A Key to Employee Engagement - The Employer Alliance

U
P
MICA (P) 237/04/2009 ISSUE 02/2009
Work-Life
Integration
A Key to
Employee
Engagement
BEAT
an EMPLOYER ALLIANCE Publication
Work-Life
Smart Kit
Interview with
Work-Life Expert
Amy Richman
People,
The Secret
Ingredient
- Sin Hwa Dee
Foodstuff
Industries
Employee Profi le
Drives Work-Life
Programs
- KPMG
Work-Life
Integration
Leads to
Employee
Engagement
- City Developments Ltd

CO CONTENT TENT
2About Employer Alliance
3
8
14
17
18
20
Message from Chairperson
By Claire Chiang
4
Cover Story
Work-Life Integration
– A Key to Employee Engagement
by Hay Group
What is high employee engagement?
Best Practice Companies
Work-Life Integration Leads to Employee Engagement
- City Developments Limited
People, The Secret Ingredient
- Sin Hwa Dee Foodstuff Industries
Employee Profi le Drives Work-Life Programs
- KPMG
In Conversation with Work-Life Expert
Interview with Amy Richman, senior consultant at WFD Consulting Inc.
Ms Richman profi les the engaged employee
The Case for Work-Life Integration
Work-Life Information
Work-Life Smart Kit
Online resource kit at http://www.employeralliance.sg/toolkit
WOW! Fund Updates
WoW! packs in more punches with 2009 improvements
Spotlight on EA Activities
Launch of Work-Life Smart Kit

About
Employer
Alliance
pbeat is just one more service of Employer Alliance (EA), designed to
Ucomplement its comprehensive website, www.employeralliance.sg,
as well as the numerous Work-Life seminars and forums it organizes.
You will benefi t greatly from its newest resource, an online one-stop
Smart Kit where you can learn from a variety of creative fl exible work
solutions, employee supports schemes and leave packages, to suit any
company’s budget. Learn more about the Smart Kit on Page 20.
Employer Alliance is a network of corporations committed to create
an enabling work-environment to support Work-Life integration. Its
vision is to build corporate awareness of the contribution of Work-Life
to business results. Singapore corporations are challenged by talent
management and staff retention; therefore a sound Work-Life strategy
is the key.
More than 700 companies have joined EA as corporate members
and the number continues to grow. These corporate members come
from diff erent industry sectors such as manufacturing, retail, services,
fi nancial and hospitality. Membership is free and member benefi ts
include access to our resources and invitations to forums, events and
key Work-Life conferences.
For further information or to join as member,
log on to www.employeralliance.sg or
email admin@employeralliance.sg or
call (65) 6827 6953
Editorial Committee
Chief Editor – Yeo Miu Ean
Editorial Team – Alice Tang
Amy Kwok
Pamela Sng
Michelle Xing
Pauline Loh
Message
from Chairperson
his issue of Upbeat focuses on the concept of Employee
TEngagement. Why Employee Engagement and what does it have
to do with Work-Life integration? Well, everything! Work fl exibility and
an empowering organization for choice attracts and retains talent. It
improves employee engagement, increases job satisfaction, enhances
productivity and reduces healthcare costs and absenteeism.
Employee Engagement is key because it is a leading factor of
the organization’s fi nancial performance – engaged employees are
more productive employees, and are more likely to stay with the
organization. Engaged employees truly believe that their work matters
and they take pride in a job well done.
As we will see in this issue of Upbeat, supporting employees as
they integrate their work and life responsibilities plays a big part in
raising their level of engagement. We will talk about the benefi ts of an
actively engaged staff as well as the dangers of disengagement. We
will share tips and communication strategies to enhance engagement,
and learn from three companies how they approach the task of
employee engagement in their own creative ways through their Work-
Life practices.
As business leaders, supervisors and human resource personnel, we
have to take charge – we have to move from a presence-driven culture
to a performance-driven one, and explore a total reward scheme and
work practices that include re-organization of work, clear performance
assessment, fl exible job designs and fair remuneration practices.
Claire Chiang
Chairperson, Employer Alliance

COVER STORY
Work-Life
Integration
A Key to
Employee
Engagement
To foster high levels of
engagement, companies must
make greater use of nonmonetary
rewards.
Retention of top talent is an important
concern in both good times and bad. While
a soft labor market may have depressed
turnover rates in many organizations,
retention issues can be expected to surface
once labor markets strengthen. Even in
the present environment, options are still
available to top performers.
Savvy organizational leaders recognize
that their best people work for their
organizations because they want to, not
because they have to, and treat them like
‘volunteers’ regardless of market conditions.
While compensation is often a factor
for employees when they consider new
employment, it is seldom the precipitating
factor. Nonetheless, retention strategies
commonly focus on compensation, for
example, retention bonuses and stock
options.
The downturn has made it more diffi cult
to rely on pay to keep key people committed,
so how should companies react?
Organizations must focus on two key
concerns to retain and motivate their talent:
increasing employee engagement and
developing systems that provide better
support for the success of their employees.
To foster high levels of engagement,
companies must make greater use of nonmonetary
rewards such as career growth
opportunities, meaningful job designs,
by Hay Group
COVER STORY
COVER STORY
4 5
“
”

“
High employee engagement alone does not guarantee an
organization’s eff ectiveness; you also need real employee
enablement.
”
training, and recognition programs. For these
measures to be eff ective, there must be a clear
link between performance and rewards in the
minds of employees. The best way to do this
is to make sure there is clear diff erentiation
in performance ratings between employees.
Those diff erences in performance should be
refl ected in meaningful diff erences in pay
and advancement prospects.
Hay Group Insight’s research shows that
high employee engagement alone does not
guarantee an organization’s eff ectiveness.
What’s missing is real employee
enablement to position motivated
employees to succeed. In fact, our fi ndings
suggest that while organizations in the top
quartile on engagement demonstrate revenue
growth 2.5 times that of organizations in the
bottom quartile, companies in the top quartile
on both engagement and enablement
achieve revenue growth 4.5 times greater.
But how do you ensure that you’re
doing the best possible job of enabling your
employees?
The fi rst step is to make sure you’re
putting the right people in the right jobs,
as employees in the wrong role can quickly
become disillusioned and unproductive.
In deploying talent, leaders must consider
both the requirements of the job and the
employee’s ability to meet them. They also
have to think about the extent to which the
job will draw upon the employee’s distinctive
competencies and make the most of them.
It’s also crucial to root out bad business
practices, such as unnecessary or duplicated
work, to ensure that work environments are
supportive of high levels of productivity.
Create the right climate
Finally, organizations have to understand
and manage the work climate. The
benefi t of a positive work climate is often
underestimated, but our research shows
that business results can vary by as much
as 30 per cent purely due to diff erences in
the work climate created by a manager. To
create a positive work climate, leaders must
have the right competencies to engage and
enable employees. They have to understand
how to give employees the authority to get
on with their jobs so they feel empowered to
act where decisions are best made at a local
level. If organizations succeed in putting
these measures in place they will reap the
rewards of highly engaged employees
willing to go the extra mile to make the
organization a success. And harnessing this
‘discretionary’ eff ort through enabling work
environments will provide companies with a
competitive edge that will prove invaluable
in helping them to ride out the stormy
economic conditions created by the global
downturn. It will also ensure that they are
well positioned when the upturn eventually
arrives.
Six steps to better
engagement and motivation
In order to succeed in engaging and
motivating employees, organizations should:
• Ensure that there is a clearly communicated
link between performance and rewards
within the organization.
• Ensure that there is proper diff erentiation in
performance ratings between employees.
• Root out bad business practices, such as
unnecessary work and duplication, that can
adversely aff ect employee enablement.
• Put the right people in the right jobs by
focusing on job sizing and the kind of
person that best fi ts the role.
• Monitor and improve the work climate
within the organization by ensuring that
leaders have the right competencies
and management styles to motivate
employees.
• Focus on non-monetary rewards such as
career growth opportunities, development,
and recognition programs.
About Hay Group
This article is reproduced from the May 2009 issue of The Hay Group Leader with the permission of Hay Group.
For over 35 years Hay Group Insight, the survey research division of Hay Group, has partnered with the
world’s largest and most complex organizations to create value through the strategic use of employee
survey research. Our mission is to provide deeper insight to our clients by ensuring their research programs
stay ahead of the curve. Hay Group is a global management consulting fi rm that works with leaders to
transform strategy into reality. We develop talent, organize people to be more eff ective and motivate them
to perform at their best. Our focus is on making change happen and helping people and organizations
realize their potential. For further information, please write to Mr Stephen Choo, Regional Director, South
East Asia, Hay Group Insight at stephen_choo@haygroup.com.
COVER STORY 6 7

Interviewed by Pauline Loh
Work-Life Integration Leads
to Employee Engagement
- City Developments Limited
City Developments Ltd is an international property and hotel conglomerate
developing commercial buildings and condominiums. It won the Work-Life
Excellence Award 2008.
Think City Developments Limited and
one visualizes soaring offi ce buildings,
impressive apartments and luxurious hotels.
However, underlying this concrete and glass
real estate is a warm heart that bonds its 300
over employees together.
CDL holds fi rm to the principle that
employees are the foundation of the
company; an engaged workforce is a
happier and motivated one, resulting in
lower attrition rate, increased
productivity and greater
team spirit amongst the
employees.
“Work-Life strategy is
important to CDL as we
recognize the business
benefi ts of helping our
employees strike a good
balance between work and
personal commitments. With
greater Work-Life integration
at work, employees are more
productive and, therefore, able to maximize
their contributions to the Company,” said Ms
Sherine Toh, Assistant General Manager and
Head of Human Resource.
Employee engagement is promoted in
CDL using compassionate and relevant Work-
Life strategies. One of the most important
is fl exibility in start and end working hours
within management-set limits. Staff can
also opt for other
Staff family outing to MacRitchie Treetop Walk
fl exible work arrangements to switch from
permanent to part-time when faced with
exceptional family commitments.
These strategies are not arbitrarily
selected but are carefully executed after
CDL has fi rst heard and understood from
ground staff the Work-Life needs that they
have. A dedicated Work-Life Committee
comprising representatives from all the
departments identifi es these needs through
surveys and evaluations of Work-Life events.
They propose relevant Work-Life policies
and monitor the eff ect of new policies to
assess their eff ectiveness.
The introduction of two new insurance
policy riders for staff in 2008 is an example
of the company’s continual interest in
improving staff welfare. The two health
riders provide additional health protection
for its employees. This improvement is on
top of regular workplace health initiatives
such as free annual health screenings,
workshops on weight management, lunch
time aerobics, yoga classes and corporate
membership rates with a fi tness centre,
among others.
Family is important in CDL’s Work-Life
repertoire. The months May to June has
been dedicated as CDL Family Month.
And the corporate calendar is full of such
heartwarming activities as family outings
to MacRitchie Treetop Walk and ‘Little
Ones @ Work’. The latter is a special day
when employees can bring their children
to the offi ce to give the little ones a better
understanding of their Daddy’s or Mummy’s
Fun and fi t belly-dancing work out for staff !
job. CDL also supports the national ‘Eat with
your Family’ Day and employees are given
one-hour early release from work on the last
Friday of the school term.
The company’s eff ort to engage with
its staff has paid off ; employees’ morale and
commitment are positive, according to staff
opinion surveys and feedback after Work-
Life events. The average span of service
is about eight years, which indicates that
employees have a high level of commitment
and loyalty to the company.
Receiving the Work-Life Excellence
and Singapore H.E.A.L.T.H Platinum awards
in 2008 affi rmed CDL that it has achieved
the right mix of policies to engage with its
staff , look after their Work-Life needs as well
as build loyalty and commitment to the
company.
More on CDL’s employee
engagement initiatives can be viewed at
www.cdl.com.sg/sustainabilityreport2009
BEST PRACTICE COMPANIES BEST PRACTICE COMPANIES
8 9

People, The Secret
Ingredient
- Sin Hwa Dee Foodstuff Industries
Sin Hwa Dee Foodstuff Industries is a leading manufacturer and exporter of
sauces, condiments, Chicken Rice Mix and other provisions. Their customers
include major airlines, restaurants, hotels, caterers, fast-food chains as well as
households.
“The most valuable asset is our people,”
said Ms Jocelyn Chng, Managing Director
of Sin Hwa Dee (SHD) Foodstuff Industries.
With good talents in the right places, the
company can produce results and fl y. But
the necessary prerequisite is to engage
with employees. To Ms Chng, the priority
is to foster in her staff a sense of belonging
that they are part of a big family. Correctly
fostered, such an attitude will ensure that
they have a sense of responsibility for the
company’s results and their individual
contribution to these results; they will
protect the brand name and move with the
company goals.
Ms Chng recalled when an audit was
due. All the staff pitched in and worked
hard for weeks. “They went the extra mile,”
said Ms Chng, “This is because staff morale is
high. After passing the audit, we threw a big
dinner for the staff to show our appreciation.
It is about sharing challenges and joy.”
SHD has implemented a package
of Work-Life policies to ensure that the
Department celebrations
– birthdays are important.
company engages with its staff regularly.
Staff strength is around 100 people,
including part-timers. Some of them work in
the shops, thus they are not as connected to
the headquarters and to the management.
To facilitate communication between
the ground staff and the management,
SHD organizes annual events like Dinner
and Dance and Christmas gatherings.
Department managers also have their own
activities like karaoke and dinners.
“I like such occasions as I get to meet
new staff and be better acquainted with the
existing ones,” said Ms Chng, “Yes, we have
feedback forms and appraisals. But although
we have these instruments in place, it is not
as personal as hearing from our employees
face-to-face.”
Another important form of employee
engagement policy is the implementation
of fl exi-hours. This allows employees to
better balance work and family demands.
Flexible hours and childcare leave came
in especially useful during the recent
H1N1 scare, when many children had
to stay home from school. SHD also has
a telecommuting scheme in place. The
foodstuff manufacturing company gives a
twist to ‘Eat with Your Family’ Day - besides
giving time off for employees for this
occasion, SHD accompanies it with a gift of
their special sauce, so that the employees
can cook a special meal for their family on
that day.
In order to ensure their Work-Life policies
remain relevant, SHD monitors and modifi es
them whenever necessary. “We motivate
the staff according to what we observe they
need and want,” explained Ms Chng, “We
want the policies to reap long term benefi ts
for them. This will give further incentive for
the staff to remain with the company as
these benefi ts accrue with time. It is good
for staff retention. In deciding on Work-
Life policies, the management does not
consider the cost of implementation alone.
We look at the package from the viewpoint
that if it retains the staff , is able to build their
morale and increase their productivity, then,
it has achieved its purpose.”
One of Sin Hwa Dee’s shops
– Spice of Life
BEST PRACTICE COMPANIES
BEST PRACTICE COMPANIES
10 10A corporate family works together and celebrates together!
11

KPMG staff participate actively in corporate sports events such as the CPA Games, JP Morgan Chase Corporate
Challenge and Standard Chartered Marathon.
Employee Profi le Drives
Work-Life Programs - KPMG
KPMG off ers professional services in audit, tax, fi nancial and risk advisory services
with offi ces in 145 countries. The local offi ce, which employs around 2,000 staff ,
won the Work-Life Achiever Award 2008.
“We measure employee engagement
through our Global People Survey held
once every two years, and are happy to
share that our employee engagement
scores have shown steady improvement
over the years,” said Mr Philip Lee, Head of
People, Performance and Culture at KPMG
in Singapore.
The management invests attention
and resources into this aspect of running
the fi rm because it holds the fi rm opinion
that engaged employees are more likely to
understand the fi rm’s strategic priorities, and
be inspired to have a sense of belonging in
the KPMG culture.
In order to select eff ective engagement
programs, KPMG believes it fi rst has to
understand its staff . Consequently, it has
conducted demographic profi ling and
confi rmed that it has a predominantly young
and upwardly mobile workforce which
includes young parents, many of them
young mothers. Feedback from the staff is
regularly sought using survey instruments
and meetings.
KPMG staff gather for some teambuilding fun.
The leaders actively engage staff through
their unique Work-Life policy called People
Management Leaders (PML) which focuses
on the welfare of KPMG people. For example,
its Recreation Club promotes active lifestyles
with social and celebratory activities. Highly
subsidized sporting activities include yoga,
golf, wakeboarding and tennis. A “Respect for
Leave” campaign instills in KPMG employees
the understanding to value and utilize their
leave. The fi rm even has a Mums@Work
program, which conducts health checks,
stress management programs and parenting
talks for young mothers.
KPMG also provides an
outlet for staff who desire
to contribute to the
community by encouraging
volunteerism. Results from
its PML policy showed better
leave utilization, lower levels
of sickness and absenteeism,
and better overall employee
engagement scores.
“Our focus on eff ective Work-Life
programs is a critical success factor in
business,” said Mr Danny Teoh, Managing
Partner of KPMG in Singapore, “because it
translates to higher staff retention, lower
costs associated with replacement, staff
continuity, long term relationships with
our clients, and last but not least, it inspires
a happier, healthier and more engaged
workforce.”
The economic downturn has not
discouraged the fi rm from its commitment
to Work-Life. In fact, KPMG is continually
implementing new programs. Just recently,
the fi rm launched ‘Give Time’ to recognize
and support volunteering employees; up
to 40 working hours are awarded to these
employees to spend time on approved
community work.
“It is important that we continuously
send a message to our people that they
remain our most valued asset and that we
must continue to invest in their welfare
and development,” Mr Lee explained his
company’s approach to Work-Life.
KPMG Sports and Family Day 2008
BEST PRACTICE COMPANIES BEST PRACTICE COMPANIES
12 13

In Conversation with
Work-Life Expert
Interview with Amy Richman, senior consultant
at WFD Consulting Inc.
Amy Richman is a senior consultant at WFD Consulting
Inc. She can be reached at amy.richman@wfd.com
Upbeat: What is the defi nition of
employee engagement?
AR: Employee commitment, or engagement,
as it is more recently called, is not just about
having enthusiastic, happy workers. Rather,
it refers to a well-defi ned, research-based
cluster of employee attitudes and behaviors
that can be measured and has been shown
to make a diff erence to business results.
Moreover, engagement is something that
organizations either foster or undermine. It is
more infl uenced by management practices
and features of the work environment than
by employee demographics or personality.
So if a company is not intentionally building
engagement, chances are it is minimizing it
– or even crushing it.
Upbeat: How has the economic
downturn affected employee
engagement in the workplace?
AR: All indications are that employee
engagement has dropped while employee
stress and dissatisfaction have increased.
Layoff s and fear of additional job actions
have created heavier workloads, tremendous
uncertainty and tension in the workplace.
Few families are untouched by hardships
caused by the current economic climate in
some way. This work-to-family and familyto-work
spillover threatens productivity,
eff ectiveness, health and well-being in
employees’ work and personal lives.
Upbeat: What is the connection
between a company’s Work-Life policy
and employee engagement?
AR: This Commitment Pyramid highlights
what research has repeatedly found but
which is often overlooked in other models
of commitment: namely that Work-Life
support, fl exibility and diversity/inclusion
are critical components for building a highly
committed, engaged workforce. WFD’s
research has demonstrated that employees
who agreed they have the fl exibility they
need and who have Work-Life support
scored 14 percent to 20 percent higher
in commitment than those who did not
agree. Increased commitment levels also
correlate strongly with intent to stay at the
company. Recent studies have made it clear
that high employee engagement translates
into increased discretionary eff ort, higher
productivity and lower turnover at the
employee level and increased customer
satisfaction and loyalty, profi tability and
shareholder value for the organization.
Upbeat: How can a company draft
its Work-Life policy such that it
increases employee engagement in the
downturn?
AR: Now more than ever, companies should
use their Work-Life policies as management
tools to utilize their most valuable resources
– their human resources – effi ciently and
eff ectively. Our research fi nding shows
that support for Work-Life by the company
Commitment
Drivers
Communication
Diversity and inclusion
Job satisfaction
Flexibility
Management eff ectiveness
Work-life support
Career advancement
Enablers
Rewards tied to contribution
Skill acquisition/development
Threshold Factors
Safe working conditions/required tools
Reasonable compensation and benefi ts
The Commitment Pyramid
and fi rst line managers and providing
employees with more control and fl exibility
in their work schedules are powerful drivers
of engagement. At a time when so many
things are out of employees’ control, Work-
Life programs off er low-cost solutions
targeted at providing the kind of support
and increased control over one’s work and
life that build resilience, reduce stress and
increase engagement. As the economy
improves, if management does not address
the work environment, they will risk losing
their critical talent to rival organizations.
Use fl exible work practices to create
staffi ng schedules that meet the business
demands and employee needs. Some
innovative companies are expanding
IN CONVERSATION WITH WORK-LIFE EXPERT
IN CONVERSATION WITH WORK-LIFE EXPERT
14 15

their telework and compressed workweek
programs to help employees reduce
commuting and other employment related
costs such as childcare. Work-Life policies
such as resource and referral services,
workplace seminars, the company intranet
site, and employee assistance programs all
help employees by providing support and
enabling employees to have more control
over their work and personal lives, thus
increasing satisfaction and engagement.
Upbeat: What does an engaged
employee look like?
AR: Engaged employees:
• are energized, committed and work hard
to help the company succeed.
• use their energy, skills, experience and
creativity to satisfy customers and deliver
results.
• say that they work for the fi rm because
they want to.
• see their role as following through to make
sure that problems they identify get solved.
• are action-oriented and know how to take
intelligent risks.
• believe they have a stake in the company.
• exert extraordinary eff ort to do whatever
it takes to make and keep the company
successful, while embracing the company’s
culture.
Upbeat: What are the dangers of
employee disengagement?
AR: Not only does high engagement drive
customer satisfaction, profi tability and
market share, but employee disengagement
is dangerously costly. Studies show that
employee disengagement results in lower
productivity, higher absenteeism, higher
health care costs, more accidents, and
unwanted turnover.
About WFD
At WFD Consulting we partner with our clients around the world to create inspiring work environments
where businesses succeed and employees thrive. Our research, consulting, and implementation services
enable our clients to mobilize the full richness, diversity, and potential of their employees, resulting in a more
resilient, productive, and engaged workforce. We achieve distinction through dedication to client needs,
collaboration, innovation, and a focus on action that set the standard for our fi eld. For more information
please write to info@wfd.com or visit www.wfd.com
The Case for
Work-Life Integration
SP Consulting managed to weather the storms of economic extremes throughout its 17
years of existence with a dedicated workforce who sticks with us. All this is possible with
the Work-Life integration we practice which gives employees a sense of empowerment and
belonging, being able to balance and integrate their family and work commitments. Our
initiatives like telecommuting, fl exi working hours and study awards for all school-going
children allow staff to enjoy a healthy relationship with their spouses and children during
their formative years. With an ever demanding workforce, companies are realizing that Work-
Life integration is a major key to productivity and staff retention.
Mr Lim Meng Wee, Managing Director, SP Consulting (International) Pte Ltd
Organizations with Work-Life integration are defi nitely a plus and are well received by
employees and job seekers alike. These organizations are perceived as progressive, caring
and people-oriented. With Work-Life consciousness embedded into HR policies, employees
are appreciative, motivated and engaged, ultimately increasing productivity. Employees
with families have ease of mind to contribute eff ectively, thus improving the company’s
bottom line. Employees talk about their company’s Work-Life programs with pride and this
promotes the image of the company. This is an eff ective marketing/branding strategy.
Ms Peggy Leong-Yeo, VP, Head of Human Resources, Siemens Pte Ltd
As a growing company, Megachem is lucky to have the support of a cadre of long-serving
staff . People go through diff erent phases of life with us. As a company we want to share
in the experiences of our people and provide a supportive environment that helps them
overcome challenges as their lives evolve. We believe that work and personal commitments
can co-exist in harmony. Our people come to work with boundless energy and enthusiasm
to do a good job when their personal commitments are taken care of, and vice versa. It is so
important for people to know that they have a supportive team - be they management or
peers - to work with every day.
Ms Mei Li Ng, Global HR Manager, Megachem Limited
Lower overall costs, improved diversity, higher employee retention rates and higher job
satisfaction - these are but some of the advantages with Work-Life strategies in place. However,
Work-Life harmony can and should create a positive impact on teamwork even as team players
help to bear one another’s burdens. With their burdens lessened, employees are better able to
manage, resolve and contribute positively to their work and family life. And that is what we at
Fei Yue work towards achieving - bearing the burden and sharing the load with, and for, each
other, as indeed, the greatest achievements are those that benefi t others!
Mr Leng Chin Fai, Director, Fei Yue Family Service Centre
IN CONVERSATION WITH WORK-LIFE EXPERT THE CASE FOR WORK-LIFE INTEGRATION
16 17

Work-Life
Information
Work-Life Smart Kit
n May 2009, Employer Alliance launched a ‘Smart Kit’ of resources designed to put ideas,
Iinformation and solutions at the fi ngertips of CEOs and human resource managers.
Besides this quarterly newsletter ‘Upbeat’, there is also a pool of Work-Life consultants to
give professional advice. We are equally excited about our newly launched online toolkit,
which can be accessed at http://www.employeralliance.sg/toolkit.
The online toolkit is a user-friendly compilation of solutions under the three categories
of Flexible Work Arrangements (FWAs), Leave Benefi ts and Employee Support Schemes (ESS).
In each category, you will fi nd an explanation of the Work-Life program, practical means of
implementation and stories of companies that have successfully implemented the scheme.
From them, you will learn numerous eff ective schemes on how to improve your employees’
lives as well as brand your corporation’s Work-Life policy.
This kit was made possible through the combined eff orts and contributions of the Work-
Life community, both in Singapore and overseas, through the sharing of knowledge, research
fi ndings and success stories. Our thanks go to the 60 organizations who have contributed
their insights and experience to enrich this kit. Among these are Work-Life Excellence Award
and Work-Life Achiever Award winners.
This resource is particularly useful for
managers and human resource policy
makers who are crafting their company’s
Work-Life policy or who are seeking to
improve it. It is all the more convenient as it
is available at the click of a mouse.
We also welcome your feedback on
Work-Life programs you have implemented
in your workplace. Help us to enrich this
online toolkit and make it a cutting edge
resource tool for the Singapore work scene.
http://www.employeralliance.sg/toolkit
Email toolkit@employeralliance.sg.
WoW! Fund
he Work-Life Works! (WoW!) Fund
Tis a government grant given to
businesses to encourage employers to
introduce Work-Life measures at the
workplace.
A common tranche for the WoW!
Fund and Flexi-Works! programs
was introduced in March 2009 to
streamline the funding process. The
common tranche will subsidize
up to 80 percent of approved
project cost, to a maximum of $10,000
per organization. Subsequently, organizations could proceed
to tap on the WoW! Fund for additional funding up to $10,000 in the enhanced
tier and/or proceed to Flexi-Works! for additional funding up to $90,000 to employ the
economically inactive.
Certain criteria from the grant need to be observed to qualify for grants. To learn more
about the WoW! Fund or to apply for it, please log on to the Ministry of Manpower website
at www.mom.gov.sg/work-life.
The Ministry of Manpower conducts a free monthly WoW! Fund briefi ng on every fi rst
Monday of the month. To register for the briefi ng, please contact Employer Alliance at (65)
6827 6953 or email admin@employeralliance.sg
WORK-LIFE INFORMATION WORK-LIFE INFORMATION
18 19

Spotlight on
EA Activities
Launch of
EA Work-Life Smart Kit
28 May 2009
Consultants from EA Work-Life
Consultancy Training Program
20
Winners of Work-Life Excellence Award 2008 who
contributed to Employer Alliance’s Online Toolkit.
Guest-of-Honour Mr Hawazi Daipi,
Senior Parliamentary Secretary for
Manpower & Health and Chairman,
Tripartite Committee on
Work-Life Strategy.
EA members from diff erent industries
witness the Launch.
Ms Chiang reveals the
contents of the new Work-Life
Smart Kit.
Ms Chiang presents the newsletter,
Upbeat, to Mr Hawazi Daipi.

EA Secretariat, SNEF Training Centre, 19 Tanglin Road, #10-01
Tanglin Shopping Centre, Singapore 247909
Tel 6827 6953 Fax 6836 2876
Email info@employeralliance.sg Website www.employeralliance.sg