Empowering lives through SPD’s (Society for the Physically Disabled) Employment Support Programme


SPD ESP.JPG

First of all, I would like to say a huge “Thank You” to every one of you who’s responded to my call for action though my personal campaign on for SPD’s (Society for the Physically Disabled) in support for their Employment Support Programme.

This is a cause that is close to heart for me, and I’ve been a long-time supporter and advocate for SPD’s efforts in helping these individuals in their efforts to become gainfully employed.

Apart from the donations and the occasional positions that we’ve engaged SPD for, I’ve always felt that I’ve not done enough and could had done a bit more.

I’m very hearten by the responses that I’ve received from everyone that’s responded to my personal campaign. Apart from the donations that came in which I know SPD will put to good use, there were quite a few discussions with fellow HR practitioners on how they could engage SPD going forward.

We are a few days into the campaign and while it is a simple way to show that we care, I hope that the awareness that we’ve raised would go a long way to creating more employment opportunities for this group of individuals.

I remember my first engagement many years ago with SPD was rather impromptu and out of the blue. We had a short-term temp requirement which I thought would be a good idea to explore something different.

What amazed me was the amount of due diligence that SPD took to ensure that we were ready to hire employees with disabilities.

Although I didn’t manage to hire anyone from that first engagement, however we managed to finally hire someone for a different role sometime later.

What we did was to increase our talent pool with candidates recommended from SPD and like any other candidates, it’s the best person for the job. Thus, it is important that we try to create as level a playing field as possible for all candidates to be assessed for their skills and abilities.

Once again, I would like to call to action everyone to continue to work towards a more inclusive workplace. If you are in HR, have a look and see if there are roles that you can identify as a starting point to engage. If you are a hiring manager, have a chat with your HR or recruiter and let them know that you would want to explore the possibility of engaging this talented pool of individuals.

I know that there are organisations such as SPD across the different countries. I’m sure there are already some support and infrastructure out there. Let’s start today and make a real difference.

Find out more about SPD’s Employment Support Programme (Click Here)

Do check out my campaign “Empowering lives through SPD’s Employment Support Programme” (Click Here)

Would also love to hear your thoughts and ideas on how we can do more and raise the awareness for this cause! Feel free to drop me a message or drop off your comments below!

Thank you and have a fantastic weekend!

Opinions expressed are solely my own and do not express the views or opinions of my employer.

Eric Wong is APAC Head of Talent Acquisition Leader at Fitbit. His experience spans across the various human resource functions such as HR Information Systems, Business Partnering and Talent Management. Eric currently sits on the Advisory Board of the Management Development Institute of Singapore (MDIS). Connect with him on Linkedin or follow him on Twitter @ErickyWong.

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Employees’ emotional and mental wellness – just as important


I came across an article on ChannelNewsAsia today on an incident that happened last November.

My condolences go out to the family. While I don’t know the deceased or her family, but it saddens me to hear such news. Other than echoing the State Coroner, Mr. Marvin Bay’s comment on more support for working mums, I don’t intend to discuss the details of the story or repeat any part of it on this article, you can read the article if you wish to find out more.

Quoting the article on Mr. Bay’s comment on more support for working mums, “It would be ideal for the workplace to acknowledge the needs of working mothers with new babies, and take steps to ameliorate the additional stress imposed on them by providing better work-life balance, flexible working conditions and affordable, quality childcare”, I cannot agree more and emphasis enough the importance and value of that support can bring to working mothers.

Being in HR for most of my career, I had the opportunity to work with employees at different stages in their life journey. While everyone has their own story and stresses that they have to deal with not just from work but also in their personal life, we cannot overlook the impact in which this accumulation of stress has on that individual. It’s not just the mothers that bear this impact alone. We are also seeing the daddies getting more involved and dealing with the pressures of work and family.

I’m sure we all know the challenges in having to balance the demands and deadlines in work with the commitments at home, one can argue that as a professional, you should leave not bring your troubles from home to your workplace. Someone told me many years ago that her manager made that comment to her when she was going through an emotional patch and wasn’t looking all that bright eye bushy tail at work.

While we don’t have the full context to that incident, I would say that it was rather insensitive to had done that. Should this staff be at her breaking point, that comment would had a very drastic effect.

What is HR’s role in this? What is the manager’s role in this? As we see a blurring of line between work and family, it becomes increasingly hard to judge and manage.

Personally, I draw the line at not getting involved in what happened at home. However, I make sure that I’m sensitive to the employee’s state of mind and emotions, provide the support or allowance for him or her to manage work and time.  That means not to micromanage the process, but set expectations for the outcomes, and manage that delivery.

In most organizations, there are “employee assistant program” with a hotline number to an independent agency providing that service. In the course of my career, I’ve recommended the use of such service to employees as a part of increasing awareness that such support is available.

Personally, I was a recipient of such recommendation from a senior HR leader that I can utilize the service if I’m needed some one to talk to. That was back in 2015 when I happened to be in Bangkok during the Erawan Shrine bombing, and I’ve narrowly missed it due to a change in schedule. I found myself having to deal with the emotional shock and also manage the fears back home during the incident. All was well in that incident for me.

There is no magic formula or silver bullet to eradicating work stress. Flexible work arrangements, childcare support, and other benefits does go a long way to helping improving situation for your employees and their families. However, at the heart of it all, the people administrating this is most critical. You can have the best benefits program and policies in the world, but with the most insensitive people administrating them, employees will still not feel at ease using them.

As a strong advocate for work life integration, a lot of people I spoke to share with me that it is not that they don’t have such policies and benefits, it is that they felt like they’ve been scrutinized every time they utilize them.

On the contrary, you can have the most basic benefits programs and policy, but with the right HR, Managers, and Leaders. People who are sensitive to employees’ wellbeing and in turn creates that culture of trust and support, you could still create an organization with a world class culture and environment.

As a call to action, I would like to urge everyone to start listening to the people around you at work. Create an environment of acceptance and support. You don’t have to wait for HR to build that program. You are a leader in your own right, whether if you manage a team or not, nothing is stopping you from reaching out and making your colleagues’ life at work a better one.

If you are a people manager or a HR practitioner, manage your employees from the heart. They will see the difference.

Happy Wednesday and I’m going to enjoy the rest of my day off now. 🙂

Cheers

Eric Wong

Opinions expressed are solely my own and do not express the views or opinions of my employer.

Eric Wong is APAC Head of Talent Acquisition Leader at Fitbit. His experience spans across the various human resource functions such as HR Information Systems, Business Partnering and Talent Management. Eric currently sits on the Advisory Board of the Management Development Institute of Singapore (MDIS). Connect with him on Linkedin or follow him on Twitter @ErickyWong.

“Buy-Make-Sell” in Talent Management


For those who’s had this discussion on talent management would know that I’ve been using the “Buy-Make-Sell” model to describe what a Talent Management framework would look like.

I first came across this model in a manufacturing company where the operations manager was trying to describe the plant’s manufacturing process from the procurement of raw materials, the manufacturing of the goods and the selling of the finished product. That was when I fell in love with the model. It was simple and easy to follow.

During one of my early stint as a HR business partner, I started exploring the then-trend of “skills inventory” and deriving employees’ individual training needs based on their role and function.

It wasn’t much of an issue back in those days as average tenure was much longer than today’s. This also means to employees stayed longer in roles and take longer to move up. The other observation I had was that development plans were often in-function as compared to being crossed-function.

Today, there is a lot more employee mobility and there is a bigger emphasis on cross functional skill sets.

That created a rather complex problem. First, there is a shorter runway for employees to be developed in role (before they look for the next move), and secondly, the cross functional skill sets are often picked up by trial and error as compared to an intentional developmental plan.

As I took a step back to look at this talent issue on hand, I realized that it’s not a training or retention issue. Some of the earlier interventions which I felt was a quick fix was to slap on a training bond or retention to lock the employees in so that the company can justify the returns on investment.

However, that doesn’t address the root cause of the issue, and employees are staying because they had to, not because they want to.

What went wrong? So, I started tracing the issues and thought about what I would do to mitigate the issues in the simplest manner.

All my answers eventually pointed to “career succession”.   Do note that this is very different from “leadership succession”.

For the full talent management cycle to be complete, employees need to be able to visualize and plan their career where they can map what the next role(s) would look like, understand what are the gaps in getting there. This can be employee driven, manager driven or even company driven. Ideally, employees should be self-motivated to want to plan their career, and not wanting to move up or move to a new role is perfectly fine. Company could provide the framework and support. Managers to facilitate the process.

Let’s look at how it all comes together graphically.

By adopting the simple Buy-Make-Sell model, we look can look at talent management in the following three stages:

  • Acquisition
  • Development
  • Career Succession

Roles are being filled either with external or internal hires. This is quite straight forward. There is seldom a 100% fit in role, and one would expect candidates brought into a new role would require a certain degree of training and orientation to get to their full potential.

That brings us into the development stage. There’s two parts to that. Development within the role and development for the new role. As the employee plans his/ her career within the organization, a development plan is put in place to look at skill sets that this employee would need to acquire.

As we move into career succession, the employee moves into a new role already acquiring some of the necessary skills in his/ her development prior to the move. The employee thus moves back to stage 1, where he/ she is brought into the new role through the acquisition process.

I do need to state that this is a simplistic way of looking at talent management. There is a lot more complexity with how the entire career plan for the employee would come together, right down to looking at compensation outside of range for cross-functional moves etc.

Although the model also caters to majority of the employees, it doesn’t really cover the high potential and a lot more thoughts would need to go into adapting this for management trainee program.

I hope this is useful for those who are new to talent management, and would also love to hear your thoughts on the topic. Talent management is something that I feel passionate about. It is also constantly evolving and there is so much more for me to learn.

Happy Thursday and have a wonderful week ahead!

Eric Wong

Opinions expressed are solely my own and do not express the views or opinions of my employer.

Eric Wong is APAC Head of Talent Acquisition Leader at Fitbit. His experience spans across the various human resource functions such as HR Information Systems, Business Partnering and Talent Management. Eric currently sits on the Advisory Board of the Management Development Institute of Singapore (MDIS). Connect with him on Linkedin or follow him on Twitter @ErickyWong.

良禽择木而栖


这么多年来,身为名招聘人员,我应该也对不少的候选人说了这番话!这话看是简单,可包含了很深的意义。

良禽择木而栖,贤臣择主而事。自古到今,怀才者都愿找到位明主,优秀的人才也同时在不断的寻找和选择能发挥自己才华的好单位和善用自己的好领导。

今天在交谈中,我和一位同事聊到怎么去留住人才。这问题太常听到了!在当今的商业环境里,人才的流动比以前多。科技的发展也带动了信息的流量。招聘的方式也从出不穷。身为领导的您,要留住员工的心也太不容易了!

候选人在考虑工作的时候通常都会考虑以下的几点:

  1. 企业文化,领导,同事
  2. 金钱与福利
  3. 发展空间
  4. 公司名声

这就是公司对候选人的价值。

打个比方,如果一家公司的名声不太好,企业文化,领导也一般,可能这公司就要砸钱请人,拉长补短。

现在,我们用同样的几点来看看自己的员工。如果其中的一点有变化,那应该拉那个“长”来补那个“短”呢?

很多时候,在某种情况下,重组也好,领导换班也好,都会改变公司对员工的价值和吸引力。如果我们都把注意力都放在公司对外的形象,而忽略了自己员工的话,这后果就不堪设想了。

员工的流失就很难保持在最佳水平了!

所以,良禽择木而栖,这“木”的定义很广, 也不限于以上提到的那几点而已。谢谢。

我很少用中文来写博客。希望能够借着写博客的兴趣来加强我对中文语言的掌握。如果写的不好,请多多原谅,多多指教。谢谢!

*博客表达的意见完全是我自己的,不表示我的雇主的意见。

作者:

黄国晏 (Eric Wong) 蜚比 (Fitbit), 亚太区人才招聘总监。请在 LinkedinTwitter@ErickyWong上联系他。

Some tips for working with external recruitment partners


I’ve been asked this question on numerous occasions, both by peers and recruitment partners. While there are many differing views on this, many of which are dependent on the industry you’re in and the type of roles you’re hiring for, I thought I’ll share some of my thoughts on how I go about navigating this.

The role of external recruitment partners (agencies)

First and foremost, as a Talent Acquisition (TA) professional for your company, your bread and butter task at hand is to acquire the best fit talent for the role you’re looking to hire for. There are a variety of sourcing channels you can leverage, and the use of external recruitment partners would be one of the many.

A lot of TA professionals resist the use of such external recruitment partners as they come with a much higher cost relative to the other recruitment channels. Coupled with the likelihood that it is an internal KPI to reduce the company’s agency spend making it a tough decision when we are deciding if we should take a role out to an external recruitment partner.

So, what’s the value in engaging with these external recruitment partners? What’s the role they play in a company’s Talent Acquisition function setup?

The answer to the question is actually very simple and straight forward. The role of the external recruitment partners is to augment your TA function’s capability and capacity.

So, what do you mean by that?

Understanding your current setup

One of the very first step in establishing an efficient Talent Acquisition function for your organization is to understand current setup.

I look it with the following parameters:

Capacity and Load tolerance of the team. Every team setup has its own limitation to how much requisitions it can handle. I like to keep the team operation at 80% of its full capacity (optimum capacity), leaving some time for projects and team development. This also gives me some buffer when the spike in hiring comes in.

The load tolerance refers to the additional load that the team can take on top of the full capacity. For me, this is usually an additional 20%.

For example, if you’ve got 10 recruiters and each have a capacity of 100 requisitions a year:

  • Total capacity = 1000 requisitions
  • Optimum capacity = 800 requisitions
  • Load tolerance = 20% (1200 requisitions)

Turnaround time/ Time to fill (TTF). This is a love hate stats for many TA professional. I’m not a big fan of using this to measure performance as there is no clear benefit if you close the position faster. Yes, every position ideally should be filled yesterday, but that also creates a paradox that as a TA professional, you also need time to source, access and acquire the best fit talent for the role.

For me, TTF is use as a control stats to manage SLA. When you’re running a TA team, you need to take a macro approach to accessing how much your team can deliver (as described in the above paragraph on capacity), and how fast they can turn it around.

I’m not too hang up over the actual number of days as we measure TTF differently. Some of us stop the count when the candidate signs the offer, and some only stop the count when the candidate starts.

What’s most important is the consistency of the measure. Measure it the same way as you always had, and take a snapshot of what that average is over a period where the team is operating at optimum level (not too high load or too low a load).

This will establish the baseline.

With this baseline, you can start contracting with your hiring manager on how long it would take to turn the position around based on current load that the team is carrying.

Domain expertise and geographic coverage. I guess this is self-explanatory. Everyone in the team has their own strengths and weaknesses, and we need to be realistic about the team’s limitation when taking on roles that outside the comfort zone. Especially so when there is a very short runway to deliver.

While the above parameters are sufficient for managing the day to day operations in a TA function, you will also need to factor in projects and other out of the norm hiring.

For example:

  • New entity/ Site setup
  • Critical/ Time sensitive hire
  • Confidential searches
  • Project ramp up

Such projects or initiatives often disrupt the operational efficiency of team as it creates a spike in the load on the team.

So, with a good understanding of your team’s limitation, it becomes easier to take a decision if you should take engage the help of an external recruitment partner.

Getting to the real work

Now that you’ve decided to take the hiring external, checked that you’ve got the budget to use an external recruitment partner, what are some of the things that you need to look out for?

Selecting the right partner(s)

There are so many ways to do this, and so many ways to get it wrong. For me, I look for partners that can plug the gaps in my team. There are essentially three things I look out for. Domain (and geographic) expertise, process and the opportunity to work out a win-win arrangement.

I guess domain, geographic expertise and process is quite self-explanatory. Let me elaborate more about the “win-win” arrangement below in the pricing section.

I’ve omitted the “relationship” factor deliberately. I do think that it is important to maintain a strong relationship with the existing partners that’s been giving good support. Another benefit is the familiarity of their setup. Sometimes it’s very hard to differentiate real ability from sales talk. However, I would try to keep it as objective as possible when it comes to selecting the right partners to go with.

So, how many partners should you appoint? I tend to go with one partner first and move on to adding not more than two more if the first partner fails to deliver. I am rather careful with having too many agencies working on the same role, as they could potentially reach out to the same candidates. Not only will this cause a lot of confusion and frustration, but also make the search process a nightmare to manage.

I’ll discuss more about the rationale of limiting the number of partners in the pricing section below.

Working out what type of services you need

The services offered are generally categorised into the contingent and retained searches. The key difference would be they payment schedule. Although all retained searches would/ should come with a more comprehensive search management methodology, I’ve also seen some of the contingent searches providing as good a search management methodology as the retained ones.

There’ve also been a variety of other search services such as industry mapping which can be useful when you want to do an assessment of the available talent in the market. This is very helpful when you are looking to define the role and wants to get a gauge of the available talents in the market.

Normally, I would sit down with the partner with the best domain/ geographic knowledge for the role that I’m hiring for to discuss and tailor the approach.

Getting the pricing right

This should be easy, right? The cheaper the better? Apparently not.

I tend to be quite particular with this. One of the things that I look out for is the partner’s ability to hold their pricing. There is usually a standard range of pricing in the different countries. If the consultants working on my role are really that good, they would have no problems charge standard or even premium rates. So, if an agency readily drops their pricing below market rates, this is a signal for me that I might not be getting the services of their best resource. You pay for what you get.

I am also rather mindful about over negotiating the pricing. Not that I’m generous with my partners. You need to first understand how the consultants are being incentivised for working on your job. Especially when you’re engaging them on a contingent search. Any good consultant would have more than one jobs on hand. They need to turn in a revenue and have a monthly sales quota to hit. So, if they can make more money on the other job, how would you think they would prioritise their work?

By the same token, I try to keep the number of agencies working on the same job to as little as possible. Think about it, if there are 5 agencies working on the same job, the chances of them closing it, and bringing in the revenue automatically falls to 20%. Once again, a good and smart consultant would de-prioritise such jobs.

Many TA professionals would think that they’ve gotten a great deal when they walk away from the negotiating table with an obscenely low price and have a ton of agencies working on the role and sending them CVs.

That for me is the worst possible outcome. First, with the number of agencies that’s working on the role, I am less confident that they are representing my company correctly. Secondly, with the low rates and low chances of closing the role, agencies wouldn’t invest too much resources into sourcing and screening the candidates. I’ll end up having to screen all the CVs and do all the heavy lifting for them.

So, for me, getting the pricing right is critical to a successful win-win partnership.

Managing the search

Getting the search out is the easy part. Managing the search is like managing any other projects. It is important to set out the milestones and deliverables.

For me, I tend to view my external recruitment partners as part of my TA team. Thus, setting up regular review on the progress with updates is essential. It is also good to have the hiring manager sitting in these reviews. This will also help to minimise the number of updates as you don’t have run these updates separately.

Closure

Closure could mean two things. Either you made your hire, or not. Whatever the outcome, it’s always good to do closure and a review of what went well or not.

As part of closure, it is always a good practice to do some housekeeping. A lot of work had gone into the sourcing and assessment of the candidates. All this are valuable insights and intel that would come in handy when you do your next search.

Also, do take note of the agreement that you’ve got in place as agencies would normally have a duration for ownership of the candidates. So, always document the agreement you’ve got against the candidate that they’ve presented and don’t just rely on the current agreement you’ve got in place as that might change over time.

After sales

Candidates usually have a special relationship with the recruiter that places him/ her. Always maintain an open line channel with the external search partner and leverage on that relationship they’ve got with your new hire to gather feedbacks on how they’re doing in their new job.

Personally, I’ve gotten some very useful feedbacks which resulted in a more positive experience for the new hire. So, make use of that “service” as much as possible!

Longer term relationship

Building and managing a long-term relationship with your external recruitment partners is essential to any TA function. You can forecast your hiring requirements, but more often than not, you will need to look at scaling up or down your internal capacity.

I tend to be a little more conservative with adding permanent recruiting resources especially when there is huge fluctuation in requisition load. External recruitment partners (and contractors) provides me with a viable alternative to scale my hiring capacity.

There are a lot more to this such as measuring the performance of the different agencies and managing your preferred supplier list etc.

I hope this article had provided you with some useful insights. Please share your thoughts and comments with me, or perhaps an idea for the next article!

Thanks and happy weekend!

Eric Wong

Opinions expressed are solely my own and do not express the views or opinions of my employer.

Eric Wong is APAC Head of Talent Acquisition Leader at Fitbit. His experience spans across the various human resource functions such as HR Information Systems, Business Partnering and Talent Management. Eric currently sits on the Advisory Board of the Management Development Institute of Singapore (MDIS). Connect with him on Linkedin or follow him on Twitter @ErickyWong.

#BeBoldForChange – Happy International Women’s Day 2017


Gender equality is a topic that’s close to heart for me.

Being a HR practitioner, we are often in the front line, directly contributing to the creation of a creating a fair, diverse and inclusive work environment.

Being a father to my daughter, I do hope that my baby girl will enter the working world without the bias of gender and shine like she meant to be.

Today’s International Women’s Day.

International Women’s Day is the day where we celebrate the social, economic, cultural and political achievements of women. It is also a call to action for us to accelerate gender parity.

Some of you may remember my previous blog on my letter to my little girl pledging my support for the HeForShe movement. I would like to take this opportunity to renew my commitments and “challenge bias and inequality”! #BeBoldForChange

I will challenge bias and inequality:

  • query all-male speaking panels
  • pull people up on exclusive language
  • challenge stereotypes
  • call it out when women are excluded
  • monitor the gender pay gap
  • point out bias and highlight alternatives
  • call for diverse candidate shortlists
  • embrace inclusive leadership
  • redefine the status quo

You can click here to join me in pledging your commitment to “challenge bias and inequality” (Click here to join me in my commitment). (I’m #29,546 to take action!)

Let’s see how many commitments I can gather from my little call to action!

While there is a lot of coverage International Women’s Day, and I guess we’ve all became quite aware of what it is. I think it is still useful to remind ourselves on what it stands for, and consciously act in ways that makes our world a fairer one.

Finally, I hope in my little voice today, I would like to ask each of you to #BeBoldForChange and commit to ending bias and inequality.

Happy International Women’s Day!

Eric Wong

Opinions expressed are solely my own and do not express the views or opinions of my employer.

Eric Wong is APAC Head of Talent Acquisition Leader at Fitbit. His experience spans across the various human resource functions such as HR Information Systems, Business Partnering and Talent Management. Eric currently sits on the Advisory Board of the Management Development Institute of Singapore (MDIS). Connect with him on Linkedin or follow him on Twitter @ErickyWong.

Flexible office space – A new way to work!


For the many of you who had been following my blogs, you would had noticed that I haven’t blogged about flexible working for quite some time.

Yes, I’m still a huge fan of having flexible work arrangements, and no, it’s not gone out of style.

It’s just that there’s only so much that you can talk about when it comes to flexible work arrangements without me sounding like a broken recorder! Right?

Well, that was until I learned about “GorillaSpace” from a friend, Ginny that’s taken the brave road to entrepreneurship to set up this amazing company.

While I listened to her describe the business model to me passionately, I was clicking away on the site and was amazed that I could set myself up on a hotdesk at an office location somewhere in town for as low as SGD30 a day. What’s more, I get a full range of business amenities at my disposal. I’m sure it will cost a little bit more, but the feeling of empowerment to manage my work location flexibly is refreshing.

The idea of work from anywhere is not new. It’s becoming a common sight that you see these remote workers making themselves comfortable in a café or practically anywhere with a desk and power point.

This is also becoming a norm and an inbuilt ability of our younger generation of workforce as they’ve probably developed the ability as students huddling in groups, camping out at fast food joints after classes and often, glued to their devices (mostly working on their project work as I was told).

Personally, I’ve tried working from offsite locations such as cafés, libraries, and even at a pub. Trust me, the pub was surprisingly quiet and peaceful at 2pm in the afternoon!

However, I’m sure many of you would agree with me that sometimes you need a proper office or desk to do some serious work. And home may not be that solution. From the noisy kids to angry spouse, fluffy beds to life threatening housework, the list goes on.

For those of us with a permanent office, there’s no issues. All we need to do is to show up at work! 🙂

What happens when you don’t have a permanent office? Or, if it’s going to cost you your blood pressure just to beat the traffic and get into the office at the other side of your world. I don’t know about you, but everyone I spoke to hates travelling to work.

This is where having the option to go into an office that is conveniently available just when you need it becomes somewhat pleasurable. Think about AirBnB for offices. It’s like having the ability to go online, pick out an office to your liking, pay for it, and just show up.

I think all of you will agree with me that the workforce and the workplace of tomorrow is going to be drastically different. I do believe that this is going to drive the demand for new and flexible ways for employees to engage with their work.

We also see a higher level of work life integration in our daily schedule. As such I do foresee that even companies with physical offices may need to relook at creating satellite sites for employees to check in for their work. And these locations will be conveniently located in location that allows them to go on with their daily chore.

An interesting example would be for an employee with a young kid to be able to drop the kid off at school, check into an offsite office at a nearby location to the school. Do some work and pick up the kid after that. I’m sure many of us are doing this already. The technology and infrastructure today does support such work arrangements making it a reality for many. Coupled with rising cost and availability (or lack of) of childcare in many developed cities, this is becoming a need and a norm very quickly. Companies are constantly kept on their toes to innovate and keep up, or risk losing their highly talented workforce to someone else who’s willing to make the change.

I do feel that sites such as “GorillaSpace” does serve a growing need and more of such sites will continue to mushroom.

I am excited with the future and am glad that I’m seeing the evolution in my lifetime. Personally, I hope more companies will start looking at such new offerings and rethink the way they structure work.

As a HR practitioner, I’ve always believed that structure determines behavior. It is important to continue to evolve the organization to keep up with times and continue to stay engaged with the employees.

Oh yes, I do need to state my disclaimer that I am not in any ways related or have any holdings to the company Gorilla Property Solutions Pte. Ltd. Opinions and observations are my own and not influenced by any commercial benefits.

And to Ginny, I do wish her the best in her venture!

Regards,

Eric Wong

Opinions expressed are solely my own and do not express the views or opinions of my employer.

Eric Wong is APAC Head of Talent Acquisition Leader at Fitbit. His experience spans across the various human resource functions such as HR Information Systems, Business Partnering and Talent Management. Eric currently sits on the Advisory Board of the Management Development Institute of Singapore (MDIS). Connect with him on Linkedin or follow him on Twitter @ErickyWong.