Commentary

The people of Singapore have many reasons to feel good today. A robust economy, the world’s busiest port, a superior airline, world class dining, more millionaires per capita than any other country – the list goes on.

Despite the gloomy economic outlook in Europe, South East Asian (SEA) companies can still successfully come to the London Stock Exchange AIM market and raise capital in doing so. Benefitting from buoyant consumer markets and growth in the region, SEA companies are using the London-based alternative market to capitalise on their success.

Singapore is in a war for talent. With unemployment continuing to hover around a very low two percent, there is an urgent need for companies to differentiate their employer brand and employee value proposition (EVP) in one of the world’s most competitive talent marketplaces.

The integrated resorts (casinos with added on leisure to you and me) in Singapore celebrate two years this month.

I have (mostly) had the fortune of working for some very good managers/leaders throughout my career, including some excellent Singaporean managers. And I myself have had to lead employees and teams in Singapore, rest of Asia, Europe and the US.

Skills shortages remain an ongoing challenge for many employers in Singapore, yet there is one underutilised strategy that employers could consider to help overcome this skills gap, and that is candidates with transferable skills. Too often we see Singaporeans being trapped in career silos because they don’t believe they can cross industry boundaries. At the same time, the situation is compounded by employers that do not consider the transferable skills of candidates who could support their growth plans. This is despite the ongoing skills shortages, which remain a factor in Singapore. Those employers that take steps to overcome this skills gap by becoming more flexible in their requirements when it comes to a candidate’s industry background and transferable skills are successfully securing top talent. For example, a HR professional with experience in the FMCG industry has the technical skills necessary to perform their role in the financial services industry. That’s why we advise employers to give credence to transferable skills. By over-emphasising the value of previous same-industry experience, employers could be missing out on talented people and motivated workers. It is particularly concerning in industries where there is a shortage of skilled professionals and employers may need to consider candidates who have the necessary competencies but may not at first glance be the perfect match. This also extends to considering candidates with transferable skills and then using training to overcome any skill gaps. For instance, an employer seeking a payroll candidate could consider accounts payable or data entry clerks who can be moulded into a payroll role. An employer that needs a Personal Assistant could consider strong administrators or team assistants as their transferrable skills will meet most of their requirements. When considering what skills are transferable, we advise employers to look at what is really essential and what is desirable in a potential candidate. Consider candidates with the right cultural fit, who have the desired behaviours and transferable skills, not just the specific background initially required. By considering transferable skills, you open a vacancy to a larger pool of candidates who have solid experience, suit the company, and can become a highly valued asset with a little technical training. Hays, the world’s leading recruiting experts in qualified, professional and skilled people.

One of the most common issues I see when working with underperforming Singaporean companies is a failure of management to get the separate divisions, functions and individuals to work together effectively.

Here is a three word history of customer service: Response to Resolution to Experience. An industry called Customer Interaction Management (CIM) was born when organizations felt the importance of providing a ‘Response’ to make their customers feel special and wanted.

In a country as diverse as Singapore where we interact with different ethnic groups, sensitivity to differences in beliefs, customs, rituals and religious practices are fundamental to maintaining a happy work environment.

Last November the elephants came to Singapore on the auspicious date of 11.11.11. For two months, these 162 colourful elephants, painted or decorated in vibrant creativity by artists and celebrities, made quite an impact especially along Orchard Road, Marina Bay and at the Singapore Zoo.

How can Singapore transform the reality of an ageing population into a competitive advantage?

This weekend Singapore is once again gearing up to take part in Earth Hour, an annual event that sees hundreds of millions of people, businesses and governments from around the world switch off their lights to demonstrate their commitment to climate change. Across Asia several high-profile figures have endorsed this year’s event with India’s record-breaking batsman, Sachin Tendulkar, the latest celebrity to lend his support.

I have relatively recently returned from Harvard Business School having completed Harvard’s Advanced Management Program, amongst the many fantastic experiences and lecturers by industry guru’s as Michael Porter and Clayton Christensen etc. there is one lunch meeting with a legend that still stays on top of my many study notes from the Harvard experience.

Today’s CEOs and marketers are waking up to the fact that their corporate communications messages need to be a full 360-degree experience which not only engages the mind but also the emotions and the senses. This philosophy takes pre-existing “emotions-driven” branding to a whole new level.

Every merchant, agent, broker, manufacturer, seller and producer in the Singpore market struggles to create unique products to meet customer demands.

There is a saying in the sales industry that 'Amateur sales personnel look at the product; Seasoned sales personnel look at the pay plan; and Leaders look at the system'.