KPMG's culture of empowerment

Whether it is giving employees the room to make decisions, or affording them various opportunities, auditing firm KPMG is not afraid to empower its people.

One of HRM Magazine's cornerstones, the monthly HR Insider spread is an in-depth feature exploring the people management teams of some of the region's most prolific organisations.

This month's HR Insider, split into two parts, also featured the company's dynamic skills development framework

 

Having a voice

Besides focusing on the skills development of its people, KPMG is also looking to inculcate an empowering mindset to ensure staff feel free to voice out differing views, says Ang Fung Fung, Audit Partner and Head of People, Performance and Culture at KPMG Singapore.

With a total of 41 nationalities working in the Singapore office, the organisation is brimming with diversity and employees can enrich themselves with different thinking and perspectives.

“I want our employees to be more empowered to make rational choices,” says Ang.

This could mean managers granting time off for staff who have been clocking in extra hours to complete assignments.

“I would like more of these sorts of conversations to be happening within teams on a regular basis, to empower them to make decisions on their own and to enhance the team spirit,” Ang explains.  

Ang Fung Fung, Audit Partner and Head of People, Performance and Culture at KPMG Singapore

Replicating opportunities

This stance on empowerment has also seen the organisation be resolute in ensuring all employees are afforded a plethora of opportunities to develop their careers and realise their full potential.

In fact, Ang has been a beneficiary of this faith herself.

After accepting a scholarship with KPMG, Ang served a five-year bond in its audit department.

She has long held ambitions to work overseas, which she says was “rare in those days”.

Ang subsequently realised that goal when she spent two years working in Melbourne, Australia, in the early 1990s.

“As you assume more responsibilities and as your clients get more globalised, you get to travel with your clients, depending on where their operations are,” she explains.

Since then, Ang has travelled abroad for work assignments in the US, Europe, and also throughout the Asia-Pacific region.

“My aim is to replicate my experience for employees,” says Ang.

“My generation grew up with practically nothing and it was all about making full use of the opportunities that were given to us. I have benefited enormously from the system so I’m trying my best to see how I can replicate these opportunities for every single employee.”

 

One of HRM Magazine's cornerstones, the monthly HR Insider spread is an in-depth feature exploring the people management teams of some of the region's most prolific organisations.

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