AGENDA Do you know who We Are? Presentation Guidelines Qualifying - - PowerPoint PPT Presentation

• Do you know who We Are?
• Qualifying Teams
• What does the Theme Mean?
• How to Get Started?
• Case Study
• Judging Criteria

AGENDA

• Presentation Guidelines
• Key Deadlines
• Panel of Judges
• Prizes
• Contact Persons
• Q&A

Singapore Human Resources Institute. The Catalyst for

• Change. It strives to be vital catalyst to the growth and

development of the HR industry and businesses and to:

• Catapult HR to New Heights
• Leverage on HR to drive Business Excellence
• Accelerate Professional Development

ABOUT SHRI

SHRI Corporation Pte Ltd (SHRI Corp) is the enterprise arm of the Singapore Human Resources Institute (SHRI) focusing on enabling knowledge acquisition and skills development at both corporate and individual levels. SHRI Academy Pte Ltd a wholly-owned subsidiary of SHRI, is a training institution that caters to the learning and developmental needs of adult trainees and learners, students, both local and international.

• Established since 1965 as a not-for-profit

professional HR organisation

• Represents some 3,500 human resource

professionals

• 1,200 students (working adults) graduate from SHRI

Academy each year

• More than 4000 working adults attend our

programmes each year

• Promotes & maintains high standards of

professionalism in human resource management & development

ABOUT SHRI

OUR VISION

“To be the leading HR authority in Singapore to champion human capital excellence”

OUR MISSION

“We commit to advocate HR best practices, connect a community of HR professionals and enhance the HR profession.”

SHRI TRADEMARKS/RECOGNITION EVENTS

Organiser of The Singapore HR Awards in leading HR practices (Since 1996, re-launched in 2005) Secretariat for Singapore HR Accreditation Framework (Ongoing since 2005) SHRI Flagship Publication: Human Capital SHRI Flagship Journal: Research and Practice in HRM

SHRI TRADEMARKS/RECOGNITION EVENTS

Organiser of 11th World HR Congress in 2006 Organiser of Singapore HR Congress and Business- Connect Exposition (Annually, since 2007) Organiser of Singapore HR Challenge (Annually, since 2008)

CONGRATULATIONS! You have qualified for the 1st round

• f the Challenge!

CATEGORIES:

• ITE CATEGORY
• POLYTECHNIC CATEGORY

Preparing for the Millennial Workforce: Are Organisations Ready? THEME OF SINGAPORE HR CHALLENGE 2017

This year’s Singapore HR Challenge explores the theme, “Preparing for the Millennial Workforce: Are Organisations Ready?” in an aim to allow participants to study, analyse and propose how organisations can adapt and refine their corporate culture to appeal to the Millennial Workforce for continued success.

Preparing for the Millennial Workforce: Are Organisations Ready?

The millennial generation, born between 1980 and 2000 will make up

• ver a third of the global workforce by 2020.

In Singapore, they make up the largest generation of our workforce. Today, there are an estimated 1.2 million millennials, making up 22 percent of the resident population. Although Millennials will soon outnumber their Generation X (people born between the mid 1960’s and the early 1980’s) predecessors, they remain in short supply. It is clear that millennials will be a valuable generation of workers and that those with the right skills will be in high demand.

Preparing for the Millennial Workforce: Are Organisations Ready?

Attracting, engaging and retaining the best of these millennial workers are critical to the success of any business. Their career aspirations, attitudes about work, and knowledge of new technologies will shape and define the culture of the future workplace. However, they may also represent one of the biggest challenges that many organisations will face. In fact, CEOs have reported that attracting and keeping younger workers is one of their biggest talent challenges.

Preparing for the Millennial Workforce: Are Organisations Ready?

Managers are still uncertain about what Millennials can bring to the table,

• r whether they can even manage them successfully at all.

It’s important to inform and educate employers on how to maximize the Millennial workforce — and how they can leverage them in a way that not

• nly yields results, but catapults an organization into bigger and brighter

things in the years to come.

Preparing for the Millennial Workforce: Are Organisations Ready?

The theme of this year’s HR Challenge takes reference to Gallup’s Big Six functional changes which organisations and leadership must address when it comes to Managing Millennials, the largest single demographic group in today’s workforce:

• Millennials don’t just work for a paycheck — they want a purpose.
• Millennials are not pursuing job satisfaction — they are pursuing

development.

• Millennials don’t want bosses — they want coaches.
• Millennials don’t want annual reviews — they want ongoing conversations.
• Millennials don’t want to fix their weaknesses — they want to develop their
• strengths. It’s not just my job — it’s my life.

Preparing for the Millennial Workforce: Are Organisations Ready?

Preparing for the Millennial Workforce: Are Organisations Ready?

In addition to the Big Six functional changes, there are also 3 Millennial Talent Management issues worth exploring: Issue #1: Too often, a disengaged generation

• Often, Millennials are characterized as entitled job-hoppers, but the reality is

that 55 percent of this group is not engaged at work.

• Many Millennials likely don’t want to switch jobs, but their companies are not

giving them compelling reasons to stay. When they see what appears to be a better opportunity, they have every incentive to take it.

• While Millennials can come across as wanting more and more, the reality is

that they just want a job that feels worthwhile — and they will keep looking until they find it.

Preparing for the Millennial Workforce: Are Organisations Ready?

Issue #2: Millennial turnover costs a whopping $30.5 billion annually

• Gallup's data reveals that, "21 percent of Millennials report changing jobs

within the last year, which is more than three times the number of non- Millennials who report the same”.

• Gallup estimates that Millennial turnover costs the U.S. economy $30.5

billion annually. Millennials also show less willingness to stay in their current

• jobs. Half of Millennials — compared with 60 percent of non-Millennials -

strongly agree that they plan to be working at their company one year from

• now. For businesses, this suggests that half of their Millennial workforce

doesn’t see a future with them.

Preparing for the Millennial Workforce: Are Organisations Ready?

Issue #3: Frequent and consistent feedback is essential

• When it comes to managing Millennials, feedback is essential.
• Gallup is very clear about this: "Millennial workers are more engaged when

their managers provide frequent and consistent communication and feedback”.

• Some 44 percent of Millennials who report that their manager holds regular

meetings with them are engaged, while only 20 percent of Millennials who do not meet regularly with their manager are engaged. This is similar to

• lder generations; 43% of non-Millennials who report their manager has

regular meetings with them are engaged.

Preparing for the Millennial Workforce: Are Organisations Ready?

With reference to Gallup’s Big Six Functional Changes and its 3 Millennial Talent Management Issues, participants are required to conduct interviews with suitable representatives from 1 organisation from an industry sector to understand their existing policies, programmes and practices in the following areas:

• 1. How is an organisation able to update some of its policies to promote

greater work-life flexibility, and offer employees more options when it comes to getting the job done?

• 2. How is an organisation able to accelerate the integration of technology into

the workplace to enable workers to embrace technology in ways that give them more flexibility and increase efficiency?

Preparing for the Millennial Workforce: Are Organisations Ready?

With reference to Gallup’s Big Six Functional Changes and its 3 Millennial Talent Management Issues, participants are required to conduct interviews with suitable representatives from 1 organisation from an industry sector to understand their existing policies, programmes and practices in the following areas:

• 3. How is an organisation able to encourage more real-time appreciation,

feedback and development across the firm, and focusing on having more face-to-face coaching conversations rather than filling out performance feedback forms?

• 4. How can an organisation reinvigorate its efforts to create a strong,

cohesive, team-oriented culture at work?

Preparing for the Millennial Workforce: Are Organisations Ready?

With reference to Gallup’s Big Six Functional Changes and its 3 Millennial Talent Management Issues, participants are required to conduct interviews with suitable representatives from 1 organisation from an industry sector to understand their existing policies, programmes and practices in the following areas:

• 5. Millennials tend to look for an employer whose corporate responsibility

values match their own. What programmes can an organisation implement to increase its corporate social responsibility activity?

• 6. How can an organisation provide opportunities to the development of a

Millennial individual working abroad, and help create future leaders with a more global mindset?

Preparing for the Millennial Workforce: Are Organisations Ready?

With reference to Gallup’s Big Six Functional Changes and its 3 Millennial Talent Management Issues, participants are required to conduct interviews with suitable representatives from 1 organisation from an industry sector to understand their existing policies, programmes and practices in the following areas:

• 7. How can an organisation implement a clear two-way communication,

veering away from the traditional hierarchical system, and build a more collective community, where everyone feels they have an opinion that matters?

• 8. What are the Enablers in preparing for a millennial workforce? e.g:

communicating more with Millennial employees and finding out what makes them tick is already a part of the corporate culture

Preparing for the Millennial Workforce: Are Organisations Ready?

Participants are required to:

• 1. Conduct interviews with more than one representative per organisation

(e.g. from human resources, line managers/supervisors, rank-and-file employee(s) from different functions)

• 2. Submit a consolidated report on the outcome of the interviews and make

recommendations on how to overcome identified barriers faced and challenges to implementation of progressive HR practices.

HOW TO GET STARTED

• 1. Express and Study the Challenges
• 2. Apply to Actual Organisational Context
• Express and Study the current national challenges and scenario.
• Analyse, develop implications and offer solutions based on a real
• rganisation’s challenges and opportunities.
• Decide on the organisations to conduct the case study on. Would it be
• rganisations of your choice or those randomly assigned by SHRI?
• Obtain an e-authorisation letter from SHRI (available upon request).

This letter certifies your team as a qualified team of the Singapore HR Challenge

• Sign Non-Disclosure Agreement with organisation (obtain a copy from
• rganisation or SHRI will provide one)

HOW TO GET STARTED

• 3. Conduct Research, Collate Information and Schedule

Organisational Visits

• Research and Consolidation period will begin once you determine

the case study organisations that you will be working on.

• What Information do Case Study Organisations Need?
• Receive information on the qualifying teams assigned.
• Provide contact details of an HR representative to SHRI.
• Arrange minimum one day visit to organisation for qualifying

teams to understand about the organisation and its HR department.

• Team leader will be the key contact person with HR representative
• f the organisations

HOW TO GET STARTED

• 3. Conduct Research, Collate Information and Schedule

Organisational Visits

• Conduct own research and collect information
• Provide a summary of the company visit as a supporting material

to the main report

• Sign a Non-Disclosure Agreement with organisations to ensure

information is kept strictly confidential. This agreement must be submitted together with the report on:

* Assessment of the ITE teams’ reports will be conducted in-house by the colleges as part of the students’ curriculum. Reports submitted to SHRI would have been pre-qualified and are meant for the judges’ reference before the Grand Final.

• 2 weeks before Grand Final (For ITE Category*)
• 30 June 2017 (For Polytechnic Category)

HOW TO GET STARTED

• 4. Report Preparation
• Main Report
• Maximum of 5,000 words (excluding abstract, tables, graphs,

diagrams and references)

• Include an Abstract, maximum 500 words
• Times New Roman font size 12, 1.5 line spacing, pagination
• Summary of Organisational Visits/Briefing
• Attach to Main Report
• Focus on key learning points and takeaways
• Maximum of 500 words
• Times New Roman font size 12, 1.5 line spacing, pagination

HOW TO GET STARTED

Structure of Report (max. 5,000 words)

• 1. Cover Page
• 2. Contents Page
• 3. Executive Summary
• 4. Background of Company
• 5. Vision, Mission, Core Values
• f the Company
• 6. Current Situation within the

Company

• 7. Identify Problems Areas
• 8. Establish and Evaluate

Alternatives / Solutions

• 9. Make Recommendations

10.Suggest an Action Plan 11.Conclusion 12.References 13.Annexes (photos, screen shots of evidences)

HOW TO GET STARTED

Structure of Report (max. 5,000 words)

• 1. Cover Page
• 2. Contents Page
• 3. Executive Summary
• 4. Background of Company
• 5. Vision, Mission, Core Values of the Company
• 6. Current Situation within the Company
• 7. Identify Problems Areas
• 8. Establish and Evaluate Alternatives / Solutions
• 9. Make Recommendations

HOW TO GET STARTED

Structure of Report (max. 5,000 words) 10.Suggest an Action Plan 11.Conclusion 12.References 13.Annexes (photos, screen shots of evidences)

HOW TO GET STARTED

Summary of Visitation (max. 500 words)

• 1. Cover Page
• 2. Contents Page
• 3. Day, Date, Time of Visit
• 4. Place of Visit and Location
• 5. Who is the Host
• 6. Describe what happened during the visit
• 7. List of Questions Asked
• 8. Time of Meeting Cessation
• 9. Conclusion

JUDGING CRITERIA

Report Requirements

• 1. Identification of issues (15 points)
• 2. Diagnose the problems (30 points)
• 3. Establish and evaluate alternatives/solutions (35 points)
• 4. Make recommendations (expand on the solutions and

justify how they can be implemented) (20 points)

JUDGING CRITERIA

General Guidelines for Report Writing

• 1. Depth of discussion/illustration
• 2. Quality of analysis
• 3. Clarity in writing
• 4. Application of HR concepts/theories
• 5. Substance and comprehensiveness
• 6. Coherence, well fragmented arguments, logical appeals
• 7. Feasibility of recommendations
• 8. Utilisation of information and creative inferences

PRESENTATION GUIDELINES

At the Grand Final, qualified teams will:

• Conduct a Presentation (e.g. PowerPoint, role-play, etc.)
• Handle Q&A (Judges and Self-Pick)

PRESENTATION GUIDELINES

Assessment Criteria

• Content (35 points)
• Presentation skills (25 points)
• Handling Q&As (20 points)
• Time management (10 points)
• Professionalism (10 points)
• Judges (10 points)
• Self Pick (10 points)

KEY DEADLINES

Each Team Leader needs to email SgHRChallenge@shri.org.sg the following (of your own choice of organisation for case study):

• Provide name
• Contact details of proposed organisation
• Industry/sector type where organisation will be from.

(Case Study Organisation Form will be emailed to all team leaders through your lecturers.)

• 1. ITE CATEGORY: 21 Apr 2017

POLYTECHNIC CATEGORY: 17 May 2017

KEY DEADLINES

• 2. ITE CATEGORY: 2 weeks before Grand Final

Submit your reports between 9 am – 6 pm

• Two (2) hardcopies of the report and one (1) softcopy of report

in a CD

• One (1) certified true copy of Non-Disclosure Agreement (NDA)

signed with organisation. SHRI can provide the NDA as well.

• Please clearly state Team Name, Category, Name of Mentor,

Names of Team Members & TEAM CODE only on the cover of the report HR Challenge Grand Finals POLYTECHNIC CATEGORY: 30 June 2017

• 3. HR Challenge Grand Finals: 29 July 2017

PANEL OF JUDGES

(IN THE PREVIOUS HR CHALLENGES)

Mr Edward Foong

Chief Executive Officer, Treino Consulting

Mr Felix Loh

Chief Operating Officer Gardens by the Bay

Ms Mak Pooi Mun

Lead, Logistics South Asia (Human Resources), Neptune Orient Lines Ltd

Mr Nelson Lee

Former CEO Institute for Human Resource Professionals

Ms Poon Kwee Ping

Deputy General Manager, Human Resources, Keppel Land International Ltd

Ms Charmaine Sim

Senior HR Director Laura Ashley

PANEL OF JUDGES

(IN THE PREVIOUS HR CHALLENGES)

Mr Michael Goh

Chief HR Officer Jurong Port Pte Ltd

Mr Patrick Sia Seng Heng

Manager, Business Excellence, Defence Science and Technology Agency (DSTA)

Ms Rebecca Tan

Former Chief Human Resources Officer, Tiger Airways Holdings Ltd

Ms Jill Tan-Gunter

Independent Training Consultant Center for Leadership Studies (Asia) Pte Ltd

PRIZES

• Recognition Certificates of Achievement
• 4 Best Presenter Awards
• Book Prizes
• Internship opportunities with case study organisations where available
• *Complimentary tickets to a SHRI Conferences or Seminars

* Terms and conditions apply

CONTACT PERSONS

Please contact the following persons for matters pertaining to: Overall Officer-in-charge Marc Wong (marc@shri.org.sg) Student Registration Julia Chua (julia@shri.org.sg) All correspondence shall only be made between the team leader and designated persons listed above at SgHRChallenge@shri.org.sg or call +65 6438 0012.

Q & A

TEAM CODES

THANK YOU!

We wish you all the best in this competition!