Developing a Strong Singapore Core

I read the article, Developing a strong Singapore core (Shalini Shukla 25 Aug 2014) from the HRM Asia. The National Job Bank is at its height, with opportunities in abundance for our local talents. Perhaps this can provide an avenue to fulfil your recruitment needs: 


https://www.jobsbank.gov.sg/ICMSPortal/portlets/JobBankHandler/Home.do
http://www.hrmasia.com/case-studies/singapore-registers-6-growth-on-the-year/191176/


There is aplenty of recruitment strategies, just share 2 common ones:

• Establish network with local tertiary institutes
• Introduce a Friend, referral program

You can even throw in a holiday trip lucky draw program for eligible recommender & recommendee for the referral program (at the end of the calendar year); as part of retention effort to retain more locals.


Nuggets for the day..


Let your mind be unwind, be surrounded with like-minded people, filling a meadow with laugher and hope...be blessed.


Have a great weekend!

The Art of Asking Questions

Here is an interesting article that I read on the art of asking questions by Marshall Goldsmith, featured in Talent Management. This is useful as you lead a team, coach or mentor your staff, to learn how to ask questions that stimulate creativity in the mind, to gain wisdom and get understanding for more insight.

This pursuit of insight or discovery is “curiosity.” To the mind, curiosity is its own reward. The byproduct of perpetual curiosity is wisdom.(Marshall Goldsmith, 20 August 2014)

Here are some key elements that produce insight:

Sociability: Watch out for too much silence. If the protégé does not answer in 10 seconds, he or she may need you to redirect the question. Know that eye contact can be important in conveying an interest in the protégé’s answers.
Beware of not giving the protégé an opportunity to answer. Silence can be golden. Pause after asking a question. If you’re susceptible to this trap, count to 10 after asking a question and before asking another. Assume that the protégé heard and understood and is simply contemplating an answer.

Dominance: Think before you ask. Consider your goal and focus. Determine what you seek to learn, and then choose questions that will take you there.
You may have a tendency to craft questions that give you the answer you like to hear. Leading the protégé is just as ineffective as leading a witness. Soften your tone. Make sure your approach does not make the protégé feel as though he or she is on trial.

Openness: Avoid keeping your questions too much on the surface. While invading privacy is not the goal, your aim is to foster in-depth thinking. Be willing to allow a bit of controversy; conflict is nothing more than a symptom of tension. When you accurately interpret and work through conflict by your candor and openness, interpersonal closeness and valuable creativity will be the likely byproducts.

Other specific techniques include:
Start with a setup statement: Questions can be more powerful if the sender and receiver are on the same wavelength. Starting with a setup statement establishes identification and context.
Ask questions that require higher-level thinking: The goal is to create insight, not to share information. The main objective is to nurture understanding and growth, not just exchange facts. Construct questions that require the protégé to dig deep.
Avoid questions that begin with “why”: In most cultures, a question that begins with the word “why” is perceived as judgmental. Body language can play a role in how such questions are perceived, but even with perfect body language, our antennae go up as soon as we hear a “why” question.
Use curiosity to stimulate curiosity: Socrates did more than ask good questions. He demonstrated enthusiasm for the learning process. Attitude is as much a part of the Socratic method as technique.

Proverbs 4:7-8
Wisdom is a principal thing; therefore get wisdom. And in all your getting, get understanding..Exalt her and she will promote you..

Dimension of National Cultures

Dimension of national cultures cannot be ignored especially managing outsourcing teams, international or project work. Some of the characteristics as defined by Hofstede:

1) Power distance: the degree to which people in a country accept that power in institutions and organizations is distributed unequally;

2) Individualism vs Collectivism: the degree to which people prefer to act as individuals rather than as members of groups;

3) Masculinity vs Feminlity: the extent to which the culture favours traditional masculine work roles of achievement, power and control;

4) Uncertainty avoidance: the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them

http://geert-hofstede.com/countries.html

Implications to employment relationship in our local context..

For Singapore, our society supports more uncertainty avoidance..and it gives rise to 'Corporatism'...

Corporatism - Government seeks to devise mechanisms which integrate the interests of capital labour and government in pursuit of policies typically to do with economic growth, full employment and price stability. (Hollingshead and Leaf, 1995)

With hindsight this informative resources is useful in my course of work while managing a diverse workforce...I was recently reminded the importance of forming strategic alliance..especially as a business partner, I need the support of all business units to share resources and activities, to pursue a common strategy...key success factor..another learning journey for me..cheers  

Gen Z employees: good if you can get them

“Entrepreneurial, optimistic and informed”..that will be the composite of our next generation of workers in Asia also known as Generation Z. They have been described as “go- getter and trend setter” and it will be quite a challenge to attract and retain the best of them.

I was reading this short article written by HC, Human Capital (July to September 2014 issue), a food for thought…

”Adecco recently conducted a survey of nearly 1000 Gen Zs (15-18years old) in China, Hong Kong, Japan, Korea, Malaysia, Singapore, Taiwan, Thailand and Vietnam. The survey assessed Gen Z’s ambitions, their employment preferences, their attitudes to the workplace and how they are optimistic they are about their future – in work and life.

The survey revealed interesting findings about Singapore’s Gen Z. A high proportion of Singapore’s Gen Z (82%) expects to go onto higher education and many are confident that will prepare them well for the workplace.

The respondents expect to take about seven months to find the right employer, which is about average for the region.

Most (71%) expect to work for no more than three companies in their entire career, demonstrating a somewhat greater loyalty to their employer than their peers in other markets.

They are also likely to seek services of recruitment consultants for information about companies that they may consider joining.

Those that surveyed in Singapore also want more job variety than other Gen Zs in the region, but they are also likely to value a fairer work-life balance.”

Recently, I had the privilege to speak to a group of Gen Z students and conduct interview sessions with them..they are confident to share their thoughts, forwarding looking and drawn by our company proposal of Place and Train Program aka Fast Track, an accelerated career path within 18 months. With job re-design and more career development opportunities, it is possible to reach out and get the best of out them…my thoughts.

"An organization can be birthed with great vision but can only grow with great framework"….