SSB2216: All HR Challenges

Week 1: Changing nature of Employment Relationship 1. Changes in expectations of employees and employers violations in the psychological contract 2. Changes in perceptions of justice and trust 3. New career behaviours-less predictable, unorthodox 4. Greater individualism 5. Loss of sense of ownership, physical and psychological (disembodiment) 6. Growing importance of work-life balance burring of boundaries 7. Greater diversity: cultural; social-economic; generational Week 3: Perspectives on Personnel and Human Resource Management In Singapore Context 1. Availability and Quality of labour: Growing dependence on and resistance to foreign labour a. High volatility in demand for labour b. Shrinking talent pool c. Talent mismatch d. Rising manpower costs e. Talent retention 2. Economic, Social and Technological changes: Low morale, weak commitment, high turnover (raising job hopping) a. Rising expectations b. Pressures of work-life balance c. Safety concerns d. Contingent workforce (temporary workers) e. Virtual employees f. Cultural clashes 3. Perceptions and Practices a. Traditional view of HR cost centre, off line function rather than strategic partner b. Poor competency level of HR managers leading to: i. Ineffective policies and practices job hopping and demotivation ii. Line managers taking over function iii. Outsourcing

SSB2216: All HR Challenges

c. Inconsistency in HR practices within and across organizations wide variations in employee expectations Week 5: Structure, Culture and Employee Management Impact of culture 1. Gives organizational members a sense of identify 2. Facilitates loyalty and commitment beyond narrow self-interests 3. Acts as a social glue keeping the organization stable which helps manage conflict and change 4. Shapes behaviour by helping members make sense of their surroundings facilitates socialization Downside of those impacts of culture 1. Discourage changes 2. Acts as a barrier to diversity: can get rid of innovation and individualism 3. Legitimizes inappropriate behaviour and actions: a risky shift which everyone is doing 4. Unsettles mergers, acquisitions and collaborations: 2 different organizations come together with different culture (sub-culture) 5. Complex web of sub-cultures which is sometimes conflicting: usually 1 culture domains Week 6: Employee Recruitment and Selection In Singapore Context 1. Labour shortages a. Shrinking population b. Ageing population c. Low labour force participation rate: how many people are in the workforce d. Global competition 2. Talent mismatch a. Shortage of qualified manpower b. Brain drain: (human capital flight) large-scale emigration of a large group of individuals with technical skills or knowledge c. Structural unemployment 3. Inappropriate mind-set

SSB2216: All HR Challenges

a. Inadequate creativity and innovation b. Lack of entrepreneurial spirit 4. Inadequate recruitment and selection expertise Week 7: Managing employee performance Performance appraisal is tricky 1. Crucial for career advancement so the stakes are high 2. Heavily subjective/ perceptual/ emotion laden 3. It is complex: a. Not always well defined b. Situation and people specific c. Too much debatable data d. Too little time 4. Employees do not TRUST process Overcoming challenges 1. Encourage participation, transparency and consistency in a. KPI setting b. Appraisal process c. Compensation and reward decisions 2. Agreeing on credible metrics 3. Increasing rating accuracy a. Precise rating scales b. Data driven c. Multiple raters 4. Training appraisers and appraised to manage process 5. Building TRUST a. Employee believe that performance goals are achievable and will be rewarded b. Must be seen as equitable and fair

SSB2216: All HR Challenges

Week 8: Managing employee compensation Problems in designing compensation system 1. Individual performance recognition VS team spirit 2. Extrinsic VS intrinsic 3. Transparency VS flexibility 4. Rewarding current VS potential performance 5. Rewarding performance VS replacability Overcoming challenges 1. Compensation system must be: aligned to organizational values and strategy 2. Competitive 3. Cost effective and sustainable 4. Flexible 5. Legally compliant 6. Trustworthy a. All participants must believe that desired performance goals are achievable and will be rewarded b. Must seen as equitable and fair Week 9: Employee Training and Development 1. Low priority: Training budgets are frequently inadequate 2. Unequal opportunities 3. Low motivation 4. Operational constraints 5. Absence of learning culture (SME) Week 10: Emerging issues in HRM 1. Managing diversity surface and deep level 2. Managing global teams (with virtual, contingent, outsourced members) 3. Managing ethics 4. Managing with new technologies and metrics 5. Change management 6. Talent management: attraction, development, deployment and retention

SSB2216: All HR Challenges

7. Building a culture that supports organizational development in a KBE Week 11: Remarking Singapore 1. Sustaining growth in maturing economy a. High costs of doing business b. High costs of living c. Talent shortage 2. Managing changing demographics a. Low birth rate b. Longer life span c. Influx of foreigners d. Creating a cohesive, vibrant national culture 3. Reducing growing income disparities (Economic Restructuring 2) 4. Education for innovation, creativity and entrepreneurial spirit 5. From development state to political plurality vocal electorate 6. Meeting growing employees expectations wealthier, better educated, diverse Week 12: Employment in a KBE 7. Shrinking talent pool 8. Insufficient innovation and creativity 9. Inadequate R&D spend and output 10. Insufficient higher-education; unequal access 11. Higher cost structure 12. Closed mindset dependency syndrome 13. Increasingly vocal electorate 14. Growing competition from neighboring countries 15. Knowledge management