and time, with reportedly better customer experiences

Making it easy for customers to seek assistance and information

Revamped MOM’s letters using Behavioural Insights Improved customer response rates to MOM’s letters

Reduction in customer enquiries

Developed a new application system with an improved intuitive user interface that was first used for processing transactions involving foreign domestic workers

Simplified online processes

Progressively rolling out system improvements for all Work Pass e-Services

Increase in number of employers of foreign domestic workers now being able to directly apply for the renewal of their foreign domestic worker’s Work Permit (14% increase)

Smoothened submission processes for renewal of Work Permits for foreign domestic workers

Drop in 30% of customer enquiries related to the renewal of Work Permits for foreign domestic workers

CUSTOMERS32

Restructured MOM’s website architecture to allow for easier content search

Made content simpler to make it more customer-centric

MOM’s website became the default starting channel for self-help enquiries

Ensuring customer feedback is addressed and analysed

Derived from insights rooted in data analytics, feedback from frontline officers handling Frequently Asked Questions (FAQs) and public enquiries — now refined and reviewed on a weekly basis

Improved quality of responses to customers

Table 2.2.10: Review on actions taken to improve touch point and feedback management

2.3 CUSTOMER SATISFACTION2.3a) How MOM determines and improves customer satisfaction for its various customer segments 2.3b) How MOM determines current and future drivers of customer satisfaction2.3c) How MOM incorporates customer insights and feedback into strategic business improvement plans APPROACHES TO MANAGING CUSTOMER SATISFACTIONMOM has a robust system to track and measure customer satisfaction in a comprehensive and timely manner. Besides WOG level indicators, MOM also uses a variety of surveys and polls conducted at varying frequencies to gather timely customer feedback. This enables MOM to benchmark its organisational performance against other public service agencies (as shown in Figure 2.3.1).

All inputs gathered are tabled and discussed regularly at management-level platforms (such as ExiS Committee and corporate management meetings) to identify gaps in services and business processes, as well as possible interventions.

Once identified, service improvement plans are developed and incorporated into new business and policy initiatives, as well as the capability development plans in each division’s annual workplan.

Figure 2.3.1: MOM indicators to determine customer satisfaction for various customer segments

MonthlyFeedback

(forms/cards)

MonthlyM Polls

Yearly*Customer Satisfaction

Survey

Customers’ interaction ratings (measure

customers’ ratings of the quality of their

interactions with MOM)

Customers’ sentiments and perception of MOM

policies and effectiveness

Customers’ satisfaction rating of touch point

services and e-services

Business Employers

Employers of Foreign Domestic Workers

Local Employees

Foreign Employees

Employment Agencies

Unions

General Public

Dormitory Operators#

Customer Segments Channels and Frequency MOM InitiativesIndicators

The findings provide insights into customers’ current and future requirements

# Introduced in 2017 * Monthly since March 2016


Benchmark against businesses and organisations in order to

identify gaps

Insights are shared with departments to develop

remedial actions or strategic action plans at departments’

annual workplan exercise

Survey results are continuously tracked and shared at

different forums, such as ExiS Committee meetings

Service Dashboard to monitor performance of the key performance indicators

Tabled at ExiS Committee meetings for discussion of

improvement plans

Endorsed improvement plans monitored and tracked

Insights are compiled and shared with departments

monthly

Insights are shared at ExiS Representatives Community Gatherings and over MOM’s

intranet. Action plans or standards are then formulated

Plans endorsed at ExiS Committee meetings and

tracked

Figure 2.3.2: MOM’s process where satisfaction ratings, service performance and customer feedback are translated into strategic service improvement plans

Scope of Customer Satisfaction Management

FeedbackService key performance indicatorsSatisfaction ratings from surveys

Whole-of-Goverment Indicators

MOM-level indicators

Insights from touch point and feedback channels

REVIEW AND IMPROVEMENTS Table 2.3.3 describes some of the improvements that have been made to more accurately gauge the level of MOM customers’ satisfaction.

Table 2.3.3: Improvements made to processes within MOM to enhance customers’ satisfaction

MOM'S PROCESSES TO ENHANCE CUSTOMER SATISFACTION


Determining customer satisfaction for various segments

Developed a new MOM Customer Service Framework (endorsed in the Excellence in Service Blueprint) in 2015

Increased frequency of surveys to be monthly instead (for calls, emails and website click-throughs) and quarterly (for counter transactions and key processes)

Included key processes and e-Services that impact customers in surveys

Uncovered new trends through data analysis (such as customer journey mapping and focus group discussions)

Upgraded regular, comprehensive and timely feedback on MOM’s key customer service offerings

Launched M Poll in 2014, a monthly sensing survey that reaches out to 1,000 individuals to gather their perceptions and attitudes on MOM’s strategic goals

Starting from July 2016, MOM has also increased the sample size to survey 1,500 individuals

Deepened, quickened insights that allow for more timely responses to customers’ reactions of new policies and initiatives

Translates into:• Better understanding of customers’ requirements• Service and process improvement plans• Service training enhancements• Strategic workplans

Together with our tripartite partners,Ministry of Manpower has mademajor headways over the past five yearsfrom amending the Employment Actand Industrial Relations Act to caterto the growing PME workforce, tointroducing the Employment ClaimsTribunal next month to provideadjudication for all workers for theirsalary related employment claims.

Mr Patrick TayMember of Parliament and AssistantSecretary General of NTUCduring Committee of Supply 2017

The strategy category focuses on the development and implementation of strategic plans based on MOM’s external environment and internal capabilities. The plans address current and future challenges as well as MOM’s mission and vision.

TRATEGY

STRATEGY36

03 STRATEGY

3.1 STRATEGY DEVELOPMENTCORPORATE PLANNING PROCESSMOM’s vision of nurturing A Great Workforce. A Great Workplace. continues to be relevant. It prevailed through two reviews conducted in 2008 and 2013, despite the ever-evolving role of MOM as it responds to a changing business environment and manpower landscape.

The Corporate Planning and Management Department steers and drives MOM’s strategic planning process. MOM adopts a rigorous strategic planning process to review and refine its corporate strategy and direction. Resources are subsequently allocated accordingly to facilitate and support both MOM’s business and organisational priorities.

The key components of the strategic planning cycle are as follows:

• Direction Setting: Under the close guidance of the Minister for Manpower, MOM’s senior management reviews and sets MOM’s direction at the annual Strategy Group meeting. The Strategy Group’s planning horizon can be short, medium or long-term.

• Preparation: Departments will take guidance from the Strategy Group’s direction to develop their workplans. A Tripartite Retreat is also organised in January to align MOM’s organisational priorities with those of its tripartite partners.

• Presentation and Approval: Departments present their work plans to the Permanent Secretary (PS) and Deputy Secretaries (DSes) for approval in March. MOM shares its key initiatives and priorities with the Government Parliamentary Committee (Manpower) and

present the same to Parliament during the Committee of Supply debates. The finalised work plans are then cascaded to MOMers and MOM’s key partners during the annual Work Plan Seminar in April.

• Monitoring and Review: MOM reviews the strategic planning cycle in April and May to identify areas for process improvement. Progress on Key Performance Indicators and Key Risk Indicators are reported every six months at Corporate Management Meetings. Progress on the implementation of key initiatives are also tracked every quarter at the Major Policy Implementation Meeting (MPIM) chaired by the Minister for Manpower.

Additional resource requirements: MOM has a monthly exercise to allocate additional financial and manpower resources to projects. This allows it to respond to business needs and support new strategic areas of work in a timely manner.


3.1a) How MOM determines organisational challenges and anticipates external changes and risks

TRANSLATING LONG-AND MEDIUM-PLANS INTO STRATEGYIn 2015, MOM conducted a scenario-planning exercise called SharedFuture 2025 to look at how the future would be for MOM and Singapore in 2025.

The scenarios portrayed Singapore as a “depleted” nation — where Singapore is bypassed in Asia’s growth, “derailed” by prolonged recession, and “divided” as it races ahead in harnessing technology for economic growth, leaving behind a segment of the population that is unable to keep up. This exercise continues to be a reference for MOM’s long-term strategy planning.

The analysis and assessment of the abovementioned scenarios yielded key medium-term strategies, which are captured in MOM’s new Strategy Map (as seen in Figure 3.1.1). It will be effective until 2020.

MAKING SENSE OF MOM’S OPERATING ENVIRONMENTMOM is guided by WOG priorities in assessing the challenges and opportunities of its organisational operating environment (as seen in Figure 3.1.2).

MOM engages its key stakeholders through various platforms to gather feedback and views. Frontline units like the Quality Service Management team convey feedback from the ground. MOM regularly seeks views and ideas from external partners, for example, through dialogues with tripartite partners.

Global developments are monitored by engaging international organisations (such as the United Nations and International Labour Organisation), participating in regional forums (such as ASEAN meetings) and conducting research on global practices. MOMers undertake study trips, perform horizon scanning and peruse global reports to keep abreast of emerging trends.

Figure 3.1.2: Alignment of MOM's Strategic Outcomes with Whole-of-Government Strategic Outcomes (WOG-SO)

Figure 3.1.1: MOM’s Revised Strategy Map

Strong Singaporean

CoreEnable companies

to provide good jobs; Singaporeans

to take up good jobs and progress

in careers


Foreign Workforce

Maintain a skilled foreign workforce that complements

local workforce

Inclusive GrowthEnable job

opportunities for all; sustainable wage growth; and improved

workplace conditions for the

vulnerable

RealIncome Growth

Manpower-lean and Competitive Economy

Fulfilling Careers

Financial Security


Work Practices Develop fair

and progressive workplaces to ensure worker

well-being, health and safety

More Secure Retirement

Enable Singaporeans to achieve financial

security and peace of mind for

retirement

Vision: A Great Workforce. A Great Workplace. Mission: To develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs and a secure retirement.

A Nation of OpportunityA Society That Cares For Its People

A High Performance and Trusted Government

A Great Workforce. A Great Workplace.

A Liveable and

Endearing Home

Inclusive Growth


Foreign Workforce

Strong Singaporean

Core

A Cohesive and

Resilient Community

More Secure

Retirement

A Safe, Secure and Influential Singapore


Work Practices

STRATEGY38

FUTURE THREATS AND OPPORTUNITIESMOM employs various tools to manage future threats and opportunities. Scenario planning helps in conceiving possible medium- to long-term strategies. Learning from best-in-class organisations in countries like the United Kingdom (UK) and Australia helps MOM acquire new capabilities in areas such as data analytics, behavioural insights and design thinking. One example is MOM’s partnership with the Behavioural Insights Team from the UK which led to the establishment of MOM’s Behavioural Insights and Design Unit, one of the first in Singapore Public Service. MOM has identified four key areas to build its organisational capabilities (see Table 3.1.3) to help anticipate future threats and opportunities.

MANAGING RISKS At MOM, risk management is institutionalised in the planning process in every aspect: strategic, policy formulation and operations. A Risk Management Framework (see Figure 3.1.4) was designed to anticipate possible risks and develop the relevant mitigation plans. MOM’s strategic risk management process references the ISO 31000 Risk Management Framework.

3.1b) How MOM develops long- to short-term strategies to achieve organisational goals

Departments set key performance indicators as part of the annual workplan exercise. This allows MOM to review and respond quickly to changes in the external environment. Where relevant, international benchmarks are used to ensure that departments’ targets are stretched. For instance, KPIs for labour market and workforce

competitiveness are measured against those published in international reports by Business Environment Risk Intelligence, World Economic Forum, and IMD World Competitiveness Centre. MOM also benchmarks specific key performance indicators against that of European Union countries. MOM’s workplace safety and health standards are benchmarked and comparable to that of leading nations in workplace safety and health excellence.

3.1c) How MOM engages key stakeholders in the strategy development process

To facilitate deeper appreciation of MOM’s work and rally support across the WOG Framework, organisational strategic priorities are shared with key stakeholders such as the Ministry of Finance, Government Parliamentary Committee members and tripartite partners, among others.

Figure 3.1.4: MOM’s Risk Management Framework

Establish the context

Com

mun

icat

ion

and

Cons

ulta

tion

Mon

itorin

g an

d Re

view

Risk Treatment

Risk Identification

Risk

Ass

essm

ent

Risk Analysis

Risk Evaluation

FOUR KEY AREAS TO BUILDING FUTURE-READY CAPABILITIES

Business Analytics

Using data analytics allows MOM to better manage risks, enhance regulatory compliance and gain valuable customer insights. The use of data analytics cultivates a vibrant evidence-based culture which delivers better business decisions and outcomes.

FuturesThinking

Adopting futures thinking tools and frameworks like Futures Wheel and Scenario plans allows MOM to better look ahead and plan for the future. It allows MOM to better anticipate future opportunities and risks.

Behavioural Insights and Design Thinking

MOM is one of the first government agencies in Singapore to combine design thinking with behavioural insights tools and concepts. This allows MOM to better understand the citizens they serve and consistently deliver quality customer-centric services.

Better Understanding of Customers

MOM continuously seeks to improve customer service experiences by using innovative ways to better understand customers. Through the iHear Programme, MOM senior management and officers spent a day at the MOM Contact Centre listening in to live customer calls. This helped to cultivate a deeper sense of empathy and understanding of MOM’s customers.

Table 3.1.3: MOM’s four key areas to building future-ready organisational capabilities


3.2 STRATEGY IMPLEMENTATION3.2a) How MOM develops and

implements both short- and long-term action plans

SHORT-TERM ACTION PLANS Short-term action plans are developed by departments every year based on MOM’s priorities. They are aligned to the objectives set out in the Strategy Map. Yearly workplans are submitted and presented to senior management for deliberation and endorsement. This cycle concludes with the finalised action plans that are then communicated to both key internal and external stakeholders.

LONG-TERM ACTION PLANSMOM’s SharedFuture 2025 provoked in-depth discussions on how the government might capitalise on opportunities and address future challenges. These scenarios sparked internal and inter-agency deep-dive studies into the gig economy, and the future of social security in Singapore. The futures team in the Corporate Planning and Management Department keeps the MOM family abreast of emerging trends and the potential opportunities and threats that may arise. This is carried out by conducting comprehensive research and horizon scanning. It allows departments to take into account potential medium- to long-term developments in MOM’s operating environment, particularly when planning their department-specific policies and programmes.

3.2b) How MOM manages organisational risks associated with plans

Building new capabilities allows MOM to better identify new risks and improve organisational work processes. Guided by the risk management framework in Figure 3.1.4, risks are categorised and tracked accordingly as shown below.

• Strategic Risks are managed through the close monitoring of key risk indicators and the implementation of treatment plans

• Internal Operational Risks are managed by the relevant corporate departments

• External Operational Risks are managed by the Joint Operations Division (JOD), which oversee the management of major incidents that pose significant threats to the attainment of MOM’s mission. JOD is also responsible for overseeing the implementation of SGSecure, a nation-wide movement to encourage every

Singaporean to play their part in preventing and dealing with terrorist attacks

3.2c) How MOM allocates resources in a timely manner to achieve strategic goals

RESOURCE MANAGEMENTMOM allocates fund and manpower resources to individual departments, based on individual department workplans every year. These include four key areas (besides MOM programmes) that help to achieve its strategic objectives (as shown in Table 3.2.1).

3.2d) How MOM engages key stakeholders in the strategy implementation processAs part of the strategy implementation process, MOM engages multiple key stakeholders all year round on a broad spectrum of issues. Its stakeholders range from political office holders, senior management, ground officers to external parties.

Table 3.2.1: MOM’s allocation to four main areas to build up resource management

BUDGET PEOPLE IT SYSTEMS FACILITIES & EQUIPMENT

Departments with new projects not indicated in their workplans (such as innovation and service improvement projects) can seek funding through the Ministry of Finance’s Reinvestment Fund or the MOM Fund bid

$1,000 is allocated for each MOMer to pursue career development training each year

Ad-hoc funding is also provided for departments that need supplementary training or capability building

Assigns each department dedicated IT consultants from the Information Systems and Technology Department

In-house consultants then provide services such as consulting to uncover solutions, as well as the relevant coordinating work with external vendors and partners

To provide an environment that would inspire MOMers and catalyse ideas, MOM has dedicated and mobile spaces on MOM’s premises

These include Imaginarium rooms in MOM HQ and MOM Services Centre to drive innovation, and ExiSpace at MOM Services Centre to facilitate training on customer service

STRATEGY40

TRACKING OF MOM’S PERFORMANCE AGAINST PLANS AND TARGETSThe MOM Corporate Performance Scorecard tracks all key performance indicators at the corporate level. Performance progress is regularly tracked at differing frequencies (as shown in Table 3.2.2), and the relevant results are presented to MOM senior management every six months. The annual performance of some of MOM’s key performance indicators is also featured in the Budget Book, WOG Strategic Outcomes and biennial Singapore Public Sector Outcomes Review. All of which are managed by the Ministry of Finance.

Underperforming key performance indicators will be flagged for closer monitoring or immediate intervention. To ensure timely interventions, departments have to outline the action they plan to take and how they intend to execute that plan.

To help departments track key performance indicators, the indicators are displayed on an online performance dashboard on MOM’s intranet. This dashboard is maintained by departments’ key performance indicators representatives, and monitored by the Corporate Planning and Management Department.

3.2e) How MOM measures performance against plans and targets

MONITORING OF PLANS TO TRACK PROGRESS

Table 3.2.2: Frequency at which regular progress is tracked within MOM

FREQUENCY REGULAR PROGRESS TRACKED

Annually • MOM’s Permanent Secretary meets the Ministry of Finance’s Permanent Secretary to discuss MOM’s progress for the financial year and set priorities for the next financial year.

• Results for MOM’s key performance indicators are consolidated and reported internally and externally (to the Ministry of Finance and the Cabinet of Singapore).

• Tripartite members - MOM, SNEF and NTUC - meet annually to discuss workplans and explore areas of cooperation for the upcoming year.

Half Yearly • Departments submit their key performance indicators and key risk indicators results for reporting at the Corporate Management Meeting chaired by the Permanent Secretary.

• MOM updates members of the Government Parliamentary Committee (Manpower) on the progress of key policies and programmes, and seek their views on upcoming policies and programmes.

Quarterly • Departments and statutory boards report to the Minister for Manpower on the status of major policies implemented at the Major Policy Implementation Meeting.

Weekly/Monthly • Meetings are held with the Minister for Manpower, Permanent Secretary and Deputy Secretaries to update them on recent developments and seek their guidance and approval. These include the Minister Policy Meetings, Minister Brainstorming Sessions and Policy Group meetings.


Table 3.2.3: Improvements made for focus areas in strategic development and implementation

MOM’S STRATEGIC PLANNING PROCESS


3.1 Strategy Development

Reduced resource constraints and a manpower-lean workforce

Re-engineer business processes to improve and fully optimise manpower

Implemented over 50 recommendations from 2016 to improve productivity

Sharpened focus on meeting customers’ increasing expectations and demands

Launched ExiS blueprint in 2016 to encourage customers to use self-help services. MOM also used social media and roadshows to educate customers on how to properly use the self-help options available to them

Reviewed and revised policies, processes, services and communication efforts to make it easier for MOM customers to understand and navigate. MOM also nudged customers to fully embrace self-help options

Focus and consistency in the setting of key performance indicators

Streamlined key performance indicators from 102 to 30, and subsequently to 21 indicators

Developed target-setting guidelines to ensure consistency in target-setting across departments, enabling departments to set stretched targets

Sharpened focus on key performance

Engaged tripartite leaders in our strategic planning processes

Launched the Tripartite Retreat in January 2016, which involved tripartite leadership across levels. This is now an annual event

Sought views of tripartite leaders on workplans, which strengthened tripartite relationship and bonding across all levels

3.2 Strategy Implementation

Improved communication of MOM’s SharedFuture 2025 so that MOMers fully grasp its implications

Designed immersive and interactive materials in 2015 to better communicate SharedFuture 2025 to MOMers

The multimedia package included tangible artefacts of the future, infographic handouts, emotive videos and games that offer a hands-on experience

Sharpened understanding and internalisation of SharedFuture 2025 among MOMers, facilitating the development of response plans

MOMers better understood and internalised SharedFuture 2025, facilitating the development of MOM’s five-year plan

Increased focus on implementing new initiatives and policies

In 2016, MOM introduced a new forum called Major Policy Implementation Meeting

This meeting is highly focused on providing regular thematic updates to the Minister on the implementation progress of major policies

Improved communication of Committee of Supply (COS) initiatives to the general public

In 2013, MOM launched COS-in-Brief that summaries MOM’s initiatives. It is disseminated to the media and is available for public perusal over MOM’s digital platforms such as the MOM website and Facebook

COS-in-Brief allows MOM to reach out to younger Singaporeans who turn to online platform for news consumption. Its succinct bite-sized information also makes for easier understanding

The Corporate Planning and Management Department leads the review and refining of MOM’s strategic planning process through after-action reviews, incorporating feedback from key stakeholders and adopting best practices. As a result of continual reviews and refinements, MOM has made key improvements to its strategic planning process since FY 2009. They are outlined below (as shown in Table 3.2.3).

The people category focuses on how the potential of MOMers is effectively harnessed to achieve excellence.

EOPLE

Akin to the HR department forSingapore, MOM is responsible forthe nation’s workplace health, safetyand workforce wellbeing where fairand progressive people practicesare improved and adopted. As anorganisation, MOM has a family-likeculture where it prides itself infostering a close working relationshipwith the tripartite partners to achievea win-win for all. MOM is one ofthe most highly engaged ministriesthat practise what they preach inprogressive people practices to make MOM a great workforce and a great workplace.

Ms Low Peck KemChief HR Office and Senior Director (Workforce Development)Public Service Division, Prime Minister's Office

PEOPLE44

04 PEOPLE

4.1 HUMAN RESOURCE AND DEVELOPMENT

4.1a) How MOM anticipates human resource needs and develops plans and policies that are aligned to strategic goals and organisational values

The Human Resource Department (HRD) takes a people-centred approach in developing MOMers’ strengths to achieve MOM’s strategic outcomes. This approach is illustrated in Figure 4.1.1.

PEOPLE VALUE FUNCTIONS

Human Resource ArchitectureHuman

Resource HubHuman Resource

Business PartnershipManpower Planningand Analytics

Rewards and Performance Management

Capability and Leadership

Development

OrganisationDevelopment and

Excellence

• Strategic workforce planning and manpower management

• Policy review and implementation

• Organisation design and job structure

• Workforce analytics

• Performance management

• Rewards and recognition

• Conduct and discipline

• Leadership development

• Succession planning

• Talent management

• Learning and development

• Competency framework

• Employee engagement and communications

• Organisation excellence

• Staff welfare and well-being

• Work-life harmony

• Queries on Human Resource matters

• Human Resource processing activities

• Stakeholders’ management

• Single point of contact for divisions/departments

• Strategic partner to senior management

• Human Resource consultancy and partnership

• Change management and interventions

• Implementation of Human Resource Policy

Vision: To be an employer of choice and the best-in-class in human resource practices in the Singapore public sector Mission: To attract, develop, retain, and motivate our people to achieve MOM’s strategic outcomes

People Outcome: MOMers who take charge, united as One-MOM, leading at all levels

People Indicators

Staff Engagement Index Staff Resignation Rate Learning & Development Index

Evaluation and Review Mechanisms/Platforms

Annual Workplan Exercise

Monthly CareerDevelopment Committee

Strategy Group Forums

WorkplanSeminar

Townhall

Figure 4.1.1: MOM HRD’s strategic planning approach


4.1b) How MOM establishes a recruitment and selection process to meet organisational needs

HRD contributes to MOM’s Strategic Plans through its Annual Manpower Resourcing Planning. Conducted jointly with the Corporate Planning and Management Department, it seeks to develop strategies and work plans for each functional unit with inputs from the relevant stakeholders. This allows for the proper evaluation of manpower needs for each department against its respective business plans.

MOM has robust recruitment and selection processes in place with line managers actively involved from the start. Activities such as peer chats, work reviews and attachments are conducted to help better align expectations with competencies.

4.1c) How MOM identifies and grooms employees for high performance

Leaders play an active role in engaging organisational talent. For example, many serve as course mentors in the MOM Leadership Milestone Programme. MOMers identified as high-performing talents are assigned to lead in the planning and execution of organisation-wide events, supported and guided by a Head of Department.

Figure 4.1.2 summarises MOM’s core HR practices to identify, develop and retain talents.

MOM adopts the 70-20-10 model espoused by the Centre for Creative Leadership in the development of its talents. This approach expands MOMers’ capacity to take on more responsibilities and different roles (see Figure 4.1.3).

The Management Potential (MP) Framework systematically identifies high-performing talents with the potential to assume senior leadership positions in MOM. As depicted in Figure 4.1.4, this Framework allows for a fair assessment of their capabilities.

Figure 4.1.2: Core human resource practices to identify, develop and retain talents

PROCESS PRACTICES

Identify Talent

• Recruitment and Selection Process

• Performance Appraisals• Ranking Exercises (Potential

Assessment)• Takes Into Consideration

Positive Feedback on Employees

• Takes into Consideration an Employee’s Contribution to and Participation in Activities

• Assessment of Work by Supervisors

Develop Talent

• Assignment to Special Projects/Secondary Appointments

• Job Rotation• Attachment to Other

Organisations

• Leadership Development Programmes

• Scholarship/Development Award Opportunities

Retain Talent

• Promotions• Merit Increments/

Performance Bonuses

• Career & Capability Development• Succession Planning for Key

Appointments

Succession Planning

Regular discussions with senior managementStrategic Manpower Planning Exercise

Leaders in MOM are developed through work experiences and systematically identified for succession planning

MOM VISION,MISSION AND VALUES

Figure 4.1.3: MOM’s 70-20-10 approach to nurturing the further development of talents

A.I.M(Analytical and Intellectual Capacity. Influence and

Collaboration. Motivation for Excellence)

Competencydevelopment

and performancemanagement

Development and retention

Development throughWork Experiences (70)• Postings across clusters;

Secondments• Stretched assignments• Concurrent and

Secondary appointments

Development through Relationship (20)• Advisors to top talent• Engagement with senior

management• Course mentors

Development through Structured Programmes (10)• Leadership milestone

programmes

PEOPLE46

MANAGEMENT POTENTIAL

FRAMEWORK

Incumbents identify potential

successors

Identification of key positions

Endorsement by Senior Personnel

Board

Career Development

Plans for officers

Execute plans, evaluate and

follow-upDiscussion at Senior Personnel

Board

All MOMers are encouraged to take charge of their career development and learning. They can proactively discuss their career aspirations, goals or learning needs through the Individual Development Plan with their supervisors. MOMers seeking a change in job roles can apply for internal vacancies that are regularly posted on MOM’s intranet.

MOM regularly reviews its plans and policies through structured platforms to stay relevant. An example is the Strategic Manpower Planning Exercise conducted every two or three years with all Heads of Department. The exercise focuses on understanding their manpower challenges and capability building requirements. The strategies and plans are then considered at the monthly Career Development Committee chaired by the Permanent Secretary.

Goal: To expose officers to different job functions so as to(i) develop their managerial and functional competencies(ii) allow for objective assessment of officers’ strengths and suitability for

senior leadership positions, to aid succession planningFour postings over 12-15 years across clusters in MOM under MOM’s Management Potential Programme.External posting for a selected group of talents. This is aligned with the Public Service Leadership Programme.Postings are aligned with each officer’s strengths as well as with succession planning needs.

Figure 4.1.4: MOM’s Management Potential (MP) Framework to groom high-performing talents for senior leadership

4.2 EMPLOYEE LEARNING AND DEVELOPMENT 4.2a) How MOM engages employees to identify current and new competencies required to achieve

organisational goals MOM adopts the learning philosophy that “Every MOMer is a Learner and Teacher”, encapsulating the attitude and approach towards learning that is encouraged within the organisation. It strives to shape a culture where MOMers are self-directed with their learning and have a growth mindset, to want to constantly upgrade themselves as they face new challenges.

LEARNING NEEDS ANALYSISMOM’s annual Learning Needs Analysis exercise is conducted from October to April. Done as part of the organisation’s corporate and departmental planning exercise, this helps to ensure that the developmental needs of officers are factored into future business strategies and plans.

The LEAP (Learn, Excel, Aspire, Pass-It-On) Committee was formed in 2015 to enable central awareness for greater coordination. The Committee is chaired by the Deputy Secretary (Development) with members comprising representatives from each department. It holds bi-monthly meetings to discuss how to effectively drive learning and development matters. This enhances the synergy across departments in MOM, as MOM seeks to leverage the capabilities and programmes of the different departments to support the organisation’s overall learning needs.

MOM is one of the few ministries with its own competency framework. Based on the AIM Plus Model, it incorporates the Civil Service’s broad-based competencies, alongside a set of MOM’s functional competencies across 11 job families (see Figure 4.2.1).


Figure 4.2.2: MOM’s revamped Leadership Milestone Programme

Figure 4.2.1: MOM’s competency framework based on the AIM Plus Model

CORPORATE LEVEL

MOM FUNCTIONALDepartment Level

MOTIVATION FOR

EXCELLENCEAchieving Results

Commitment & Accountability

INFLUENCE AND COLLABORATION

Influencing & Inspiring

Developing Capability in Others

Collaboration & Engagement

ANALYTICAL AND INTELLECTUAL

CAPACITYSense of

PerspectiveAnalysis and Judgement

Service Delivery and Management

Regulatory Enforcement-General

Marketing, Communications and Public Education

Regulatory Enforcement-Technical

Financial and Administration

External PartnershipsResearch and

Statistics

Planning and PolicyConciliation and

MediationRegulatory and Case

ProcessingHuman Resources

MOM COMMONKnowledge of MOM’s

Business Strategies and Objectives

Knowledge of Policies, Regulations and

Processes

Stakeholder and Relationship Management

4.2b) How MOM provides learning and development opportunities to employees to achieve both personal and organisational growth

MOM creates an active learning environment through a wide variety of activities and programmes to support employees’ learning needs.

INDUCTION FOR NEW MOMERS All new MOMers have to undergo the MOM Foundation Programme and Public Service Division’s programmes to gain a more holistic understanding of the Ministry’s products and services. A curated, yet comprehensive induction package helps to initiate them into MOM’s overall business, culture, values and belief system.

CORE PROGRAMMES TO BUILD FUTURE-READY CAPABILITIES AND SERVICES MOM pays special attention to help MOMers in acquiring future-ready capabilities. One area is in Design Thinking and Behavioural Insights, a core capability in supporting MOM’s move towards being a citizen-centric organisation.

Service Excellence is also a key area in MOM’s capability-building efforts. Over 44 workshops were designed to help MOMers understand and apply HEART Service Principles in their daily work.

LEAP LEARNING FORUMS AND LUNCH TIME TALKS LEAP Learning Forums and Lunch Time Talks were organised to supplement formal learning processes in order to promote a more vibrant learning culture. Consistent with MOM’s Learning Philosophy of “Every MOMer a Learner and Teacher”, the talks were presented by MOMers who willingly shared their own knowledge and skills. Such talks included learning more about Understanding Traditional Chinese Medicine, Lemon Law and defence tactics.

In 2016, the following learning initiatives were rolled out:

A. Application of Emergenetics Profiling Tool

The Emergenetics Profiling Tool was introduced on a MOM-wide basis in September 2016.

Emergenetics is a tool that provides in-depth understanding of individuals’ unique personalities, and how they think and behave. This helps create a common language within MOM to help MOMers better appreciate each other and their differences. An organisational climate that embraces the individuality of each member will help to build stronger teams for the future.

B. MOM Leadership Milestone Programme

The revamped MOM Leadership Milestone Programme was rolled out in Financial Year (FY) 2016. Comprising three levels targeted at supervisors at different seniority levels, the programme consists of two modules at each level (see Figure 4.2.2). It also has two unique elements: a course mentoring module by MOM Leaders and a HR 101 by HR Officers to equip supervisors with the knowledge to be better line managers.

LEVEL 2

Equip participants with broad supervisory skills to transit to new roles• New supervisors with less than 1 year

supervisory experience

Equip participants with coaching skills so that they can drive greater team performance• Newly promoted MX11-MX11A and

equivalent supervisors

LEVEL 1

Equip participants with leadership and coaching skills to inspire, motivate and develop teams• Newly promoted MX10 and equivalent

officers

LEVEL 3

• Enhance understanding of interpersonal and group management skills and sharpen ability in these skills, for more effective teams

• Sharing experiences and challenges among peers

• Guided supervisory journey through course mentoring by a senior leader

LEARNING OUTCOMES

AIM MODEL

PEOPLE48

LEARNING EVALUATIONMOM's evaluation of the learning process is based on the Kirkpatrick Evaluation Model. All centrally organised learning programmes are evaluated at Levels 1 and 2 to assess reactions to the programmes. Post-course evaluation surveys are carried out to determine whether learning has taken place.

Selected key programmes, such as the MOM Leadership Milestone Programme, are evaluated at Level 3 by gathering both quantitative and qualitative feedback through surveys and focus group sessions. Post-course application surveys are used to assess their overall effectiveness.

The Learning and Development Blueprint was evaluated up to Level 4. The impact of the initiatives implemented under the blueprint was measured through corporate indicators in the L&D Index. Introduced in FY 2016, the L&D Index is a Key Performance Indicator (KPI) in MOM which allows for a more thorough assessment of the impact of learning interventions on individual and organisational performance.

4.3 EMPLOYEE ENGAGEMENT AND WELL-BEING

4.3a) How MOM supports individual and team participation to achieve its organisational goals EMPLOYEE ENGAGEMENT Through the Organisation Development and Excellence Framework, MOM seeks to build an excellent organisation of engaged and productive MOMers. The Framework focuses on supporting and enhancing the 3 Ps — (1) Purpose, (2) People, and (3) Processes and Practices. Holistically, it encompasses five strategies (see Figure 4.3.1).

The Organisation and Development Framework helps to anchor the various engagement and well-being initiatives that support the five strategies (see Table 4.3.2).

ENGAGEMENT STRATEGY

MECHANISMS

INDIVIDUALTEAMS

INTRA-DIVISION INTER-DIVISION INTER-MINISTRY

1. Strengthen Sense of Purpose and Alignment

• Introduce MOM's mission and vision during orientation

• Department Workplan Retreats

• Values DNA• MOM Staff Orientation

programme• PS Challenge Games• HEART Workout

• Public Service Observance Ceremony, National Day Observance Ceremony

2. Develop Leaders and Enable MOMers

• i2i - Staff suggestion scheme

• MOM’s sponsorship and scholarship programmes

• Work Improvement Teams• BPR Project Teams

• Leadership Summit, QuIPS Carnival

• DesignWorks COP• La Kopi Soon – senior

management’s engagement session with MOMers

• Inter-ministry design thinking projects

• Learning tours of other public agencies

Figure 4.3.1: MOM’s Organisation Development and Excellence Framework

Ex

cellent Organisation

Engaged & Productive M

OMer

s

Processes and Practices

Purp

os

ePeople

InspiringLeaders

Competentand

Innovative MOMers

Awardsand

Appreciation

Welfare,Wellbeing,Worklife

Communications

Knowledgemanagement

Alignmentto Mission,Vision and

Values

StrengthenSense ofPurpose andAlignment

DevelopLeadersand EnableMOMers

Recogniseand EnergiseMOMersIntensify

Engagementfor EffectiveSharing

FacilitateandManageChange

12

34

5Great

Workforce

GreatWorkplace


3. Reward and Energise MOMers

• Appreciation Day• Exemplary MOMer Award• Innovation and service

champions• National Day Awards• In-house exercise classes• Lunch time health talks

• Festive celebrations• Divisional dinner and dance• MOM CARE Friends

• Minister for Manpower Awards

• PS Commendation Awards• Awards/promotion

ceremony• Inter-division Sports

tournament• Recreation Club,

Community and Environment Outreach Club, Active Lifestyle Club

• MOM Family Day/Dinner and Dance

• Tri-agencies Sports League• Public Service Sports and

Family Day

4. Intensify Engagement for Effective Sharing

• MOMster• Workplace (by Facebook)• MOMentum• Poster displays• Lift decals

• Email updates• Departmental newsletters• Divisional briefings

• Work Plan Seminar• MOM Bites - Lunchtime

talks on new MOM policies• WOW Team• Townhall• MOM Ambassador

Programme

• COS announcement posters and emails

• Engagement sessions organised by PSD

5. Facilitate and Manage Change

• Supervisory and leadership courses

• Review of divisional standard operating procedures and processes

• WOW Movement• Crisis communications

team

• Public Service Transformation

• PS21 initiatives

Table 4.3.2: MOM’s five strategic engagement mechanisms under its Organisation and Development Framework

4.3b) How MOM develops a work environment that enhances employee health and well-being

EMPLOYEE WELL-BEING In 2016, MOM developed a Total Well-Being Framework to better engage, enable and energise employees. It is based on Maslow’s hierarchy of needs and seeks to strengthen employees’ sense of belonging by supporting their diverse needs. The framework focuses on five key areas: physical, emotional, social, community and self (see Figure 4.3.3).

The Framework helps to streamline the allocation of resources by bringing all the different committees responsible for each aspect under one umbrella. The Committee/Clubs, however, may address more than

Figure 4.3.3: MOM's Total Well-Being Framework based on Maslow's hierarchy of needs

SELF

Individual’s ability to manage work-life harmony and development

SELFACTUALISATION

COMMUNITY

Proud to give back to organisation and societyESTEEM

SOCIAL

Positive interpersonal relationshipBELONGING

EMOTIONAL

Psychological and emotional well-being

SECURITY

PHYSICAL

Basic safety andhealth needs

SURVIVAL

TOTALWELL-BEING

BASIC NEEDS

Engaged, Enabled and Energised MOMers

PEOPLE50

one need when different departments collaborate on organising activities. These needs are currently mapped to the intended purpose (as seen in Table 4.3.4).

EMOTIONAL

SELF COMMUNITY SOCIAL PHYSICAL

Committee/Clubs TOTAL WELL-BEING COMMITTEE

COMMUNITY AND ENVIRONMENT OUTREACH

CLUB

RECREATIONCLUB

ACTIVE LIFESTYLECLUB

Purpose To set strategic directions for the Total Well-being Committee and Clubs

To support MOM's efforts in being a responsible and caring corporate citizen

To foster One-MOM identity through social and recreation programmes

To enable a safe, healthy and active workforce

Key Programmes and Activities

HRD• MOM CARE Programme• Work-life Harmony• Flexi@MOM (refer to

Figure 4.3.5)• Human resource benefitsCPMD• CSR policies• Workplace risk

assessments/ergonomics• Tenders for workplace

provisionsOSHD• Workplace safety and

health policies

• Donate-A-Can Project • Coastal clean-up• Recycling Bins• Meals-on-Wheels • Festive celebrations with

Kreta Ayer Senior Activity Centre (KASAC)

• SHARE & MOM Help Fund

• Dinner and Dance• Family Day• Children's and parenting

activities (e.g children's day outing, lunch talks about parenting)

• MOM childcare centre• MOM nursing rooms

• Inter-departmental games/ Public Service Challenges

• Basic annual health screening

• Bimonthly Fruits Day• MOM gyms• MOM external exercise

incentive (EEI)• MOM staff canteen• Lunch talks on healthy

lifestyle

INDIVIDUAL DIVISIONAL ORGANISATIONALFormaltracking

• Annual Staff Performance Appraisals

• Exit interviews (where required)

• Organisation Climate Survey (through results and follow-ups)

• Organisation Climate Survey (through results and follow-ups conducted by the HRD)

• FlexWork Survey • Results of Annual Health Screening • Employee Turnover Rate • Internal Disclosure Policy

Informal tracking

• Dialogues with staff (through La Kopi Soon)

• Feedback via email to management

• Focus Group Dialogues (adhoc) • Employee Absenteeism Rate• Health Screening participation rate

Table 4.3.4: MOM’s key programmes for ensuring employee health and well-being in each Committeee and Club

Table 4.3.6: Tracking mechanisms to measure overall MOMers’ sentiments and satisfaction across organisational levels

MOMers’ work-life integration is actively supported through Flexi@MOM (see Figure 4.3.5). What sets Flexi@MOM apart from other similar schemes is the ease with which MOMers can take up the scheme. Most of the options under the scheme do not require formal application. The arrangement is often accepted once a MOMer’s direct supervisor has agreed to them participating in it.

4.3c) How MOM measures employee satisfaction, engagement and well-beingMOM keeps close tabs on overall employee sentiment and satisfaction on an organisational, divisional and individual level (see Table 4.3.6)

Figure 4.3.5: Flexi@MOM affords MOMers flexibility in where and how long they choose to complete their work

FLEXI@MOMFlexibility when you need it!

Flex-Time

(Staggered Hours)

Choose to start and end your day at different time slots.

Flex-Place

(Telecommuting)

Choose to work online at any location outside

your workplace.

Flex-Load

(Part-time, Job-share)

Work reducedhours at pro-rated salary

and reduced benefits.


REWARD & RECOGNITION

Factors Affecting Performance

MONETARY NON-MONETARY

Achieving Set Goals/Targets

Individual• Merit Increments • Performance Bonuses • Promotions

• MOM Appreciation Day

High-Performance

Team• Minister for Manpower Award • PS Commendation Award

• Opportunities to lead committees and projects • Award winners are invited to the award ceremony, and

they will be featured in the relevant award booklets and communication channels

Living Up to the Culture

Individual• Exemplary MOMer • Long Service Award/Special Appreciation Award • Valedictory Letter (for retirees)

• WOW/Appreciation cards • National Day Awards• Award winners are invited to the award ceremony, and

they will be featured accordingly in the relevant award booklets and communications channels

Creative and Innovative Behaviour

Individual• PS21 ExCEL Awards (Innovation Champion) • i2i

Team• PS21 ExCEL Awards (Most Innovative Project/Policy) • MOM Innovation Awards (Most Innovative Project/

Policy)

• Award winners are invited to the award ceremony, and they will be featured in the relevant award booklets and communication channels

Service Delivery Individual• PS21 Distinguished Star Service Award • PS21 Star Service Award • Excellent Service Award (STAR/Gold/Silver) • MOM STAR Service Award (Gold/Silver/Bronze/

Outstanding Customer Service) • MOM Quarterly Service Excellence Awards

4.4 EMPLOYEE PERFORMANCE AND RECOGNITION 4.4a) How MOM supports high-performance, productive and innovative employee behaviours to achieve its

organisational goals4.4b) How MOM reinforces desired employee behaviours through its organisational valuesMOM’s Rewards and Recognition Framework supports a high-performance culture by rewarding individuals solely based on their merits. Recognition of MOMers’ merits can take many forms. MOM offers various forms of monetary and non-monetary awards at various levels accordingly. These levels are categorised into five factors (as outlined in Table 4.4.1).

4.4c) How MOM rewards and recognises employees to achieve organisational goalsIn appraising MOMers’ performance, MOM utilises various communication touch points to enable a fair assessment and appraisal. This helps to ensure that timely feedback is provided through the loop with “no surprises”.

These touch points include HR clinics, which are conducted to address any questions MOMers have on the Performance Management Framework. This ensures that MOMers’ performance grades and bonus quantum are announced in a timely manner and properly communicated to MOMers by their supervisors before they receive the formal notification on Pac@Gov. Appeals against performance grades and promotions are available through the Appeals Secretariat.

Table 4.4.1: MOM’s Rewards and Recognition Framework (Monetary and Non-Monetary) based on the five factors for high performance

The processes category focuses on the management of key and support processes to achieve MOM’s strategic goals.

ROCESSESThe Behavioural Insights Team has

been working with the Singaporean Civil Service, and specifically with the Ministry of Manpower (MOM), since 2012. We have helped and continue to support MOM to build its in-house capability in applyingbehavioural insights to employment-related issues. In particular, MOM has become a global leader in blending behavioural science with human-centred design approaches.

UK Behavioural Insights Team

PROCESSES54

05 PROCESSES

5.1 INNOVATION CAPABILITIES

5.1a) How MOM involves key stakeholders in generating and implementing innovative ideas and solutions

5.1b) How MOM engages key suppliers and partners to co-create products and services

Story 5.1.1: Co-creating MOM’s Fair Consideration Framework with MOM‘s Stakeholders through Policy Innovation

Story 5.1.2: Re-designing MOM system through Operational Innovation to elevate MOM customer experiences to new heights

To preserve a strong Singaporean core in our workforce, MOM explored different models to ensure employers give Singaporeans fair consideration in the hiring process. Many countries have adopted a labour market testing approach where companies are required to show proof of their efforts in recruiting local workers before they are allowed to hire their foreigners. MOM undertook in-depth analyses of these approaches. It concluded that a labour testing market regime was too onerous and would impede the labour market’s flexibility. Instead, MOM worked in consultation with industry and tripartite partners to introduce the Fair Consideration Framework. The Framework sets out clear expectations for companies and have led to fair employment practices that are open, merit-based and non-discriminatory.

The development of Work Pass Integrated System (WINS) for Foreign Domestic Workers (FDW) was the first large-scale government IT project undertaken using the Agile methodology. The project aims to improve customer experience for employers of FDW while shortening the project development time frame. Adopting customer-centric design principles, over 40 business rules were reviewed. Dialogues with stakeholders and users were conducted to refine the user interface. The final solution offered a more seamless online experience and featured a cleaner, simpler and more personalised user interface.Since the system went live in 2016, calls to MOM on FDW issues have dropped by more than 20%. One in four employers now renew their FDW through the system instead of an employment agency. This translates to annual savings of over $5 million to customers. Customer ratings for this service have also improved dramatically, from less than three (out of the maximum score of six), to more than five. The team has received over 1,000 compliments to date.The project also bagged multiple awards including the PS21 ExCEL Award, GovInsider Innovation Award 2016 (Best User Interface and User Experience Design) and CIO 100 Award.

With “Passion for Progress” as a core MOM value, innovation is a key organisational enabler that helps MOM achieve its business objectives.

Innovation in MOM falls under two categories:

• Strategic/policy innovations. This refers to innovation in developing new policies, programmes or services to deal with evolving business needs. An example is the introduction of the Fair Consideration Framework (see Story 5.1.1 on Policy Innovation at work in MOM).

• Operational innovations. This refers to new ways in which work in MOM can be done more efficiently and effectively. One example is in the implementation of the Work Pass Integrated System for Foreign Domestic Workers (see Story 5.1.2 for how operational innovation works in MOM)


Innovation in MOM is championed by Deputy Secretary (Development). MOM’s Innovation Framework outlines the scope of the Innovation Movement (see Figure 5.1.3).

Since everything begins with an idea, MOM makes the effort to establish processes to harvest and bring ideas to fruition (see Figure 5.1.4).

Ideas generated are evaluated; feasible ideas are turned into innovation projects. The three phases in the entire process are explained further below:

• Idea generation and evaluation. Ideas are sourced from multiple internal stakeholders (e.g. MOMers and management) and external stakeholders (e.g. customers, general public, partners and suppliers). Ideas are assessed if they are suitable to develop into innovation projects.

• Design and development. MOM designs and develops the new product or service based on the idea after extensive consultations on user needs. A prototype of the new or improved product or service is then usually tested on a small scale to gather the relevant feedback.

• Production and delivery. MOM implements the new or improved product or service after evaluating feedback from the trial run. However, the processes do not stop here. MOM does post-implementation monitoring to refine the product or service.

Innovation in MOM means "people implementing ideas that create value"

Innovation Process

Idea Generation Evaluation and Assessment

Realising Innovation

Figure 5.1.3: Enablers in MOM’s Innovation Framework to support organisational innovation processes

Enablers

Corporate Culture Develop a culture of

continuous innovation and improvement

through initiatives such as training in innovation

strategies, as well as offer recognition and rewards for achievements in innovation

Stakeholders' Insights &

Engagement Harness stakeholders'

insights to generate ideas and solution

Technology and Techniques

Facilitate improvement and innovation through

technology and innovation techniques

Figure 5.1.4: The generation of ideas at MOM leverages multiple platforms and a wide spectrum of sources

IDEAS

Internal – Top Down (Management)

Internal – Bottom Up (Staff)

National platform• Parliament Sittings• International Advisory Panel• Cross-Agency

Meeting Platforms

Business Enviroment• Technology scans• ITQ/ITT proposals and meetings

Partners• Benchmarking Studies• Tripartite Committees

and Platforms• Environment Scanning• Industry Grassroots and

Customer Briefings

Public• Media scans, public suggestions,

M-Poll, Whole-of-Government platforms such as REACH (reaching everyone for active citizenry @ home) and The Pro-Enterprise Panel

• QSM, customer perception surveys and other feedback channels

• Appeals

Senior Management, Strategy Group

i2i System

Leadership Group(LG1, LG2)

Project groups

ManagementTeam

Meetings, CoP, AAR, CPE/DPE,Townhalls, Workplan Seminar, QuIPS, ExiS

InnovationInnovate services,

policies and operations

PROCESSES56

5.2 PROCESS MANAGEMENT

5.2a) How MOM manages key and support processes to meet customer and operational requirements

KEY BUSINESS PROCESSES In MOM, policy divisions formulate and develop policies, while line departments deliver and/or implement them. Each key strategy is driven by one or more policy divisions. Policy implementation is managed by at least one line division or statutory board.

Production and delivery processes are aligned to MOM’s key strategies. This alignment in relationship is outlined below (see Table 5.2.1). The integration of the associated production and delivery processes for each key strategy takes place over a dedicated platform, in the form of meetings with selected participants.

Table 5.1.5: Detailed explanations on the three phases at which innovation projects of value are carried out in MOM

PHASE 1IDEA GENERATION AND EVALUATION

PHASE 2DESIGN AND

DEVELOPMENT

PHASE 3PRODUCTION

AND DELIVERYActivities Source of Ideas

• MOMers• MOM's Management• MOM customers and the general public• Partners and SuppliersEvaluation Criteria• Value added (based on cost- benefit analysis)• Ease of implementation• Creativity and OriginalityPigeonholing of the innovation• Improvement projects• Benchmarking exercise• Innovation projects

Check user requirements

Prototype new and improved products/services/systems/processes

Carry out trial-runs

Incorporate feedback from trial runs

Implement new and improved products/services/systems/processes

Monitor after imple-mentation and continue to refine and improve

Co-creation with Stakeholders

Sharing sessionsDiscussion at management meetings

Project teamSuppliers and Partners Customers (for trial runs)

Project teamRelevant MOM staff Customers

Discuss, Evaluate and Review

Corporate Management

Meeting

BehaviouralDesign and Analytics

CommitteeIT Steering Committee

Innovation ProjectsA variety of internal and external stakeholders are actively involved throughout the entire process, from the co-creation to the design and development of ideas and solutions. Stakeholders include MOMers, MOM’s management team, suppliers and partners, as well as customers.

The entire innovation process is actively managed by the MOM Leadership Group through structured committees such as the regular Corporate Management Meeting, IT Steering Committee and Behavioural Design and Analytics Committee (see Table 5.1.5).

With finite resources, MOM has to be selective as to what ideas are chosen to bring to fruition. Ideas are carefully evaluated with costs and benefits taken into consideration in order to maximise the chances of success. The many ideas that are generated from MOMers and key stakeholders are weighed against each other for the value they bring to the table, as well as the most appropriate way to implement it seamlessly.

Some ideas are implemented as improvement projects (Chapter 4 describes some improvement projects for staff welfare). Some are developed into benchmarking exercises (Chapter 6 describes benchmarking as a way MOM harnesses relevant knowledge and learn from best practices). Other ideas are developed into innovation projects.

MOM continually conducts reviews so as to improve organisational innovation processes. This is to enable every MOMer to be more effective and efficient innovators.


KEY STRATEGYPOLICY DIVISION(S) LINE DIVISION(S)

SERVICES PLATFORMPRODUCTION DELIVERY

Strong Singaporean core • Manpower Planning & Policy Division

• Foreign Manpower Management Division

• Labour Relations & Workplaces Division

• Work Pass Division• CPF Board• Workforce Singapore• Singapore Labour

Foundation

• Fair Consideration Framework

• SkillsFuture

• Policy Operations Platform (POP)

Complementary and sustainable foreign workforce

• Manpower Planning & Policy Division

• Workplace Policy & Strategy Division

• Policies and laws on foreign manpower such the Work Pass Framework and EFMA

• Permanent Secretary-WSG Meeting

Secure Retirement • Income Security Policy Division

• CPF Board • CPF • Permanent Secretary-CPF Group Meeting

Inclusive growth • Manpower Planning & Policy Division

• Income Security Policy Division



• CPF Board

• Workfare• Progressive Wage

Model• Low-Wage Workers

initiatives

• Policy Group Meeting

Fair and progressive work practices


• Foreign Manpower Management Division


• Occupational Safety & Health Division

• Singapore Labour Foundation

Policies and laws on: • Employment standards• Work, safety and health• Foreign manpower management

• Policy Group Meetings

SUPPORT PROCESSES MOM’s key production and delivery processes are interlinked to achieve business and organisational outcomes (see Figure 5.2.2).

Table 5.2.1: MOM’s platforms supporting its key organisational programmes and processes

Figure 5.2.2: MOM’s key programmes and processes are inter-linked to support superior business and organisational outcomes

CorporateGovernance (IAU)

CorporateCommunication (CCD)

Strategy Planning(CPMD)

OrganisationDevelopment (HRD)

Statistical Service(MRSD)

InformationTechnology (ISTD)

KnowledgeManagement (HRD)

Information Management(CPMD)

Innovation (HRD/CPMD)

Finance (CPMD)

Legal Service (LSD)

Business Continuity (CPMD)

Human Resource (HRD)

OrganisationalManagement (CPMD)

Enterprise RiskManagement (CPMD)

Facilities Management(CPMD)

CustomerResponsiveness (CRD)

Corporate PerformanceManagement

(CPMD)

OrganisationalExcellence (HRD)

Corporate SocialResponsibility (CPMD)

Lead

ersh

ip

Cust

omer

s

Strategy

People

Processes

Knowledge

Resu

lts

Innovation

MOM policies are developed in close consultation with key stakeholders and tripartite partners. Along with the relevant support processes (see Figure 5.2.2), this ensures that policies generate stronger buy-ins, greater cooperation and smoother implementation processes. The inter-linking synergy between these various processes help to support superior business and organisational outcomes.

PROCESSES58

MOM’s regular strategic and operational reviews help to identify and drive areas of processes and systems improvements (see Figure 5.2.3).

A detailed description of the specific divisional work across MOM is provided in Annex.

5.2b) How MOM drives process improvement to enhance productivity and achieve higher organisational performances

MOM actively leverages technology to improve its operational effectiveness. An example of this is in the deployment of unmanned aerial vehicles in enforcement activities. This not only increases MOM’s efficiency and effectiveness, but makes workplaces safer for MOM’s site inspectors. MOM site inspectors are equipped with mobile devices to increase their productivity during workplace inspections. The mobile iOSH system was developed to allow for an easier on-the-go retrieval of workplace information, generation and submission of inspection reports.

Figure 5.2.3: Strategic and operational reviews drive process improvements in MOM

Strategic Reviews

OperationalReview

Platforms for discussion

Outcomes

• Corporate Planning Sessions• Leadership Discussions• Feedback from Stakeholders

• Process Audits• Management Meetings• Staff channels• Feedback (Enquiries, Compliments, Complaints)

• Process Re-engineering• Productivity Focus• BE Frameworks

• Revisions of standard operating procedures and guidelines• Benchmarking Projects (Category 6.2)• Innovation Projects (Category 5.1)• Customisation of Services (Category 5.1)

5.2c) How MOM sustains key processes in times of emergency to ensure business continuity

BUSINESS CONTINUITY PLANNINGIn December 2005, MOM set up the Business Continuity Management Group. The group is responsible for:

• Ensuring MOMers and MOM in-house vendors’ overall health, safety and well-being

• Establishing appropriate response procedures for influenza pandemics such as Severe Acute Respiratory Syndrome (SARS), Middle East Respiratory Syndrome (MERS)

and Avian Influenza A (H7N9)

• Prioritising and deploying the relevant resources to business units to sustain critical business functions

• Establishing effective command and control guidelines as part of MOM’s crisis management framework

TESTING BUSINESS CONTINUITY PLANS MOM regularly conducts tabletop and physical exercises to test its operational and business continuity plans. There are three levels of testing to address different categories of risks (as tabled in Table 5.2.4 and 5.2.5)

Table 5.2.4: Tabletop exercises conducted at three levels in MOM

Table 5.2.5: Exercises conducted within MOM to address operational and business continuity risks

COMPONENT LEVEL

MINOR LEVEL

MAJOR LEVEL

Personnel involved

Small groups from the relevant business units

Selected business units

All business units in the Ministry

Frequency Conducted sparingly every other year

At the discretion of the Business Continuity Management Group

Conducted once every 2-3 years

Tabletop Exercises to Address Operational Risks

Exercises Conducted to Address Business Continuity Risks

Large groups of people invading MOM’s premises

Security incursion (Exercise Stardust)

Foreign worker dormitory failures

Resumption of mission-critical systems during disaster (Disaster Recovery)

Large-scale accidents Flu pandemic (Exercise Hummingbird)

5.3 SUPPLIER AND PARTNER MANAGEMENT 5.3a) How MOM identifies and manages key suppliers and partners to achieve its organisational goals

IDENTIFICATION AND SELECTION OF PARTNERSMOM collaborates with other organisations across industries to achieve goals of strategic value to both MOM and its customers. MOM leverages their resources, reach and influence to better communicate its policies to the ground.


ENGAGING AND MANAGING PARTNERS MOM uses a variety of platforms to better engage its partners and to create value. MOM chooses the engagement platform based on the nature of its organisational partnership, while adhering to the principle that resources must be used efficiently and effectively.

IDENTIFYING AND SELECTING SUPPLIERSMOM identifies and selects its suppliers through an open, fair and transparent system (as shown in Table 5.3.1). MOM procures many products and services for non-core functions through a best-sourcing model. It is a robust model that sees MOM taking both quantitative and qualitative criteria into consideration in order to ensure a good match between suppliers’ competencies and MOM’s needs at the best value.

This complies with the procedures described in the Singapore Government’s Instruction Manual.

MOM adopts a range of methods in evaluating and assessing suppliers’ abilities. These include viewing presentations made by suppliers, paying site visits to suppliers’ headquarters or requesting for proof of concepts.

MOM classifies its relationship with suppliers into three distinct familial bands: (1) Twin, (2) Sibling and (3) Cousin. Suppliers that share the closest working relationship with MOM are tagged “Twin”, whereas the most distant are tagged “Cousin”. The classifications are based on criteria such as whether the supplier offers frontline support (customer-facing roles) or backend support, the supplier’s level of interaction with senior management, and the duration of the relationship (see Table 5.3.2).

5.3b) How MOM engages key suppliers and partners to co-create products and services

ENGAGING AND MANAGING SUPPLIERSMOM actively involves its suppliers in formulating processes and setting service targets. To ensure alignment, MOM’s various departments take time to induct their suppliers’ staff into MOM’s overarching goals, direction, principles and culture. The training carried out varies according to each supplier’s profile.

MOM invites selected suppliers to workshops customised for MOMers so that suppliers can better embrace MOM’s vision for service excellence and service principles in their work. For example, several of MOM’s suppliers’ employees who serve

as frontline officers at the service centres attend MOM’s HEART Workshop.

CO-CREATING WITH PARTNERS AND SUPPLIERSMOM actively engages its partners and suppliers to co-create products, services and processes. MOM adopts a win-win approach working and co-creating with its partners and suppliers — it not only seeks to benefit from the relationship, but also ensure that partners and suppliers benefit in terms of capability development.

Through regular reviews and engagement sessions, capability gaps are identified and solutions are co-developed to address them. Partners and suppliers include MOM’s tripartite partners (e.g. NTUC and SNEF), as well as the International Labour Organisation.

IDENTIFICATION AND SELECTION PROCEDURE COMMUNICATION CHANNELS

Suppliers should possess a good track record in their functional area(s). This involves providing technological support for hardware and software development, courier services or producing Work Pass cards and undertaking building management.

All suppliers should also:• Possess sound financial standing • Offer their products or services at competitive prices • Observe responsible employment practices

• Tender documents and presentations

• Regular meetings • Project briefings • Feedback channels

Table 5.3.1: How MOM identifies and selects its suppliers through the relevant communication channels

Table 5.3.2: MOM’s system of classifying its suppliers according to the working relationship that it shares with them

PROFILE REPRESENTATIVE OF MOM

CONTACT WITH CUSTOMER

LEVEL OF INTERACTION WITH SENIOR

MANAGEMENT

LENGTH OF RELATIONSHIP

Twin Yes, a direct representative

Direct High Long term (more than 5 years)

Sibling Yes, but a less direct representative

Provides backend support services

Has no contact with the customer but has contact with the majority of MOMers

Moderate Mid-term(between 2 and 5 years)

Cousin No Service provider with minimal contact with MOMers

Low to zero Short term (between six months to two years)

The entire experience on the issuance of my Employment and Dependant Passes through the MOM Website was extremely efficient and pleasant. It was very easy to update information through the e-services as requirements were clearly presented. All my interactions with MOM till this day were simple, efficient and fast.

Survey respondentOct 2016

The knowledge category focuses on how MOM harnesses information for learning, planning and decision-making, which includes competitive analysis and benchmarking. This helps MOM to drive improvements and innovation for superior performance.

NOWLEDGE

KNOWLEDGE62

06 KNOWLEDGE

6.1 KNOWLEDGE MANAGEMENT APPROACH TO INFORMATION AND KNOWLEDGE MANAGEMENT MOM’s Information and Knowledge Management Framework features six stages (as seen in Figure 6.1.1).

KNOWLEDGE MANAGEMENT FRAMEWORK ENABLERS People: MOM cultivates in its people a culture of knowledge sharing and collaboration. It hopes to instil in MOMers the practice of ensuring the accuracy, reliability and quality of information gathered and disseminated.

Process: MOM understands how to best leverage knowledge for various projects and initiatives, as well as how to identify processes that support the dissemination of that knowledge.

Technology: MOM utilises the right technologies to support the implementation of knowledge management strategies and initiatives.

6.1a) How MOM collects and manages information for strategy development, decision-making and organisational learning

“CAPTURE”MOM has developed a range of IT systems and platforms to “capture” and store organisational information. These systems are grouped by their respective uses and purposes (as detailed in Table 6.1.2).

Figure 6.1.1: Approach to Knowledge Management Framework in MOM

CaptureProcessPe

ople

Collaborate

Review Learn

Innovate ShareTechnology

Develop systems and platforms to capture and store information

Foster integrated and co-ordinated efforts for cross departmental project or collaborations

Facilitate continuous learning

and support knowledge sharing

Conduct regular reviews to support learning and continuous improvement

Facilitate ideageneration and innovation


PURPOSE KEY INFORMATION IT SYSTEM(S) ANALYSIS

Strategy Development & Decision-Making

• Global trends and issues (e.g. industry and country manpower updates)

• Singapore labour market’s statistics • Press and new media information• Customer satisfaction ratings and public

perception surveys • Sentiment tracking (e.g. public opinions on

policy intents, organisational competency, labour market and fair consideration)

• MOM business intelligence and analytics (INSIGHTS@MOM)

• MOM Survey System• Facebook and other

social media

MOM identifies and collects both information and data to:a) Surface emerging trends and analyse their

impact on MOM’s work b) Drive and measure progress towards MOM’s

strategic and business outcomes

For instance: (a) Labour market data collected through

national surveys enables MOM to assess the impact of changing economic conditions on the labour market and the skills level and mobility of Singapore’s workforce

(b) “Learn” – Using analytics for performance management

Business Operations

• Transactional information• Customer information (both individual and

corporate) • Licensing information (from entities such as

employment agencies, dormitory operators and crane operators)

• Foreign workers’ information• Enforcement information • Employment conditions information• Occupational safety and health information• Information from other government agencies

(e.g. CPF, immigration and income data)

• Customer Relationship Management (CRM) System

• MOM’s digital services (website and e-services)

• MOM Call Centre• Operational systems

serving MOM divisions, including mobile solutions to support organisational field operations

MOM frontline officers interact with the public over the counter and through our call centre. This allows them to provide immediate feedback on developments on the ground.

Another important source of information is MOM’s internal and external stakeholders, who provide feedback through a variety of feedback and consultation channels.

Monitoring Performance

• Key Performance Indicators (statistical and trend analysis)

• Stakeholder feedback• Industry and tripartite partners’ feedback • Customer and public service feedback

(Service Awards, complaints and compliments) • Study trip learnings • Staff ideas and feedback • Organisational Climate Survey • International rankings

• Information gathered from operational systems and feedback channels (such as from e-Feedback and the WOG feedback system REACH)

Comparative information is tracked and monitored via various corporate platforms to help MOM track its performance over time, and to gauge MOM’s standing against other organisations.

Table 6.1.2: MOM’s various IT systems and platforms to capture and store information

6.1b) How MOM ensures the accuracy, reliability and accessibility of informationMOM has established organisational processes according to three key attributes to ensure the accuracy, accessibility and security of information that guides its decision-making (as detailed in Table 6.1.3).

ATTRIBUTE POLICY PROCESSES

Accuracy • Government IM • Seek to obtain both data and information from trusted sources (e.g. source agency)• Common customer interaction: information is consolidated from business operations

systems, and then validated and used by all divisions• Ensure that all data is accurate upfront through the incorporation of validation and

business rules checks into MOM systems • Control access to ensure that only the relevant authorised persons have access to data • Assign data managers to vet data for accuracy • Ensure that every system has a Risk Management Register that spells out the system

classification and risk in areas of accuracy and integrity

Accessibility (ensuring timeliness, the right classification, the appropriate sensitivity, and the right to know)

• Government IM • MOM Data

Governance Framework

• Every system has a Risk Management Register that spells out the system classification and risk in the areas of accessibility and availability

• Control access to ensure authorised use of data• MOM uses a common data reference model• By default, open data is used for performing data analytics (subject to access controls)

Reliability(pertaining to both availability and security)

• Government IM• MOM IT security

policies • MOM technical

architecture

• All of MOM’s systems undergo regular security scans and audits based on the system’s classification

• Every system has a Risk Management Register that records the system classification, as well as the system’s risks in the areas of confidentiality and security

• These systems are designed with high availability , with clearly defined and closely monitored Service Level Agreements (SLA), as well as maintained properly to minimise downtime

• Automated monitoring and alert tools are also installed in the systems • Before undertaking any major system changes, MOM conducts performance testing to

ensure system availability • MOM also performs proactive capacity planning and refreshes the technologies in its

systems on a regular basis

Table 6.1.3: Processes to ensure accuracy, accessibility and the reliability of information in MOM

KNOWLEDGE64

6.2 ANALYTICS FOR PERFORMANCE MANAGEMENT 6.2a) How MOM leverages knowledge and information to create new value

“LEARN” – USING ANALYTICS FOR PERFORMANCE MANAGEMENTMOM has established processes to turn data captured from its various systems into useful and actionable information. Over time, that information becomes knowledge that is internalised by MOMers.

In-house capabilities in business analytics and intelligence help to better exploit the vast amount of data collected through these processes. Having an internal business analytics and business intelligence team allows MOM to gain insights faster, be more responsive and work on more sensitive data.

TURNING DATA INTO INFORMATIONUsing business intelligence tools, MOM is able to organise and analyse the data to generate useful insights. Interactive dashboards are developed to facilitate decision-making. MOM’s various business intelligence tools pull information from the systems (as listed in Table 6.1.2). The following snapshot (see Figure 6.2.1) showcases one such example of dashboard tracking workplace incidents. With the information gleaned from dashboard tracking, MOMers can perform trend analyses and data segmentation that enable them to gain better insights on underlying factors.

Advanced speech and text data analytics are deployed to make sense of the unstructured data (see Figure 6.2.2). For example, MOM focused on topics with the highest call volume to determine the root causes. This helped to improve MOM Call Centre’s call processes and scripts. The use of analytics has led to a drop in call volume and improvement in service levels.

Figure 6.2.1: Snapshot of MOM’s dashboard tracking workplace incidents

Figure 6.2.2: Advanced speech and text data analytics used to improve MOM Call Centre’s digital self-help services

MOM also uses video analytics to conduct crowd analyses to better manage crowds at service halls and support enforcement operations.

Analyse Call Logs to Identify Call Drivers and Improve Digital Services (Self-Help by Default)

• What are people asking for? What is the trend of occurrence of known problems? Are there any new problems?

• Ability to do keyword searches based on raw call data • Automatic topic and trend discovery

Speech Analytics

• To uncover key call/email drivers and identify repeated customer issues to help improve digital service experiences

• This will help to reduce overall customer call/email volume, thus reducing the pressure on call centre staff

Text Analytics


The iHear programme was introduced to sensitise MOMers to public enquiries on MOM’s policies. Through a half-day attachment at the MOM Call Centre, MOMers gained useful insights from customers’ calls. These insights have been translated into 78 action plans to improve customer service.

MOM also uses Workplace (Facebook at Work) as a complementary platform to share information that engages MOMers on issues quickly and widely. MOM’s senior management has been actively engaging MOMers on this platform (see Figure 6.2.3).

“SHARE”To better facilitate the exchange of knowledge and best practices, MOM has created communities of practice in areas such as analytics, behavioural insights and intranet management. MOMers in these communities are then assigned to work on differing projects in their areas of specialisation. This allows them to effectively apply the knowledge they have acquired.

Figure 6.2.3: MOM’s Sharing via Workplace (Facebook at Work) that help to engage all MOMers through succinct updates

Figure 6.2.4: MOM’s internal communications platforms to facilitate exchange of knowledge and information with MOMers

Figure 6.2.5: MOM’s communication channels to facilitate exchange of knowledge and information with external stakeholders and public

To ease storing and retaining technological knowledge and information, MOM created eRegistry, an enterprise repository that serves as a self-service information hub. eRegistry is a platform that facilitates the sharing of corporate knowledge and information across departments in MOM. This enabled stronger alignment and integration of the policies acquired. Within eRegistry, materials which are classified up to the level of “Confidential” are made available for all MOMers, encouraging the sharing of knowledge and collaboration.

MOMster (MOM’s corporate intranet) is a key enabler and platform for all communications, collaboration and knowledge-sharing at MOM. It facilitates the sharing of corporate procedures on subjects such as HR, finance and procurement and is an overall effective platform for information dissemination.

MOM’s internal platforms are used to facilitate the sharing of information with MOMers in a timely manner to aid strategic development (see Figure 6.2.4).

MOM regularly releases information, advisories and data for public use. For example, regular bulletins on workplace safety tips and Codes of Practices are published to help raise workplace safety and health standards. MOM’s information dissemination channels to its external stakeholders are as listed below in Figure 6.2.5.

Sharing Platforms: MOMster, Collaboration Space, MOMentum, MOM Bites, Townhall, La Kopi Sessions, Daily Media Report

Meeting Platforms: Updates of statistical analyses of labour market and workforce to Minister and senior management. The updates 0cover analyses at policy, operational and policy-to-operation levels

International Meetings: Industry Engagement sessions, International Labour Organisation, ASEAN Meetings, Human Capital Summit and annual WSH Conferences

Statistical publications: Annual reports

e-Alerts: Occupational safety and health bulletins, alerts to employment agents, companies

IT Systems: Gebiz, NFSWebsites: MOM, www.data.gov.sg, Workwise, Workplace Safety and Health Council websites

Social Media: Press releases, Facebook posts, blog posts, Twitter updates

Emails, phone, Lync(for other government agencies)

Committees: Tripartite, Workplace Safety and Health Committees

Publications: INFORM (for foreign workers), INFOCUS (for employers of foreign domestic workers)

Detailed Statistical Time Series Stored: Manpower Data Warehouse – for users to help themselves in locating data as well as in mining data stored

Statistical Publications Available to Policy Officers:Classified Manpower Information Site (CMIS)Visual Analytics and Statistical Portal (ViSTA)

Dashboards: Enforcement and administrative data

* WSH- Workplace Safety & Health

KNOWLEDGE66

Foreign Domestic Worker System using Agile methodology. Together, the officers applied concepts like personas, just-enough analysis and Minimal Viable Product to deliver a world-class system. The team reviewed close to 40 business rules in order to enhance user experiences with the new e-service.

For this work, the team garnered many accolades and received notes of appreciation from many employers of foreign domestic workers.

Today, MOM is regarded as a leader within the Public Service in applying Design Thinking, Behavioural Insights and Agile methodology to develop and improve public policies,

programmes and services. MOM has received numerous requests from both public agencies and private sectors to share its experiences, hosting almost 200 learning tours for interested parties (which included international visitors). MOM’s experiences in design thinking-led innovations was also the subject of an INSEAD study in 2014.

MOM’s various information and collaboration channels allow its internal and external key stakeholders to work better collaboratively on joint projects (see Table 6.2.5). For a more detailed explanation of this collaborative process, please refer to Category 5.3 in Chapter 5: Processes.

Customer-centric Approach to Revamping MOM e-Services

BeforeGovernment-centric, internal efficiency-driven, form filling

TodayCustomer-centric, focus on experience design, anticipatory, guided digital transactions

Figure 6.2.6: Revamping MOM’s Foreign Domestic Worker System to focus more on enabling seamless experiences for customers

STAKEHOLDERS SHARING CHANNELS COLLABORATION CHANNELS

MOMers Refer to Figure 6.2.4 1. Cross Department Forums (such as joint operations, business-IT management meetings, Behavioural Design and Analytics Committee and IT Steering Committee)

2. Cross Department Teams (such as the Agile, Analytics and Behaviourial Insights teams)

Customers 1. MOM website2. Hall A Gallery with Ambassadors

MOM regularly invites customers to be involved in design thinking projects together with MOM teams. Examples include the designing of user journey maps and other public-facing MOM systems and the creation of the new Foreign Domestic Worker System (see Figure 6.2.6)

Industry Partners

1. Regular dialogue sessions (such as workplace safety and health committees and tripartite meetings)

2. Newsletters

MOM regularly joins forces with its industry partners on projects; an example is the MOM-DBS joint project on opening of bank accounts for foreign workers

Suppliers 1. Common collaboration systems (key suppliers)

2. Regular steering committee meetings and project

1. MOM works with its suppliers on spin-off projects and initiatives that arise from collaborative meetings

2. MOM regularly partners our key suppliers to improve customer service. For example, MOM worked with NCS to enhance the MOM Call Centre

3. MOM often co-locates with key suppliers to facilitate closer collaboration. For example, MOM co-locates with a vendor for Agile software development

Table 6.2.7: MOM’s channels to share information with both its internal and external stakeholders for increased collaboration

INTE

RNAL

EXTE

RNAL

“COLLABORATE AND INNOVATE”MOM has a range of platforms to enable sharing, collaboration and generation of new ideas by MOMers.

Behavioural Design Platform (BDP)The Behavioural Design Unit collaborated with the MOMster team via the BDP to increase the readership of articles posted to MOMster. Utilising the "Understand, Design, Test" methodology, the team developed a writing style guide with an emphasis on crafting engaging titles/visuals, as well as increasing the likelihood of articles to appear on the homepage. These interventions were subjected to A/B testing to determine their effectiveness.

Business Analytics Competency Centre (BACC) BACC partnered MOM’s business divisions to use predictive analytics to improve policy and operations.

IT Steering Committee Meeting (ITSC) Through the ITSC, the Work Pass Division (WPD) and Information Systems and Technology Department (ISTD) formed a Programme Office to build a new


"REVIEW"Rigorous reviews of information and feedback is critical to continuous improvement within MOM. In reviewing feedback, techniques such as advanced text and speech analytics is used to comb through and pick up potential problem areas. This early intervention ensures that feedback gained is both accurate and authentic.

Advanced techniques such as predictive modelling and social media analytics tools help to improve productivity, policy formulation and customer service. One improvement which resulted was MOM’s “Customers Insights to Action” initiative, which resulted in over 300 service action plans — over 75% of which have been implemented.

Figure 6.2.8: MOM’s Five-Step Benchmarking Review Process

01

02

03

04

05

ReviewAssess effectiveness of the project; identify further improvements

Preparation

Analysis

Integration

Planning

Action

• We conduct process and performance reviews to establish learning perimeters and areas where we can learn from other organisations or countries.

• We set out objectives and key performance indicators and assemble the project team.

• We gather information.• We assess the usefulness of the information gathered.• We analyse the information gathered against our existing performances and practices.

• We present to the management findings from the study and make recommendations on how MOM can best assimilate the discoveries.

• We select organisations and countries based on their track records and leading performance in the project area.

• We develop action plans to implement the proposals so as to improve our processes and policies.

• We define the scope and methodology of the study (whether it will be a study trip, comparative study or benchmarking study.

• We communicate these action plans to staff.• We set targets to monitor improvements achieved.• We carry out process improvements.

MOM undertakes two types of comparative studies and benchmarking assessments. They are:

1. Comparative studies against a wide range of international reports. The studies feature various focus and benchmarking methodologies. Examples of the comparative studies MOM has undertaken are as listed below in Table 6.2.9 (refer to Category 7.2 in Chapter 7: Results for more information).

2. Informal benchmarking. This can take the form of study trips, learning journeys with leading organisations, conferences and awards.

MOM participates in the annual International Labour Conference and the G20 Labour and Employment Ministerial Meetings to exchange views on manpower-related strategies and programmes. MOM was also selected to host the XXI World Congress on Safety and Health 2017. Held from 3-6 September, it saw a gathering of over 3,000 experts and government officials in occupational safety and health.

Participation in external awards allows MOM

to benchmark its organisational practices and programmes. In 2015, MOM received the United Nations Public Service Award in the Promoting Whole-of-Government Approaches in the Information Age category for its WorkRight initiative targeting low-wage workers.

MOM has also won various national and regional awards in the IT domain. This includes the PS21 Award, CIO Award, FutureGov Singapore Award and GovInsider Innovation Award.

To view a full list of the awards, please refer to Category 7.2 in Chapter 7: Results.

Table 6.2.9: Comparative studies conducted by MOM against a wide range of acclaimed international reports

COMPARATIVE STUDY FY 2014

FY 2015

FY 2016

Labour Force Evaluation Measure by Business Environment Risk Intelligence 1st 1st 1st

World Competitiveness Yearbook by the International Institute for Management Development(Category: Labour market sub-factor)

11th 11th 8th

Global Competitiveness Report by the World Economic Forum (Category: Labour market efficiency )

2nd 2nd 2nd

6.2b) How MOM uses comparative and benchmarking knowledge to improve performance

MOM has established a five-step process to compare and benchmark its performance against that of world-leading organisations (see Figure 6.2.8).

The results category focuses on MOM’s performance in key areas. This includes qualitative and quantitative results, as well as comparative data and competitive analysis.

The WorkRight Initiative, which aimsto raise national awareness and compliance with our employment laws, started with a Whole-of- Government approach, and ended up with a Whole-of-Society collaborative outcome. The United Nations Public Service Award that was won by the WorkRight Initiative is an epitome of the successful and inclusive collaboration by the public, private and people sectors. After all, the sustainable future of public service is not limited to contributions by public officers.

Mr Raymond Tan, DirectorEmployment Standards EnforcementLabour Relations and Workplaces Division, MOMJun 2015

ESULTS

RESULTS70

07 RESULTS

7.1 CUSTOMER RESULTS

7.1a) Customer satisfaction and experience

CUSTOMER SATISFACTION INDICATORSMOM tracks customer service experiences across all of its customer segments via three key indicators. The first two specifically measure satisfaction levels and the ability of MOM’s officers to help resolve customers’ queries at a single touch point. The third is a composite Service Performance Index comprising six sub-indicators. In all three indicators, MOM has exceeded its targets.

Indicator 1: Customer Interaction RatingPercentage (%) of customers who gave a feedback rating of 5 out of 6 or higher (with 6 being very satisfied) on the interactions with MOM at various touch points

Indicator 2: Customer Experience IndicatorPercentage (%) of customers whose queries were resolved at the first touch point

Source: Customer Responsiveness Department (CRD), MOM

Source: Customer Responsiveness Department (CRD), MOM

Indicator 3: Service Performance Index (comprising six sub-indicators)

Percentage (%) of customers served within 15 minutes of appointment time for transactional services

Percentage (%) of permits/passes/licenses processed within service level

Percentage (%) of calls/emails/faxes/letters/feedback responded to within service level

Percentage (%) of customers served within 30 minutes of appointment time for advisory services

Percentage (%) of customers served within 60 minutes of appointment time for enforcement services

Line accessibility of MOM Contact Centre call service


7.1b) Product and service performance

STRONG SINGAPOREAN CORE MOM’s policies and processes are designed to achieve a high national employment rate for Singapore. The Organisation for Economic Cooperation and Development (OECD) rankings are international benchmarks used by MOM to measure Singapore’s performance against those of other countries. Through persistent efforts and successful programme implementation, Singapore has one of the world’s highest employment and lowest long-term unemployment rates (see Table 7.1.1).

FAIR AND PROGRESSIVE WORK PRACTICES Fair and progressive work practices span a number of areas including the safety, health and well-being of workers. On safety, MOM has seen a steady decline in major workplace injuries for the past five years. As a custodian for the safety and health of workers, MOM continuously seeks to strengthen its workplace safety and health framework.

The rigour of that framework has allowed MOM to achieve the goal set down in WSH 2018 (a national strategy for workplace safety and health) of reducing workplace fatalities to 1.8 fatalities per 100,000 workers by 2018, in 2014. MOM’s efforts were also crucial in lowering the rate of major injuries in the workplace.

Percentage (%) of Resident Employment Rate (in the month of June each year) of those aged 25–64

Rate of Major Injuries in the Workplace (per 100,000 Employed Persons)

Resident Long-Term Unemployment Rate

Source: OECD Database


Source: Labour Force Survey, Manpower Research and Statistics Department, MOM

Source: Comprehensive Labour Force Survey, Manpower Research and Statistics Department, MOM

Table 7.1.1: Singapore’s long-term unemployment rate ranked highly as compared to OECD’s global rankings

Source: Workplace Safety and Health Institute's (WSHI) National Statistics Report

Table 7.1.2: Singapore’s employment rate for residents aged between 25–64 was ranked above average as compared to OECD’s global rankings

OECD RANK COUNTRYLONG-TERM

UNEMPLOYMENT RATE (%) 2015

OECD Average - 3.2

- Singapore 0.6

2 Korea 0.4

3 Iceland 1.1

4 Israel 1.3

5 Norway 1.4

6 Canada 1.4

7 United States 1.5

8 Japan 1.7

9 New Zealand 1.9

10 Sweden 2.4

OECD RANK COUNTRY

EMPLOYMENT RATE (%) OF THOSE AGED 25–64 (2015)

OECD Average - 72.3

- Singapore 80.4

1 Iceland 87.1

2 Switzerland 84.1

3 Sweden 83.1

4 Norway 80.7

5 New Zealand 80.2

6 Germany 79.4

6 Japan 79.4

7 Estonia 78.4

8 Denmark 78.0

9 United Kingdom 77.7

9 Czech Republic 77.7

10 Netherlands 77.2

RESULTS72

MOM’s workplace safety and health standards are also comparable to many other countries.

Apart from making workplaces safer for employees, MOM has made headway in fostering progressive work practices among Singapore firms. Since 2011, the number of firms in Singapore that have adopted at least one formal flexible work arrangement has been on the rise.

Workplace Fatal Injuries (per 100,000 Employed Persons)

Proportion of Establishments Offering Flexible Work Arrangements (2011 to 2016)

Source: National Statistical Agencies

Source: Conditions of Employment Survey, Manpower Research & Statistics Department, MOM

WORKPLACE FATALITY RATES

Country/Region Rate (Year)1

Sweden 0.8 (2013)

EU15 Average 1.6 (2013)

Japan 1.7 (2014)

Singapore 1.9 (2015)

France 3.0 (2013)

United States 3.1 (2014)

Hong Kong 7.1 (2014)

Korea 12.0 (2012)

At least one ad-hoc work

arrangement^

At least one formal

flexible work arrangement*

20th Percentile 50th Percentile

Notes:(1) For years in which the Conditions of Employment Survey (i.e. 2011, 2013 and 2015) is not

conducted, data on flexible work arrangements are obtained from MOM Supplementary Survey.(2) Data pertain to permanent employees and employees on term contract of at least one year.(3) * - Refers to establishments offering at least one type of formal FWA, i.e. part-time work,

flexi-time/staggered hours, formal tele-working, homeworking, job sharing and compressed work week.

(4) ^ - Refers to establishments offering at least one type of ad-hoc FWA, i.e. unplanned time-off and ad-hoc tele-working.

A MORE SECURE RETIREMENT MOM is seeing success in ensuring a more secure retirement for Singapore workers. An increasing percentage of active CPF members are now able to meet the required retirement sum at age 55.

INCLUSIVE GROWTH Singapore has delivered sustained income growth for its lower wage workers over the years. Singapore’s employment rates for older workers and women are also among the highest the world’s developed economies.

Income Growth of Low-Wage Workers Gross Monthly Income from Work (including CPF) of Full-time Employed Singapore Citizens (measured in the month of June each year)

Source: Comprehensive Labour Force Survey, Manpower Research & Statistics Department, MOM

Percentage (%) of active CPF members who are able to meet the required Retirement Sum at age 55

Source: MOM Budget Book


Percentage (%) for Budget Utilisation

Source: Finance Department, MOM

Overall

Targets

Employment Rate of Older Workers Employment Rate of Older Workers (measured in the month of June each year) Age Group 55–64


Employment Rate for Women Employment Rate for Women Aged 25–64 (measured in the month of June each year)




Table 7.1.3: Singapore’s employment rate for older residents aged between 55-64 was ranked above average as compared to OECD’s global rankings

Table 7.1.4: Singapore’s employment rate for women aged 25 -64 is ranked above average as compared to OECD’s global rankings

OECD RANK COUNTRY2015 EMPLOYMENT

RATE (%)AGE GROUP 55–64

OECD Countries’ Average - 58.1

Singapore 67.2

1 Iceland 84.7

2 New Zealand 75.2

3 Sweden 74.5

4 Switzerland 72.8

5 Norway 72.2

6 Japan 70.0

7 Israel 66.2

8 Germany 66.2

9 South Korea 65.9

10 Denmark 64.7

OECD RANK COUNTRY

2015 EMPLOYMENT RATE (%)

FEMALES AGED 25–64

OECD Countries’ Average - 63.4

- Singapore 71.8

1 Iceland 83.2

2 Sweden 80.7

3 Switzerland 78.7

17 Japan 68.9

19 France 68.6

23 United States 66.9

29 Korea 61.1

32 Italy 53.2

9 South Korea 65.9

10 Denmark 64.7

7.2a) Financial performance including financial results and economic value

MOM’s financial strategy focuses on the twin objectives of financial marksmanship and fully maximising its resources. Budget projections are established at the start of the fiscal year to minimise opportunity cost from the under-utilisation of resources.

7.2 FINANCIAL AND MARKET RESULTS

RESULTS74

7.2b) Marketplace performance including growth and market share, position and acceptance MOM measures and internationally benchmarks its marketplace performance. The benchmarking results are a validation of MOM’s processes and ability to achieve its business outcomes.

i. INTERNATIONAL RANKINGGlobally Competitive Economy

World Economic Forum Global Competitiveness Index 2016–2017 Ranking

International Institute for Management Development (IMD) World Competitiveness Yearbook 2016 Ranking

Measures global competitiveness based on 12 pillars that are critical in driving competitiveness and productivity.(1) Institution(2) Infrastructure(3) Macro Environment(4) Health and primary education(5) Higher education and training(6) Goods Market Efficiency

(7) Labour Market Efficiency(8) Financial Market Development(9) Technological Readiness(10) Market size(11) Business sophistication(12) Innovation

World Economic Forum Global Competitiveness Index

RANK ECONOMY

1 Switzerland

2 Singapore

3 United States of America

4 Netherlands

5 Germany

6 Sweden

7 United Kingdom

8 Japan

9 Hong Kong

10 Finland

RANK ECONOMY

1 China, Hong Kong

2 Switzerland

3 United States of America

4 Singapore

5 Sweden

6 Denmark

7 Ireland

8 Netherlands

9 Norway

10 Canada

Highly Rated Labour Force

Business Environment Risk Intelligence Labour Force Evaluation Measure 2016 Ranking

Evaluates Singapore’s labour force based on:(1) Legal framework(2) Relative productivity

(3) Workers’ attitude(4) Technical skills

Labour Force Evaluation Measure 2016 RankingBusiness Environment Risk Intelligence (BERI)

RANK ECONOMY

1 Singapore

2 Taiwan (Republic of China)United States of America

3 BelgiumSwitzerland

4 Japan

5 Ireland

6Australia

South Korea (Republic of Korea) Sweden

7 Germany

8 United Kingdom

9 Denmark

10 Canada


The Heritage Foundation Index of Economic Freedom 2016 Ranking

RANK ECONOMY

1 Hong Kong

2 Singapore

3 New Zealand

4 Switzerland

5 Australia

6 Canada

7 Chile

8 Ireland

9 Estonia

10 United Kingdom

Highly Efficient and Flexible Labour Market

Measures labour market efficiency based on:(1) Cooperation in labour-employer relations(2) Flexibility of wage determination(3) Hiring and firing practices(4) Redundancy costs(5) Effect of taxation on incentives to work(6) Pay and productivity(7) Reliance on professional management(8) Country’s capacity to retain talent(9) Country’s capacity to attract talent(10) Female participation in the labour force

World Economic Forum (WEF) Global Competitiveness Index Labour Market Efficiency

World Economic Forum Global Competitiveness Index Labour Market Efficiency 2016/17 Ranking

RANK ECONOMY

1 Switzerland

2 Singapore

3 Hong Kong

4 United States

5 United Kingdom

6 New Zealand

7 Rwanda

8 Canada

9 Norway

10 Iceland

Measures the degree of economic freedom based on 10 specific factors:(1) Property Rights(2) Freedom from Corruption(3) Fiscal Freedom(4) Government Spending(5) Business Freedom

(6) Labour Freedom(7) Monetary Freedom(8) Trade Freedom(9) Investment Freedom(10) Financial Freedom

Index of Economic Freedom 2011-2016The Heritage Foundation (THF)

st

th

INSEAD Global Talent Competitiveness Index2017 Ranking

RANK ECONOMY

1 Switzerland

2 Singapore

3 United Kingdom

4 United States

5 Sweden

6 Australia

7 Luxembourg

8 Denmark

9 Finland

10 Norway

Measures the talent competitiveness of a country based on thefollowing factors:(1) Enable (regulatory landscape; market landscape; business and

labour landscape)(2) Attract (external openness; internal openness)(3) Grow (formal education; lifelong learning; access to growth

opportunities)(4) Retain (sustainability; lifestyle)(5) Vocational and Technical Skills(6) Global Knowledge Skills

INSEAD Global Talent Competitiveness Index

Highly Successful in Attracting and Retaining Talent

RESULTS76

ii. SHARING AND BENCHMARKING OF PRACTICESMOM’s policies, programmes and capabilities are recognised by both local and international organisations. MOM is regularly invited to industry conferences to share its organisational practices in the areas of data analytics, behavioural insights and retirement systems. MOM is also a thought leader responsible for organising various local and international industry conferences.

iii. INTERNATIONAL AND PUBLIC SERVICE AWARDSMOM has garnered various international awards that serve as a testimony to the excellence of our work. Some of the awards include:• Government Standard of Excellence Award

in the Web Marketing Association 2016 Web Awards. MOM’s revamped website was hailed for delivering well-organised, easily readable and searchable information for end-users

• United Nations (UN) Public Service Award 2015. MOM’s WorkRight programme received this award in recognition of its long-term efforts in helping both employers and employees understand their rights and obligations under the Employment Act and CPF Act respectively

• Pro Enterprise Panel-Singapore Business Federation Awards 2014. MOM received this award in recognition of its various pro-enterprise initiatives

EVENT/PLATFORM BRIEF DESCRIPTION

International Platforms

Retirement system

11th Pension Experts Meeting organised by the Organisation for Economic Co-operation and Development (held June 2016 in Seoul)

MOM and the CPF Board staff jointly delivered a talk on Singapore’s pension reforms

Retirement system

World Pension Summit (held November 2016 in the Hague, Netherlands)

MOM delivered a talk on Singapore’s approach to lifelong retirement income and older workers’ employment


Behavioural Exchange 2015 (held September 2015 in London)

MOM received an honourable mention for the Best BI Practitioner Award, and was also selected to speak about MOM’s journey in developing organisational behavioural design-led thinking

Singapore Public Sector-Wide Platforms


Inter-Agency Behavioural Insights and Design Community of Practice

In 2014, MOM and the Public Service Division launched the Inter-agency Behavioural Insights and Design Community of Practice. 250 active members from 43 agencies meet every quarter to share experiences and explore collaboration opportunities

Data analytics MOM Data Analytics Seminar 2015

Organised by MOM, the event was attended by 170 participants from 35 Singapore public agencies. Data analytics experts from the United Kingdom’s The Health and Safety Executive conducted a series of workshops

Data analytics MHA Business Analytics Seminar 2015

MOM shared its analytics know-how with the Ministry of Home Affairs and the various Home Team agencies

Public Sector Pro-Enterprise Initiative

Award[SILVER]New Work Pass Card

Registration Service

Public Sector Pro-Enterprise Initiative Award

[GOLD]Revocation of Factories Regulations

(Person-in-Charge & Certification of Competency –

Exam)

Most Improved Agency

Public Sector Pro-Enterprise Initiative

Award[BRONZE]

Pre-Assessment

Tool for Employment

Passes

Best Suggestion

AwardRemove

requirement for companies to use company seal for MOM applications


MOM is a role model in the public sector for innovation. MOMers have won numerous accolades at the PS21 ExCEL Awards — a platform that recognises public servants who come together to innovate and deliver excellent products and services that improve the lives of Singaporeans.

PS21 EXCEL AWARDS

Year Award

2016 Most Innovative Project/Policy (Gold Award)Work Pass Integrated System for Foreign Domestic Worker

Innovation Champion (Bronze Award)

2015 Most Innovative Project/Policy (Merit Award)Fair Consideration Framework

Innovation Champion (Gold Award)

2014 Innovation SpotlightStrengthening Trust with Citizens by Building a Future-Ready MOM

Innovation Champion (Bronze Award)

2013 Innovation Champion (Silver Award)

Year Award

2016 Govinsider Innovation Awards Best UI/UX Design Award for Work Pass Integrated System for Foreign Domestic Workers

2015 FutureGov Singapore AwardsFutureGov (Service Innovation) Award CIO 100 Honouree Award for IT@MOM Service Centre (MOM Service Centre)

YEAR AWARD

2016 Human Resource Management (HRM) Awards • Ikeda Spa Prestige Award for Best Work-Life Balance

TAFEP Exemplary Employer Award – Finalist

2015 HR Excellence Awards• Bronze Award – Excellence in Workplace Well-Being• Bronze Award – Excellence in Employee Work-Life Balance

2014 Work-Life Excellence Award• Work-Life Achiever Award

2013 HRM Awards• Best Work-Life Harmony Award

HR Excellence Awards• Gold Award – Excellence in Mature Workforce Practices• Silver Award – Excellence in Employee Development• Silver Award – Excellence in HR Technology• Silver Award – Excellence in Recruitment and Retention Strategy• Silver Award – Excellence in Employer Branding

Every year, MOMers shine at the Public Service 21 STAR Award, bagging many awards for service excellence.

PS21 STAR AWARD

Year Award Category

2016 Individual Award2 officers

Distinguished Star Service1 officer

Star Service Team AwardTo the MOM Website Redesign team responsible for revamping MOM’s Work Pass Integrated System for Foreign Domestic Workers




7.3a) Human resource planning MOM’s human resource management strategies have yielded exceptional results and won many awards. This affirms MOM as an employer of choice with best-in-class human resource practices in the Singapore Public Sector.

MANPOWER PLANNINGThroughout the years, MOM has consistently kept below the 10% cap on excess headcount imposed by the Ministry of Finance. This is despite the increasing workload as MOM serves a rapidly growing labour force. MOM has won numerous awards and is widely recognised within the human resource industry for its quality strategies, practices and policies.

7.3 PEOPLE RESULTS

RESULTS78

7.3b) Employee learning and development

QUANTITATIVE-BASED AND QUALITATIVE-BASED TRACKINGMOM stands out as a people developer. Over the years, MOM has consistently exceeded its target of 80 average learning hours per MOMer. In 2015, the focus on solely quantitative learning shifted towards a qualitative tracking of learning outcomes. This allowed for a better assessment of the effectiveness of MOM’s staff learning and development programmes. Qualitative indicators include post-course evaluation ratings for centrally managed learning programmes. High ratings indicate that MOMers found the courses interesting and relevant.

The Learning and Development Index was developed in 2015 for a better qualitative assessment of the effectiveness of MOM’s learning and development programmes. Since then, the Index has become one of MOM’s new key performance indicators. The index tracks officers’ self-assessment of their growth and development in key areas as identified in the Organisational Climate Survey (OCS). Like other HR scores, this is tracked at the individual divisions and across the corporate services, operations and policy groups.

7.3c) Employee engagement and well-beingMOM places great emphasis on employee engagement and well-being. As a result of MOM’s commitment and dedication in this domain, attrition rates are below the Singapore Civil Service’s norm. Accordingly, employee engagement scores are above the norm.

LOW ATTRITION RATEMOM’s attrition rate has been on a downward trend. In 2014, it fell below the Singapore Civil Service’s norm. Attrition rates are tracked and segmented by age and length of service.

HIGH ENGAGEMENT SCORESMOM’s employee engagement scores have improved. MOM’s scores surpass its internal targets and exceed the public service’s norms.

ENGAGEMENT PLATFORMSMOMers are actively engaged through a variety of channels. At the divisional level, regular engagement sessions are held for staff. On the corporate level, MOMers are engaged through events such as the annual Workplan Seminar, Innovation Carnival and quarterly Townhalls. In 2014, Mr Kok Ping Soon, MOM’s Deputy Secretary (Development), launched an engagement platform named “La Kopi Soon” with the goal of personally interacting with ground officers to hear first-hand feedback and concerns. This event saw Mr Kok interacting with 436 officers of different seniorities and positions across divisions from 2014 to 2016.

WORK-LIFE SURVEY BY THE PUBLIC SERVICE DIVISIONMOM ranks among Singapore’s top five ministries according to the Work-Life Index. The index measures officers’ views on whether they are able to balance work and family commitments. Similarly, when compared across the Singapore Public Service, MOM performs well in ratings of job satisfaction level. MOMers are also highly likely to recommend their friends to join the Ministry.

Percentage (%) of centrally managed learning programmes that scored 4 out of 5 (5 being very satisfied)

Source: Post-course evaluation ratings

Actual Target


DRIVING A CULTURE OF INNOVATION THROUGH STRONG EMPLOYEE ENGAGEMENTMOM believes in employee engagement towards good work outcomes. MOMers provide innovative ideas and projects and see them to implementation. From FY11 to FY14, 100% of MOMers contributed at least one idea and participated in at least one innovation project a year. In FY15, the focus was shifted to tracking the quality instead of the quantity of ideas and projects submitted.

7.3d) Employee performance and recognition

MOM recognises both individuals and teams for their outstanding contributions through various internal awards. They range from prestigious team awards (e.g. Minister for Manpower Award) to individual awards (e.g. Exemplary MOMer Award) that recognise MOMers who exemplify MOM’s shared values. Officers are recognised for their commitment to the service (e.g. Special Appreciation Award, Long Service Award). In particular, the Special Appreciation Award pays tribute to the officers who continue contributing to the service even after retirement.

Percentage (%) of ideas and projects accepted for implementation

Source: MOM’s statistics on ideas and projects accepted for implementation

Results

Target

TEAM AWARDS 2012 2013 2014 2015 2016

Minister for Manpower Award 7 7 7 9 8

PS Commendation Award 7 8 7 6 9

Most Innovative Project/Policy 3 3 3 3 3

Customer Responsiveness Departmental Award 19 19 17 NA NA

Excellence in Service Team Award(This award was known as the Customer Responsiveness Departmental Awards prior to 2014 and had more categories)

NA NA NA 9 9

INDIVIDUAL AWARDS

Exemplary MOMer Award 7 6 10 8 8

Innovation Champion 3 3 3 3 3

STAR Service Award 6 6 6 6 6

Long Service Award 91 120 130 236 270

Special Appreciation Award NA NA 9 17 17

Table 7.3.2: MOM’s Awards celebrate the MOMers who have made significant contributions towards the organisation

7.4a) Process performance MOM’s operational capabilities allow it to achieve organisational strategic outcomes. For instance, MOM’s various audit, inspection and prosecution teams provide rigorous enforcement that ensures a level playing field for both employment agencies and employers, protects vulnerable local and foreign workers and reduces negative outcomes (arising from offences committed) for the public. MOM achieves its policy intent by educating customers of the rights and obligations and enforcing the relevant legislations governed by MOM (that is, the Employment Act, Employment of Foreign Manpower Act, Employment Agencies Act and Workplace Safety and Health Act). The high conviction rates on cases prosecuted by its respective departments underscore the robustness of MOM’s investigation and prosecution capabilities.

7.4 OPERATIONAL RESULTS

RESULTS80

7.4b) Suppliers and partners performanceMOM works closely with key suppliers and partners to ensure quality services. MOM closely monitors the performance of its suppliers by setting service standards for services provided such as cleaning and security. Exemplary customer satisfaction, for example, is achieved through the key supplier for MOM Contact Centre. MOM ensures that its suppliers provide competent and quality frontline services to customers by ensuring all calls, emails and queries do not go unanswered and are always handled promptly. MOM also partners with Workforce Singapore (WSG) in promoting the development, competitiveness, inclusiveness, and employability of all levels of the workforce, as well as ensure effective job placements for local workers.

In 2016, the placement rate for career matching services (e.g. WSG’s Career Connect and NTUC-Employment and Employability Institute (NTUC-e2i)’s career centres) stood at about 70%.

7.4c) Governance system and contribution to the community, society and the environmentMOM continually works on improving its organisational governance system and contributions to community, society and the environment. In governance, MOM sets the goal of delivering a report with no audit findings by the Auditor-General’s Office.

i. COMMUNITY AND SOCIETYSocial responsibility is also another important strategic organisational commitment for MOM. This is achieved through activities such as the Meals-on-Wheels food delivery programme for Kreta Ayer Senior Activity Centre, as well as the CSR Bazaar to encourage volunteering on a corporate level. At a departmental level, MOMers actively participate in activities such as Purple Parade, Donate-A-Can, Children’s Day celebrations and the organising of charity bazaars. Funds raised through these programmes go towards the MOM Help Fund, which is used to purchase gifts and organise activities for supported beneficiaries. MOMers are also encouraged to participate in SHARE, Singapore Community Chest’s monthly donation programme.

Contributions to the international community are done through the regular hosting of foreign delegations. These visits allow MOM to share its policies, programmes and processes and benchmark ourselves against foreign counterparts. MOM strives to continue learning from other countries’ manpower markets through active participation in regional and international events. At the same time, MOM shares with the international community its own industry knowledge and experiences.

ii. ENVIRONMENTMOM is committed to environmental stewardship and ensures that all of its offices are energy and water-efficient. MOM closely monitors both water and energy consumption of its various mechanism (including chillers) and launch a variety of environmentally-friendly initiatives that have garnered positive recognition.

Eco-Friendly Awards and Achievements 2016

MOM Headquarters • Top 10 Commercial (Government

Office) Buildings in Singapore• ECO-Office Certification MOM Service Centre• Top 10 Commercial (Government

Office) Buildings in Singapore• 1st Runner-Up for ASEAN Energy

Award for Large Green Building • BCA Green Mark Platinum Award • Energy Efficient Award

The MOM team are all smiles being awarded the BCA Green Mark Platinum Award 2016 (MOM Service Centre)


ANNEX DESCRIPTION OF MOM'S DEPARTMENTS

POLICY DIVISIONSDIVISION DESCRIPTION

Manpower Planning and Policy Division (MPPD)

Responsible for Workforce Planning, Labour Market Policy and Economic Research and developing related policies.

Workplace Policy and Strategy Division (WPSD)

Drives and coordinates MOM’s work in enhancing workplace practices and standards.

Income Security and Policy Division (ISPD)

Develops policies for income security and lifelong employability.

OPERATION DIVISIONSDIVISION DESCRIPTION

Foreign Manpower Management Division (FMMD)

Manages the foreign workforce to ensure their well-being and adherence to foreign manpower regulations.

Labour Relations and Workplaces Division (LRWD)

Works closely with tripartite partners in tripartite committees and workgroups to deliberate on labour policies such as annual wage guidelines, wage reforms; managing excess manpower; makes recommendations through issuing tripartite guidelines and advisories; and promotes their adoption and implementation by employers and employees/unions.

Work Pass Division (WPD)

Regulates the employment of foreign nationals in Singapore via an efficient, effective and dynamic foreign manpower admission framework that meets the needs of the Singapore economy.

Occupational Safety and Health Division (OSHD)

Works with employers, employees and stakeholders to identify, assess and manage workplace safety and health risks so as to reduce the incidence of work-related deaths, injuries and ill-health.

CORPORATE SERVICES GROUPDIVISION /

DEPARTMENT DESCRIPTION

Corporate Communications Department (CCD)

Handles media relations, research and planning, and MOM’s marketing and digital communications.

Corporate Planning & Management Department (CPMD)

Works closely with other divisions in MOM to help develop the strategies and resources MOM needs to achieve its mission.

Customer Responsiveness Department (CRD)

Leads the planning and delivery of MOM's services and customer responsiveness initiatives.

Human Resource Department (HRD)

Attracts, retains and develops MOM staff to reach their full potential and achieve MOM’s business objectives.

Information Systems & Technology Department (ISTD)

Partners MOM departments to transform business and operations with innovative use of InfoComm Technology.

Legal Services Division (LSD)

Provides legal advice and services to MOM’s divisions and departments, prosecutes offenders for contravention of Acts administered by MOM and adjudicates work injury claims and infringement cases.

STATUTORY BOARDSSTATUTORY

BOARDS DESCRIPTION

Workforce Singapore(WSG)

Promotes the development, competiveness, inclusiveness and employability of all levels of the workforce. Its key mission is to enable Singaporeans to meet their career aspirations, take on quality jobs at different stages of life and help enterprises be competitive and manpower-lean.

Central Provident Fund Board (CPF Board)

Administers the Central Provident Fund (CPF), Singapore’s social security savings plan that provides working Singaporeans with old-age and retirement financial security. It also administers CPF-related schemes such as Medisave, Workfare and the SkillsDevelopment Levy.

Singapore Labour Foundation (SLF)

Provides financial support to the National Trades Union Congress (NTUC), its affiliated unions, co-operatives and associations for their educational, social, cultural and recreational activities.

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GLOSSARY

ABBREVIATION DESCRIPTION

AGO Auditor-General’s Office

BCMG Business Continuity Management Group

BDP Behavioural Design Platform

BI Behavioural Insights

BERI Business Environment Risk Intelligence

BHP Business Human Resource Partner

CCD Corporate Communications Department

CEOC Community and Environment Outreach Club

CIA Customer Insights to Action Programme

CMM Corporate Management Meeting

CoP Community of Practice

COS Committee of Supply

CPI Corporate Performance Incentive

CPF Central Provident Fund

CPFB Central Provident Fund Board

CPMD Corporate Planning and Management Department

CRD Customer Responsiveness Department

CSF Centre for Strategic Futures

CSI Customer Satisfaction Index

CSISG Customer Satisfaction Index of Singapore

CY Calendar Year

DT Design thinking

DS Deputy Secretary

DS(D) Deputy Secretary (Development)

EFMA Employment of Foreign Manpower Act

ExiS Excellence in Service (Blueprint)

FMMD Foreign Manpower Management Division

FY Financial Year

FW Foreign worker

GPC Government Parliamentary Committee

HOD Head of Department

HRD Human Resource Department

i2i Ideas-to-Innovation (system)

IAC Industrial Arbitration Court


IAU Internal Audit Unit

IMD International Institute for Management Development

ISPD Income Security Policy Division

ILO International Labour Organisation

ISSA International Social Security Association

ISTD Information Systems and Technology Department

IM The Singapore Government’s Instruction Manual

JOD Joint Operations Directorate

KPI Key Performance Indicator

KRI Key Risk Indicator

L&D Index Learning and Development Index

LED Lean Enterprise Development scheme

LRWD Labour Relations and Workplaces Division

LSD Legal Services Division

LWW Low-wage worker

MOF Ministry of Finance

MOMers MOM staff

MOMster MOM’s intranet

MPIM Major Policy Implementation Meeting

MPPD Manpower Planning and Policy Division

MRSD Manpower Research and Statistics Department

MSSA Minimum Service Standards Audit

MTI Ministry of Trade and Industry

MWC Migrant Workers’ Centre

NHO National Human Capital Office

NTUC National Trades Union Congress

OCS Organisation Climate Survey

OECD Organisation for Economic Co-operation and Development

OSHD Occupational Safety and Health Division

PER Pro-Enterprise Ranking



PMEs Professionals, managers and executives

PMETs Professionals, managers, executives and technicians

PS Permanent Secretary

PSD Public Service Division

PSL Public Sector Leadership

PWM Progressive Wage Model

QSM Quality Service Management

QuIPS Quality, Innovation, People and Service

RF Reinvestment Fund

SC Singaporean Core

SCI Service Culture Index

SG Strategy Group

SHARE Monthly donation programme for SingaporeCommunity Chest

SNEF Singapore National Employers Federation

TADM Tripartite Alliance for Dispute Management

TAFEP Tripartite Alliance for Fair and Progressive Employment Practices

TOC Tripartite Oversight Committees

TWC2 Transient Workers Count Too

WEF World Economic Forum

WIS Workfare Income Supplement

WINS FDW Work Pass Integrated System for Foreign Domestic Workers

WLI Work-Life Index

WOG Whole-of-Government

WOG-SO Whole-Of-Government Strategic Outcomes

WPCR Work Pass Card Registration

WPD Work Pass Division

WPOL Work Permit Online

WPSD Workplace Policy and Strategy Division

WSG Workforce Singapore

WSHC Workplace Safety and Health Council

WSHI Workplace Safety and Health Institute

Ministry of ManpowerHeadquarters18 Havelock RoadSingapore 059764

Ministry of ManpowerServices Centre1500 Bendemeer RoadSingapore 339946

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