Programme

8.30 Registration

9.00

 

Singapore Management Agenda 2015Michael Jenkins, Chief Executive, Roffey ParkSaradevi, Researcher, Roffey Park

9.30 Key organisational challenges in today’s workplace

10.10 Diving deeper into the top five organisational challenges

11.05 Coffee Break

11.20 Taking action – Open discussion and analysis

11.40

Keynote Speaker: Stephen Jagger, Payroll Hero

How to power up to create an amazing work environment: the secret to not ignoring HR technology

12.30 Networking lunch

13.45 Closing remarks

Michael Jenkins and Saradevi

May 2015

THE SINGAPORE

MANAGEMENT AGENDA

KEY FINDINGS

Organisational challenges

People challenges

Working life

INNOVATION AND PRODUCTIVITY

REMAIN KEY

Productivity in Singapore is going to flat-line

Forecasts Q1/15 Q2/15 Q3/15 Q4/15 2020 2030 2050 Unit

Singapore Productivity

111 103 94.59 100 104 104 104Index Points

“Singapore Productivity Forecasts are projected using an autoregressive integrated moving average (ARIMA) model calibrated using our analysts’ expectations. We model the past behaviour of Singapore productivity using vast amounts of historical data and we adjust the coefficients of the econometric model by taking into account our analysts’ assessments and future expectations. This forecast for Singapore was for Saturday, March 28, 2015”.

With thanks toTradingEconomics.com

In his May Day message, the Manpower Minister Tan Chuan-Jin said:

“The labour market is, and will remain, tight as our local labour force growth slows down towards the end of this decade…These trends point towards a future which demands that we grow our economy with fewer workers and higher productivity”.

From: The Straits Times, Wednesday 29 April 2015

Productivity is crucial to Singapore’s future

In his May Day message, PM Lee Hsien-loong said that Singapore must push ahead with productivity and innovation or risk compromising wage growth:

“Wages have been rising in the tight labour market, but this is not sustainable. If productivity continues to stagnate, after a while so will wages, which may even fall back”.

From: The Straits Times, 1 May 2015

Top of the News on 1 May 2015

Working long hours does not improve

performance and productivity

Are we working hard but not smart?

Excessive paperwork and administrative details

Unproductive meetings that are too long and do not achieve much

Lack of clear goals

Organisational Politics

Heavy workload which leads to burnout

Inadequate communication between staff

Bureaucracy

Inadequate resources and training to do the job

Poor attitude of employees (ie: Distracted by their handphones, Facebook, taking long coffee and lunch breaks, coming in late

to work)

Email overload

Person-job mismatch

Open-plan offices

0% 10% 20% 30% 40% 50% 60%

What do you see as the barriers to greater productivity in your organisation?

Talent and Productivity

In Singaporean SMEs

Workplace stress is rising – how can we

develop resilience in our organisations?

Innovation: Engaging hearts and minds are key

0%

10%

20%

30%

40%

50%

60%

70%

80%

What are the barriers to innovation in your organisation?

Base size (n) = 293

Base size (n) = 189

RECRUITMENT AND RETENTION DOMINATE

CURRENT PEOPLE CHALLENGESRecruiting the right staff

Retention of key employees

Employee engagement and morale

Managing employee expectations

Career development

Changing the mindset of employees

Increasing workforce productivity

Developing strategic thinking in leaders

Developing emotionally intelligent leaders

Succession planning

Encouraging innovation

Managing the expectations of Gen Y employees

Performance management

Managing a multi-generational workforce

Encouraging flexible working

Working across cultures

Increasing workplace diversity

Succession planning is the top people challenge in five years’ time

Talent programmes not delivering

HR managers report their organisation’s talent programme is successful

Most talent programmes focused on future leaders – should we be turning attention to

other more technical, but equally valued staff?

Talent Dilemmas

Employees are less clear on their manager’sability to articulate a strategic vision

If leaders do not model organisational values- how can they engage their teams?

Present Leaders Are The Only Ones We Follow Wholeheartedly

Greater flexibility at work is desired

Top barriers to flexible working

Lack of trust between employer and employee

A 'face-time' culture

Abuse of policies

Excessive workload

Manager scepticism

Fear of loss of productivity

Perceived difficulty with supervision of employees on flexi-work arrangements

Fear of being perceived as less serious about one's career

Fear of negative career consequences (ie: termination, denial of promotion)

Lack of appropriate IT equipment and infrastructure

Fear of colleagues' resentment

Costs of policies that facilitate flexible working (ie: childcare leave etc)

Unaware of flexi-work policies

Costs of setting up IT equipment

There are no barriers

Don't know

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Base size (n) = 294

Facilitated table discussion

Questions