2009/2010 - MINDS

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HUMAN RESOURCE COMMITTEE
MILESTONES AND ACHIEVEMENTS
Renewal of People Developer Award
MINDS successfully met all the new criteria for the
People Developer Award and achieved a Commendable
Performance in People Excellence conferred by Spring
Singapore in December 2009. In their assessment, they
were impressed that the senior leadership is committed
to the mission, vision and values of the organisation,
evident by the leadership’s role-modeling of the values
and investment of resources to develop staff.
In the area of Human Resource Management, they noted
that planning process addressing the organisation’s
strategic directions is in place. Evidences of platforms
for employee involvement, structured training and
development framework, rewards and compensation
system linked to performance, structured information
management system, regular sharing sessions such as
in-house seminars on intellectual disability for staff and
stakeholders and talent development are also in place.
Manpower Norms and Review of
Manpower Structure of the Residential
Services
Manpower Norms across the sectors were introduced
and endorsed by EXCO in May 2009. The exercise
empowered HODs to decide and recommend the
most effective staff to client ratio within their budgets
and operational needs. It also provided HR with
the framework and controls to support requests for
recruitment.
The manpower requirements of Residential services -
Home, Hostel/Group Home and Children’s Wing were
reviewed. Because of the 24/7 operations, unique shift
requirements, the need for higher calibre staff to provide
programmes for the residents, new jobs were created
or updated to assist the residential sectors to operate at
maximum effectiveness. Community Facilitators for the
Hostel was introduced, and Instructors and Residential
Assistants added to the Children’s Wing.
Recruitment and Retention Strategies:
We participated in recruitment fairs jointly organised
by the CDCs with WDA, NCSS and ITE for mid-career
workers to join the NITEC in Social Service traineeship
programme. WDA sponsored the course fees and
internship salary for 12 months, hence alleviating the
tight operating budgets and at the same time, providing
the skilled manpower for the TDCs. Nine candidates
were selected and emplaced from April 2009.
We also participated in WDA/NCSS’ Professional
Conversion Programme as well as NCSS Scholarship
programmes to recruit Social Workers. We provided
internship and mentoring for selected candidates who
would be bonded with MINDS for at least two years.
Again, their salaries during internship are sponsored by
WDA/NCSS. This strategy ensures a constant supply of
Social Workers. Five interns were selected, and attached
to the various schools/centres from August 2009.
Strengthening Internal Controls
The Payroll Administration SOP, Recruitment
Administration SOP, Performance Management Policy
and End of Service Policy documents were completed
and endorsed in September 2009.
Employee Opinion Survey (EOS)
The bi-annual Employee Opinion Survey was conducted
in October 2009. With the collaboration with Assistant
Professor Sandy Lim from NUS Business School, a
research element was incorporated to study the culture,
climate, unique personality types of staff working in,
and challenges faced by them in a social service organisation.
The initial results showed an increased in
staff satisfaction in MINDS.
FY 2010/2011 WORKPLAN
1) Orientation
To have two (two-day) Orientation Sessions in
the months of February and July instead of one at
the beginning of the year, and to include a new
component on understanding the differences between
the commercial and social services sector to help new
entrants adjust and integrate.
2) Enhance staff long-term healthcare
To facilitate staff to obtain lifetime medical insurance
coverage beyond their services with MINDS.
3) Review Recruitment and Retention strategies
a. To review bi-annual outstanding staff awards and
recognition criteria and format
b. To review the allied health professionals’ career and
professional development
c. To implement structured performance based ‘merit’
increments/market or annual adjustments to enhance
retention
d. To review job scopes and identify areas to increase
empowerment and enhance job satisfaction/retention
4) Succession Planning Programme
a. To introduce PAT (potential assessment template)
tool for succession planning and promotions
b. To implement an annual review/interview meeting
with the high potentials to discuss their aspirations.
5) Review Career Development Plans
To develop matrix career development paths, and review
manpower structures to support social enterprises.
6) Review Competency & Learning system
To review competence frameworks for key areas and
associated gap analysis leading to Learning Plans.
Tenure and competency would be differentiated, and
an organisation-wide Training Needs Analysis will be
implemented.
7) HR Department Manual
To reconstruct the manual into more detailed segments
for easier reference.