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FACULTY OF ENGINEERING

HR2002 GROUP REPORT

Done by:
Alvin Ong Yu Kai U084518N
Lin Zhiwen U084506W
Low Weiyou U084382X
Sim Zhen Hao U084502Y
Tan Junjian U084387E
Tan Kunjian U084265R
Introduction

Republic Polytechnic (RP) is a tertiary education institution offering diploma programs in


Singapore. It was set up on 1 August 2002 through the passage of The Republic
Polytechnic Act 2002 by Parliament. Republic Polytechnic received its first intake of
over 800 students in July 2003 at its Tanglin Campus, and it has since moved to its
permanent campus in Woodlands from March 2006 which currently has a cohort of about
13,000 students. Republic Polytechnic has a flexible, IT-driven work culture whereby
every member of the staff are given a tablet PC and encouraged to be mobile, meaning to
not be restricted to just working in the office. Republic Polytechnic’s telecommuting
schemes as well as their associate schemes allows the staff flexibility in their working
hours and also the choice of working from home, thus promoting a work-life balance and
contributing to its employee satisfaction and retention. The staff also knows that their
work is appreciated by the Polytechnic as it makes a point to recognize employee
achievements and good performance. Furthermore, a structured learning and
development program also helps the staff to stay relevant and to sharpen their skills in
order to manage its Problem-Based Learning (PBL) system. Republic Polytechnic
believes that in order to achieve its goal of nurturing learning for its students, it needs to
first nurture the members of its staff. Finally, an effective horizontal communication
system between staff allows for smoother cooperation and the cultivation of team spirit
within their departments. With multiple employee benefits as well as job satisfaction
through effective employee management techniques, it is no surprise that Republic
Polytechnic has been awarded for the past few years for its commitment and efforts in
good HR practices.

The HR team has been fraught with a constant challenge to introduce HR policies that are
forward looking, innovative and creative. In 2010, Republic Polytechnic was awarded the
Leading HR Practice Awards in 4 main categories, namely Retention and Succession
Planning, Talent Management, HR communications, and Learning and Human Capital
Development. In order to find out more about the policies implemented for each of the
categories, an email interview was conducted with one of the Administrative Officers
from Republic Polytechnic’s Office of Human Resource (see Appendix A).
Winning HR formula

a) Retention Planning
Within an organization, one of the most important factors of a successful human resource
management would be a good retention plan for the company’s staff. Only with suitable
retention planning can a company sustain business growth and stability. This is to ensure
the continued employment of skilled individuals who are able to contribute greatly to the
company. Evidently, these types of individuals are highly sought after by companies from
the same industry. Hence, it is for the company’s interest to have a comprehensive
retention plan in order to employ and retain these talented employees for the long run.

One of the oldest and most basic methods of retention planning would be the valuation of
the employees’ salary and remuneration for the work that they do. However, though
money can be a good motivation at times, it does not bring out the best or instill in the
employees commitment to the company. Nowadays, with the standard of living
constantly increasing, the employees’ expectations are also rising. The crux of the
employee retention would boil down to not only providing their employees with tangible
benefits, but also a satisfying and rewarding career in the company.

In Republic Polytechnic, the retention plan begins from the selection of the employees
during recruitment. With a great emphasis on the shortlisting of suitable candidates, the
human resource department recruits employees who are not only capable, but who are
able to align themselves to the organization’s corporate values. This provides the
foundation for the long term employment of staff members who understand Republic
Polytechnic’s values and are committed to be working with these values for the long
term. In addition to the emphasis on the recruitment process, Republic Polytechnic has
also introduced various schemes and programs to further improve staff satisfaction with
their jobs. These schemes are offered on the understanding that good work-life initiatives
allow for better talent retention within the company compared to just monetary rewards.

One such program would be the creation of a Health and Recreational Committee (HRC)
to take responsibility of the implementation of various initiatives to encourage work-life
harmony among the staff. Some events organized by the HRC are its annual Family Day
and the ‘Treasure Your Health Week’. With an improved work-life balance, employees
would feel better while working thereby improving productivity within the workplace.

Another scheme implemented by Republic Polytechnic that received immense approval


from the staff is the telecommuting scheme (Challenge, 2008). This scheme allows staff
to be able to work from home, made possible by the advent of information technology.
Staff members who opt for this scheme would be given greater flexibility in planning
their workplace schedule, saving them precious hours of travelling time. Furthermore, as
this scheme is based on a culture of trust that the staff would be able to handle work
commitments, it is possible that employees would be eager to prove their trustworthiness
with increased productivity working from home. Mr. Ho Yeng Siang, Assistant Director
of Republic Polytechnic, Office of Planning and International Operations, expresses his
compliments for this scheme (Challenge, 2008). Employees of Republic polytechnic also
expressed their delight for the scheme (Republic Polytechnic, 2011)

The results from these initiatives (Pauline Loh, 2009) indicate a reduction of turnover rate
in Republic Polytechnic from 20.9% in 2008 to 12.5% in 2009. For the Republic
Polytechnic’s key appointment holders, the turnover figure is close to 0%. These figures
show the importance of these initiatives in retaining employees and keeping them
motivated. Upon interview with several staffs of Republic Polytechnic, they point out that
these initiatives give them time for breaks from their routine work and assignments, thus
revitalizing them. One of them even mentioned that “nobody will scold you for getting a
massage at any time of the day.” This implies that Work-Life Balance has become a
culture for the entire organization.

Recognition and praise are also an important part of Republic Polytechnic’s retention
policy as well since it allows the staffs to know that they are being appreciated. The
Republic Polytechnic has also organized the annual staff awards ceremony to recognize
their staffs for their outstanding contributions, achievements and their service to the
organization.
b) Talent Management

In today’s global economy, talent management is the main driving force for the success
of the organization. Talent management has been broadly defined as the implementation
of integrated strategies or systems designed to increase workplace productivity by
developing improved processes for attracting, developing, retaining and utilizing people
with the required skills and aptitude to meet current and future business needs. This is
especially true in Singapore, where our only resources are human resources, and thus
managing talent is exceptionally crucial to the industry and government. A recent study
by Singapore Human Resource Management Talent Survey Management report
(Business Publications, 2006) have 85% of HR executives state that the toughest
challenge in workforce management is sustaining their companies' ability to compete for
talent.

In view of workforce trends such as shifting demographics, global supply chains, the
aging workforce and increasing global mobility, forward-looking organizations must
reconsider their approach to talent management to best harness talent, and Republic
Polytechnic has excelled in this aspect.

Under its unique Associate Scheme, (Republic Polytechnic, 2011) daily rated teaching
staffs are hired under its Academic Associates scheme while non-academic home-based
workers are recruited as Administrative Associates. Academic associates facilitate fewer
classes based on their own schedule and thus not required to come to the campus daily.
They are paid on a daily rate of facilitating a class. Administrative associates work from
home for most of the time and at their own pace. They are paid according to the number
of completed assignments.

This can be seen as a family friendly program as it allows employees to manage work and
family responsibilities. In addition, employees have the flexibility to convert from full-
time workers to Academic or Administrative Associates from time to time whenever
circumstances permit. Therefore, it develops a sense of appreciation and loyalty as the
organization does care for them. Next, looking at the aspect of Singapore’s ageing
population; this scheme allows for mature workers approaching retirement to continue
earning an income with flexible hours.

There is also staff housing for Foreign Staff on Employment Passes at competitive rates
which helps to attract foreign talent into Republic Polytechnic. In addition to attracting
talented people, talented Republic Polytechnic graduates are being sought after as well.
The Republic Polytechnic has developed the Technology Development Assistant (TDA)
scheme to hire outstanding Republic Polytechnic graduates to assist in Technology
Development Centres (TDCs).

Furthermore, Republic Polytechnics has organized many work-life programmes such as


Family Day and Republic Polytechnic Anniversary Dinner for staff to participate and
enjoy. The staff can then see themselves as part of the Republic Polytechnic family as the
events will instill a sense of belonging and loyalty to the organization.

c) Effective communications

Communication refers to the process by which information is transmitted and understood


between two or more people. Having good communication is vital to all organizations
because it coordinates employees and helps to fulfill employee needs. For the first factor,
the ability to exchange information help ensures employees are all on the same page and
thus synergizing their work. Secondly, communication tends to ease work-related stress
and help to bond people together.

From the interview with Republic Polytechnic’s HR staff, she mentions that they have a
very flat hierarchy system and this allows effective flow of information to staff. There
will also be a PCEO communication session to all staff at least 3 times a year.
Furthermore, the staff members have the opportunity to discuss and meet up with their
senior management team during induction programs, Principal’s dialogue sessions and
departmental work plan and review meetings.
In view of the focus on electronic communication, Republic Polytechnic has developed
and implemented a new e-Appraisal system. The system, which is fully on line and web-
based, is linked to Republic Polytechnic’s HRIS system. The new e-Appraisal system is
designed to facilitate discussions between staff and their supervisors in a timely manner
and can be easily scaled to meet Republic Polytechnic’s growing staff number.

d) Human Capital Development

Globalization describes the growing global interconnectedness in terms of culture,


politics and economics as we see in the world today. Its impact on the workplace is
tremendous, as can be seen by the large flow of ideas and people over different nations,
resulting in an evolution of work place management.

In Republic Polytechnic, HR recognizes the effect of globalization on the workplace, and


thus embarks in its new age approach to staff learning and development. They have been
ensuring that their training initiatives are always keeping up with changing times.

First, Republic Polytechnic requires its staff to be accustomed to technology as it will


enable them to work effectively in the current information age. As mentioned by
Anderson Lim, HR director of Republic Polytechnic, information technology has
numerous benefits such as the improved efficiency in communication as well as the ease
in dissemination of information (Lim, 2009).

Since its founding in 2002, several initiatives to train staff have been laid out by Republic
Polytechnic in order to move towards a fully electronic environment. For instance, all
staff members are expected to meet a target of 100 hours of training sessions every year,
most of which incorporate technology. Features like e-videos and e-discussions are also
included in some of the training packages. In this way, the staff members get to be
familarized with the state-of-the-art technology and this helps to facilitate teaching.

In addition, as mentioned in the interview, staffs are encouraged to collaborate with


industry partners through the Industry Associate Scheme (IAS). The experience that they
gained through their interactions with professionals in the industry would enhance their
problem-based learning approach to learning, teaching and problem crafting. As such,
staff can remain top-notch in technological trends as well as upgrade their knowledge
continuously.

However, information technology changes frequently with rapid globalization, so


continued efforts to stay current are required. To resolve this issue, HR hosts a weekly
staff sharing session and talk training programs. Both initiatives are for staff to learn new
technologies and their applications from one another, as well as support each other in the
use of IT.

Next, due to different work scopes across all Republic Polytechnic job functions, distinct
training and developmental programs are planned for the following groups of staff:
administrative, academic, managers and supervisors and senior management members.
For instance, the training programs for the administrative and academic staff focus on
technical and competency skills. These aim to sharpen their skill-sets so they can
contribute effectively in their job positions. Staff development efforts include IT training,
teacher training and department core training. Most of Republic Polytechnic’s training
programs are also packaged into different levels of intensiveness depending on the
participants’ prior knowledge and experience.

Lastly, Republic Polytechnic’s training strategies for educators encompass a myriad of


areas to ensure that they impart a comprehensive learning experience to its students.
Therefore, apart from having theoretical training for teachers, lecturers and facilitators
that provide them with skills to maximize student learning, they are also trained to deal
with their students in certain situations such as depression. Training in counseling, class
and student management and communications are provided to aid in this aspect.
Conclusion

In conclusion, the policies implemented are not only innovative but they are also
successfully planned and implemented. The retention planning polices had enabled them
to not only hire capable employees but employees who fit into their culture thus forming
their core assets. Various schemes were enacted to retain them and the results were
resounding: there was a reduction of turnover rate in Republic Polytechnic from 20.9% in
2008 to 12.5% in 2009, as for key appointment holders, the turnover figure is close to 0.

Their management of talents allow them to suit the needs of different categories of
employees from young families to the aged, ensuring that work does not separate them
from their family and that they enjoy their fair share of free time, creating a healthy and
motivated work force.

In terms of communications, a flat hierarchy system instead of a top down approach


ensures that all levels of feedback are heard such that employees have a say in the
programs and schemes that employees of Republic Polytechnic enjoy.

Lastly, the development of the human capital within Republic Polytechnic with a
compulsory 100 hrs of training ensures that they are never lack in being updated with the
latest technologies. With the chance to collaborate with industry partners through the
Industry Associate Scheme (IAS) as encouraged, employees stand to develop and learn
even more.

All in all, the success of Republic Polytechnic’s policies is evident by their sweeping of
half the awards in the “Leading HR Practices Award” category at the Singapore HR
Awards organised yearly by the Singapore Human Resource Institute (SHRI) to celebrate
the success of organisations and HR Professionals for their leading human capital
strategies.

Bibliography
Managing Talent in Singapore. (2010, May 25th). Retrieved from hrmAsia:
http://www.hrmasia.com/guest-contributors/managing-talent-in-singapore/46102/
A. Noe, R., H. Hollenbeck, J., Gerhart, B., & M. Wright, P. (n.d.). Fundamentals of Human Resource
Management. MacGraw Hill Publications.
Lockwood, N. R. (2006, June). Talent management: driver for organizational success. Retrieved March 26,
2011, from Bnet: http://findarticles.com/p/articles/mi_m3495/is_6_51/ai_n26909340/?
tag=content;col1
Republic Polytechnic. (2009, February 16). How to Teach the Teachers. Retrieved from
http://www.rp.sg/careers/why/mediacoverage/hrmsingapore_16Feb09_article.asp
Republic Polytechnic. (2011). Success Stories: Republic Polytechnic. Retrieved from Employer Alliance:
http://www.employeralliance.sg/toolkit/toolkit/tk2_12_2a.html
Republic Polytechnic HRM. (2009, January 4). Telecommuting, What’s the catch? Retrieved 2011, from
Republic Polytechnic :
http://www.rp.edu.sg/careers/why/mediacoverage/hrmsingapore_4Jan09.asp
SPH Magazines Pte Ltd. (2011). Work Life: The great balancing act. Retrieved 2011, from Challenge:
Public Service for the 21st Century: http://www.ps21.gov.sg/Challenge/2008_07/feature3.html
Timm, D. (2007, November 31). Retrieved from Ergonomic Workplace Strategies Don’t Have to Break the
Bank, Healthcare Purchasing News: http://find.galegroup.com

Appendix A
Survey was conducted with
Head Recruitment and Staff Well-being
Mr. Chong Liankai,
Email address: chong_liankai@rp.sg
Contact number: 31001244

1. Employment
How does the school source for manpower? Through job matching agencies,
online/newspaper ads, recommendations by current employees etc.
A: Our recruitment channels include Straits Times advertisement, Republic Polytechnic
Careers website and the Careers@Gov online portal.
What kind of personality traits do you look out for when assessing potential candidates?
A: Most importantly, the personality must be aligned to our corporate core values. We
look for the following traits:
1. Analytical skills
2. Excellence mindset
3. Innovation mindset
4. Service-oriented mindset
5. Team Player mindset
6. Ethics mindset

2. Engaging Employees
What value system does the school adopt?
A: In Republic Polytechnic, we’ve the Employee Value Proposition or the Employer
Brand Promise Statement which all depts and staff adopt.
How does the school add value to their employees?
A: We allocate a yearly training budget to all staff to use for their training and
development. We also bring many courses into Republic Polytechnic to improve staff’s
core competency skills and encourage personal development. We have full-time as well
as part-time sponsorship programmes for our staff. We encourage staff to collaborate
with industry partners to via the Industry Associate Scheme (IAS). IAS is intended to
allow the academic staff to be associated with the industry in a systematic, coordinated
and sustainable way so that the experience that they gathered through their association
with established professionals in the industry would augment their problem-based
learning approach to learning, teaching and problem crafting. Whether it is in performing
consultancy, design, contract services or other forms of collaboration, this scheme allows
our staff to create highly relevant curricula, stay at the cutting edge of technological
trends as well as upgrade their knowledge continuously.

What programmes were initiated to engage employees?


A: We implement the Employee Engagement Survey and Organisational Climate Survey
to understand staff and their level of engagement in Republic Polytechnic. We have many
work-life programmes for our staff to participate and enjoy (e.g. Family Day, Republic
Polytechnic Anniversary Dinner, Bring Your Kids Day, Health Screening exercise,
Community Services, Eat with your family day to name a few). We also encourage staff
to share during Staff Sharing session and organise effective and constructive lunch-time
talk for staff to participate (e.g. Financial Talks, Health Programmes, New IT Tools and
Applications etc).

Does the school have any strategy to encourage employees to think and act creatively?
A: Our educational pedagogy is a problem-based learning approach and we encourage
academic staff to use creative/innovative examples to stimulate students’ learning.
Outside of class facilitation, we have a staff suggestion scheme which allows staff to
think of ideas to improve all aspects of Republic Polytechnic.

Does the school gear towards a more experimental teaching or rather classroom-based
teaching approach during the training for employees?
A: It would be geared towards classroom based teaching.

How does the school retain employees? Through incentives, awards etc.
A: We feel that staff retention begins from selecting the correct staff during recruitment.
As such, we place great emphasis in determining shortlisting and selection of suitable
candidates. We also conduct “stay interviews” for new staff within their first 6 months in
Republic Polytechnic to understand and resolve any of the problems which they might be
facing. In addition, we have a good learning and development framework which allows
staff to constantly upgrade their skills and develop their core competencies.

3. Difficulties in engaging the staff


What were the difficulties encountered? How did the school overcome them?
A: Staff may be dis-engaged due to multiple reasons. We equipped our ROs (Reporting
Officers) with the skills set to reach out to their reportees. We have many programmes for
our ROs (e.g. how to handle disengage and/or difficult employees, how to conduct
effective performance review, how to handle Gen Y etc). In Republic Polytechnic, we
practise the open-door policy whereby staff can approach their RO (or vice versa)
anytime so that discussion can be carried out whenever necessary.

How does the school solve diversity challenges in terms of cultural differences and
different mindset between young and old employees, as well as local and foreign
employees?
A: Our staff population is relatively young with very few older staff. As such, we do not
experience major problems in staff’s mindset since they are generally able to
communicate and work with one another. For foreign staff, we give them time to
assimilate into our local culture and attach a staff buddy to address any concerns/issues
which the foreign staff might have.
How does the school empower individuals in having open communication channels
rather than a top down approach?
A: Staff can approach their Reporting Officer and HoD for any concerns relating to their
work. Alternatively, staff can also consult HR on their work issues and we can reflect
these issues back to the concerned department.
4. HR
What do you think are the key reasons for Republic Polytechnic being positioned as one
of the top 10 in terms of its HR management?
A: We feel that the key reasons are:
1. Emphasis on HR by Republic Polytechnic management
2. Adopting E-HR in all functions of HR management
3. Good learning and development framework
4. Open to innovative and practical HR policies
How does the school differentiate themselves from other similar systems in terms of
human capital management which thus led to their success?
A: We have a very flat hierarchy system and this allows important/critical policies to be
communicated to staff effectively. There will also be a PCEO communication session to
all staff at least 3 times a year. Staff have the opportunity to discuss and meet-up with our
senior management team during our induction programmes, Principal’s dialogue sessions
and departmental workplan and review meetings. Our E-Services have enabled Republic
Polytechnic to be very effective and efficient in communication, endorsement of policies
and reaching out to staff, partners and customers.

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