Reimagining the world of work from a people-success lens

With the pandemic having irrevocably changed the way we work, organisations have spent the last two years rethinking business and workforce strategies. Many HR and people leaders are, perhaps unsurprisingly, finding that the key to organisational success in a new world of work, is people-driven. Read on to learn from the greatest HR leaders about ‘all things people’.

SATS prioritises a people-first strategy

For Singapore’s Singapore Airport Terminal Services (SATS), which is in the people business of feeding and connecting communities, advocating a growth mindset among employees, and supporting a culture of life-long learning remains a focus.

Speaking on an episode of LinkedIn Talent Streams, Lilian Tan, Chief Human Capital Officer, SATS, shared how the company provides an environment that encourages constant learning through curiosity and exploration, and where employees are provided opportunities to take on new and varied challenges.

SATS’ policies also continue to evolve around their people and is based on the belief that if people are well-taken care of and allowed to play a part in the company’s future, the returns-on-investment can be realised and reaped in intangible ways.

When planning a training programme to reskill or upskill employees, SATS helps to identify employees’ career goals in relation to the company’s objectives. Going through the company’s largest ever reskilling exercise during the pandemic, SATS was able to obtain its an all-time high employee engagement score in 2021.

SATS believes that when employees know that their company has their best interests at heart and want to ensure they can play a part in the company’s future, employee engagement and loyalty are some of the intangible benefits that can be gained.

Watch the full episode of Lilian Tan, Chief Human Capital Officer, SATS, here.

CrimsonLogic builds a culture of continuous learning

Effective learning needs to be motivated from inside out, with employees really understanding the purpose of the organisation and how the learning should be steered towards that, suggested Sylvia Koh, Chief People Officer, CrimsonLogic.

Speaking in her episode of LinkedIn Talent Streams, she suggested that a learning culture that is just top-driven would not be effective as there would not be any buy-in from employees.

Instead, employees should be given time to do their learning and reflect on what they have learnt from a specific project and how the process can be improved. For HR and business leaders, they need to provide employees with the avenues to present their feedback, genuinely listen to the feedback and act on it.

To encourage an environment of continuous learning through exchange of ideas and dialogue, CrimsonLogic also holds quarterly festivals where employees can provide new ideas and engage with colleagues.

CrimsonLogic is also mindful that as its learning culture continues to be evolved in step with digitalisation, there will be a greater need to focus on the human side, including helping employees develop soft skills. These include critical analysis and thinking, problem-solving skills, being able to get along and supporting colleagues, as well as collaborating as a team.

Watch the full episode featuring Sylvia Koh, Chief People Officer, CrimsonLogic, here.

Prudential Assurance Company Singapore helps people get the most out of life

At Prudential Singapore, the people agenda holds the key to organisational success, revealed Sheela Parakkal, CHRO, Prudential Singapore, in her episode of LinkedIn Talent Streams.

Prudential’s global purpose is to help people get the most out of life, with the emphasis on the word ‘people’ because it is meant to touch every single person Prudential meets through and beyond their business dealings.

Always looking to help employees thrive, Prudential Singapore constantly asks questions such as how employees can be adequately rewarded and recognised. Physical and mental well-being are equally prioritised through not only policies and procedures, but also education and actual role design.

More importantly, a focus is placed on how employees are evaluated at the end of the day, and how Prudential Singapore ensures that employees know what is required for them to be successful, and what they need to do to move up in their career progression.

Prudential Singapore’s employees are also measured on values, a practice that provides a robust, 360-degree way of looking at performance.

Instead of a top-down decree that determines what the company’s values are, Prudential Singapore adopts an approach that highlights how employees conduct themselves, how people experience them, and how to holistically bring these values to life.

Watch the full episode of Sheela Parakkal, CHRO, Prudential Assurance Company Singapore, here.

Click here to find out more about LinkedIn Talent Streams and how people leaders in Asia are reimaging the world of work from a people-success lens.