Imagine…. A business with a strong, adaptable talent base to deliver effectively to organisational outcomes. A reputation in the market as an employer of choice and target employment destination for talent. Cost-effective appointments through direct candidate approaches, introductions and referrals. First referral of new talent to the market and optimum brand presentation through external talent partnering. Continuing advocacy of the business from former employees, promoting and strengthening the brand and market reputation.
Taking good care of staff – even when parting company
THE writing is on the wall. For the rest of this year, at least, businesses will continue to face challenges, and right-sizing or cost-management measures, whatever term one chooses to use, will be initiated. There will be job redundancies, and more will join the ranks of the unemployed. For many, it could very well mean losing their only source of livelihood that feeds the family and pays the mortgages.
Hiring on attitude is a current theme in the employment market. Diverse organisations recognise the impact of behaviours and attitudes on business culture and subsequently on performance. Most of us would prefer to work with people who are enthusiastic, questioning, positive, sharing of ideas and with whom we can enjoy a laugh. Commercial examples and formal research demonstrate the impact of organisational culture on profitability.
TO small and medium-sized enterprise (SME) owners, finding the right type and number of talent to hire can be a challenge. This applies to both skilled and unskilled workers. Considering that it is relatively easy to register a business in Singapore, it seems a shame that bosses are sometimes handicapped by the difficulty in finding the people to help them run the business.
At the other end of the spectrum, there are also challenges related to the "letting go" of employees. Most SMEs are likely to be growing, and therefore should be doing more hiring than firing, but there are situations where bosses have to bite the bullet and retrench employees, or terminate their services for various reasons.
My daughter’s marriage solemnisation ceremony last November started a new chapter in our lives. With two children, my responsibility as a parent is half accomplished – at least in the Asian context of parents having fulfilled their responsibilities after their child is married.
Reflecting on my children’s growing up years in Hong Kong and then Singapore, the one thing that struck me was that both Singapore and Hong Kong have changed much over the last two decades. Singapore will soon celebrate her 50th year of independence.
Turning my thoughts to the future of my children, and in the not-too-distant future, my grandchildren, I began to wonder what Singapore would be like in the next 50 years? As a career coach, my thoughts naturally drifted to the topic of jobs and the employment scene.