The Snitch

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Archive for the ‘Video’ Category

HRTV: The top three L&D challenges in 2011

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Singapore – With the talent war still raging in Asia, companies are focusing efforts on developing and retaining talent, but some are struggling to overcome challenges within the learning and development area (L&D).

Additionally, organisations that do not have a chief learning officer (CLO) will find themselves lagging further behind as they wi lose out on developing employees to help align their talent to the business goals.

Mary Sue Rogers, general manager at IBM’s global human resources (HR) learning and recruitment division, said the function of a CLO is just as important as payroll or compensation and benefits.

She added having a senior executive focused on L&D opportunities for employees will ensure the budget set aside for staff training is properly maximised.

Yet CLOs in Asian companies will face three top L&D challenges this year. They are namely budget issues, adapting to generations X and Y, and ensuring that the ageing workforce transfers their knowledge before they retire.

Besides predicting the learning trends for 2011 in the exclusive interview with HRTV, Rogers said companies based in different markets will face new sets of challenges in developing talent. According to her, hiring and managing talent are tough in hyper-growth markets such as China and Vietnam due to high turnover rates.

“Companies from those markets have the challenge of onboarding and skill acquisition, and if that employee is still there in a year, start thinking about leadership development,” Rogers said.

On the other hand, companies in mature economies like Singapore and Australia have to overcome the challenge of structuring professional development programmes and incorporating blended learning into L&D initiatives.


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Written by Sabrina Zolkifi

June 15, 2011 at 11:43 am

HRTV: Ogilvy & Mather on providing work-life balance

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Singapore – If you’re a smart boss, you’ll understand why it is critical to help your employees achieve a work-life balance.

According to Shelly Lazarus, chairman of Ogilvy & Mather Worldwide, smart bosses are those who are willing to listen to the needs of employees and providing a work arrangement suitable for their needs.

“We have to take people on their own terms or we don’t have them,” Lazarus said, adding that organisations that are not willing to adapt to the specific needs of employees will risk losing them.

Especially in light of the current war for talent raging, she said companies who refuse to accommodate the needs of employees by providing incentives such as flexible working hours, put themselves at a disadvantage.

She said companies have to assure women that they are willing to tailor their working arrangements to suit employees’ needs. Lazarus shared a story of a female employee who requested to work only three days a week after coming back from having a child.

On the topic of women employees, Lazarus added “anyone who would deprive himself of 50% of the talent pool is insane”. She said with female employees, the challenge lies in retention and not attraction, reemphasising the importance of providing an ideal work-life balance to keep top women talent.


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HRTV: Reaching out regionally

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Singapore – As more companies choose to set up their regional headquarters in Singapore, managers have to keep communication flowing smoothly between employees based in different offices.

Andrew Tay, president for Zebra Technologies in Asia Pacific, advised managers with regional responsibilities to make a constant effort to connect with their team members who are based in different locations. He said this can be done through weekly calls and emails.

Tay said staying in touch regularly will help leaders understand what’s happening in a particular office despite not being there physically. Tay added that managers have to be aware of the different work practices and cultures in different countries, and tailor their leadership style to address the local needs and growth opportunities.

But communication aside, companies have to first find the right talent on top of creating “a proper vision and business strategy for the organisation”. Tay said, “You can have the best plan in the whole world, but if you don’t have the best people to execute it, it will just remain as a plan.”


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Written by Sabrina Zolkifi

June 1, 2011 at 9:03 am

HRTV: How to spot toxic managers

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Singapore – Bad managers who manipulate and bully their teams will, not only corrupt an organisation’s culture, but also destroy workplace relationships, causing high employee turnover.

“Every employee under that bad manager will become ineffective and inefficient,” Terry Sheridan, managing director of executive consultant firm Guardian Angel, said. She explained the political and toxic nature of the organisation will cause productivity to suffer as employees will “spend more time watching their backs than actually doing their work”.

Sheridan said bad managers are a poison to the organisation as they bring down the morale of their colleagues and can cause many of them to resign. “People don’t leave just leave jobs, they leave bad managers,” Sheridan said.

According to Sheridan, bad managers fall into two categories – tyrant and mediocre. A tyrant, who believes he is superior to the rest of the organisation, tends to bully and overwork his employees. They would also use the organisation’s resources for their own needs, and a “master of office politics”.

While tyrants are easy to spot, Sheridan said mediocre managers are the harder to recognise as a problem in the company. “Mediocre managers are the tricky ones to find because they are the appeasers and the ingraciators.”

“They’ll use flattery to get what they want, and they’re very clever. They’ve been doing it for a very long time,” Sheridan said. She added these managers do the bare minimum at work, and “prefer to get on well with others than getting the job done”.

Sheridan added both types of managers are inconsistent with their work, and being aware of those inconsistencies can help HR identify leaders who should be dismissed.

Read the full article on our website.


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HRTV: Small Talk on employees censoring online profiles

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Singapore – With half of employees in Singapore concerned their careers may be affected by social networking sites, it is not much of a surprise that many are censoring information they put up.

A survey by Kelly Services has revealed 46% of local professionals believe the personal content found on sites like LinkedIn and Facebook can “adversely affect” their job prospects.

“[Employees] need to be careful that they are tapping into the best elements of the Internet when their careers are involved,” Melissa Norman, Kelly Services’ managing director for Singapore and Malaysia, said. With such sites making it easy to put up information, she added there is a “tendency for people to share more than they think”.

In the latest episode of Small Talk, Lee Xieli and Sabrina Zolkifi discuss whether it is right for employees to edit the data they present online, and what HR can do to better utilise such sites in their recruitment process

They also talk about the “brain drain” experienced by Malaysia, and why short term incentives such as resident passes and apprenticeships are ineffective to retain locals and attract overseas talent.

Additionally, Small Talk explores interview blunders which can jeopardise your job opportunities. A recent survey by CareerBuilders.com indentified some of the most unbelievable mistakes, including a man who revealed he was fired from his previous job after beating up his boss.

Other don’ts during an interview include picking your nose or asking the interviewer to leave his own office so the candidate can take a “private” call.


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Written by Sabrina Zolkifi

May 20, 2011 at 11:59 am

HRTV: Small Talk on leadership lessons from GE

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Singapore – Now that the dust around the general elections (GE) is beginning to settle, Small Talk takes a look at the leadership lessons companies can take away.

William Rothwell, a professor who teaches human resources (HR) management and development issues at Pennsylvania State University, said when picking new leaders, organisations need successors who are open-minded. He added it is important they can fill in the gaps of the current leadership, and are able to deliver fresh perspectives.

Sabrina Zolkifi hosts this week’s episode of Small Talk and discusses what else local leaders can learn from the elections, as well as why you should teach your employees the same way you would primary school children.

Mary Sue Rogers, general manager for IBM’s global human resources (HR) for learning and recruitment, said when planning a learning programme, HR should develop one with a learning style familiar to its employees.

“Go back to primary and secondary school, and see how the teachers are teaching your future employees,” she said.

Small Talk also explores how Singaporeans’ favourite language Singlish can affect career prospects and what HR can do about it.


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Written by Sabrina Zolkifi

May 13, 2011 at 1:33 pm

HRTV: Growing a financial talent’s portfolio

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Singapore – Human resources (HR) leaders are urged to give their financial professionals more opportunities to handle big accounts and deals to help develop their potential.

George McFerran, head of Asia Pacific for eFinancialCareers, said while providing training programmes are important, allowing talent to take on more responsibility will help them grow professionally.

Besides giving employees career advancement opportunities, McFerran said HR has a role in ensuring they have healthy working relationships with their managers as well. “People like to be managed effectively and the manager’s relationship [with the employee] is crucial to retaining talent,” he said.

Companies have to look into creating an environment where their employees feel supported and motivated, as that would foster loyalty and potentially help keep them from getting poached by competitors. However, McFerran said while non-monetary benefits can go along way in keeping top talent, HR cannot forget the importance of offering competitive remuneration packages.

McFerran also shared with HRTV the recruitment challenges he believes the finance industry will face over the next few years, and what HR can do to manage them.


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