ANNUAL REPORT 2010 / 2011 - MINDS

MILESTONES AND ACHIEVEMENTS
Talent Management
The following MINDS’ Talent Management Framework and Manual
was developed and implemented:
i. Recruitment and Selection
The policies were updated to ensure:
1. Candidates with the passion to work in a social service sector
are identified
2. Continuity of services through various strategies of
recruitment
3. Corporate governance guidelines and internal controls are in
place and proper accountability for manpower budgets
ii. Orientation
Two orientation sessions were organised instead of one. The
orientation programme encompasses:
1. Formal Orientation - MINDS’ Strategic directions, challenges,
the differences between working in the Social Service Sector
vs the Commercial Sector, HR policies and processes are
communicated.
2. Centre based orientation where Job Scopes, specific school/
centre standard operating procedures and career development
opportunities are explained.
3. Informal on-boarding programmes such as buddy or mentoring
scheme, clinical or structured supervision are provided.
iii. Learning & Development for Career Progression
As a ‘world-class’ service provider, having a professionally
competent and qualified workforce is essential to support the
standard of service delivery. The Learning & Development strategy
aligns with MINDS’ future needs and plans and promotes retention
and talent management.
A Comprehensive Learning & Development Strategic Framework,
Training roadmap and revision of MINDS Scholarship Scheme were
implemented.
iv. Performance Management
The Performance Management procedures were updated to
simplify the administrative processes for ranking. The e-appraisal
system was also customised to link training needs to annual
targets set by the operating units.
v. Recognition & Retention
The Bi-Annual Outstanding Teacher/Training Officer/Care Staff
Awards scheme was revamped and expanded to identify
passionate and creative staff who had significantly contributed to
the development of the clients and the organisation.
In line with NCSS’ recommendations, Social Workers’ salaries were
revised to enhance retention. Speech Therapists’ salaries were also
revised which enhanced the attractiveness of MINDS.
New positions of Operations Assistants and Project Officers were
created to cater to the Social Enterprises operations and needs,
thus freeing Training Officers to focus on clients’ training, behaviour
management and interventions.
vi. Succession Planning
The systematic and intentional annual exercise of identifying
potential successors for the next level of job responsibility had
been implemented.
Two teaching staff were seconded to the adult sector, one as a
supervisor for CTDC, and the other as a senior Training Officer for
WEDC.
HR Department Manual
The HR Department Manual was revamped and completed
covering:
• Payroll
• Compensation & Benefits
• Talent Management
• End of Service
• Management of Discipline, Termination, Dismissal, Inquiry
Procedures and Grievances
Enhancing Staff Long-Term Healthcare
With the change of Hospitalization and Surgical Insurer, eligible staff
were encouraged to enhance their Medishield plan for life-time
coverage. The co-payment for hospitalization was also removed.
FY2011/12 WORKPLAN
1. Review Manpower Norms, Costs and Wage Structure
2. Review and update HODs JDs – to more accurately reflect
their role enlargement over the years – and hence the need
for greater empowerment.
3. Review and update JDs for all other positions together with
respective HODs – again to reflect more accurately if there
had been job enlargements that are not reflected in the
current JDs.
4. Review and update appraisal forms to align expectations with
job requirements.
5. Succession Planning – to implement the next phase of
competency development and grooming.
6. Review and update Staff Manual
32
MINDS ANNUAL REPORT 2010 / 2011