New HERO Scorecard targets companies outside US

HERO and Mercer have launched the HERO Health and Well-being Best Practices Scorecard in Collaboration with Mercer – International Version. Modelled after the US version, the HERO International Scorecard is designed for use by employers in any country*. Available online and free of charge, the new framework allows employers to evaluate their health and well-being efforts by using a comprehensive inventory of current best practices compiled by industry thought leaders.

“Social and workplace norms can differ greatly from office to office within large companies and from community to community within the US. Companies with an international presence face additional challenges because workplace health and well-being best practices that have been tested and proven in America might not be relevant in the other countries,” said Dr Paul Terry, President and CEO of HERO. “Business leaders need comparative data, but that can be quite costly and difficult to secure without the help of a resource like the HERO Scorecard.”

In the US, where the domestic version of the Scorecard has been available since 2008, employers can benchmark their program and outcomes against companies of similar sizes and industries. As employers begin completing the new HERO International Scorecard, benchmarks will become available that allow employers to compare their programmes to others in their own country and in other countries where the Scorecard is used.

The HERO International Scorecard asks employers to provide information about organisational and cultural support for employee health and well-being, specific programme offerings, integration of health and well-being programmes with other areas of the company, strategies to encourage participation (such as communications and rewards), programme costs, and outcomes. After submitting the online scorecard, the employer immediately receives an email showing their best practice scores in six areas that contribute to employee well-being. When available, benchmarks will also be added.

“Companies benefit in multiple ways by completing the HERO Scorecard: from access to information about best practices and comparative benchmarking, to planning for future program enhancements and building internal consensus for improvements,” said Dr Steven Noeldner, Mercer partner and chair of the HERO Research Study Subcommittee. “Providing this breadth of analysis and comparison for domestic and international business will streamline efforts for employers and give them a competitive advantage in building a healthy workforce now, and in the future.”

“With continuous, double-digit growth in health costs, ageing populations and ever-increasing health consciousness, companies in Asia take workplace health and wellness very seriously. Most employers are looking for the right solution to address health issues and related decreases in engagement and productivity,” said Cecilia Deasy, Partner, Regional Consultant, Mercer, Asia. “Unfortunately, too many organisations are implementing programmes that are passive in nature, with limited experience or guidance. As a result, most programmes fail to generate the material impact that organisations are looking for.

“Workplace health and wellness cannot be effectively managed with band aid solutions. Engagement, motivation, support andstrategy are critical to ensure success. With the best practice framework and achievable results, the HERO scorecard offers the evidence and navigational tools required for employers in this region to implement successful workplace health and wellness programmes and generate real results.”

Interested?

The International Scorecard is currently available in English only. Learn more about the HERO International Scorecard (PDF)

Take the International Scorecard

*The initial HERO Scorecard was intended for use in the US only.

posted from Bloggeroid

Employees prefer recognition to money

Source: ACCA report. Tone at the top influences corporate behaviour the most, according to 61% of respondents.

A new report, Culture and channelling corporate behaviour: ACCA member survey, published by ACCA (the Association of Chartered Certified Accountants) has found that recognition at work is the highest motivator, regardless of age, industry or location – even outstripping monetary reward.

The survey, which was co-funded by the ESRC (Economic and Social Research Council), harnessed the views of almost 2,000 ACCA finance professionals from across the globe. The results also highlighted geographical variations, including the desire to reach a more senior position as being a stronger motivator in Africa and Asia while having a more challenging role was most important for employees in the Americas.

Jo Iwasaki, ACCA Head of Corporate Governance, said: “The survey highlighted some clear distinctions between employee views in Europe and America and Africa and Asia. For example in Africa and Asia rules and procedures play a larger role than for respondents in Europe. However, the tone of corporate leadership is vitally important in channelling the overall culture of an organisation in any region.”

The issue of performance management will be of particular interest to business leaders. Although half of the respondents conceded that performance-related pay schemes could help foster best performance, nearly two-third thought that such systems may invite people to exaggerate or otherwise falsify their measures. This shows the fine line employers need to tread when putting in place performance related targets and the need for careful consideration when linking them to pay.

Konstantinos Stathopoulos, Professor of Accounting and Finance at Manchester Business School and co-author of the report, said: “The survey results reveal there is no 'one size fits all' strategy when it comes to building corporate culture and behaviour. Even though the role of leadership in setting the tone is highlighted in most responses, the survey uncovers significant differences in attitudes and perceptions regarding effective channels of corporate behaviour. These disparities are also intensified by differences in respondents’ geographic location, industry and characteristics.”

Interested?

Read the report

More than a third of the APAC working population are free agents

Kelly Services’ 2015 Free Agent Survey, the first-ever global survey by the company, finds that nearly one in three workers globally is a free agent.

The survey further reveals that in Asia-Pacific (APAC), 34% of the region’s working population is considered a free agent. This is slightly ahead of the global average of 31%. Free agents are defined as individuals who consult; perform temporary, freelance or independent contract work; or have their own business.

“The findings of the 2015 Free Agent Survey provide some interesting insights into the talent’s mindset of wanting a workstyle which provides greater freedom, flexibility and entrepreneurial benefits,” said Natalia Shuman, Senior Vice President and General Manager of Kelly Services for EMEA and APAC.

“Employers should capitalise on this trend and look to free agents as a solution to managing their talent supply chain in the face of continual pressure to attract and retain skilled talent,” she added.

posted from Bloggeroid

DBS receives NTUC Women's Development Secretariat SG50 Special Award

DBS has received the NTUC Women’s Development Secretariat (WDS) SG50 Special Award in recognition of its dedicated flexible working programme and employee support schemes designed to help staff better manage their time and balance their professional and personal needs. 

Said Cheong Meng Foong, Managing Director, Group Human Resources – Reward: “We adopt a holistic approach in creating a workplace where employees feel empowered, connected and valued. As a company that has a diverse workforce, we understand that our employees will have different needs at various phases of their lives and have put in place a number of initiatives to encourage staff to take charge of their career progression and to promote greater work life integration.”

Instead of adopting a one-size-fits-all policy, DBS offers staff benefits that meet different needs. These include:

- Flexible work arrangements

- Staff loans that generally offer better terms than commercial loans, helping staff who are looking to set up their homes make their first home in the early years of their careers

- Re-employment at 62 on terms that are better than tripartite guidelines and industry norms in Singapore

- Free health screenings for all our employees, which at the same time helps DBS understand any possible health issues of its population for more targeted intervention

- Being the first to pioneer the “Shield Companion” Plan - a medical plan that complements employees’ portable enhanced MediShield plan, reducing duplication of medical coverage. The bank also pays a certain amount into their MediSave accounts to subsidise their portable medical plans premium.

Joyce Chua, DBS Assistant Vice President, Corporate Trust & Fund Services, has benefitted from the bank’s flexi-work arrangements. “DBS’ flexi-work scheme has given me the opportunity to spend more quality time with my three teenage children. I was a full-time stay-at-home mother for about three years before deciding to join the workforce again. Under the bank’s part-time work arrangement, I managed to work out an arrangement that would allow me to work four full days a week instead of the standard five-day working week. This made the transition back to work easier for me," she said. 

"Now that I have a day off during the week, I am able to have a longer meal with my children on a weekday, and they will in turn share with me what is happening in their schools and the different problems they face – something that I think would not be possible if I had less time. Through this, I also get to know their friends better. What makes this all possible are my supportive managers and colleagues, who understand the situation I’m in, and whom I know will step up to help me in a heartbeat.”

One of DBS' flexi-work arrangements is Flexi-Time. While official working hours are from 8.30am to 6.00pm, full-time employees may choose their starting and finishing work hours  provided they complete a stipulated number of hours. For example, staff can commence work an hour earlier at 7.30am and end the day at 5.00pm, or commence work an hour later at 9.30am and end the day at 7.00pm. Line managers are encouraged to schedule meetings during the core working hours between 9:30am and 4:30pm.

Employees may also consider part-time work - fewer fixed hours per day or fewer full days per week - or to take unpaid leave beyond their earned annual leave entitlement period. This arrangement is highly valued by employees, especially in cases where they wish to follow their spouses on overseas assignments or do overseas volunteer work for a few months.

Two DBS employees also won awards in the Most Supportive Colleague category: Samantha Lau, Assistant Vice President, T&O-SG-Customer Centre, and Delia Tan, Analyst, T&O-SG-Customer Centre.

Starwood Hotels & Resorts Asia Pacific receives China HR Staff Award for leadership development

Starwood Hotels & Resorts Asia Pacific has received the “Best Practice in Leadership Development” accolade for Starwood Careers at the prestigious 17th China HR Staff Awards 2014 held in Suzhou, China.

Inaugurated in 1998, the China Staff Awards by CCH, a Wolters Kluwer company, is known as one of the most reputable human resources (HR) awards in Greater China. They are also known as the 'Oscars' of the HR community. The Best Practice in Leadership Development award is bestowed on the organisation that has displayed clear and well-executed strategies in talent selection, motivation and development at all associate levels. The award also recognises outstanding programmes such as formal coaching and mentoring programmes that help develop and nurture potential successors to ensure business continuity.

Dylan Choong, Director, Human Resources, Starwood Hotels & Resorts Asia Pacific said, “The award is truly an encouragement and a testament that our talent management and development programme, Starwood Careers, is nurturing the future leaders of the hospitality industry. This award also goes out to our dedicated mentors and associates who have worked hard over the years to implement and execute the initiatives within the programme.”

Starwood Careers was conceptualised specifically in the Asia Pacific to fit the region’s unique needs. It seeks to proactively build Starwood’s talent bench strength through strategic integrated approaches for talent management and development. Since 2003, Starwood Careers has nurtured more than 10,000 Associates; and in 2014 alone, more than 3,000 Associates across Asia Pacific are expected to benefit from Starwood Careers.

Participating for the first time, Starwood Asia Pacific is one of 13 organisations honored in the annual awards that confer recognition on organisations with the best practices in key areas of human capital management and development. Starwood was also a finalist for the “Best Practice in Engagement and Retention” award for Starwood Cares, Starwood’s commitment towards creating a more caring and supportive workplace. This award seeks to recognise companies that successfully and meaningfully keep their most valued employees engaged.

Starwood continues to be one of the fastest growing hotel companies in Asia Pacific. It currently has over 280 hotels in operation and over 220 hotels in the pipeline; and since January 2014, Starwood has opened more than 18 hotels across its nine lifestyle brands in Asia Pacific. To date, the company has received over 20 awards and accolades in the areas of employee engagement, talent development, training and employer of choice. 

CIMB launches programme to upskill non-executive staff

CIMB Group, Malaysia’s second largest financial services provider, has launched a scheme to progress its non-executive employees in terms of skills, productivity, career growth opportunities and income-generation power. The launch of the CIMB Accelerated Career Enhancement Programme (CIMB ACE) was officiated by Minister of Human Resources, Dato’ Sri Richard Riot Anak Jaem.
 

CIMB ACE was developed to support PR1ME (Program Majudiri 1Malaysia), a national agenda launched by the Prime Minister of Malaysia in November 2013, where government-linked companies (GLCs) commit to help non-executives grow professionally and ultimately propel Malaysia towards becoming a high-income nation with a high-performing workforce.

“More often than not, non-executive staff feel that there is a glass ceiling to how far they can grow within the organisation. CIMB ACE is the platform that we provide for our non-executive staff to excel. It is structured not just as a stepping stone for them to upgrade their personal proficiency and progress their careers to a higher level, this programme also acts as a springboard for them to aspire to achieve something greater out of their life with the highly transferable skills and knowledge that the programme is going to equip them,” said Dato’ Sri Nazir Razak, Group Chief Executive, CIMB Group.

At the launch ceremony, CIMB Group also signed a Memorandum of Understanding with Universiti Tun Abdul Razak (UNIRAZAK) for the development and delivery of the English language proficiency component of CIMB ACE.
 

CIMB ACE consists three components: competency-based development, career progression and incentives. Participants are also expected to sit for the Executive Banker qualification, fully sponsored by CIMB Group. The Executive Banker is a qualification jointly awarded by the Institute of Bankers Malaysia and Chartered Banker Institute in the UK.