a great workplace - enterprise singapore · a great workforce. a great workplace. mission to...
TRANSCRIPT
A great
WORKFORCEA great
WORKPLACESingapore Quality AwardExecutive Summary Report
Professionalismserving with integrity
People-Centrednessputting people at the heart of our work
Passion for Progressalways learning, always improving
Teamworkdiverse talents, one MOM
A Great Workforce.A Great Workplace.
To develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs and a secure retirement.
OrganisationProfile
06
MOM’s Awards Milestones
Organisation Chart
Processes
52
Customers
24
Results
68
Leadership
16
Knowledge
60
Strategy
34
Annex
81
People
42
Glossary
82
AWARDS MILESTONES2000People Developer
2001Singapore Quality ClassSingapore HEALTH AwardInnovation Incubator Award
2002Singapore HEALTH Award
2003People DeveloperEnterprising Agency Award
2004Singapore Family Friendly Employer Award
2005Singapore Quality Class
2006United Nations Public Service Award1st Place for Improving transparency, accountability and responsiveness in the public service
Work-Life Achiever Award
2007Singapore Quality ClassPeople DeveloperInnovation ClassService ClassSingapore Human Resources Institute Awards• Leading HR Practices in Strategic HR• Leading HR Practices in Talent
Management, Retention and Succession Planning
• Leading HR Practices in HR Communications
• Leading HR Practices in Health & Employee Wellness (Special Mention)
• Leading HR Practices in Workplace Safety & Health (Special Mention)
• Leading HR Practices in Quality Work-Life (Special Mention)
2008Palladium BalancedScorecard Hall of Fame for Executive StrategyAsia Government Technology AwardWork-Life Excellence AwardNational Infocomm AwardsMerit Award – Most Innovative Use of Infocomm Technology (Public Sector)
2009 Singapore Quality Class StarHRM Singapore Awards• Best HR Young Gun• Best Business Continuity Practices
FRONTIER Special Achiever Prize
2010Singapore Quality AwardThe Public Service Achievement AwardSingapore Human Resources Institute Awards• Leading HR Practices for Learning &
Human Capital Development (Special Mention)
• Leading HR Practices for Employee Relations & People Management (Special Mention)
• Leading HR Practices in Talent Management, Retention & Succession Planning
• Leading HR Practices in Quality Work-Life, Physical & Mental Well-being Work-Life Excellence Award
HRM Singapore Award• Best Performance & Productivity
Practices• Best HR Team
Singapore HEALTH Gold Award
2011The Public Service Premier Award
2012Work-Life Achiever AwardBest Practice Award• Regulation
2013International Best Practice AwardQualifier for Top 20 Best Practices
HR Excellence Awards• Gold Award - Excellence in Mature
Workforce Practices• Silver Award - Excellence in Employee
Development• Silver Award - Excellence in HR
Technology• Silver Award - Excellence in Recruitment
& Retention Strategy• Silver Award - Excellence in Employer
Branding
2014Pro-Enterprise Panel - Singapore Business Federation Awards• Most Improved Agency• Best Pro-Enterprise Initiative Gold, Silver,
Bronze• Best Pro-Enterprise Suggestion
Best Practice Award• Service Delivery• Stakeholder Communications and
Engagement
PS21 ExCEL AwardInnovation Spotlight
Worklife Achiever AwardBCA Green Mark Platinum AwardTop 10 Commercial (Government Office) Buildings in Singapore
2015United Nations Public Service Award1st Place for Promoting WOG approaches in the Information Age
FutureGov Singapore Awards• FutureGov (Service Innovation) Award• CIO 100 Honouree Award
HR Excellence Awards• Bronze Award - Excellence in Workplace
Well-Being• Bronze Award - Excellence in Employee
Work-Life Balance
PS21 ExCEL AwardMost Innovative Project/ Policy – Merit Award
ECO-Office CertificationWater Efficient Building CertificationTop 10 Commercial (Government Office Buildings in Singapore
2016HRM AwardsBest Work-Life Balance
Web Marketing Association Web AwardGovernment Standard of Excellence Award
GovInsider Innovation AwardsBest UI / UX Design Award
Excellence in Public Service AwardPS21 Star Service Team Award
Top 10 Commercial (Government Office) Buildings in SingaporeECO-Office CertificationBCA Green Mark Platinum AwardASEAN Energy Award for Large Green Building1st Runner Up
Energy Efficiency National Partnership AwardBest Energy Efficiency Practices in Public Sector
Singapore Quality Class StarPeople DeveloperInnovation ClassService Class
2017Singapore Quality AwardPublic Service Milestone AwardExcellence in Public Service AwardPS21 Star Service Team Award
Best Practice AwardOrganisational Development
Occu
patio
nal S
afet
y &
Hea
lth U
nit
Deputy Secretary
Manpower
CORP
ORAT
E S
ERVICES GROUP OPERATIONS GROUP
POLICY GROUP
OPERATIONS GRO
UP
Legal Services Division
Corporate CommunicationsDepartment
Corporate Planning
& Management Department
Customer
Responsiveness Department
Human Resource
Department
Information System
s
& Technology Department
Maj
or H
azar
ds D
epar
tmen
t
OSH
Insp
ecto
rate
Dep
artm
ent
OSH
Spec
ialist
s Dep
artm
ent
Policy, I
nform
ation &
Corporat
e Serv
ices D
epart
ment
Workplace Injury
Compensation Department
Workplace Safety &
Health Institute
Income Security
Policy Division
Manpower Planning &
Policy Division Workplace Policy &Strategy Division
Financial Planning
Programme Office
Retirement Systems
Economics Unit
Forei
gn Workf
orce
Policy D
epart
ment
Manpo
wer Res
earch
&
Statist
ics Dep
tWor
kfor
ce
Plan
ning D
ept
Fore
ign M
anpo
wer U
nit
Empl
oym
ent S
tand
ards
& In
tern
atio
nal R
elat
ions
Manp
ower
Fore
ign
Mana
gem
ent
Divi
sion
Relatio
ns
Labou
r& W
orkplac
es
PassWork
Division
ProgrammeWINS
Office
Division
Employment InspectorateDepartment
Intelligence DepartmentPlanning & OrganisationalDevelopment DepartmentWell-Being DepartmentEmployment Standards Enforcement Department
Industrial Relations Department
Operations Policy & Strategy Development Department
Regulations and Customer Operations Dept
Controls, Compliance & Levy Department
Customer Operations Department
Customer Systems & Experience Department
Policy, Planning & Strategy Department
ORGANISATIONCHART
HR Sector Development Dept
Deputy SecretaryDevelopment
Join
t Ope
ratio
nsDi
visi
on UNITInternal Audit
PermanentSecretary
Occupational Safety & Health Division
Occu
patio
nal S
afet
y &
Hea
lth U
nit
Deputy Secretary
Manpower
CORP
ORAT
E S
ERVICES GROUP OPERATIONS GROUP
POLICY GROUP
OPERATIONS GRO
UP
Legal Services Division
Corporate CommunicationsDepartment
Corporate Planning
& Management DepartmentCustomer
Responsiveness Department
Human Resource
Department
Information System
s
& Technology Department
Maj
or H
azar
ds D
epar
tmen
t
OSH
Insp
ecto
rate
Dep
artm
ent
OSH
Spec
ialist
s Dep
artm
ent
Policy, I
nform
ation &
Corporat
e Serv
ices D
epart
ment
Workplace Injury
Compensation Department
Workplace Safety &
Health InstituteIncom
e Security
Policy Division
Manpower Planning &
Policy Division Workplace Policy &Strategy Division
Financial Planning
Programme Office
Retirement Systems
Economics Unit
Forei
gn Workf
orce
Policy D
epart
ment
Manpo
wer Res
earch
&
Statist
ics Dep
tWor
kfor
ce
Plan
ning D
ept
Fore
ign M
anpo
wer U
nit
Empl
oym
ent S
tand
ards
& In
tern
atio
nal R
elat
ions
Manp
ower
Fore
ign
Mana
gem
ent
Divi
sion
Relatio
ns
Labou
r& W
orkplac
es
PassWork
Division
ProgrammeWINS
Office
Division
Employment InspectorateDepartment
Intelligence DepartmentPlanning & OrganisationalDevelopment DepartmentWell-Being DepartmentEmployment Standards Enforcement Department
Industrial Relations Department
Operations Policy & Strategy Development Department
Regulations and Customer Operations Dept
Controls, Compliance & Levy Department
Customer Operations Department
Customer Systems & Experience Department
Policy, Planning & Strategy Department
ORGANISATIONCHART
HR Sector Development Dept
Deputy SecretaryDevelopment
Join
t Ope
ratio
nsDi
visi
on UNITInternal Audit
PermanentSecretary
Occupational Safety & Health Division
We have major challenges to overcome, as I outlined earlier, to transform to be manpower lean and productive, to build a strong Singaporean Core and to strengthen the global competitiveness of the Singapore workforce. Working in unity, Whole of Government, Whole of Tripartism, Whole of Singapore, I believe we can succeed. And we must succeed. To secure the best welfare – good jobs, good careers. And the best protection – high employment, low unemployment for our fellow workers, our fellow Singaporeans.
Minister for Manpower, Lim Swee Sayduring Committee of Supply 2016
The organisational profile sets the context for the way MOM operates. It provides a snapshot of the organisation environment, strategic challenges, organisational directions and key relations with customers, suppliers, partners and stakeholders.
RGANISATIONPROFILE
ORGANISATIONPROFILE08
ORGANISATIONAL ENVIRONMENT MOM’S VISION,MISSION AND VALUES As an organisation, MOM constantly works on transforming itself to realise its overarching vision of developing “A Great Workforce. A Great Workplace.” for Singapore. MOM’s work enables all Singaporeans to enjoy real income growth, have fulfilling careers and a secured retirement.
MOM seeks to embody what it hopes to achieve for Singapore within the organisation. Four core values steer the actions of MOM staff (also known as MOMers), as shown in Figure A.
As part of the Singapore Government, MOM collaborates with other public service agencies to achieve Whole-of-Government Strategic Outcomes (WOG-SO). MOM’s work contributes to achieving two aspects of WOG-SO, namely: (1) A Nation of Opportunity; (2) A Society that Cares for Its People (see Figure B).
VISIONA Great Workforce.A Great Workplace.
MISSIONTo develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs anda secure retirement.
VALUESProfessionalismserving with integrity
People-Centrednessputting people at the heart of our work
Passion for Progressalways learning, always improving
Teamworkdiverse talents, one MOMFigure A: MOM’s Vision, Mission and Values
Figure B: MOM's framework for achieving WOG-SO
A Nation of OpportunityA Society That Cares For Its People
A High Performance and Trusted Government
A Great Workforce. A Great Workplace.
A Liveable and
Endearing Home
Inclusive Growth
Complementary and Sustainable
Foreign Workforce
Strong Singaporean
Core
A Cohesiveand
Resilient Community
More Secure
Retirement
A Safe, Secure and Influential Singapore
Fair and Progressive
Work Practices
09A GREAT WORKFORCEA GREAT WORKPLACE
NATURE OF MAIN PRODUCTS AND SERVICES MOM’s key products and services are as follows:
• Setting labour market standards and regulations. MOM puts in place regulatory frameworks, standards and institutions to ensure harmonious industrial relations, good employment standards and a well-managed foreign workforce that complements a strong Singaporean core.
• Facilitate smooth functioning of the Singapore labour market. MOM develops policies, frameworks and programmes to build a productive workforce by helping workers adapt and grow as well as strengthening fair and progressive practices in workplaces.
• Regulating safety and health at work. MOM establishes policies and programmes to ensure workplace safety and health.
• Driver of inclusive growth and financial security for Singaporeans. MOM creates policies and programmes that help to bring about better jobs, increased financial security and inclusive growth for all Singaporeans.
CORE COMPETENCIESMOM has a strong and diverse leadership team to achieve its Mission. Over the years, its corporate core competencies have been strengthened to deal with the fast-changing economic landscape.
Figure C: MOM’s core competencies
Strong Tripartite Relationship
Strong Understanding of the Labour Market and Full Spectrum of Manpower Landscape
Effective Regulatory and Enforcement Capabilities
Robust Innovative Processes and Capabilities to Respond to Strategic and Operational Needs
PROFILE OF EMPLOYEES MOM has a staff strength of approximately 1,600. MOM has a diverse workforce in terms of gender, age, profile and divisional status. The median years of service for MOMers is 8 years, with the average age of staff members being 40 years old (as illustrated in Figure D).
Employee Profile At A Glance
1,589HEADCOUNT
56%FEMALE 44%
MALE
40 YEARS AVERAGE AGE OF MOMERS
8 YEARS MEDIAN YEAR-IN-SERVICE
649AGED 20 TO 35 YEARS OLD
661AGED 36 TO 50 YEARS OLD
279AGED 50 AND ABOVE61SENIOR
MANAGEMENT 315 MIDDLE MANAGERS
728 EXECUTIVES 485 SUPPORTSTAFF
Figure D: MOM’s employee profile
ORGANISATIONPROFILE10
MOM’S CORE FACILITIES, TECHNOLOGIES AND EQUIPMENT i. FacilitiesMOM operates from two main premises. Its headquarters are at 18 Havelock Road, which houses mainly corporate service departments, policy departments and the Work Pass Division. The newer MOM Services Centre is its second base that began operations in November 2012. It is located at 1500 Bendemeer Road.
MOM Services Centre houses all the frontline services including the Customer Responsiveness Department, Foreign Manpower Management Division, Labour Relations and Workplaces Division and Occupational Safety and Health Division. Both buildings are BCA Green Mark Platinum-certified, reflecting MOM’s commitment to environmental stewardship.
ii. Technology MOM invests in developing and enhancing technological capabilities to deliver goals and outcomes in the most efficient and effective manner. In this age of smart technology, MOMers are constantly working hard to improve MOM’s online service offering to better meet the needs and expectations of customers. Several customer-facing e-services and systems have won prestigious international awards. The integrated Work Permit Online System won the United Nations Public Service Awards in 2006 for “improving transparency, accountability and responsiveness in the Public Service.” The newly introduced WINS Foreign Domestic Worker e-Service clinched the PS21 ExCEL Gold Award for Most Innovative Project/Policy in 2016.
In addition, MOM’s newly revamped corporate website won the Government Standard of Excellence Award in 2016 by the Web Marketing Association, who administers the international WebAwards that recognises the best websites around the world.
Systems, mobile applications and platforms were also developed to better support MOMers in their work. For instance, the integrated manpower analytics system (iMAS) developed by MOM’s Manpower Research and Statistics Department is a one-stop repository that grants MOMers convenient access to helpful articles, data and statistical reports on the labour market. It also allows MOMers to customise their own data tables on manpower statistics. The iOSH system is a mobile-friendly solution that provides on-the-go information and connectivity for MOMers, particularly when they are conducting safety and health inspections at worksites. MOM’s corporate intranet was also revamped in 2016 to enable the content and interface to be more user-friendly. This also helped to facilitate the co-editing and sharing of documents in Collaboration Spaces.
iii. Equipment MOM has made substantial investments into reducing energy consumption as a commitment to protect the environment. These include:
• Building automation systems that control and moderate lighting within the building through energy-saving motion-activated switches and motion-sensing lights
• Switching to centrifugal chillers for air-conditioning systems, which consume the most energy in MOM.
REGULATORY ENVIRONMENTMOM is governed by the Government Instruction Manual and Ministry of Finance guidelines, which spell out the regulations that dictate the conduct of public agencies. It adheres strictly to the human resource (HR) guidelines set by the Public Service Division. Corporate finances are scrutinised through regular audits conducted by the Auditor-General’s Office and independent auditors.
In addition, MOM’s regulatory role is defined by the various legislation it administers (see Figure E).
Figure E: MOM and the various legislation that it administers
Retirement and Re-employment Act
Workplace Safety and Health Act
Trade Unions Act
Work Injury Compensation Act
Employment of Foreign Manpower Act
Employment Act
Foreign Employee Dormitories Act
Employment Agencies Act
Industrial Relations Act
11A GREAT WORKFORCEA GREAT WORKPLACE
ORGANISATIONAL RELATIONSHIPSRELATIONSHIPS WITH CUSTOMERSAs a key government agency overseeing Singapore’s manpower landscape, MOM’s policies and programmes serve a diverse range of customers. Customers are currently segmented according to the five key strategies that direct MOM’s core work (see Figure F).
Figure F: MOM’s Five Key Strategies that direct its core work in its relationships with customers
Strong Singaporean core
Business Employers
Employment Agencies
Local Employees
General Public
Trade Unions Fair Considerration
Framework and SkillsFuture scheme
Business Employers
Employment Agencies
GeneralPublic
Local Employees
Foreign Employees
Trade Unions
Policies and laws on foreign manpower such as the Employment of Foreign Manpower Act and Work Pass Framework
Complementary and sustainable foreign
workforce
Policies and laws on:• Employment
standards• Workplace Safety &
Health• Foreign manpower
management
BusinessEmployers
EmploymentAgencies
Foreign Domestic Worker Employers
GeneralPublic
Local employees
Foreign Employees
Trade Unions
Fair and progressive work practices
CPF
Workfare, Progressive Wage Model and low-wage worker initiatives
General Public
Localemployees
TradeUnions
More secure retirement
Inclusive growth
CUSTOMER SEGMENTS
MOM'S SERVICE OFFERINGS
MOM'S KEY STRATEGIES
ORGANISATIONPROFILE12
MOM's service philosophy is defined by the HEART principles (see Figure G), which ensure that MOM always places customers at the heart of all its work. This extends beyond the provision of quality customer service to include the formulation of policies and programmes.
RELATIONSHIP WITH PARTNERS AND SUPPLIERSMOM works closely with its partners and suppliers to realise its business and organisational goals. In addition, MOM collaborates with other government agencies, engages industry associations and partners international agencies to deliver the best products, services and outcomes both internally and externally.
Supplier selection is governed by the Civil Service Procurement guidelines. The nature of the relationship is determined by the critical nature of the services provided. MOM sets stringent service standards and continually reviews the performance of our suppliers to ensure that they provide quality services.
TRIPARTISM Tripartism is the cornerstone of MOM’s success. MOM has a unique tripartite relationship with employers and trade unions. It encourages a collaborative approach towards addressing challenges — a critical element behind Singapore’s ability to ride out and emerge from crises stronger.
MOM leaders recognise that tripartism is the key to MOM’s competitive edge and work hard on deepening this relationship. MOM has benefitted from, and will continue to leverage its strong tripartite relations to address different challenges in Singapore’s manpower landscape. The key milestones of MOM’s tripartite relations are captured in Figure H below.
NationalWages Council
Tripartite Alliance for Fair Employment Practices and Tripartite Panel on Community Engagement at Workplaces
Tripartite Committee on CPF and Work-related Benefits for Low Wage Workers
TripartiteCommittee on Work-Life Strategy
Tripartite Committee on the Employability of Older Workers
2005 2006 2007
Figure H: Key milestones in MOM’s tripartite journey with NTUC and SNEF
Hear Them Out HE Make It Easy
A Anticipate Their Needs
R Respect Every Individual
T Be Timely
Figure G: MOM’s HEART principles that define its service philosophy
2006200020061972
13A GREAT WORKFORCEA GREAT WORKPLACE
TripartiteAlliance for Dispute Management
TripartiteCommittee for Low-wage Workers and Inclusive Growth
TripartiteGuidelines on Re-employment of Older Employees
Tripartite Advisory on Managing Excess Manpower and Responsible Retrenchment
Tripartite Guidelines on Employment of Term Contract Employees
International Forum on Tripartism
Figure I: MOM’s Strategy Map focusing on five key areas
3 ORGANISATIONAL CHALLENGES COMPETITIVE ENVIRONMENTThe Strategy Map (see Figure I) guides MOM’s work in achieving its objective of helping Singaporeans attain real income growth, fulfilling careers and financial security, as well as for Singapore to achieve a manpower-lean and competitive economy.
Strong Singaporean
CoreEnable companies
to provide good jobs; Singaporeans
to take up good jobs and progress
in careers
Complementary and Sustainable
Foreign Workforce
Maintain a skilled foreign workforce that complements
local workforce
Inclusive GrowthEnable job
opportunities for all; sustainable wage growth; and improved
workplace conditions for the
vulnerable
RealIncome Growth
Manpower-lean and Competitive Economy
Fulfilling Careers
Financial Security
Fair and Progressive
Work Practices Develop fair
and progressive workplaces to ensure worker
well-being, health and safety
More Secure Retirement
Enable Singaporeans to achieve financial
security and peace of mind for
retirement
201720112010 2015 2016
Vision: A Great Workforce. A Great Workplace. Mission: To develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs and a secure retirement.
ORGANISATIONPROFILE14
CRITICAL SUCCESS FACTORS MOM maintains Singapore’s competitiveness through its comprehensive labour market policies. It helps Singapore to compete with global cities and maintain its attractiveness to foreign investors. The key factors that have helped MOM achieve success with these aspects are tabled in Table J.
THE FOUR KEY FACTORS BEHIND MOM’S SUCCESS
KEY FACTOR HOW IT DRIVES SUCCESS
HOW MOM LEVERAGESTHIS KEY FACTOR
Staff Alignment with Strategy
Motivating MOMers to be committed to their work, as there is a strong link to MOM’s strategic goals and how our work contributes to building up the nation.
Ensuring every MOMer understands how his/her work contributes to realising MOM’s Vision. This is communicated through the Strategy Map, MOM Core Values and desired behaviours, as well as sharing of MOM’s overall performance through various internal platforms (e.g. Work Plan Seminar and townhalls).
StrongCoreCompetencies
Charting and executing new frontiers in workforce and workplace strategies is possible with strong core competencies.
Investing heavily in strengthening core competencies, resulting in upgraded capability and agility to respond to rapid changes in the operating environment.
Innovation Embracing innovation empowers MOMers to perform at a higher level and creates greater value for MOM, resulting in increased efficacy of policies and processes.
Launching many platforms that encourage innovation among MOMers.
MOM is one of the first public agencies in Singapore to adopt design thinking and behavioural insights in policy-making and product formulation.
Capable, Competent and Committed MOMers
Building MOM into a future-ready organisation that identifies current and future HR capacities and capabilities to achieve its strategic goals.
Systematic processes and policies are in place across recruitment, retention, learning and development, as well as talent development activities.
This helps to ensure that MOM has the right manpower resources to achieve its overall corporate workplans and goals.
Table J: MOM’s Four Key Factors for Success
15A GREAT WORKFORCEA GREAT WORKPLACE
MOM’S CONTINUAL JOURNEY OF BUSINESS EXCELLENCE Since MOM first embarked on the Business Excellence journey in 2000 with the achievement of the People Developer Standard, it has remained committed to excellence. MOM has not stopped striving to be the best-in-class in all areas of its work.
2000
2001
2003
2005
2007
2009
2010
2017
2016
First ministry to achieve this
First ministry to achieve SQA
Only ministry to achieve SQA
First ministry to achieve this
Our leaders are committed to serveMOM and Singaporeans. They focuson achieving MOM’s mission andvision and set clear goals. They alsounderstand the ground challenges,genuinely care for the developmentof their staff… There are many suchleaders in MOM who have inspiredand motivated me…
A MOMer’s feedbackfrom Organisational Climate Survey 2015
The leadership category focuses on MOM’s leadership, mission, vision and values, governance system as well as responsibility to the community and environment.
EADERSHIP
LEADERSHIP 18
01 LEADERSHIPMOM LEADERSHIP GROUPMOM’s senior management comprises the Permanent Secretary, Deputy Secretary (Manpower), Deputy Secretary (Development) and its directors. Collectively known as the Leadership Group, the team extends the necessary support to build staff and organisational capabilities, as well as set the overarching direction needed to steer MOM towards excellence.
THE AIM LEADERSHIP MODEL MOM’s leadership model aligns closely to the Singapore Public Sector’s AIM Leadership model. This helps to identify and groom high-performing MOM officers who have the potential to be MOM’s future leaders. Individual leadership capabilities are assessed by means of the AIM appraisal, carried out by reporting officers. Figure 1.1.1 illustrates how the core qualities conveyed in the AIM model are seamlessly integrated into the roles that MOM’s leaders play in the organisation.
Desired Qualities• Sense of
perspective • Sound analysis and
judgement
Leadership Role Senior leaders set organisational direction and develop a clear Mission, Vision and Values to steer MOM towards excellence
Desired Qualities • Influential and
inspiring leadership • Ability to develop
others’ capabilities • Skilled in
collaborating and engaging others
Leadership Role Senior leaders serve as role models who embody MOM’s values
Desired Qualities • Deliver results • High commitment
level and accountability
Leadership Role Senior leaders groom potential future leaders to ensure organisational continuity
Senior leaders actively communicate MOM’s direction to both internal and external stakeholders
Analytical and intellectual
capacity
Influence and collaboration
Motivation for excellence
Figure 1.1.1: The AIM Leadership model and role of MOM leaders
1.1 SENIOR LEADERSHIPSETTING DIRECTION1.1a) How MOM leaders develop the organisation’s Mission, Vision
and Values, and communicate them to key stakeholders Every five years, MOM leaders conduct a review of the Mission, Vision and Values to ensure that they continue to be both effective and relevant in an ever-evolving operating environment. These reviews also incorporate feedback from key stakeholders. Figure 1.1.2 displays the key milestone developments since MOM was formed in 1998.
19A GREAT WORKFORCEA GREAT WORKPLACE
Figure 1.1.2: MOM’s Mission and Vision review from 1998 to 2013
Manpower 21 blueprint
Mission and Vision exercise
Review of Mission, Vision and Values
Review of Mission, Vision and Values
ReviewTimeline
Mission and Vision
Background and
Developments
Engagementand
Communication Efforts
VisionEvolve Singapore into a“talent capital”
• The Ministry of Labour was renamed the Ministry of Manpower in April 1998
• The change was publicly announced by then Minister for Labour Dr. Lee Boon Yang
VisionA Great Workforce,A Great Workplace
Mission StatementTo achieve a globally competitive workforce and a great workplace for a cohesive society and secure economic future for all Singaporeans
• The Singapore economy was in recession and undergoing restructuring
• In the marketplace, there was greater emphasis on meeting customers’ needs and aspirations
• Over 300 MOMers came together to co-create the mission and vision
• The finalised mission and vision was communicated to all staff at MOM’s Staff Conference in July 2003
VisionA Great Workforce,A Great Workplace
Tagline“Towards Singapore as Global City and Home”
Mission StatementTo achieve a globally competitive workforce and a great workplace for a cohesive society and secure economic future for all Singaporeans
• A tagline was added to sharpen MOM’s focus
• The review was discussed by the MOM Strategy Group, which later endorsed the outcome
• The mission and vision were communicated at the annual MOM Staff Conference and other internal channels
• MOM leaders introduced the MOM Strategy Map and corporate scorecard. They serve to translate vision into strategies and programmes at departmental levels and to drive performance
VisionA Great Workforce,A Great Workplace
Mission StatementTo develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs and a secure retirement
• Greater emphasis was placed on the well-being of Singaporeans
• Stakeholders called for greater clarity on MOM’s work and its impact
• Over 400 MOMers and heads of departments were consulted
• The mission and vision were communicated to all MOMers, partners and stakeholders at MOM Workplan Seminar in 2013
• Mission and vision collaterals were printed to cascade the new mission and vision to MOMers
1998 2003 2008 2013
LEADERSHIP 20
ACTIVELY COMMUNICATING AND ENGAGING1.1b) How MOM leaders
engage key stakeholders to drive the organisation’s performance
MOM leaders actively engage the organisation’s diverse stakeholders via multiple platforms throughout the year. Its key stakeholders comprise MOMers, customers, partners, the general public and suppliers. MOM leaders also set aside time to walk the ground, share with staff their experiences and recognise MOMers for their contributions and exemplary behaviours.
GROOMING FUTURE LEADERS1.1c) How MOM leaders serve
as role models and groom future leaders
MOM is a people-centred organisation. With “People- centredness” as a core value, a Talent Management Framework was developed to identify and nurture future leaders.
MOM’s leaders set aside dedicated time to systemically assess, develop, coach, mentor and engage its future leaders. Its officers undergo structured training programmes and are given opportunities at work to learn and strengthen their leadership skills.
See Chapter 4.2 for a full description of MOM Leadership Milestone Programmes as well as the involvement of MOM leaders in training.
LEADERSHIP EFFECTIVENESS The biannual Employee Engagement Survey (EES) is a key tool used by MOM to measure leadership effectiveness on various aspects of MOM leadership, supervisory practices as well as engagement levels. The survey’s results serve as a benchmark against Singapore’s Public Sector and National Engagement norms. MOM introduced a Pulse Survey in 2016 to monitor the progress of EES action plans.
1.2 ORGANISATIONAL CULTURE 1.2a) How MOM develops a
culture that supports the Mission, Vision and Values so as to drive organisational growth
1.2b) How MOM translates its Values into desirable employee behaviours to enable innovation and learning in order to achieve the organisation’s goals
DEVELOPING MOM VALUES AND PERMEATING CULTUREMOM’s shared values of People-centredness, Professionalism, Teamwork and Passion for Progress guide MOMers in their work (see Table 1.2.1). These values complement the Public Service’s core values of Integrity, Service and Excellence, and are inculcated in MOMers via various platforms, programmes and practices. These values also translate into a set of desired behaviours and foster a culture of achieving goals, learning, innovation and service.
VALUE BEHAVIOURS
People-centredness
• Putting people at the heart of one’s work • Exhibiting HEART behaviours• Realising work-life balance for all MOMers
Professionalism • Exhibiting professionalism in conduct and actions• Serving with integrity • Striving for excellence
Teamwork Working together as One MOM, and One Government (Whole-of-Government)
Passion for Progress
Passionate about seeking progress for oneself as an individual, and for MOM as an organisation
Table 1.2.1: The 4 Shared Values that guide all MOMers in their work
1.2c) How MOM embraces organisational change for sustainability
EMBRACING CHANGE AND TRANSFORMATIONMOM’s leaders support change and transformation through innovation by:
• Establishing systems and processes to promote and sustain innovation and transformation in business processes and practices
• Championing innovation and change through the “WOW Movement” that includes regular showcases of role models of innovation and sharing of collaterals and stories
21A GREAT WORKFORCEA GREAT WORKPLACE
• Recognising and rewarding MOMers for their innovative and exemplary conduct
BRIDGING CULTURAL GAPS MOM’s leaders are open to feedback and show commitment and readiness to implement improvements, so as to bridge the gap between current and desired culture.
Figure 1.2.2 shows MOM’s Identify-Analyse-Bridge Framework that anchors and guides MOM leaders to achieve the desired organisational workplace culture.
Identify• Biannual Employee Engagement Survey (EES) gauges adequacy of culture in MOM • Biannual Pulse Surveys track effectiveness of EES action plans, as well as levels
of staff engagement
Analyse• HRD tracks and analyses EES scores, and presents the relevant findings to the
Leadership Group • The Leadership Group deliberates over the findings of the EES scores • Pulse Surveys are used to assess how effective the action plans were in bridging
cultural gaps
Bridge• MOM leaders develop action plans, which are then implemented for MOMers • Head of Departments engage their teams to develop departmental action plans• Individual officers are empowered to initiate change
Figure 1.2.2: MOM’s Identify-Analyse-Bridge Framework
Figure 1.3.1: MOM's Corporate Governance Framework
1.3 CORPORATE GOVERNANCE AND SOCIAL RESPONSIBILITY (CSR) 1.3a) How MOM establishes a governance system to ensure accountability and transparency
GOVERNANCE WITH INTEGRITY MOM’s governance framework (see Figure 1.3.1) is aligned with the Singapore Public Service’s overarching values of integrity, service and excellence, and is guided by the principles of transparency, fairness and accountability.
CORPORATE GOVERNANCEWe aim to build a strong governance framework to achieve the following objectives
Guided by the Singapore Public Service values
and principles of
Enhance operationalefficiency and effectiveness
Service
Fairness• Ensuring fairness in people
management process• Setting anti-discriminatory
guidelines for the treatment of staff and customers
• Career progress and professional recognition to be solely based on merit
Sound stewardship of public funds
Excellence
Accountability• Setting clear guidelines for the
management of finances and resources
• Ensuring consistent services and deliverables through Standard Operating Procedures, doctrines, directives and instructions
• Making all neccessary disclosures• Conducting internal and external
audits• Applying for external assessment
of recognised standards
Protect MOM's assets and reputation
Integrity
Transparency• Establishing a culture of sharing
and learning • Making information readily
available to stakeholders• Gathering and assessing
feedback to better understand expectations of staff and customers, and actively communicating findings and improvements made
LEADERSHIP 22
LEADERSHIP AND EXCELLENCERisk and governance matters are managed by the MOM’s Corporate Governance Team, comprising the Internal Audit Unit and Corporate Planning Management Department (see Figure 1.3.2). There are multiple platforms used by MOM’s leaders to share and discuss insights, findings and information on audit obligations and responsibilities. MOMers can also keep abreast of the latest information through various communication channels such as internal collaterals and staff orientation sessions.
1.3c) How MOM implements policies and involves stakeholders in contributing to the community and the environment
CORPORATE SOCIAL RESPONSIBILITY (CSR) MOM’s Corporate Social Responsibility (CSR) efforts are anchored on being a “Responsible and Caring Corporate Citizen” and are focused on four thrusts:
CORPORATE GOVERNANCE TEAM
INTERNAL AUDIT UNIT (IAU) CORPORATE PLANNING AND MANAGEMENT DEPARTMENT (CPMD)
Finance• Manages MOM’s
budget and fixed assets
• Implements policies to ensure accountability and judicious use of public funds
Key ProcessesThe Internal Audit Unit comprises the Permanent Secretary, Deputy Secretary (Manpower) and Deputy Secretary (Development)
It uses Corporate Management Meeting and Departments’ internal management meetings to share learning points gleaned from audits
• Plans Budget utilisation quotient
• Audit of MOM’s resource accounts by external auditors
• Number of internal audits conducted
• Number of internal audits with “unsatisfactory” rating
ProcurementEnsures procurement processes by MOM are open, transparent, and good value-for-money
Number of audit observations for the year (based on Auditor-General’s Office’s findings)
Compliance with the Manpower Management Framework
Strategy Resource and PlanningManages risks and performance to ensure organisational effectiveness in achieving MOM’s goals
Figure 1.3.2: MOM Corporate Governance team and its delegation of duties
community volunteering, environmental protection, international engagement and corporate philanthropy (as illustrated in Figure 1.3.3). MOM’s CSR function falls under the care of the Corporate Planning and Management Department, and is supported by highly driven representatives across departments to strategise and implement MOM’s CSR plans and initiatives.
Figure 1.3.3: Four Key Thrusts of MOM’s CSR plans and efforts
Community Volunteering
Environmental Protection
Corporate Philanthropy
International Engagement
Responsible and Caring Corporate
Citizen
23A GREAT WORKFORCEA GREAT WORKPLACE
Apart from supporting centrally-driven activities (see Table 1.3.4), MOM leaders also support ad hoc staff-driven CSR initiatives. Every department in MOM commits to engaging in at least one CSR activity a year.
THRUST POLICY/RATIONALE PROGRAMMES AND PARTNERS
Community Volunteering • Give back to the community• Interact directly with beneficiaries
(including the disabled, low-income families and elderly) to gain a better understanding of their needs, allowing policies and plans to be refined for these groups of stakeholders
For Those with Special Needs • Autism Resource Centre (Singapore)• Pathlight School • The Purple Parade
For Low-Income Families• TRANS Family Service Centre • Donate-A-Can drive
For The Elderly• Kreta Ayer Seniors Activity Centre• Meals-on-Wheels • Pioneer Generation (PG) Office
Ambassadors
Corporate Philanthropy • Provide financial assistance to needy families and to support MOM’s CSR activities
• Staff contributions to Singapore Community Chest’s SHARE programme
• MOM Help Fund
Environmental Protection • Ensure environmental sustainability through energy and resource efficiency at workplaces
• Cultivate environmental volunteerism and stewardship among MOMers
Energy and Resource Efficiency• Installing of water-efficient washrooms
and NEWater cooling systems • Ensuring energy efficiency of chillers • Installing energy-efficient lifts
Encouraging volunteerism• Recycling ring tabs from beverage cans • Conducting coastal clean-up
campaigns • Conducting tours of paper recycling
plants
International Engagement • Disseminate MOM’s thought leadership in areas that it excels in
• Keep abreast of international developments that better inform and improve MOM’s policies and programmes
Membership/Participation in:• XXI World Congress on Safety and
Health at Work 2017 (Main Organiser: MOM)
• International Association of Labour Inspectors
• International Labour Conference • G20 Labour and Employment Ministers’
Meetings • Global Future Council on Behavioural
Sciences • United Nations Public Service Forum • ASEAN Occupational Safety and Health
Network • ASEAN Labour Ministers Meetings and
Conferences
Training/Sharing in: • Norway-Singapore Third Country
Training Programme on Decent Work Agenda 2013 (WorkRight)
• Service Excellence Camp 2015 @ Berlin (WorkRight)
• Behavioural Exchange 2015 @ London (Behavioural Insights)
Table 1.3.4: Centrally-driven CSR activities based on the MOM’s four Key Thrusts
The MOM staff have been extremelyhelpful in our application for anEmployment Pass. The servicesrendered by MOM are of WorldClass standard and I am proud ofour Government for implementingan efficient structure to facilitatepeople from all walks of life. Salute!
Survey respondentOct 2016
The customers category focuses on how MOMunderstands market and customers’ requirements, and future trends to build relationships with customers, to drive superior performance.
USTOMERS
CUSTOMERS26
02 CUSTOMERS MOM’s service philosophy is to achieve excellence in service by strengthening trust with its customers and placing them at the centre of its operations. This requires a sharpened understanding of customers’ needs and experiences so unique perspectives can be harnessed to meet their current needs and anticipate future requirements. The Excellence in Service (ExiS) Blueprint summarised inFigure 2.0.1 below sets the roadmap for MOM to deliver on its Service Vision.
Strategy 1Help customers help
themselves
Outcome 1Enhanced customer
satisfaction in service delivery
Strategy 2Deliver the right
experience
Outcome 2Strong service culture
and mindset within MOM
Strategy 2Serve with HEART
Outcome 3Optimal use of
resources in service delivery
Enablers:People, Tools and Capabilities
SERVICE VISION:A trusted and customer-centric MOM
Customers are able to access the services they need through the right channel and have the right service experience
Figure 2.0.1: MOM’s ExiS Blueprint
2.1. CUSTOMER REQUIREMENTS2.1a) How MOM segments its customers in order to develop a
more holistic understanding of their customers’ current and future requirements
APPROACH TO UNDERSTANDING CUSTOMERS MOM adopts a systematic approach to understanding customers. This enables a better tailoring of service and product offerings to meet customers’ specific needs (as summarised in Figure 2.1.1 below).
Figure 2.1.1: MOM’s approach to understanding customers
Review and determine customer segments
Tailor offerings to meet specific
customer requirements
Apply listening
and learning strategies
Distil current and future customer
requirements
DETERMINING CUSTOMER SEGMENTS MOM’s desired outcomes and strategic goals shape the customer segments and its service offerings dedicated to meet the needs of these segments (see Figure 2.1.2).
27A GREAT WORKFORCEA GREAT WORKPLACE
Figure 2.1.2: MOM’s customer segments and service offerings
Figure 2.1.3: MOM’s Strategic Planning with the incorporation of customers’ requirements
Strong Singaporean core
Business Employers
Employment Agencies
LocalEmployees
General Public
Trade UnionsFair Consideration Framework and SkillsFuture scheme
Business Employers
Employment Agencies
GeneralPublic
LocalEmployees
Foreign Employees
Trade Unions Policies and laws on foreign manpower such as the Employment of Foreign Manpower Act and Work Pass Framework
Complementary and sustainable foreign
workforce
Policies and laws on:• Employment standards• Workplace Safety &
Health• Foreign manpower
management
BusinessEmployers
EmploymentAgencies
Foreign Domestic Worker Employers
GeneralPublic
LocalEmployees
Foreign Employees
Trade UnionsFair and progressive work practices
CPF
Workfare, Progressive Wage Model and low-wage worker initiatives
General Public
Localemployees
TradeUnions
More secure retirement
Inclusive growth
CUSTOMER SEGMENTS OUR SERVICE OFFERINGS
2.1b) How MOM incorporates market and customer requirements into strategic plans
FUTURE REQUIREMENTS ARE INCORPORATED THROUGH PROCESS REVIEWS AND STRATEGIC PLANNINGIn order to ensure that MOM customers’ needs are consistently met, their perspectives are incorporated into MOM’s strategic plans and initiatives. These plans and initiatives are then deliberated and prioritised accordingly. If they are found to be feasible, they will go through further fine-tuning at management meetings to ensure its smooth implementation (see Figure 2.1.3).
01Gathering
of customer requirements
02Review of customer
requirements
03Strategy Group
planning sessions
04Departmental
annual planning exercise
Through listening and learning
channels
Various platforms such as ExiS
Committee Meetings and Customers
Insights to Action Meeting. Refer to
Table 2.3.3 for more details
Refer to Category 3.1 for details on MOM’s Strategic
Planning Process
Strategic Planning Process
CUSTOMERS28
REVIEW AND IMPROVEMENTSAs a result of careful, strategic design thinking and planning, there have been significant improvements made within MOM to develop a better understanding of customers’ needs (see Table 2.1.4).
DEPARTMENT ACTIONS IMPROVEMENTS MADE
Workplace Policy and Strategy Division
Crowdsourced ideas within the whole of public service to address the concerns of employers regarding foreign domestic workers
Garnered insights that helped to validate understanding of what employers want, which helped in the review of policies regarding foreign domestic workers
Customer Responsiveness
Developed a set of customer personas using data analytics, so as to identify customer segments and service demand patterns
Garnered insights that help in the creation of segment-specific intervention and service strategies
Introduced Customer Insights To Action programme to generate actionable customer insights through the use of text analytics
Implemented 243 service improvement action plans
For example, text analytics revealed that the cancellation of work passes for foreign domestic workers generated many recurring enquiries. These enquiries can be handled by redesigning e-service workflows. As a result of the re-design, there was a 14% reduction on enquiries in this transaction
TOOL PURPOSE
Data Analytics
To identify and quantify the issues customers face
Customer Journey Map
To identify valuable insights and critical points for success through customers' interactions with MOM
Behavioural Insights
To understand behavioural biases to help us design and implement better policies, processes, services and communications
Table 2.2.2: Tools that help MOM in co-creating high-quality product and service offerings
Figure 2.2.1: MOM’s scope for the strategic management of its relations with valued customers
Table 2.1.4: Some examples of the actions taken and improvements made across MOM’s various departments
2.2 CUSTOMER EXPERIENCE2.2a) How MOM manages and incorporates
customers’ expectations when designing their touch points, products, processes and services
2.2b) How MOM makes it easy for customers to seek assistance and information, thus enhancing the overall customer experience
2.2c) How MOM sets performance benchmark standards for its customer touch points to ensure consistent, high-quality service delivery
APPROACH TO CUSTOMER RELATIONSHIP MANAGEMENTMOM’s customer relationship management incorporates the management of both touch points and feedback. The ways these touch points are managed shape the quality of service delivery, while feedback management enables the easier incorporation of customers’ expectations when designing both current and future touch points, products, processes and services (as illustrated in Figure 2.2.1).
CUSTOMISATION OF SERVICES Delivering the right customer experience is one of the key strategies to achieving MOM’s Service Vision. MOM does this by differentiating its service offerings and constantly co-creating their products, processes, services and experiences with customers to better tailor to specific needs. This is achieved through a variety of tools (as shown in Table 2.2.2).
Touch point management
Review of customer requirements
Access to customers
Contact performancemeasures
Service personneldevelopment and
empowerment
Enquiries
Compliments
Complaints
Scope of Customer Relationship Management
29A GREAT WORKFORCEA GREAT WORKPLACE
CUSTOMER TOUCH POINTS
PRE-CONTACT CONTACT POST-CONTACT
Interfaces MOM website, Facebook page, outreach and public engagement activities
Phone, email, fax, letter, counter services and online systems (such as Work Permit Online, Employment Pass Online and UnionLink)
Feedback and rating forms
Expectations Provision of services and information that are relevant, reliable, timely, comprehensive, accessible and accurate
Responsive, efficient and accessible services, together with clear and accurate explanations and ease-of-use
Efficient and timely follow-up
Service/Performance Standards
Clear communication of MOM’s manpower-related policies, news and updates
Service policy, pledge and service standards
Service standards and compliance of internal processes for managing feedback
Figure 2.2.3 and 2.2.4: Examples of processes within MOM that produced tangible improvements to MOM’s customer services
Table 2.2.5: MOM’s management of customer interactions pre-contact, during contact and post-contact
TOUCH POINT MANAGEMENT MOM proactively manages customer interactions across its touch points by taking a total customer management approach. The organisational service standards published on its corporate website ensure timely delivery of its services. This assists in anticipating customers’ expectations at various stages of contact through setting performance markers for service delivery (as shown in Table 2.2.5).
Examples of customer service improvements co-created with stakeholders and the public
MOM used customer journey mapping to guide the development of the new Work Pass Integrated System. Awarded GOLD at PS21 ExCEL Awards 2016 for Most Innovative Project/Policy.
MOM prototyped new concepts to improve injured workers’ experience of the work injury compensation process.
MOM used Understand, Design, Test to redesign the customer management process in Hall B from a walk-in to e-appointment model.
Crowdsourcing to improve MOM’s customer services
MOM launched a rating system for employment agencies based on customers’ rating of their agencies and included the rating system in its directory of employment agencies.
CUSTOMERS30
2.2b) How MOM ensures that customer feedback is addressed and analysed
FEEDBACK MANAGEMENTThe implementation of feedback management system and workflows helped to efficiently process customer feedback. This includes both compliments and complaints, as well as enquiries (see Figure 2.2.6).
Closing the loop with the customer is the first step. Subsequently, all insights gathered from the feedback channels feed into the Customer Insights to Action Programme, which seeks to harness insights obtained from multiple channels to drive service improvements (as shown in Figure 2.2.7)
SERVICE-RELATED TRAINING AND DEVELOPMENTMOM has a service culture closely aligned with its organisational values. MOM’s HEART service principles are translated into concrete examples of service behaviours to provide clarity for MOMers. An example is provided in Figure 2.2.8.
Together with clear operating procedures and guidelines, they set clear service behaviour expectations so as to empower MOMers to deliver quality service with confidence. Beyond structured training, internal communication channels and MOM-wide events are also used to equip officers with the necessary competencies to deliver on the organisation’s Service Promise.
Department/Quality Service Manager receives feedback
Is feedback under MOM’s purview?
MOM forwards the feedback to the
relevant agencies
ComplimentsRefer to relevant
department to share and celebrate
good service practices
Complaints Refer to relevant
department for investigation and resolution
EnquiriesRefer to relevant
department to address the enquiry
and reply within service standards
NO YES
Customer Insights to Action Programme
Figure 2.2.6: MOM’s feedback management system
Figure 2.2.8: MOM's HEART principles and their applications
Figure 2.2.7: MOM’s Customer Insights to Action Programme helps to gather and drive service improvements
Touch points(feedback on service handling)
iHear(anecdotal feedback)
Web(eFeedback/
analytics)
Analytics(performed on
historical quantitative and qualitative
feedback)
Surveys (satisfaction ratings/polls/
feedback)
Customer Insights to Action Programme
MOM’s departments
INSIGHTS
Actions
Monitoring of results and
refinement of knowledge
KNOWLEDGE MANAGEMENT
SERVICEIMPROVEMENT
Hear Them Out H
E Make It Easy
A Anticipate their needs
R Respect Every Individual
T Be Timely
• Give customers time to explain their needs and not jump to conclusions• Know MOM’s internal guidelines and procedures so that you are able to offer the
customer alternatives
• Explain the process, situation or policy to the customer in a clear and simple way. Do not use acronyms
• Continuously improve customer processes and interfaces by simplifying them
• Be proactive in emailing or calling customers to update them on their case• Study the customers’ past interactions with MOM and the case background to
proactively provide a response that best fits their needs
• Maintain professionalism and be patient with irate or difficult customers• Treat every customer without bias• Have a good understanding of the behavioural norms of customers from different cultures
• Manage customers’ expectations by proactively sharing service time frame for their particular query
• Provide responses within stipulated timelines • Try to prioritise cases based on set guidelines, for example, impact on livelihood
31A GREAT WORKFORCEA GREAT WORKPLACE
MANAGEMENT OF OUTSOURCED SERVICE PROVIDERS To help MOMers better understand MOM’s relationship with outsourced service providers, MOM expresses the relationship as that of twins and siblings (see Chapter 5: Processes for further information). MOM works with its outsourced service providers to ensure they meet both their service benchmark and objectives. The case example below (as shown in Figure 2.2.9) illustrates how the collaboration helps to introduce service improvements.
MOM improves its customer touch points by leveraging organisational capabilities in design thinking and behavioural insights. Table 2.2.10 describes some of the improvements resulting from feedback through various touch points.
Figure 2.2.9: Improvements made to MOM’s Contact Centre
Formerly MOM Contact Centre struggled to cope with increasing demand on its call services. Customers could not get through to the call centre. Those who did, succeeded in speaking to an officer only after a long wait. Additionally, email answers were lifted off a template and so often did not answer customers’ queries. As a result, our customers felt frustrated. To tackle these issues, the MOM Contact Centre was revamped in July 2015.
Improved performance matrixShifted emphasis away from swiftness in responding to quality of resolution.Speech analytics to improve responsesUsage of speech analytics to detect customers’ sentiments and emotions in a call conversation. This allows MOM to proactively introduce measures to improve the handling of customers.Better scripts and templatesImproved phone and email scripts to make them sound clear, human, helpful and firm (when needed).Improved collaboration between departments and email agentsEmail agents who handle Work Pass Division and Labour Relations and Workplaces Division issues are now co-located in the departments’ premises. This enables agents to learn directly from content experts and improves collaboration.Improved integrated Voice Response System (IVRS)The IVRS is being redesigned to improve service to MOM's customers. Linked MOM’s backend systems offer more personalised responses. A customer who frequently calls about the status of his employment pass applications will have this as the first option through the IVRS. He does not need to listen to the standard menu of options every time he calls. MOM is also introducing a more customer-friendly app version of the IVRS.
ExiS AT WORK: IMPROVING MOM CONTACT CENTRE
TOUCH POINT AND FEEDBACK MANAGEMENT
FOCUS AREA ACTIONS TAKEN IMPROVEMENTS MADE
Incorporating customer expectations when designing touch points and processes
Used design thinking to design the new Work Pass Services Centre that provides integrated, seamless service processes
Reduced average transaction time at Hall C from 45 minutes to 10 minutes
Established a Gallery@Hall A for customers with general enquiries to self-help
Launched an appointment system to handle more complex enquiries
Improved self-help options
Customised services according to customers’ priorities
Introduced an appointment-based system and self-check-in kiosks at Hall B
Smoothened queue waiting experiences and time, with reportedly better customer experiences
Making it easy for customers to seek assistance and information
Revamped MOM’s letters using Behavioural Insights Improved customer response rates to MOM’s letters
Reduction in customer enquiries
Developed a new application system with an improved intuitive user interface that was first used for processing transactions involving foreign domestic workers
Simplified online processes
Progressively rolling out system improvements for all Work Pass e-Services
Increase in number of employers of foreign domestic workers now being able to directly apply for the renewal of their foreign domestic worker’s Work Permit (14% increase)
Smoothened submission processes for renewal of Work Permits for foreign domestic workers
Drop in 30% of customer enquiries related to the renewal of Work Permits for foreign domestic workers
CUSTOMERS32
Restructured MOM’s website architecture to allow for easier content search
Made content simpler to make it more customer-centric
MOM’s website became the default starting channel for self-help enquiries
Ensuring customer feedback is addressed and analysed
Derived from insights rooted in data analytics, feedback from frontline officers handling Frequently Asked Questions (FAQs) and public enquiries — now refined and reviewed on a weekly basis
Improved quality of responses to customers
Table 2.2.10: Review on actions taken to improve touch point and feedback management
2.3 CUSTOMER SATISFACTION2.3a) How MOM determines and improves customer satisfaction for its various customer segments 2.3b) How MOM determines current and future drivers of customer satisfaction2.3c) How MOM incorporates customer insights and feedback into strategic business improvement plans APPROACHES TO MANAGING CUSTOMER SATISFACTIONMOM has a robust system to track and measure customer satisfaction in a comprehensive and timely manner. Besides WOG level indicators, MOM also uses a variety of surveys and polls conducted at varying frequencies to gather timely customer feedback. This enables MOM to benchmark its organisational performance against other public service agencies (as shown in Figure 2.3.1).
All inputs gathered are tabled and discussed regularly at management-level platforms (such as ExiS Committee and corporate management meetings) to identify gaps in services and business processes, as well as possible interventions.
Once identified, service improvement plans are developed and incorporated into new business and policy initiatives, as well as the capability development plans in each division’s annual workplan.
Figure 2.3.1: MOM indicators to determine customer satisfaction for various customer segments
MonthlyFeedback
(forms/cards)
MonthlyM Polls
Yearly*Customer Satisfaction
Survey
Customers’ interaction ratings (measure
customers’ ratings of the quality of their
interactions with MOM)
Customers’ sentiments and perception of MOM
policies and effectiveness
Customers’ satisfaction rating of touch point
services and e-services
Business Employers
Employers of Foreign Domestic Workers
Local Employees
Foreign Employees
Employment Agencies
Unions
General Public
Dormitory Operators#
Customer Segments Channels and Frequency MOM InitiativesIndicators
The findings provide insights into customers’ current and future requirements
# Introduced in 2017 * Monthly since March 2016
33A GREAT WORKFORCEA GREAT WORKPLACE
Benchmark against businesses and organisations in order to
identify gaps
Insights are shared with departments to develop
remedial actions or strategic action plans at departments’
annual workplan exercise
Survey results are continuously tracked and shared at
different forums, such as ExiS Committee meetings
Service Dashboard to monitor performance of the key performance indicators
Tabled at ExiS Committee meetings for discussion of
improvement plans
Endorsed improvement plans monitored and tracked
Insights are compiled and shared with departments
monthly
Insights are shared at ExiS Representatives Community Gatherings and over MOM’s
intranet. Action plans or standards are then formulated
Plans endorsed at ExiS Committee meetings and
tracked
Figure 2.3.2: MOM’s process where satisfaction ratings, service performance and customer feedback are translated into strategic service improvement plans
Scope of Customer Satisfaction Management
FeedbackService key performance indicatorsSatisfaction ratings from surveys
Whole-of-Goverment Indicators
MOM-level indicators
Insights from touch point and feedback channels
REVIEW AND IMPROVEMENTS Table 2.3.3 describes some of the improvements that have been made to more accurately gauge the level of MOM customers’ satisfaction.
Table 2.3.3: Improvements made to processes within MOM to enhance customers’ satisfaction
MOM'S PROCESSES TO ENHANCE CUSTOMER SATISFACTION
FOCUS AREA ACTIONS TAKEN IMPROVEMENTS MADE
Determining customer satisfaction for various segments
Developed a new MOM Customer Service Framework (endorsed in the Excellence in Service Blueprint) in 2015
Increased frequency of surveys to be monthly instead (for calls, emails and website click-throughs) and quarterly (for counter transactions and key processes)
Included key processes and e-Services that impact customers in surveys
Uncovered new trends through data analysis (such as customer journey mapping and focus group discussions)
Upgraded regular, comprehensive and timely feedback on MOM’s key customer service offerings
Launched M Poll in 2014, a monthly sensing survey that reaches out to 1,000 individuals to gather their perceptions and attitudes on MOM’s strategic goals
Starting from July 2016, MOM has also increased the sample size to survey 1,500 individuals
Deepened, quickened insights that allow for more timely responses to customers’ reactions of new policies and initiatives
Translates into:• Better understanding of customers’ requirements• Service and process improvement plans• Service training enhancements• Strategic workplans
Together with our tripartite partners,Ministry of Manpower has mademajor headways over the past five yearsfrom amending the Employment Actand Industrial Relations Act to caterto the growing PME workforce, tointroducing the Employment ClaimsTribunal next month to provideadjudication for all workers for theirsalary related employment claims.
Mr Patrick TayMember of Parliament and AssistantSecretary General of NTUCduring Committee of Supply 2017
The strategy category focuses on the development and implementation of strategic plans based on MOM’s external environment and internal capabilities. The plans address current and future challenges as well as MOM’s mission and vision.
TRATEGY
STRATEGY36
03 STRATEGY
3.1 STRATEGY DEVELOPMENTCORPORATE PLANNING PROCESSMOM’s vision of nurturing A Great Workforce. A Great Workplace. continues to be relevant. It prevailed through two reviews conducted in 2008 and 2013, despite the ever-evolving role of MOM as it responds to a changing business environment and manpower landscape.
The Corporate Planning and Management Department steers and drives MOM’s strategic planning process. MOM adopts a rigorous strategic planning process to review and refine its corporate strategy and direction. Resources are subsequently allocated accordingly to facilitate and support both MOM’s business and organisational priorities.
The key components of the strategic planning cycle are as follows:
• Direction Setting: Under the close guidance of the Minister for Manpower, MOM’s senior management reviews and sets MOM’s direction at the annual Strategy Group meeting. The Strategy Group’s planning horizon can be short, medium or long-term.
• Preparation: Departments will take guidance from the Strategy Group’s direction to develop their workplans. A Tripartite Retreat is also organised in January to align MOM’s organisational priorities with those of its tripartite partners.
• Presentation and Approval: Departments present their work plans to the Permanent Secretary (PS) and Deputy Secretaries (DSes) for approval in March. MOM shares its key initiatives and priorities with the Government Parliamentary Committee (Manpower) and
present the same to Parliament during the Committee of Supply debates. The finalised work plans are then cascaded to MOMers and MOM’s key partners during the annual Work Plan Seminar in April.
• Monitoring and Review: MOM reviews the strategic planning cycle in April and May to identify areas for process improvement. Progress on Key Performance Indicators and Key Risk Indicators are reported every six months at Corporate Management Meetings. Progress on the implementation of key initiatives are also tracked every quarter at the Major Policy Implementation Meeting (MPIM) chaired by the Minister for Manpower.
Additional resource requirements: MOM has a monthly exercise to allocate additional financial and manpower resources to projects. This allows it to respond to business needs and support new strategic areas of work in a timely manner.
37A GREAT WORKFORCEA GREAT WORKPLACE
3.1a) How MOM determines organisational challenges and anticipates external changes and risks
TRANSLATING LONG-AND MEDIUM-PLANS INTO STRATEGYIn 2015, MOM conducted a scenario-planning exercise called SharedFuture 2025 to look at how the future would be for MOM and Singapore in 2025.
The scenarios portrayed Singapore as a “depleted” nation — where Singapore is bypassed in Asia’s growth, “derailed” by prolonged recession, and “divided” as it races ahead in harnessing technology for economic growth, leaving behind a segment of the population that is unable to keep up. This exercise continues to be a reference for MOM’s long-term strategy planning.
The analysis and assessment of the abovementioned scenarios yielded key medium-term strategies, which are captured in MOM’s new Strategy Map (as seen in Figure 3.1.1). It will be effective until 2020.
MAKING SENSE OF MOM’S OPERATING ENVIRONMENTMOM is guided by WOG priorities in assessing the challenges and opportunities of its organisational operating environment (as seen in Figure 3.1.2).
MOM engages its key stakeholders through various platforms to gather feedback and views. Frontline units like the Quality Service Management team convey feedback from the ground. MOM regularly seeks views and ideas from external partners, for example, through dialogues with tripartite partners.
Global developments are monitored by engaging international organisations (such as the United Nations and International Labour Organisation), participating in regional forums (such as ASEAN meetings) and conducting research on global practices. MOMers undertake study trips, perform horizon scanning and peruse global reports to keep abreast of emerging trends.
Figure 3.1.2: Alignment of MOM's Strategic Outcomes with Whole-of-Government Strategic Outcomes (WOG-SO)
Figure 3.1.1: MOM’s Revised Strategy Map
Strong Singaporean
CoreEnable companies
to provide good jobs; Singaporeans
to take up good jobs and progress
in careers
Complementary and Sustainable
Foreign Workforce
Maintain a skilled foreign workforce that complements
local workforce
Inclusive GrowthEnable job
opportunities for all; sustainable wage growth; and improved
workplace conditions for the
vulnerable
RealIncome Growth
Manpower-lean and Competitive Economy
Fulfilling Careers
Financial Security
Fair and Progressive
Work Practices Develop fair
and progressive workplaces to ensure worker
well-being, health and safety
More Secure Retirement
Enable Singaporeans to achieve financial
security and peace of mind for
retirement
Vision: A Great Workforce. A Great Workplace. Mission: To develop a productive workforce and progressive workplaces, for Singaporeans to have better jobs and a secure retirement.
A Nation of OpportunityA Society That Cares For Its People
A High Performance and Trusted Government
A Great Workforce. A Great Workplace.
A Liveable and
Endearing Home
Inclusive Growth
Complementary and Sustainable
Foreign Workforce
Strong Singaporean
Core
A Cohesive and
Resilient Community
More Secure
Retirement
A Safe, Secure and Influential Singapore
Fair and Progressive
Work Practices
STRATEGY38
FUTURE THREATS AND OPPORTUNITIESMOM employs various tools to manage future threats and opportunities. Scenario planning helps in conceiving possible medium- to long-term strategies. Learning from best-in-class organisations in countries like the United Kingdom (UK) and Australia helps MOM acquire new capabilities in areas such as data analytics, behavioural insights and design thinking. One example is MOM’s partnership with the Behavioural Insights Team from the UK which led to the establishment of MOM’s Behavioural Insights and Design Unit, one of the first in Singapore Public Service. MOM has identified four key areas to build its organisational capabilities (see Table 3.1.3) to help anticipate future threats and opportunities.
MANAGING RISKS At MOM, risk management is institutionalised in the planning process in every aspect: strategic, policy formulation and operations. A Risk Management Framework (see Figure 3.1.4) was designed to anticipate possible risks and develop the relevant mitigation plans. MOM’s strategic risk management process references the ISO 31000 Risk Management Framework.
3.1b) How MOM develops long- to short-term strategies to achieve organisational goals
Departments set key performance indicators as part of the annual workplan exercise. This allows MOM to review and respond quickly to changes in the external environment. Where relevant, international benchmarks are used to ensure that departments’ targets are stretched. For instance, KPIs for labour market and workforce
competitiveness are measured against those published in international reports by Business Environment Risk Intelligence, World Economic Forum, and IMD World Competitiveness Centre. MOM also benchmarks specific key performance indicators against that of European Union countries. MOM’s workplace safety and health standards are benchmarked and comparable to that of leading nations in workplace safety and health excellence.
3.1c) How MOM engages key stakeholders in the strategy development process
To facilitate deeper appreciation of MOM’s work and rally support across the WOG Framework, organisational strategic priorities are shared with key stakeholders such as the Ministry of Finance, Government Parliamentary Committee members and tripartite partners, among others.
Figure 3.1.4: MOM’s Risk Management Framework
Establish the context
Com
mun
icat
ion
and
Cons
ulta
tion
Mon
itorin
g an
d Re
view
Risk Treatment
Risk Identification
Risk
Ass
essm
ent
Risk Analysis
Risk Evaluation
FOUR KEY AREAS TO BUILDING FUTURE-READY CAPABILITIES
Business Analytics
Using data analytics allows MOM to better manage risks, enhance regulatory compliance and gain valuable customer insights. The use of data analytics cultivates a vibrant evidence-based culture which delivers better business decisions and outcomes.
FuturesThinking
Adopting futures thinking tools and frameworks like Futures Wheel and Scenario plans allows MOM to better look ahead and plan for the future. It allows MOM to better anticipate future opportunities and risks.
Behavioural Insights and Design Thinking
MOM is one of the first government agencies in Singapore to combine design thinking with behavioural insights tools and concepts. This allows MOM to better understand the citizens they serve and consistently deliver quality customer-centric services.
Better Understanding of Customers
MOM continuously seeks to improve customer service experiences by using innovative ways to better understand customers. Through the iHear Programme, MOM senior management and officers spent a day at the MOM Contact Centre listening in to live customer calls. This helped to cultivate a deeper sense of empathy and understanding of MOM’s customers.
Table 3.1.3: MOM’s four key areas to building future-ready organisational capabilities
39A GREAT WORKFORCEA GREAT WORKPLACE
3.2 STRATEGY IMPLEMENTATION3.2a) How MOM develops and
implements both short- and long-term action plans
SHORT-TERM ACTION PLANS Short-term action plans are developed by departments every year based on MOM’s priorities. They are aligned to the objectives set out in the Strategy Map. Yearly workplans are submitted and presented to senior management for deliberation and endorsement. This cycle concludes with the finalised action plans that are then communicated to both key internal and external stakeholders.
LONG-TERM ACTION PLANSMOM’s SharedFuture 2025 provoked in-depth discussions on how the government might capitalise on opportunities and address future challenges. These scenarios sparked internal and inter-agency deep-dive studies into the gig economy, and the future of social security in Singapore. The futures team in the Corporate Planning and Management Department keeps the MOM family abreast of emerging trends and the potential opportunities and threats that may arise. This is carried out by conducting comprehensive research and horizon scanning. It allows departments to take into account potential medium- to long-term developments in MOM’s operating environment, particularly when planning their department-specific policies and programmes.
3.2b) How MOM manages organisational risks associated with plans
Building new capabilities allows MOM to better identify new risks and improve organisational work processes. Guided by the risk management framework in Figure 3.1.4, risks are categorised and tracked accordingly as shown below.
• Strategic Risks are managed through the close monitoring of key risk indicators and the implementation of treatment plans
• Internal Operational Risks are managed by the relevant corporate departments
• External Operational Risks are managed by the Joint Operations Division (JOD), which oversee the management of major incidents that pose significant threats to the attainment of MOM’s mission. JOD is also responsible for overseeing the implementation of SGSecure, a nation-wide movement to encourage every
Singaporean to play their part in preventing and dealing with terrorist attacks
3.2c) How MOM allocates resources in a timely manner to achieve strategic goals
RESOURCE MANAGEMENTMOM allocates fund and manpower resources to individual departments, based on individual department workplans every year. These include four key areas (besides MOM programmes) that help to achieve its strategic objectives (as shown in Table 3.2.1).
3.2d) How MOM engages key stakeholders in the strategy implementation processAs part of the strategy implementation process, MOM engages multiple key stakeholders all year round on a broad spectrum of issues. Its stakeholders range from political office holders, senior management, ground officers to external parties.
Table 3.2.1: MOM’s allocation to four main areas to build up resource management
BUDGET PEOPLE IT SYSTEMS FACILITIES & EQUIPMENT
Departments with new projects not indicated in their workplans (such as innovation and service improvement projects) can seek funding through the Ministry of Finance’s Reinvestment Fund or the MOM Fund bid
$1,000 is allocated for each MOMer to pursue career development training each year
Ad-hoc funding is also provided for departments that need supplementary training or capability building
Assigns each department dedicated IT consultants from the Information Systems and Technology Department
In-house consultants then provide services such as consulting to uncover solutions, as well as the relevant coordinating work with external vendors and partners
To provide an environment that would inspire MOMers and catalyse ideas, MOM has dedicated and mobile spaces on MOM’s premises
These include Imaginarium rooms in MOM HQ and MOM Services Centre to drive innovation, and ExiSpace at MOM Services Centre to facilitate training on customer service
STRATEGY40
TRACKING OF MOM’S PERFORMANCE AGAINST PLANS AND TARGETSThe MOM Corporate Performance Scorecard tracks all key performance indicators at the corporate level. Performance progress is regularly tracked at differing frequencies (as shown in Table 3.2.2), and the relevant results are presented to MOM senior management every six months. The annual performance of some of MOM’s key performance indicators is also featured in the Budget Book, WOG Strategic Outcomes and biennial Singapore Public Sector Outcomes Review. All of which are managed by the Ministry of Finance.
Underperforming key performance indicators will be flagged for closer monitoring or immediate intervention. To ensure timely interventions, departments have to outline the action they plan to take and how they intend to execute that plan.
To help departments track key performance indicators, the indicators are displayed on an online performance dashboard on MOM’s intranet. This dashboard is maintained by departments’ key performance indicators representatives, and monitored by the Corporate Planning and Management Department.
3.2e) How MOM measures performance against plans and targets
MONITORING OF PLANS TO TRACK PROGRESS
Table 3.2.2: Frequency at which regular progress is tracked within MOM
FREQUENCY REGULAR PROGRESS TRACKED
Annually • MOM’s Permanent Secretary meets the Ministry of Finance’s Permanent Secretary to discuss MOM’s progress for the financial year and set priorities for the next financial year.
• Results for MOM’s key performance indicators are consolidated and reported internally and externally (to the Ministry of Finance and the Cabinet of Singapore).
• Tripartite members - MOM, SNEF and NTUC - meet annually to discuss workplans and explore areas of cooperation for the upcoming year.
Half Yearly • Departments submit their key performance indicators and key risk indicators results for reporting at the Corporate Management Meeting chaired by the Permanent Secretary.
• MOM updates members of the Government Parliamentary Committee (Manpower) on the progress of key policies and programmes, and seek their views on upcoming policies and programmes.
Quarterly • Departments and statutory boards report to the Minister for Manpower on the status of major policies implemented at the Major Policy Implementation Meeting.
Weekly/Monthly • Meetings are held with the Minister for Manpower, Permanent Secretary and Deputy Secretaries to update them on recent developments and seek their guidance and approval. These include the Minister Policy Meetings, Minister Brainstorming Sessions and Policy Group meetings.
41A GREAT WORKFORCEA GREAT WORKPLACE
Table 3.2.3: Improvements made for focus areas in strategic development and implementation
MOM’S STRATEGIC PLANNING PROCESS
FOCUS AREA ACTIONS TAKEN IMPROVEMENTS MADE
3.1 Strategy Development
Reduced resource constraints and a manpower-lean workforce
Re-engineer business processes to improve and fully optimise manpower
Implemented over 50 recommendations from 2016 to improve productivity
Sharpened focus on meeting customers’ increasing expectations and demands
Launched ExiS blueprint in 2016 to encourage customers to use self-help services. MOM also used social media and roadshows to educate customers on how to properly use the self-help options available to them
Reviewed and revised policies, processes, services and communication efforts to make it easier for MOM customers to understand and navigate. MOM also nudged customers to fully embrace self-help options
Focus and consistency in the setting of key performance indicators
Streamlined key performance indicators from 102 to 30, and subsequently to 21 indicators
Developed target-setting guidelines to ensure consistency in target-setting across departments, enabling departments to set stretched targets
Sharpened focus on key performance
Engaged tripartite leaders in our strategic planning processes
Launched the Tripartite Retreat in January 2016, which involved tripartite leadership across levels. This is now an annual event
Sought views of tripartite leaders on workplans, which strengthened tripartite relationship and bonding across all levels
3.2 Strategy Implementation
Improved communication of MOM’s SharedFuture 2025 so that MOMers fully grasp its implications
Designed immersive and interactive materials in 2015 to better communicate SharedFuture 2025 to MOMers
The multimedia package included tangible artefacts of the future, infographic handouts, emotive videos and games that offer a hands-on experience
Sharpened understanding and internalisation of SharedFuture 2025 among MOMers, facilitating the development of response plans
MOMers better understood and internalised SharedFuture 2025, facilitating the development of MOM’s five-year plan
Increased focus on implementing new initiatives and policies
In 2016, MOM introduced a new forum called Major Policy Implementation Meeting
This meeting is highly focused on providing regular thematic updates to the Minister on the implementation progress of major policies
Improved communication of Committee of Supply (COS) initiatives to the general public
In 2013, MOM launched COS-in-Brief that summaries MOM’s initiatives. It is disseminated to the media and is available for public perusal over MOM’s digital platforms such as the MOM website and Facebook
COS-in-Brief allows MOM to reach out to younger Singaporeans who turn to online platform for news consumption. Its succinct bite-sized information also makes for easier understanding
The Corporate Planning and Management Department leads the review and refining of MOM’s strategic planning process through after-action reviews, incorporating feedback from key stakeholders and adopting best practices. As a result of continual reviews and refinements, MOM has made key improvements to its strategic planning process since FY 2009. They are outlined below (as shown in Table 3.2.3).
The people category focuses on how the potential of MOMers is effectively harnessed to achieve excellence.
EOPLE
Akin to the HR department forSingapore, MOM is responsible forthe nation’s workplace health, safetyand workforce wellbeing where fairand progressive people practicesare improved and adopted. As anorganisation, MOM has a family-likeculture where it prides itself infostering a close working relationshipwith the tripartite partners to achievea win-win for all. MOM is one ofthe most highly engaged ministriesthat practise what they preach inprogressive people practices to make MOM a great workforce and a great workplace.
Ms Low Peck KemChief HR Office and Senior Director (Workforce Development)Public Service Division, Prime Minister's Office
PEOPLE44
04 PEOPLE
4.1 HUMAN RESOURCE AND DEVELOPMENT
4.1a) How MOM anticipates human resource needs and develops plans and policies that are aligned to strategic goals and organisational values
The Human Resource Department (HRD) takes a people-centred approach in developing MOMers’ strengths to achieve MOM’s strategic outcomes. This approach is illustrated in Figure 4.1.1.
PEOPLE VALUE FUNCTIONS
Human Resource ArchitectureHuman
Resource HubHuman Resource
Business PartnershipManpower Planningand Analytics
Rewards and Performance Management
Capability and Leadership
Development
OrganisationDevelopment and
Excellence
• Strategic workforce planning and manpower management
• Policy review and implementation
• Organisation design and job structure
• Workforce analytics
• Performance management
• Rewards and recognition
• Conduct and discipline
• Leadership development
• Succession planning
• Talent management
• Learning and development
• Competency framework
• Employee engagement and communications
• Organisation excellence
• Staff welfare and well-being
• Work-life harmony
• Queries on Human Resource matters
• Human Resource processing activities
• Stakeholders’ management
• Single point of contact for divisions/departments
• Strategic partner to senior management
• Human Resource consultancy and partnership
• Change management and interventions
• Implementation of Human Resource Policy
Vision: To be an employer of choice and the best-in-class in human resource practices in the Singapore public sector Mission: To attract, develop, retain, and motivate our people to achieve MOM’s strategic outcomes
People Outcome: MOMers who take charge, united as One-MOM, leading at all levels
People Indicators
Staff Engagement Index Staff Resignation Rate Learning & Development Index
Evaluation and Review Mechanisms/Platforms
Annual Workplan Exercise
Monthly CareerDevelopment Committee
Strategy Group Forums
WorkplanSeminar
Townhall
Figure 4.1.1: MOM HRD’s strategic planning approach
45A GREAT WORKFORCEA GREAT WORKPLACE
4.1b) How MOM establishes a recruitment and selection process to meet organisational needs
HRD contributes to MOM’s Strategic Plans through its Annual Manpower Resourcing Planning. Conducted jointly with the Corporate Planning and Management Department, it seeks to develop strategies and work plans for each functional unit with inputs from the relevant stakeholders. This allows for the proper evaluation of manpower needs for each department against its respective business plans.
MOM has robust recruitment and selection processes in place with line managers actively involved from the start. Activities such as peer chats, work reviews and attachments are conducted to help better align expectations with competencies.
4.1c) How MOM identifies and grooms employees for high performance
Leaders play an active role in engaging organisational talent. For example, many serve as course mentors in the MOM Leadership Milestone Programme. MOMers identified as high-performing talents are assigned to lead in the planning and execution of organisation-wide events, supported and guided by a Head of Department.
Figure 4.1.2 summarises MOM’s core HR practices to identify, develop and retain talents.
MOM adopts the 70-20-10 model espoused by the Centre for Creative Leadership in the development of its talents. This approach expands MOMers’ capacity to take on more responsibilities and different roles (see Figure 4.1.3).
The Management Potential (MP) Framework systematically identifies high-performing talents with the potential to assume senior leadership positions in MOM. As depicted in Figure 4.1.4, this Framework allows for a fair assessment of their capabilities.
Figure 4.1.2: Core human resource practices to identify, develop and retain talents
PROCESS PRACTICES
Identify Talent
• Recruitment and Selection Process
• Performance Appraisals• Ranking Exercises (Potential
Assessment)• Takes Into Consideration
Positive Feedback on Employees
• Takes into Consideration an Employee’s Contribution to and Participation in Activities
• Assessment of Work by Supervisors
Develop Talent
• Assignment to Special Projects/Secondary Appointments
• Job Rotation• Attachment to Other
Organisations
• Leadership Development Programmes
• Scholarship/Development Award Opportunities
Retain Talent
• Promotions• Merit Increments/
Performance Bonuses
• Career & Capability Development• Succession Planning for Key
Appointments
Succession Planning
Regular discussions with senior managementStrategic Manpower Planning Exercise
Leaders in MOM are developed through work experiences and systematically identified for succession planning
MOM VISION,MISSION AND VALUES
Figure 4.1.3: MOM’s 70-20-10 approach to nurturing the further development of talents
A.I.M(Analytical and Intellectual Capacity. Influence and
Collaboration. Motivation for Excellence)
Competencydevelopment
and performancemanagement
Development and retention
Development throughWork Experiences (70)• Postings across clusters;
Secondments• Stretched assignments• Concurrent and
Secondary appointments
Development through Relationship (20)• Advisors to top talent• Engagement with senior
management• Course mentors
Development through Structured Programmes (10)• Leadership milestone
programmes
PEOPLE46
MANAGEMENT POTENTIAL
FRAMEWORK
Incumbents identify potential
successors
Identification of key positions
Endorsement by Senior Personnel
Board
Career Development
Plans for officers
Execute plans, evaluate and
follow-upDiscussion at Senior Personnel
Board
All MOMers are encouraged to take charge of their career development and learning. They can proactively discuss their career aspirations, goals or learning needs through the Individual Development Plan with their supervisors. MOMers seeking a change in job roles can apply for internal vacancies that are regularly posted on MOM’s intranet.
MOM regularly reviews its plans and policies through structured platforms to stay relevant. An example is the Strategic Manpower Planning Exercise conducted every two or three years with all Heads of Department. The exercise focuses on understanding their manpower challenges and capability building requirements. The strategies and plans are then considered at the monthly Career Development Committee chaired by the Permanent Secretary.
Goal: To expose officers to different job functions so as to(i) develop their managerial and functional competencies(ii) allow for objective assessment of officers’ strengths and suitability for
senior leadership positions, to aid succession planningFour postings over 12-15 years across clusters in MOM under MOM’s Management Potential Programme.External posting for a selected group of talents. This is aligned with the Public Service Leadership Programme.Postings are aligned with each officer’s strengths as well as with succession planning needs.
Figure 4.1.4: MOM’s Management Potential (MP) Framework to groom high-performing talents for senior leadership
4.2 EMPLOYEE LEARNING AND DEVELOPMENT 4.2a) How MOM engages employees to identify current and new competencies required to achieve
organisational goals MOM adopts the learning philosophy that “Every MOMer is a Learner and Teacher”, encapsulating the attitude and approach towards learning that is encouraged within the organisation. It strives to shape a culture where MOMers are self-directed with their learning and have a growth mindset, to want to constantly upgrade themselves as they face new challenges.
LEARNING NEEDS ANALYSISMOM’s annual Learning Needs Analysis exercise is conducted from October to April. Done as part of the organisation’s corporate and departmental planning exercise, this helps to ensure that the developmental needs of officers are factored into future business strategies and plans.
The LEAP (Learn, Excel, Aspire, Pass-It-On) Committee was formed in 2015 to enable central awareness for greater coordination. The Committee is chaired by the Deputy Secretary (Development) with members comprising representatives from each department. It holds bi-monthly meetings to discuss how to effectively drive learning and development matters. This enhances the synergy across departments in MOM, as MOM seeks to leverage the capabilities and programmes of the different departments to support the organisation’s overall learning needs.
MOM is one of the few ministries with its own competency framework. Based on the AIM Plus Model, it incorporates the Civil Service’s broad-based competencies, alongside a set of MOM’s functional competencies across 11 job families (see Figure 4.2.1).
47A GREAT WORKFORCEA GREAT WORKPLACE
Figure 4.2.2: MOM’s revamped Leadership Milestone Programme
Figure 4.2.1: MOM’s competency framework based on the AIM Plus Model
CORPORATE LEVEL
MOM FUNCTIONALDepartment Level
MOTIVATION FOR
EXCELLENCEAchieving Results
Commitment & Accountability
INFLUENCE AND COLLABORATION
Influencing & Inspiring
Developing Capability in Others
Collaboration & Engagement
ANALYTICAL AND INTELLECTUAL
CAPACITYSense of
PerspectiveAnalysis and Judgement
Service Delivery and Management
Regulatory Enforcement-General
Marketing, Communications and Public Education
Regulatory Enforcement-Technical
Financial and Administration
External PartnershipsResearch and
Statistics
Planning and PolicyConciliation and
MediationRegulatory and Case
ProcessingHuman Resources
MOM COMMONKnowledge of MOM’s
Business Strategies and Objectives
Knowledge of Policies, Regulations and
Processes
Stakeholder and Relationship Management
4.2b) How MOM provides learning and development opportunities to employees to achieve both personal and organisational growth
MOM creates an active learning environment through a wide variety of activities and programmes to support employees’ learning needs.
INDUCTION FOR NEW MOMERS All new MOMers have to undergo the MOM Foundation Programme and Public Service Division’s programmes to gain a more holistic understanding of the Ministry’s products and services. A curated, yet comprehensive induction package helps to initiate them into MOM’s overall business, culture, values and belief system.
CORE PROGRAMMES TO BUILD FUTURE-READY CAPABILITIES AND SERVICES MOM pays special attention to help MOMers in acquiring future-ready capabilities. One area is in Design Thinking and Behavioural Insights, a core capability in supporting MOM’s move towards being a citizen-centric organisation.
Service Excellence is also a key area in MOM’s capability-building efforts. Over 44 workshops were designed to help MOMers understand and apply HEART Service Principles in their daily work.
LEAP LEARNING FORUMS AND LUNCH TIME TALKS LEAP Learning Forums and Lunch Time Talks were organised to supplement formal learning processes in order to promote a more vibrant learning culture. Consistent with MOM’s Learning Philosophy of “Every MOMer a Learner and Teacher”, the talks were presented by MOMers who willingly shared their own knowledge and skills. Such talks included learning more about Understanding Traditional Chinese Medicine, Lemon Law and defence tactics.
In 2016, the following learning initiatives were rolled out:
A. Application of Emergenetics Profiling Tool
The Emergenetics Profiling Tool was introduced on a MOM-wide basis in September 2016.
Emergenetics is a tool that provides in-depth understanding of individuals’ unique personalities, and how they think and behave. This helps create a common language within MOM to help MOMers better appreciate each other and their differences. An organisational climate that embraces the individuality of each member will help to build stronger teams for the future.
B. MOM Leadership Milestone Programme
The revamped MOM Leadership Milestone Programme was rolled out in Financial Year (FY) 2016. Comprising three levels targeted at supervisors at different seniority levels, the programme consists of two modules at each level (see Figure 4.2.2). It also has two unique elements: a course mentoring module by MOM Leaders and a HR 101 by HR Officers to equip supervisors with the knowledge to be better line managers.
LEVEL 2
Equip participants with broad supervisory skills to transit to new roles• New supervisors with less than 1 year
supervisory experience
Equip participants with coaching skills so that they can drive greater team performance• Newly promoted MX11-MX11A and
equivalent supervisors
LEVEL 1
Equip participants with leadership and coaching skills to inspire, motivate and develop teams• Newly promoted MX10 and equivalent
officers
LEVEL 3
• Enhance understanding of interpersonal and group management skills and sharpen ability in these skills, for more effective teams
• Sharing experiences and challenges among peers
• Guided supervisory journey through course mentoring by a senior leader
LEARNING OUTCOMES
AIM MODEL
PEOPLE48
LEARNING EVALUATIONMOM's evaluation of the learning process is based on the Kirkpatrick Evaluation Model. All centrally organised learning programmes are evaluated at Levels 1 and 2 to assess reactions to the programmes. Post-course evaluation surveys are carried out to determine whether learning has taken place.
Selected key programmes, such as the MOM Leadership Milestone Programme, are evaluated at Level 3 by gathering both quantitative and qualitative feedback through surveys and focus group sessions. Post-course application surveys are used to assess their overall effectiveness.
The Learning and Development Blueprint was evaluated up to Level 4. The impact of the initiatives implemented under the blueprint was measured through corporate indicators in the L&D Index. Introduced in FY 2016, the L&D Index is a Key Performance Indicator (KPI) in MOM which allows for a more thorough assessment of the impact of learning interventions on individual and organisational performance.
4.3 EMPLOYEE ENGAGEMENT AND WELL-BEING
4.3a) How MOM supports individual and team participation to achieve its organisational goals EMPLOYEE ENGAGEMENT Through the Organisation Development and Excellence Framework, MOM seeks to build an excellent organisation of engaged and productive MOMers. The Framework focuses on supporting and enhancing the 3 Ps — (1) Purpose, (2) People, and (3) Processes and Practices. Holistically, it encompasses five strategies (see Figure 4.3.1).
The Organisation and Development Framework helps to anchor the various engagement and well-being initiatives that support the five strategies (see Table 4.3.2).
ENGAGEMENT STRATEGY
MECHANISMS
INDIVIDUALTEAMS
INTRA-DIVISION INTER-DIVISION INTER-MINISTRY
1. Strengthen Sense of Purpose and Alignment
• Introduce MOM's mission and vision during orientation
• Department Workplan Retreats
• Values DNA• MOM Staff Orientation
programme• PS Challenge Games• HEART Workout
• Public Service Observance Ceremony, National Day Observance Ceremony
2. Develop Leaders and Enable MOMers
• i2i - Staff suggestion scheme
• MOM’s sponsorship and scholarship programmes
• Work Improvement Teams• BPR Project Teams
• Leadership Summit, QuIPS Carnival
• DesignWorks COP• La Kopi Soon – senior
management’s engagement session with MOMers
• Inter-ministry design thinking projects
• Learning tours of other public agencies
Figure 4.3.1: MOM’s Organisation Development and Excellence Framework
Ex
cellent Organisation
Engaged & Productive M
OMer
s
Processes and Practices
Purp
os
ePeople
InspiringLeaders
Competentand
Innovative MOMers
Awardsand
Appreciation
Welfare,Wellbeing,Worklife
Communications
Knowledgemanagement
Alignmentto Mission,Vision and
Values
StrengthenSense ofPurpose andAlignment
DevelopLeadersand EnableMOMers
Recogniseand EnergiseMOMersIntensify
Engagementfor EffectiveSharing
FacilitateandManageChange
12
34
5Great
Workforce
GreatWorkplace
49A GREAT WORKFORCEA GREAT WORKPLACE
3. Reward and Energise MOMers
• Appreciation Day• Exemplary MOMer Award• Innovation and service
champions• National Day Awards• In-house exercise classes• Lunch time health talks
• Festive celebrations• Divisional dinner and dance• MOM CARE Friends
• Minister for Manpower Awards
• PS Commendation Awards• Awards/promotion
ceremony• Inter-division Sports
tournament• Recreation Club,
Community and Environment Outreach Club, Active Lifestyle Club
• MOM Family Day/Dinner and Dance
• Tri-agencies Sports League• Public Service Sports and
Family Day
4. Intensify Engagement for Effective Sharing
• MOMster• Workplace (by Facebook)• MOMentum• Poster displays• Lift decals
• Email updates• Departmental newsletters• Divisional briefings
• Work Plan Seminar• MOM Bites - Lunchtime
talks on new MOM policies• WOW Team• Townhall• MOM Ambassador
Programme
• COS announcement posters and emails
• Engagement sessions organised by PSD
5. Facilitate and Manage Change
• Supervisory and leadership courses
• Review of divisional standard operating procedures and processes
• WOW Movement• Crisis communications
team
• Public Service Transformation
• PS21 initiatives
Table 4.3.2: MOM’s five strategic engagement mechanisms under its Organisation and Development Framework
4.3b) How MOM develops a work environment that enhances employee health and well-being
EMPLOYEE WELL-BEING In 2016, MOM developed a Total Well-Being Framework to better engage, enable and energise employees. It is based on Maslow’s hierarchy of needs and seeks to strengthen employees’ sense of belonging by supporting their diverse needs. The framework focuses on five key areas: physical, emotional, social, community and self (see Figure 4.3.3).
The Framework helps to streamline the allocation of resources by bringing all the different committees responsible for each aspect under one umbrella. The Committee/Clubs, however, may address more than
Figure 4.3.3: MOM's Total Well-Being Framework based on Maslow's hierarchy of needs
SELF
Individual’s ability to manage work-life harmony and development
SELFACTUALISATION
COMMUNITY
Proud to give back to organisation and societyESTEEM
SOCIAL
Positive interpersonal relationshipBELONGING
EMOTIONAL
Psychological and emotional well-being
SECURITY
PHYSICAL
Basic safety andhealth needs
SURVIVAL
TOTALWELL-BEING
BASIC NEEDS
Engaged, Enabled and Energised MOMers
PEOPLE50
one need when different departments collaborate on organising activities. These needs are currently mapped to the intended purpose (as seen in Table 4.3.4).
EMOTIONAL
SELF COMMUNITY SOCIAL PHYSICAL
Committee/Clubs TOTAL WELL-BEING COMMITTEE
COMMUNITY AND ENVIRONMENT OUTREACH
CLUB
RECREATIONCLUB
ACTIVE LIFESTYLECLUB
Purpose To set strategic directions for the Total Well-being Committee and Clubs
To support MOM's efforts in being a responsible and caring corporate citizen
To foster One-MOM identity through social and recreation programmes
To enable a safe, healthy and active workforce
Key Programmes and Activities
HRD• MOM CARE Programme• Work-life Harmony• Flexi@MOM (refer to
Figure 4.3.5)• Human resource benefitsCPMD• CSR policies• Workplace risk
assessments/ergonomics• Tenders for workplace
provisionsOSHD• Workplace safety and
health policies
• Donate-A-Can Project • Coastal clean-up• Recycling Bins• Meals-on-Wheels • Festive celebrations with
Kreta Ayer Senior Activity Centre (KASAC)
• SHARE & MOM Help Fund
• Dinner and Dance• Family Day• Children's and parenting
activities (e.g children's day outing, lunch talks about parenting)
• MOM childcare centre• MOM nursing rooms
• Inter-departmental games/ Public Service Challenges
• Basic annual health screening
• Bimonthly Fruits Day• MOM gyms• MOM external exercise
incentive (EEI)• MOM staff canteen• Lunch talks on healthy
lifestyle
INDIVIDUAL DIVISIONAL ORGANISATIONALFormaltracking
• Annual Staff Performance Appraisals
• Exit interviews (where required)
• Organisation Climate Survey (through results and follow-ups)
• Organisation Climate Survey (through results and follow-ups conducted by the HRD)
• FlexWork Survey • Results of Annual Health Screening • Employee Turnover Rate • Internal Disclosure Policy
Informal tracking
• Dialogues with staff (through La Kopi Soon)
• Feedback via email to management
• Focus Group Dialogues (adhoc) • Employee Absenteeism Rate• Health Screening participation rate
Table 4.3.4: MOM’s key programmes for ensuring employee health and well-being in each Committeee and Club
Table 4.3.6: Tracking mechanisms to measure overall MOMers’ sentiments and satisfaction across organisational levels
MOMers’ work-life integration is actively supported through Flexi@MOM (see Figure 4.3.5). What sets Flexi@MOM apart from other similar schemes is the ease with which MOMers can take up the scheme. Most of the options under the scheme do not require formal application. The arrangement is often accepted once a MOMer’s direct supervisor has agreed to them participating in it.
4.3c) How MOM measures employee satisfaction, engagement and well-beingMOM keeps close tabs on overall employee sentiment and satisfaction on an organisational, divisional and individual level (see Table 4.3.6)
Figure 4.3.5: Flexi@MOM affords MOMers flexibility in where and how long they choose to complete their work
FLEXI@MOMFlexibility when you need it!
Flex-Time
(Staggered Hours)
Choose to start and end your day at different time slots.
Flex-Place
(Telecommuting)
Choose to work online at any location outside
your workplace.
Flex-Load
(Part-time, Job-share)
Work reducedhours at pro-rated salary
and reduced benefits.
51A GREAT WORKFORCEA GREAT WORKPLACE
REWARD & RECOGNITION
Factors Affecting Performance
MONETARY NON-MONETARY
Achieving Set Goals/Targets
Individual• Merit Increments • Performance Bonuses • Promotions
• MOM Appreciation Day
High-Performance
Team• Minister for Manpower Award • PS Commendation Award
• Opportunities to lead committees and projects • Award winners are invited to the award ceremony, and
they will be featured in the relevant award booklets and communication channels
Living Up to the Culture
Individual• Exemplary MOMer • Long Service Award/Special Appreciation Award • Valedictory Letter (for retirees)
• WOW/Appreciation cards • National Day Awards• Award winners are invited to the award ceremony, and
they will be featured accordingly in the relevant award booklets and communications channels
Creative and Innovative Behaviour
Individual• PS21 ExCEL Awards (Innovation Champion) • i2i
Team• PS21 ExCEL Awards (Most Innovative Project/Policy) • MOM Innovation Awards (Most Innovative Project/
Policy)
• Award winners are invited to the award ceremony, and they will be featured in the relevant award booklets and communication channels
Service Delivery Individual• PS21 Distinguished Star Service Award • PS21 Star Service Award • Excellent Service Award (STAR/Gold/Silver) • MOM STAR Service Award (Gold/Silver/Bronze/
Outstanding Customer Service) • MOM Quarterly Service Excellence Awards
4.4 EMPLOYEE PERFORMANCE AND RECOGNITION 4.4a) How MOM supports high-performance, productive and innovative employee behaviours to achieve its
organisational goals4.4b) How MOM reinforces desired employee behaviours through its organisational valuesMOM’s Rewards and Recognition Framework supports a high-performance culture by rewarding individuals solely based on their merits. Recognition of MOMers’ merits can take many forms. MOM offers various forms of monetary and non-monetary awards at various levels accordingly. These levels are categorised into five factors (as outlined in Table 4.4.1).
4.4c) How MOM rewards and recognises employees to achieve organisational goalsIn appraising MOMers’ performance, MOM utilises various communication touch points to enable a fair assessment and appraisal. This helps to ensure that timely feedback is provided through the loop with “no surprises”.
These touch points include HR clinics, which are conducted to address any questions MOMers have on the Performance Management Framework. This ensures that MOMers’ performance grades and bonus quantum are announced in a timely manner and properly communicated to MOMers by their supervisors before they receive the formal notification on Pac@Gov. Appeals against performance grades and promotions are available through the Appeals Secretariat.
Table 4.4.1: MOM’s Rewards and Recognition Framework (Monetary and Non-Monetary) based on the five factors for high performance
The processes category focuses on the management of key and support processes to achieve MOM’s strategic goals.
ROCESSESThe Behavioural Insights Team has
been working with the Singaporean Civil Service, and specifically with the Ministry of Manpower (MOM), since 2012. We have helped and continue to support MOM to build its in-house capability in applyingbehavioural insights to employment-related issues. In particular, MOM has become a global leader in blending behavioural science with human-centred design approaches.
UK Behavioural Insights Team
PROCESSES54
05 PROCESSES
5.1 INNOVATION CAPABILITIES
5.1a) How MOM involves key stakeholders in generating and implementing innovative ideas and solutions
5.1b) How MOM engages key suppliers and partners to co-create products and services
Story 5.1.1: Co-creating MOM’s Fair Consideration Framework with MOM‘s Stakeholders through Policy Innovation
Story 5.1.2: Re-designing MOM system through Operational Innovation to elevate MOM customer experiences to new heights
To preserve a strong Singaporean core in our workforce, MOM explored different models to ensure employers give Singaporeans fair consideration in the hiring process. Many countries have adopted a labour market testing approach where companies are required to show proof of their efforts in recruiting local workers before they are allowed to hire their foreigners. MOM undertook in-depth analyses of these approaches. It concluded that a labour testing market regime was too onerous and would impede the labour market’s flexibility. Instead, MOM worked in consultation with industry and tripartite partners to introduce the Fair Consideration Framework. The Framework sets out clear expectations for companies and have led to fair employment practices that are open, merit-based and non-discriminatory.
The development of Work Pass Integrated System (WINS) for Foreign Domestic Workers (FDW) was the first large-scale government IT project undertaken using the Agile methodology. The project aims to improve customer experience for employers of FDW while shortening the project development time frame. Adopting customer-centric design principles, over 40 business rules were reviewed. Dialogues with stakeholders and users were conducted to refine the user interface. The final solution offered a more seamless online experience and featured a cleaner, simpler and more personalised user interface.Since the system went live in 2016, calls to MOM on FDW issues have dropped by more than 20%. One in four employers now renew their FDW through the system instead of an employment agency. This translates to annual savings of over $5 million to customers. Customer ratings for this service have also improved dramatically, from less than three (out of the maximum score of six), to more than five. The team has received over 1,000 compliments to date.The project also bagged multiple awards including the PS21 ExCEL Award, GovInsider Innovation Award 2016 (Best User Interface and User Experience Design) and CIO 100 Award.
With “Passion for Progress” as a core MOM value, innovation is a key organisational enabler that helps MOM achieve its business objectives.
Innovation in MOM falls under two categories:
• Strategic/policy innovations. This refers to innovation in developing new policies, programmes or services to deal with evolving business needs. An example is the introduction of the Fair Consideration Framework (see Story 5.1.1 on Policy Innovation at work in MOM).
• Operational innovations. This refers to new ways in which work in MOM can be done more efficiently and effectively. One example is in the implementation of the Work Pass Integrated System for Foreign Domestic Workers (see Story 5.1.2 for how operational innovation works in MOM)
55A GREAT WORKFORCEA GREAT WORKPLACE
Innovation in MOM is championed by Deputy Secretary (Development). MOM’s Innovation Framework outlines the scope of the Innovation Movement (see Figure 5.1.3).
Since everything begins with an idea, MOM makes the effort to establish processes to harvest and bring ideas to fruition (see Figure 5.1.4).
Ideas generated are evaluated; feasible ideas are turned into innovation projects. The three phases in the entire process are explained further below:
• Idea generation and evaluation. Ideas are sourced from multiple internal stakeholders (e.g. MOMers and management) and external stakeholders (e.g. customers, general public, partners and suppliers). Ideas are assessed if they are suitable to develop into innovation projects.
• Design and development. MOM designs and develops the new product or service based on the idea after extensive consultations on user needs. A prototype of the new or improved product or service is then usually tested on a small scale to gather the relevant feedback.
• Production and delivery. MOM implements the new or improved product or service after evaluating feedback from the trial run. However, the processes do not stop here. MOM does post-implementation monitoring to refine the product or service.
Innovation in MOM means "people implementing ideas that create value"
Innovation Process
Idea Generation Evaluation and Assessment
Realising Innovation
Figure 5.1.3: Enablers in MOM’s Innovation Framework to support organisational innovation processes
Enablers
Corporate Culture Develop a culture of
continuous innovation and improvement
through initiatives such as training in innovation
strategies, as well as offer recognition and rewards for achievements in innovation
Stakeholders' Insights &
Engagement Harness stakeholders'
insights to generate ideas and solution
Technology and Techniques
Facilitate improvement and innovation through
technology and innovation techniques
Figure 5.1.4: The generation of ideas at MOM leverages multiple platforms and a wide spectrum of sources
IDEAS
Internal – Top Down (Management)
Internal – Bottom Up (Staff)
National platform• Parliament Sittings• International Advisory Panel• Cross-Agency
Meeting Platforms
Business Enviroment• Technology scans• ITQ/ITT proposals and meetings
Partners• Benchmarking Studies• Tripartite Committees
and Platforms• Environment Scanning• Industry Grassroots and
Customer Briefings
Public• Media scans, public suggestions,
M-Poll, Whole-of-Government platforms such as REACH (reaching everyone for active citizenry @ home) and The Pro-Enterprise Panel
• QSM, customer perception surveys and other feedback channels
• Appeals
Senior Management, Strategy Group
i2i System
Leadership Group(LG1, LG2)
Project groups
ManagementTeam
Meetings, CoP, AAR, CPE/DPE,Townhalls, Workplan Seminar, QuIPS, ExiS
InnovationInnovate services,
policies and operations
PROCESSES56
5.2 PROCESS MANAGEMENT
5.2a) How MOM manages key and support processes to meet customer and operational requirements
KEY BUSINESS PROCESSES In MOM, policy divisions formulate and develop policies, while line departments deliver and/or implement them. Each key strategy is driven by one or more policy divisions. Policy implementation is managed by at least one line division or statutory board.
Production and delivery processes are aligned to MOM’s key strategies. This alignment in relationship is outlined below (see Table 5.2.1). The integration of the associated production and delivery processes for each key strategy takes place over a dedicated platform, in the form of meetings with selected participants.
Table 5.1.5: Detailed explanations on the three phases at which innovation projects of value are carried out in MOM
PHASE 1IDEA GENERATION AND EVALUATION
PHASE 2DESIGN AND
DEVELOPMENT
PHASE 3PRODUCTION
AND DELIVERYActivities Source of Ideas
• MOMers• MOM's Management• MOM customers and the general public• Partners and SuppliersEvaluation Criteria• Value added (based on cost- benefit analysis)• Ease of implementation• Creativity and OriginalityPigeonholing of the innovation• Improvement projects• Benchmarking exercise• Innovation projects
Check user requirements
Prototype new and improved products/services/systems/processes
Carry out trial-runs
Incorporate feedback from trial runs
Implement new and improved products/services/systems/processes
Monitor after imple-mentation and continue to refine and improve
Co-creation with Stakeholders
Sharing sessionsDiscussion at management meetings
Project teamSuppliers and Partners Customers (for trial runs)
Project teamRelevant MOM staff Customers
Discuss, Evaluate and Review
Corporate Management
Meeting
BehaviouralDesign and Analytics
CommitteeIT Steering Committee
Innovation ProjectsA variety of internal and external stakeholders are actively involved throughout the entire process, from the co-creation to the design and development of ideas and solutions. Stakeholders include MOMers, MOM’s management team, suppliers and partners, as well as customers.
The entire innovation process is actively managed by the MOM Leadership Group through structured committees such as the regular Corporate Management Meeting, IT Steering Committee and Behavioural Design and Analytics Committee (see Table 5.1.5).
With finite resources, MOM has to be selective as to what ideas are chosen to bring to fruition. Ideas are carefully evaluated with costs and benefits taken into consideration in order to maximise the chances of success. The many ideas that are generated from MOMers and key stakeholders are weighed against each other for the value they bring to the table, as well as the most appropriate way to implement it seamlessly.
Some ideas are implemented as improvement projects (Chapter 4 describes some improvement projects for staff welfare). Some are developed into benchmarking exercises (Chapter 6 describes benchmarking as a way MOM harnesses relevant knowledge and learn from best practices). Other ideas are developed into innovation projects.
MOM continually conducts reviews so as to improve organisational innovation processes. This is to enable every MOMer to be more effective and efficient innovators.
57A GREAT WORKFORCEA GREAT WORKPLACE
KEY STRATEGYPOLICY DIVISION(S) LINE DIVISION(S)
SERVICES PLATFORMPRODUCTION DELIVERY
Strong Singaporean core • Manpower Planning & Policy Division
• Foreign Manpower Management Division
• Labour Relations & Workplaces Division
• Work Pass Division• CPF Board• Workforce Singapore• Singapore Labour
Foundation
• Fair Consideration Framework
• SkillsFuture
• Policy Operations Platform (POP)
Complementary and sustainable foreign workforce
• Manpower Planning & Policy Division
• Workplace Policy & Strategy Division
• Policies and laws on foreign manpower such the Work Pass Framework and EFMA
• Permanent Secretary-WSG Meeting
Secure Retirement • Income Security Policy Division
• CPF Board • CPF • Permanent Secretary-CPF Group Meeting
Inclusive growth • Manpower Planning & Policy Division
• Income Security Policy Division
• Workplace Policy & Strategy Division
• Labour Relations & Workplaces Division
• CPF Board
• Workfare• Progressive Wage
Model• Low-Wage Workers
initiatives
• Policy Group Meeting
Fair and progressive work practices
• Workplace Policy & Strategy Division
• Foreign Manpower Management Division
• Labour Relations & Workplaces Division
• Occupational Safety & Health Division
• Singapore Labour Foundation
Policies and laws on: • Employment standards• Work, safety and health• Foreign manpower management
• Policy Group Meetings
SUPPORT PROCESSES MOM’s key production and delivery processes are interlinked to achieve business and organisational outcomes (see Figure 5.2.2).
Table 5.2.1: MOM’s platforms supporting its key organisational programmes and processes
Figure 5.2.2: MOM’s key programmes and processes are inter-linked to support superior business and organisational outcomes
CorporateGovernance (IAU)
CorporateCommunication (CCD)
Strategy Planning(CPMD)
OrganisationDevelopment (HRD)
Statistical Service(MRSD)
InformationTechnology (ISTD)
KnowledgeManagement (HRD)
Information Management(CPMD)
Innovation (HRD/CPMD)
Finance (CPMD)
Legal Service (LSD)
Business Continuity (CPMD)
Human Resource (HRD)
OrganisationalManagement (CPMD)
Enterprise RiskManagement (CPMD)
Facilities Management(CPMD)
CustomerResponsiveness (CRD)
Corporate PerformanceManagement
(CPMD)
OrganisationalExcellence (HRD)
Corporate SocialResponsibility (CPMD)
Lead
ersh
ip
Cust
omer
s
Strategy
People
Processes
Knowledge
Resu
lts
Innovation
MOM policies are developed in close consultation with key stakeholders and tripartite partners. Along with the relevant support processes (see Figure 5.2.2), this ensures that policies generate stronger buy-ins, greater cooperation and smoother implementation processes. The inter-linking synergy between these various processes help to support superior business and organisational outcomes.
PROCESSES58
MOM’s regular strategic and operational reviews help to identify and drive areas of processes and systems improvements (see Figure 5.2.3).
A detailed description of the specific divisional work across MOM is provided in Annex.
5.2b) How MOM drives process improvement to enhance productivity and achieve higher organisational performances
MOM actively leverages technology to improve its operational effectiveness. An example of this is in the deployment of unmanned aerial vehicles in enforcement activities. This not only increases MOM’s efficiency and effectiveness, but makes workplaces safer for MOM’s site inspectors. MOM site inspectors are equipped with mobile devices to increase their productivity during workplace inspections. The mobile iOSH system was developed to allow for an easier on-the-go retrieval of workplace information, generation and submission of inspection reports.
Figure 5.2.3: Strategic and operational reviews drive process improvements in MOM
Strategic Reviews
OperationalReview
Platforms for discussion
Outcomes
• Corporate Planning Sessions• Leadership Discussions• Feedback from Stakeholders
• Process Audits• Management Meetings• Staff channels• Feedback (Enquiries, Compliments, Complaints)
• Process Re-engineering• Productivity Focus• BE Frameworks
• Revisions of standard operating procedures and guidelines• Benchmarking Projects (Category 6.2)• Innovation Projects (Category 5.1)• Customisation of Services (Category 5.1)
5.2c) How MOM sustains key processes in times of emergency to ensure business continuity
BUSINESS CONTINUITY PLANNINGIn December 2005, MOM set up the Business Continuity Management Group. The group is responsible for:
• Ensuring MOMers and MOM in-house vendors’ overall health, safety and well-being
• Establishing appropriate response procedures for influenza pandemics such as Severe Acute Respiratory Syndrome (SARS), Middle East Respiratory Syndrome (MERS)
and Avian Influenza A (H7N9)
• Prioritising and deploying the relevant resources to business units to sustain critical business functions
• Establishing effective command and control guidelines as part of MOM’s crisis management framework
TESTING BUSINESS CONTINUITY PLANS MOM regularly conducts tabletop and physical exercises to test its operational and business continuity plans. There are three levels of testing to address different categories of risks (as tabled in Table 5.2.4 and 5.2.5)
Table 5.2.4: Tabletop exercises conducted at three levels in MOM
Table 5.2.5: Exercises conducted within MOM to address operational and business continuity risks
COMPONENT LEVEL
MINOR LEVEL
MAJOR LEVEL
Personnel involved
Small groups from the relevant business units
Selected business units
All business units in the Ministry
Frequency Conducted sparingly every other year
At the discretion of the Business Continuity Management Group
Conducted once every 2-3 years
Tabletop Exercises to Address Operational Risks
Exercises Conducted to Address Business Continuity Risks
Large groups of people invading MOM’s premises
Security incursion (Exercise Stardust)
Foreign worker dormitory failures
Resumption of mission-critical systems during disaster (Disaster Recovery)
Large-scale accidents Flu pandemic (Exercise Hummingbird)
5.3 SUPPLIER AND PARTNER MANAGEMENT 5.3a) How MOM identifies and manages key suppliers and partners to achieve its organisational goals
IDENTIFICATION AND SELECTION OF PARTNERSMOM collaborates with other organisations across industries to achieve goals of strategic value to both MOM and its customers. MOM leverages their resources, reach and influence to better communicate its policies to the ground.
59A GREAT WORKFORCEA GREAT WORKPLACE
ENGAGING AND MANAGING PARTNERS MOM uses a variety of platforms to better engage its partners and to create value. MOM chooses the engagement platform based on the nature of its organisational partnership, while adhering to the principle that resources must be used efficiently and effectively.
IDENTIFYING AND SELECTING SUPPLIERSMOM identifies and selects its suppliers through an open, fair and transparent system (as shown in Table 5.3.1). MOM procures many products and services for non-core functions through a best-sourcing model. It is a robust model that sees MOM taking both quantitative and qualitative criteria into consideration in order to ensure a good match between suppliers’ competencies and MOM’s needs at the best value.
This complies with the procedures described in the Singapore Government’s Instruction Manual.
MOM adopts a range of methods in evaluating and assessing suppliers’ abilities. These include viewing presentations made by suppliers, paying site visits to suppliers’ headquarters or requesting for proof of concepts.
MOM classifies its relationship with suppliers into three distinct familial bands: (1) Twin, (2) Sibling and (3) Cousin. Suppliers that share the closest working relationship with MOM are tagged “Twin”, whereas the most distant are tagged “Cousin”. The classifications are based on criteria such as whether the supplier offers frontline support (customer-facing roles) or backend support, the supplier’s level of interaction with senior management, and the duration of the relationship (see Table 5.3.2).
5.3b) How MOM engages key suppliers and partners to co-create products and services
ENGAGING AND MANAGING SUPPLIERSMOM actively involves its suppliers in formulating processes and setting service targets. To ensure alignment, MOM’s various departments take time to induct their suppliers’ staff into MOM’s overarching goals, direction, principles and culture. The training carried out varies according to each supplier’s profile.
MOM invites selected suppliers to workshops customised for MOMers so that suppliers can better embrace MOM’s vision for service excellence and service principles in their work. For example, several of MOM’s suppliers’ employees who serve
as frontline officers at the service centres attend MOM’s HEART Workshop.
CO-CREATING WITH PARTNERS AND SUPPLIERSMOM actively engages its partners and suppliers to co-create products, services and processes. MOM adopts a win-win approach working and co-creating with its partners and suppliers — it not only seeks to benefit from the relationship, but also ensure that partners and suppliers benefit in terms of capability development.
Through regular reviews and engagement sessions, capability gaps are identified and solutions are co-developed to address them. Partners and suppliers include MOM’s tripartite partners (e.g. NTUC and SNEF), as well as the International Labour Organisation.
IDENTIFICATION AND SELECTION PROCEDURE COMMUNICATION CHANNELS
Suppliers should possess a good track record in their functional area(s). This involves providing technological support for hardware and software development, courier services or producing Work Pass cards and undertaking building management.
All suppliers should also:• Possess sound financial standing • Offer their products or services at competitive prices • Observe responsible employment practices
• Tender documents and presentations
• Regular meetings • Project briefings • Feedback channels
Table 5.3.1: How MOM identifies and selects its suppliers through the relevant communication channels
Table 5.3.2: MOM’s system of classifying its suppliers according to the working relationship that it shares with them
PROFILE REPRESENTATIVE OF MOM
CONTACT WITH CUSTOMER
LEVEL OF INTERACTION WITH SENIOR
MANAGEMENT
LENGTH OF RELATIONSHIP
Twin Yes, a direct representative
Direct High Long term (more than 5 years)
Sibling Yes, but a less direct representative
Provides backend support services
Has no contact with the customer but has contact with the majority of MOMers
Moderate Mid-term(between 2 and 5 years)
Cousin No Service provider with minimal contact with MOMers
Low to zero Short term (between six months to two years)
The entire experience on the issuance of my Employment and Dependant Passes through the MOM Website was extremely efficient and pleasant. It was very easy to update information through the e-services as requirements were clearly presented. All my interactions with MOM till this day were simple, efficient and fast.
Survey respondentOct 2016
The knowledge category focuses on how MOM harnesses information for learning, planning and decision-making, which includes competitive analysis and benchmarking. This helps MOM to drive improvements and innovation for superior performance.
NOWLEDGE
KNOWLEDGE62
06 KNOWLEDGE
6.1 KNOWLEDGE MANAGEMENT APPROACH TO INFORMATION AND KNOWLEDGE MANAGEMENT MOM’s Information and Knowledge Management Framework features six stages (as seen in Figure 6.1.1).
KNOWLEDGE MANAGEMENT FRAMEWORK ENABLERS People: MOM cultivates in its people a culture of knowledge sharing and collaboration. It hopes to instil in MOMers the practice of ensuring the accuracy, reliability and quality of information gathered and disseminated.
Process: MOM understands how to best leverage knowledge for various projects and initiatives, as well as how to identify processes that support the dissemination of that knowledge.
Technology: MOM utilises the right technologies to support the implementation of knowledge management strategies and initiatives.
6.1a) How MOM collects and manages information for strategy development, decision-making and organisational learning
“CAPTURE”MOM has developed a range of IT systems and platforms to “capture” and store organisational information. These systems are grouped by their respective uses and purposes (as detailed in Table 6.1.2).
Figure 6.1.1: Approach to Knowledge Management Framework in MOM
CaptureProcessPe
ople
Collaborate
Review Learn
Innovate ShareTechnology
Develop systems and platforms to capture and store information
Foster integrated and co-ordinated efforts for cross departmental project or collaborations
Facilitate continuous learning
and support knowledge sharing
Conduct regular reviews to support learning and continuous improvement
Facilitate ideageneration and innovation
63A GREAT WORKFORCEA GREAT WORKPLACE
PURPOSE KEY INFORMATION IT SYSTEM(S) ANALYSIS
Strategy Development & Decision-Making
• Global trends and issues (e.g. industry and country manpower updates)
• Singapore labour market’s statistics • Press and new media information• Customer satisfaction ratings and public
perception surveys • Sentiment tracking (e.g. public opinions on
policy intents, organisational competency, labour market and fair consideration)
• MOM business intelligence and analytics (INSIGHTS@MOM)
• MOM Survey System• Facebook and other
social media
MOM identifies and collects both information and data to:a) Surface emerging trends and analyse their
impact on MOM’s work b) Drive and measure progress towards MOM’s
strategic and business outcomes
For instance: (a) Labour market data collected through
national surveys enables MOM to assess the impact of changing economic conditions on the labour market and the skills level and mobility of Singapore’s workforce
(b) “Learn” – Using analytics for performance management
Business Operations
• Transactional information• Customer information (both individual and
corporate) • Licensing information (from entities such as
employment agencies, dormitory operators and crane operators)
• Foreign workers’ information• Enforcement information • Employment conditions information• Occupational safety and health information• Information from other government agencies
(e.g. CPF, immigration and income data)
• Customer Relationship Management (CRM) System
• MOM’s digital services (website and e-services)
• MOM Call Centre• Operational systems
serving MOM divisions, including mobile solutions to support organisational field operations
MOM frontline officers interact with the public over the counter and through our call centre. This allows them to provide immediate feedback on developments on the ground.
Another important source of information is MOM’s internal and external stakeholders, who provide feedback through a variety of feedback and consultation channels.
Monitoring Performance
• Key Performance Indicators (statistical and trend analysis)
• Stakeholder feedback• Industry and tripartite partners’ feedback • Customer and public service feedback
(Service Awards, complaints and compliments) • Study trip learnings • Staff ideas and feedback • Organisational Climate Survey • International rankings
• Information gathered from operational systems and feedback channels (such as from e-Feedback and the WOG feedback system REACH)
Comparative information is tracked and monitored via various corporate platforms to help MOM track its performance over time, and to gauge MOM’s standing against other organisations.
Table 6.1.2: MOM’s various IT systems and platforms to capture and store information
6.1b) How MOM ensures the accuracy, reliability and accessibility of informationMOM has established organisational processes according to three key attributes to ensure the accuracy, accessibility and security of information that guides its decision-making (as detailed in Table 6.1.3).
ATTRIBUTE POLICY PROCESSES
Accuracy • Government IM • Seek to obtain both data and information from trusted sources (e.g. source agency)• Common customer interaction: information is consolidated from business operations
systems, and then validated and used by all divisions• Ensure that all data is accurate upfront through the incorporation of validation and
business rules checks into MOM systems • Control access to ensure that only the relevant authorised persons have access to data • Assign data managers to vet data for accuracy • Ensure that every system has a Risk Management Register that spells out the system
classification and risk in areas of accuracy and integrity
Accessibility (ensuring timeliness, the right classification, the appropriate sensitivity, and the right to know)
• Government IM • MOM Data
Governance Framework
• Every system has a Risk Management Register that spells out the system classification and risk in the areas of accessibility and availability
• Control access to ensure authorised use of data• MOM uses a common data reference model• By default, open data is used for performing data analytics (subject to access controls)
Reliability(pertaining to both availability and security)
• Government IM• MOM IT security
policies • MOM technical
architecture
• All of MOM’s systems undergo regular security scans and audits based on the system’s classification
• Every system has a Risk Management Register that records the system classification, as well as the system’s risks in the areas of confidentiality and security
• These systems are designed with high availability , with clearly defined and closely monitored Service Level Agreements (SLA), as well as maintained properly to minimise downtime
• Automated monitoring and alert tools are also installed in the systems • Before undertaking any major system changes, MOM conducts performance testing to
ensure system availability • MOM also performs proactive capacity planning and refreshes the technologies in its
systems on a regular basis
Table 6.1.3: Processes to ensure accuracy, accessibility and the reliability of information in MOM
KNOWLEDGE64
6.2 ANALYTICS FOR PERFORMANCE MANAGEMENT 6.2a) How MOM leverages knowledge and information to create new value
“LEARN” – USING ANALYTICS FOR PERFORMANCE MANAGEMENTMOM has established processes to turn data captured from its various systems into useful and actionable information. Over time, that information becomes knowledge that is internalised by MOMers.
In-house capabilities in business analytics and intelligence help to better exploit the vast amount of data collected through these processes. Having an internal business analytics and business intelligence team allows MOM to gain insights faster, be more responsive and work on more sensitive data.
TURNING DATA INTO INFORMATIONUsing business intelligence tools, MOM is able to organise and analyse the data to generate useful insights. Interactive dashboards are developed to facilitate decision-making. MOM’s various business intelligence tools pull information from the systems (as listed in Table 6.1.2). The following snapshot (see Figure 6.2.1) showcases one such example of dashboard tracking workplace incidents. With the information gleaned from dashboard tracking, MOMers can perform trend analyses and data segmentation that enable them to gain better insights on underlying factors.
Advanced speech and text data analytics are deployed to make sense of the unstructured data (see Figure 6.2.2). For example, MOM focused on topics with the highest call volume to determine the root causes. This helped to improve MOM Call Centre’s call processes and scripts. The use of analytics has led to a drop in call volume and improvement in service levels.
Figure 6.2.1: Snapshot of MOM’s dashboard tracking workplace incidents
Figure 6.2.2: Advanced speech and text data analytics used to improve MOM Call Centre’s digital self-help services
MOM also uses video analytics to conduct crowd analyses to better manage crowds at service halls and support enforcement operations.
Analyse Call Logs to Identify Call Drivers and Improve Digital Services (Self-Help by Default)
• What are people asking for? What is the trend of occurrence of known problems? Are there any new problems?
• Ability to do keyword searches based on raw call data • Automatic topic and trend discovery
Speech Analytics
• To uncover key call/email drivers and identify repeated customer issues to help improve digital service experiences
• This will help to reduce overall customer call/email volume, thus reducing the pressure on call centre staff
Text Analytics
65A GREAT WORKFORCEA GREAT WORKPLACE
The iHear programme was introduced to sensitise MOMers to public enquiries on MOM’s policies. Through a half-day attachment at the MOM Call Centre, MOMers gained useful insights from customers’ calls. These insights have been translated into 78 action plans to improve customer service.
MOM also uses Workplace (Facebook at Work) as a complementary platform to share information that engages MOMers on issues quickly and widely. MOM’s senior management has been actively engaging MOMers on this platform (see Figure 6.2.3).
“SHARE”To better facilitate the exchange of knowledge and best practices, MOM has created communities of practice in areas such as analytics, behavioural insights and intranet management. MOMers in these communities are then assigned to work on differing projects in their areas of specialisation. This allows them to effectively apply the knowledge they have acquired.
Figure 6.2.3: MOM’s Sharing via Workplace (Facebook at Work) that help to engage all MOMers through succinct updates
Figure 6.2.4: MOM’s internal communications platforms to facilitate exchange of knowledge and information with MOMers
Figure 6.2.5: MOM’s communication channels to facilitate exchange of knowledge and information with external stakeholders and public
To ease storing and retaining technological knowledge and information, MOM created eRegistry, an enterprise repository that serves as a self-service information hub. eRegistry is a platform that facilitates the sharing of corporate knowledge and information across departments in MOM. This enabled stronger alignment and integration of the policies acquired. Within eRegistry, materials which are classified up to the level of “Confidential” are made available for all MOMers, encouraging the sharing of knowledge and collaboration.
MOMster (MOM’s corporate intranet) is a key enabler and platform for all communications, collaboration and knowledge-sharing at MOM. It facilitates the sharing of corporate procedures on subjects such as HR, finance and procurement and is an overall effective platform for information dissemination.
MOM’s internal platforms are used to facilitate the sharing of information with MOMers in a timely manner to aid strategic development (see Figure 6.2.4).
MOM regularly releases information, advisories and data for public use. For example, regular bulletins on workplace safety tips and Codes of Practices are published to help raise workplace safety and health standards. MOM’s information dissemination channels to its external stakeholders are as listed below in Figure 6.2.5.
Sharing Platforms: MOMster, Collaboration Space, MOMentum, MOM Bites, Townhall, La Kopi Sessions, Daily Media Report
Meeting Platforms: Updates of statistical analyses of labour market and workforce to Minister and senior management. The updates 0cover analyses at policy, operational and policy-to-operation levels
International Meetings: Industry Engagement sessions, International Labour Organisation, ASEAN Meetings, Human Capital Summit and annual WSH Conferences
Statistical publications: Annual reports
e-Alerts: Occupational safety and health bulletins, alerts to employment agents, companies
IT Systems: Gebiz, NFSWebsites: MOM, www.data.gov.sg, Workwise, Workplace Safety and Health Council websites
Social Media: Press releases, Facebook posts, blog posts, Twitter updates
Emails, phone, Lync(for other government agencies)
Committees: Tripartite, Workplace Safety and Health Committees
Publications: INFORM (for foreign workers), INFOCUS (for employers of foreign domestic workers)
Detailed Statistical Time Series Stored: Manpower Data Warehouse – for users to help themselves in locating data as well as in mining data stored
Statistical Publications Available to Policy Officers:Classified Manpower Information Site (CMIS)Visual Analytics and Statistical Portal (ViSTA)
Dashboards: Enforcement and administrative data
* WSH- Workplace Safety & Health
KNOWLEDGE66
Foreign Domestic Worker System using Agile methodology. Together, the officers applied concepts like personas, just-enough analysis and Minimal Viable Product to deliver a world-class system. The team reviewed close to 40 business rules in order to enhance user experiences with the new e-service.
For this work, the team garnered many accolades and received notes of appreciation from many employers of foreign domestic workers.
Today, MOM is regarded as a leader within the Public Service in applying Design Thinking, Behavioural Insights and Agile methodology to develop and improve public policies,
programmes and services. MOM has received numerous requests from both public agencies and private sectors to share its experiences, hosting almost 200 learning tours for interested parties (which included international visitors). MOM’s experiences in design thinking-led innovations was also the subject of an INSEAD study in 2014.
MOM’s various information and collaboration channels allow its internal and external key stakeholders to work better collaboratively on joint projects (see Table 6.2.5). For a more detailed explanation of this collaborative process, please refer to Category 5.3 in Chapter 5: Processes.
Customer-centric Approach to Revamping MOM e-Services
BeforeGovernment-centric, internal efficiency-driven, form filling
TodayCustomer-centric, focus on experience design, anticipatory, guided digital transactions
Figure 6.2.6: Revamping MOM’s Foreign Domestic Worker System to focus more on enabling seamless experiences for customers
STAKEHOLDERS SHARING CHANNELS COLLABORATION CHANNELS
MOMers Refer to Figure 6.2.4 1. Cross Department Forums (such as joint operations, business-IT management meetings, Behavioural Design and Analytics Committee and IT Steering Committee)
2. Cross Department Teams (such as the Agile, Analytics and Behaviourial Insights teams)
Customers 1. MOM website2. Hall A Gallery with Ambassadors
MOM regularly invites customers to be involved in design thinking projects together with MOM teams. Examples include the designing of user journey maps and other public-facing MOM systems and the creation of the new Foreign Domestic Worker System (see Figure 6.2.6)
Industry Partners
1. Regular dialogue sessions (such as workplace safety and health committees and tripartite meetings)
2. Newsletters
MOM regularly joins forces with its industry partners on projects; an example is the MOM-DBS joint project on opening of bank accounts for foreign workers
Suppliers 1. Common collaboration systems (key suppliers)
2. Regular steering committee meetings and project
1. MOM works with its suppliers on spin-off projects and initiatives that arise from collaborative meetings
2. MOM regularly partners our key suppliers to improve customer service. For example, MOM worked with NCS to enhance the MOM Call Centre
3. MOM often co-locates with key suppliers to facilitate closer collaboration. For example, MOM co-locates with a vendor for Agile software development
Table 6.2.7: MOM’s channels to share information with both its internal and external stakeholders for increased collaboration
INTE
RNAL
EXTE
RNAL
“COLLABORATE AND INNOVATE”MOM has a range of platforms to enable sharing, collaboration and generation of new ideas by MOMers.
Behavioural Design Platform (BDP)The Behavioural Design Unit collaborated with the MOMster team via the BDP to increase the readership of articles posted to MOMster. Utilising the "Understand, Design, Test" methodology, the team developed a writing style guide with an emphasis on crafting engaging titles/visuals, as well as increasing the likelihood of articles to appear on the homepage. These interventions were subjected to A/B testing to determine their effectiveness.
Business Analytics Competency Centre (BACC) BACC partnered MOM’s business divisions to use predictive analytics to improve policy and operations.
IT Steering Committee Meeting (ITSC) Through the ITSC, the Work Pass Division (WPD) and Information Systems and Technology Department (ISTD) formed a Programme Office to build a new
67A GREAT WORKFORCEA GREAT WORKPLACE
"REVIEW"Rigorous reviews of information and feedback is critical to continuous improvement within MOM. In reviewing feedback, techniques such as advanced text and speech analytics is used to comb through and pick up potential problem areas. This early intervention ensures that feedback gained is both accurate and authentic.
Advanced techniques such as predictive modelling and social media analytics tools help to improve productivity, policy formulation and customer service. One improvement which resulted was MOM’s “Customers Insights to Action” initiative, which resulted in over 300 service action plans — over 75% of which have been implemented.
Figure 6.2.8: MOM’s Five-Step Benchmarking Review Process
01
02
03
04
05
ReviewAssess effectiveness of the project; identify further improvements
Preparation
Analysis
Integration
Planning
Action
• We conduct process and performance reviews to establish learning perimeters and areas where we can learn from other organisations or countries.
• We set out objectives and key performance indicators and assemble the project team.
• We gather information.• We assess the usefulness of the information gathered.• We analyse the information gathered against our existing performances and practices.
• We present to the management findings from the study and make recommendations on how MOM can best assimilate the discoveries.
• We select organisations and countries based on their track records and leading performance in the project area.
• We develop action plans to implement the proposals so as to improve our processes and policies.
• We define the scope and methodology of the study (whether it will be a study trip, comparative study or benchmarking study.
• We communicate these action plans to staff.• We set targets to monitor improvements achieved.• We carry out process improvements.
MOM undertakes two types of comparative studies and benchmarking assessments. They are:
1. Comparative studies against a wide range of international reports. The studies feature various focus and benchmarking methodologies. Examples of the comparative studies MOM has undertaken are as listed below in Table 6.2.9 (refer to Category 7.2 in Chapter 7: Results for more information).
2. Informal benchmarking. This can take the form of study trips, learning journeys with leading organisations, conferences and awards.
MOM participates in the annual International Labour Conference and the G20 Labour and Employment Ministerial Meetings to exchange views on manpower-related strategies and programmes. MOM was also selected to host the XXI World Congress on Safety and Health 2017. Held from 3-6 September, it saw a gathering of over 3,000 experts and government officials in occupational safety and health.
Participation in external awards allows MOM
to benchmark its organisational practices and programmes. In 2015, MOM received the United Nations Public Service Award in the Promoting Whole-of-Government Approaches in the Information Age category for its WorkRight initiative targeting low-wage workers.
MOM has also won various national and regional awards in the IT domain. This includes the PS21 Award, CIO Award, FutureGov Singapore Award and GovInsider Innovation Award.
To view a full list of the awards, please refer to Category 7.2 in Chapter 7: Results.
Table 6.2.9: Comparative studies conducted by MOM against a wide range of acclaimed international reports
COMPARATIVE STUDY FY 2014
FY 2015
FY 2016
Labour Force Evaluation Measure by Business Environment Risk Intelligence 1st 1st 1st
World Competitiveness Yearbook by the International Institute for Management Development(Category: Labour market sub-factor)
11th 11th 8th
Global Competitiveness Report by the World Economic Forum (Category: Labour market efficiency )
2nd 2nd 2nd
6.2b) How MOM uses comparative and benchmarking knowledge to improve performance
MOM has established a five-step process to compare and benchmark its performance against that of world-leading organisations (see Figure 6.2.8).
The results category focuses on MOM’s performance in key areas. This includes qualitative and quantitative results, as well as comparative data and competitive analysis.
The WorkRight Initiative, which aimsto raise national awareness and compliance with our employment laws, started with a Whole-of- Government approach, and ended up with a Whole-of-Society collaborative outcome. The United Nations Public Service Award that was won by the WorkRight Initiative is an epitome of the successful and inclusive collaboration by the public, private and people sectors. After all, the sustainable future of public service is not limited to contributions by public officers.
Mr Raymond Tan, DirectorEmployment Standards EnforcementLabour Relations and Workplaces Division, MOMJun 2015
ESULTS
RESULTS70
07 RESULTS
7.1 CUSTOMER RESULTS
7.1a) Customer satisfaction and experience
CUSTOMER SATISFACTION INDICATORSMOM tracks customer service experiences across all of its customer segments via three key indicators. The first two specifically measure satisfaction levels and the ability of MOM’s officers to help resolve customers’ queries at a single touch point. The third is a composite Service Performance Index comprising six sub-indicators. In all three indicators, MOM has exceeded its targets.
Indicator 1: Customer Interaction RatingPercentage (%) of customers who gave a feedback rating of 5 out of 6 or higher (with 6 being very satisfied) on the interactions with MOM at various touch points
Indicator 2: Customer Experience IndicatorPercentage (%) of customers whose queries were resolved at the first touch point
Source: Customer Responsiveness Department (CRD), MOM
Source: Customer Responsiveness Department (CRD), MOM
Indicator 3: Service Performance Index (comprising six sub-indicators)
Percentage (%) of customers served within 15 minutes of appointment time for transactional services
Percentage (%) of permits/passes/licenses processed within service level
Percentage (%) of calls/emails/faxes/letters/feedback responded to within service level
Percentage (%) of customers served within 30 minutes of appointment time for advisory services
Percentage (%) of customers served within 60 minutes of appointment time for enforcement services
Line accessibility of MOM Contact Centre call service
71A GREAT WORKFORCEA GREAT WORKPLACE
7.1b) Product and service performance
STRONG SINGAPOREAN CORE MOM’s policies and processes are designed to achieve a high national employment rate for Singapore. The Organisation for Economic Cooperation and Development (OECD) rankings are international benchmarks used by MOM to measure Singapore’s performance against those of other countries. Through persistent efforts and successful programme implementation, Singapore has one of the world’s highest employment and lowest long-term unemployment rates (see Table 7.1.1).
FAIR AND PROGRESSIVE WORK PRACTICES Fair and progressive work practices span a number of areas including the safety, health and well-being of workers. On safety, MOM has seen a steady decline in major workplace injuries for the past five years. As a custodian for the safety and health of workers, MOM continuously seeks to strengthen its workplace safety and health framework.
The rigour of that framework has allowed MOM to achieve the goal set down in WSH 2018 (a national strategy for workplace safety and health) of reducing workplace fatalities to 1.8 fatalities per 100,000 workers by 2018, in 2014. MOM’s efforts were also crucial in lowering the rate of major injuries in the workplace.
Percentage (%) of Resident Employment Rate (in the month of June each year) of those aged 25–64
Rate of Major Injuries in the Workplace (per 100,000 Employed Persons)
Resident Long-Term Unemployment Rate
Source: OECD Database
Source: OECD Database
Source: Labour Force Survey, Manpower Research and Statistics Department, MOM
Source: Comprehensive Labour Force Survey, Manpower Research and Statistics Department, MOM
Table 7.1.1: Singapore’s long-term unemployment rate ranked highly as compared to OECD’s global rankings
Source: Workplace Safety and Health Institute's (WSHI) National Statistics Report
Table 7.1.2: Singapore’s employment rate for residents aged between 25–64 was ranked above average as compared to OECD’s global rankings
OECD RANK COUNTRYLONG-TERM
UNEMPLOYMENT RATE (%) 2015
OECD Average - 3.2
- Singapore 0.6
2 Korea 0.4
3 Iceland 1.1
4 Israel 1.3
5 Norway 1.4
6 Canada 1.4
7 United States 1.5
8 Japan 1.7
9 New Zealand 1.9
10 Sweden 2.4
OECD RANK COUNTRY
EMPLOYMENT RATE (%) OF THOSE AGED 25–64 (2015)
OECD Average - 72.3
- Singapore 80.4
1 Iceland 87.1
2 Switzerland 84.1
3 Sweden 83.1
4 Norway 80.7
5 New Zealand 80.2
6 Germany 79.4
6 Japan 79.4
7 Estonia 78.4
8 Denmark 78.0
9 United Kingdom 77.7
9 Czech Republic 77.7
10 Netherlands 77.2
RESULTS72
MOM’s workplace safety and health standards are also comparable to many other countries.
Apart from making workplaces safer for employees, MOM has made headway in fostering progressive work practices among Singapore firms. Since 2011, the number of firms in Singapore that have adopted at least one formal flexible work arrangement has been on the rise.
Workplace Fatal Injuries (per 100,000 Employed Persons)
Proportion of Establishments Offering Flexible Work Arrangements (2011 to 2016)
Source: National Statistical Agencies
Source: Conditions of Employment Survey, Manpower Research & Statistics Department, MOM
WORKPLACE FATALITY RATES
Country/Region Rate (Year)1
Sweden 0.8 (2013)
EU15 Average 1.6 (2013)
Japan 1.7 (2014)
Singapore 1.9 (2015)
France 3.0 (2013)
United States 3.1 (2014)
Hong Kong 7.1 (2014)
Korea 12.0 (2012)
At least one ad-hoc work
arrangement^
At least one formal
flexible work arrangement*
20th Percentile 50th Percentile
Notes:(1) For years in which the Conditions of Employment Survey (i.e. 2011, 2013 and 2015) is not
conducted, data on flexible work arrangements are obtained from MOM Supplementary Survey.(2) Data pertain to permanent employees and employees on term contract of at least one year.(3) * - Refers to establishments offering at least one type of formal FWA, i.e. part-time work,
flexi-time/staggered hours, formal tele-working, homeworking, job sharing and compressed work week.
(4) ^ - Refers to establishments offering at least one type of ad-hoc FWA, i.e. unplanned time-off and ad-hoc tele-working.
A MORE SECURE RETIREMENT MOM is seeing success in ensuring a more secure retirement for Singapore workers. An increasing percentage of active CPF members are now able to meet the required retirement sum at age 55.
INCLUSIVE GROWTH Singapore has delivered sustained income growth for its lower wage workers over the years. Singapore’s employment rates for older workers and women are also among the highest the world’s developed economies.
Income Growth of Low-Wage Workers Gross Monthly Income from Work (including CPF) of Full-time Employed Singapore Citizens (measured in the month of June each year)
Source: Comprehensive Labour Force Survey, Manpower Research & Statistics Department, MOM
Percentage (%) of active CPF members who are able to meet the required Retirement Sum at age 55
Source: MOM Budget Book
73A GREAT WORKFORCEA GREAT WORKPLACE
Percentage (%) for Budget Utilisation
Source: Finance Department, MOM
Overall
Targets
Employment Rate of Older Workers Employment Rate of Older Workers (measured in the month of June each year) Age Group 55–64
Source: Comprehensive Labour Force Survey, Manpower Research & Statistics Department, MOM
Employment Rate for Women Employment Rate for Women Aged 25–64 (measured in the month of June each year)
Source: Comprehensive Labour Force Survey, Manpower Research & Statistics Department, MOM
Source: OECD Database
Source: OECD Database
Table 7.1.3: Singapore’s employment rate for older residents aged between 55-64 was ranked above average as compared to OECD’s global rankings
Table 7.1.4: Singapore’s employment rate for women aged 25 -64 is ranked above average as compared to OECD’s global rankings
OECD RANK COUNTRY2015 EMPLOYMENT
RATE (%)AGE GROUP 55–64
OECD Countries’ Average - 58.1
Singapore 67.2
1 Iceland 84.7
2 New Zealand 75.2
3 Sweden 74.5
4 Switzerland 72.8
5 Norway 72.2
6 Japan 70.0
7 Israel 66.2
8 Germany 66.2
9 South Korea 65.9
10 Denmark 64.7
OECD RANK COUNTRY
2015 EMPLOYMENT RATE (%)
FEMALES AGED 25–64
OECD Countries’ Average - 63.4
- Singapore 71.8
1 Iceland 83.2
2 Sweden 80.7
3 Switzerland 78.7
17 Japan 68.9
19 France 68.6
23 United States 66.9
29 Korea 61.1
32 Italy 53.2
9 South Korea 65.9
10 Denmark 64.7
7.2a) Financial performance including financial results and economic value
MOM’s financial strategy focuses on the twin objectives of financial marksmanship and fully maximising its resources. Budget projections are established at the start of the fiscal year to minimise opportunity cost from the under-utilisation of resources.
7.2 FINANCIAL AND MARKET RESULTS
RESULTS74
7.2b) Marketplace performance including growth and market share, position and acceptance MOM measures and internationally benchmarks its marketplace performance. The benchmarking results are a validation of MOM’s processes and ability to achieve its business outcomes.
i. INTERNATIONAL RANKINGGlobally Competitive Economy
World Economic Forum Global Competitiveness Index 2016–2017 Ranking
International Institute for Management Development (IMD) World Competitiveness Yearbook 2016 Ranking
Measures global competitiveness based on 12 pillars that are critical in driving competitiveness and productivity.(1) Institution(2) Infrastructure(3) Macro Environment(4) Health and primary education(5) Higher education and training(6) Goods Market Efficiency
(7) Labour Market Efficiency(8) Financial Market Development(9) Technological Readiness(10) Market size(11) Business sophistication(12) Innovation
World Economic Forum Global Competitiveness Index
RANK ECONOMY
1 Switzerland
2 Singapore
3 United States of America
4 Netherlands
5 Germany
6 Sweden
7 United Kingdom
8 Japan
9 Hong Kong
10 Finland
RANK ECONOMY
1 China, Hong Kong
2 Switzerland
3 United States of America
4 Singapore
5 Sweden
6 Denmark
7 Ireland
8 Netherlands
9 Norway
10 Canada
Highly Rated Labour Force
Business Environment Risk Intelligence Labour Force Evaluation Measure 2016 Ranking
Evaluates Singapore’s labour force based on:(1) Legal framework(2) Relative productivity
(3) Workers’ attitude(4) Technical skills
Labour Force Evaluation Measure 2016 RankingBusiness Environment Risk Intelligence (BERI)
RANK ECONOMY
1 Singapore
2 Taiwan (Republic of China)United States of America
3 BelgiumSwitzerland
4 Japan
5 Ireland
6Australia
South Korea (Republic of Korea) Sweden
7 Germany
8 United Kingdom
9 Denmark
10 Canada
75A GREAT WORKFORCEA GREAT WORKPLACE
The Heritage Foundation Index of Economic Freedom 2016 Ranking
RANK ECONOMY
1 Hong Kong
2 Singapore
3 New Zealand
4 Switzerland
5 Australia
6 Canada
7 Chile
8 Ireland
9 Estonia
10 United Kingdom
Highly Efficient and Flexible Labour Market
Measures labour market efficiency based on:(1) Cooperation in labour-employer relations(2) Flexibility of wage determination(3) Hiring and firing practices(4) Redundancy costs(5) Effect of taxation on incentives to work(6) Pay and productivity(7) Reliance on professional management(8) Country’s capacity to retain talent(9) Country’s capacity to attract talent(10) Female participation in the labour force
World Economic Forum (WEF) Global Competitiveness Index Labour Market Efficiency
World Economic Forum Global Competitiveness Index Labour Market Efficiency 2016/17 Ranking
RANK ECONOMY
1 Switzerland
2 Singapore
3 Hong Kong
4 United States
5 United Kingdom
6 New Zealand
7 Rwanda
8 Canada
9 Norway
10 Iceland
Measures the degree of economic freedom based on 10 specific factors:(1) Property Rights(2) Freedom from Corruption(3) Fiscal Freedom(4) Government Spending(5) Business Freedom
(6) Labour Freedom(7) Monetary Freedom(8) Trade Freedom(9) Investment Freedom(10) Financial Freedom
Index of Economic Freedom 2011-2016The Heritage Foundation (THF)
st
th
INSEAD Global Talent Competitiveness Index2017 Ranking
RANK ECONOMY
1 Switzerland
2 Singapore
3 United Kingdom
4 United States
5 Sweden
6 Australia
7 Luxembourg
8 Denmark
9 Finland
10 Norway
Measures the talent competitiveness of a country based on thefollowing factors:(1) Enable (regulatory landscape; market landscape; business and
labour landscape)(2) Attract (external openness; internal openness)(3) Grow (formal education; lifelong learning; access to growth
opportunities)(4) Retain (sustainability; lifestyle)(5) Vocational and Technical Skills(6) Global Knowledge Skills
INSEAD Global Talent Competitiveness Index
Highly Successful in Attracting and Retaining Talent
RESULTS76
ii. SHARING AND BENCHMARKING OF PRACTICESMOM’s policies, programmes and capabilities are recognised by both local and international organisations. MOM is regularly invited to industry conferences to share its organisational practices in the areas of data analytics, behavioural insights and retirement systems. MOM is also a thought leader responsible for organising various local and international industry conferences.
iii. INTERNATIONAL AND PUBLIC SERVICE AWARDSMOM has garnered various international awards that serve as a testimony to the excellence of our work. Some of the awards include:• Government Standard of Excellence Award
in the Web Marketing Association 2016 Web Awards. MOM’s revamped website was hailed for delivering well-organised, easily readable and searchable information for end-users
• United Nations (UN) Public Service Award 2015. MOM’s WorkRight programme received this award in recognition of its long-term efforts in helping both employers and employees understand their rights and obligations under the Employment Act and CPF Act respectively
• Pro Enterprise Panel-Singapore Business Federation Awards 2014. MOM received this award in recognition of its various pro-enterprise initiatives
EVENT/PLATFORM BRIEF DESCRIPTION
International Platforms
Retirement system
11th Pension Experts Meeting organised by the Organisation for Economic Co-operation and Development (held June 2016 in Seoul)
MOM and the CPF Board staff jointly delivered a talk on Singapore’s pension reforms
Retirement system
World Pension Summit (held November 2016 in the Hague, Netherlands)
MOM delivered a talk on Singapore’s approach to lifelong retirement income and older workers’ employment
Behavioural Insights
Behavioural Exchange 2015 (held September 2015 in London)
MOM received an honourable mention for the Best BI Practitioner Award, and was also selected to speak about MOM’s journey in developing organisational behavioural design-led thinking
Singapore Public Sector-Wide Platforms
Behavioural Insights
Inter-Agency Behavioural Insights and Design Community of Practice
In 2014, MOM and the Public Service Division launched the Inter-agency Behavioural Insights and Design Community of Practice. 250 active members from 43 agencies meet every quarter to share experiences and explore collaboration opportunities
Data analytics MOM Data Analytics Seminar 2015
Organised by MOM, the event was attended by 170 participants from 35 Singapore public agencies. Data analytics experts from the United Kingdom’s The Health and Safety Executive conducted a series of workshops
Data analytics MHA Business Analytics Seminar 2015
MOM shared its analytics know-how with the Ministry of Home Affairs and the various Home Team agencies
Public Sector Pro-Enterprise Initiative
Award[SILVER]New Work Pass Card
Registration Service
Public Sector Pro-Enterprise Initiative Award
[GOLD]Revocation of Factories Regulations
(Person-in-Charge & Certification of Competency –
Exam)
Most Improved Agency
Public Sector Pro-Enterprise Initiative
Award[BRONZE]
Pre-Assessment
Tool for Employment
Passes
Best Suggestion
AwardRemove
requirement for companies to use company seal for MOM applications
77A GREAT WORKFORCEA GREAT WORKPLACE
MOM is a role model in the public sector for innovation. MOMers have won numerous accolades at the PS21 ExCEL Awards — a platform that recognises public servants who come together to innovate and deliver excellent products and services that improve the lives of Singaporeans.
PS21 EXCEL AWARDS
Year Award
2016 Most Innovative Project/Policy (Gold Award)Work Pass Integrated System for Foreign Domestic Worker
Innovation Champion (Bronze Award)
2015 Most Innovative Project/Policy (Merit Award)Fair Consideration Framework
Innovation Champion (Gold Award)
2014 Innovation SpotlightStrengthening Trust with Citizens by Building a Future-Ready MOM
Innovation Champion (Bronze Award)
2013 Innovation Champion (Silver Award)
Year Award
2016 Govinsider Innovation Awards Best UI/UX Design Award for Work Pass Integrated System for Foreign Domestic Workers
2015 FutureGov Singapore AwardsFutureGov (Service Innovation) Award CIO 100 Honouree Award for IT@MOM Service Centre (MOM Service Centre)
YEAR AWARD
2016 Human Resource Management (HRM) Awards • Ikeda Spa Prestige Award for Best Work-Life Balance
TAFEP Exemplary Employer Award – Finalist
2015 HR Excellence Awards• Bronze Award – Excellence in Workplace Well-Being• Bronze Award – Excellence in Employee Work-Life Balance
2014 Work-Life Excellence Award• Work-Life Achiever Award
2013 HRM Awards• Best Work-Life Harmony Award
HR Excellence Awards• Gold Award – Excellence in Mature Workforce Practices• Silver Award – Excellence in Employee Development• Silver Award – Excellence in HR Technology• Silver Award – Excellence in Recruitment and Retention Strategy• Silver Award – Excellence in Employer Branding
Every year, MOMers shine at the Public Service 21 STAR Award, bagging many awards for service excellence.
PS21 STAR AWARD
Year Award Category
2016 Individual Award2 officers
Distinguished Star Service1 officer
Star Service Team AwardTo the MOM Website Redesign team responsible for revamping MOM’s Work Pass Integrated System for Foreign Domestic Workers
2015 Individual Award2 officers
2014 Individual Award2 officers
2013 Individual Award2 officers
7.3a) Human resource planning MOM’s human resource management strategies have yielded exceptional results and won many awards. This affirms MOM as an employer of choice with best-in-class human resource practices in the Singapore Public Sector.
MANPOWER PLANNINGThroughout the years, MOM has consistently kept below the 10% cap on excess headcount imposed by the Ministry of Finance. This is despite the increasing workload as MOM serves a rapidly growing labour force. MOM has won numerous awards and is widely recognised within the human resource industry for its quality strategies, practices and policies.
7.3 PEOPLE RESULTS
RESULTS78
7.3b) Employee learning and development
QUANTITATIVE-BASED AND QUALITATIVE-BASED TRACKINGMOM stands out as a people developer. Over the years, MOM has consistently exceeded its target of 80 average learning hours per MOMer. In 2015, the focus on solely quantitative learning shifted towards a qualitative tracking of learning outcomes. This allowed for a better assessment of the effectiveness of MOM’s staff learning and development programmes. Qualitative indicators include post-course evaluation ratings for centrally managed learning programmes. High ratings indicate that MOMers found the courses interesting and relevant.
The Learning and Development Index was developed in 2015 for a better qualitative assessment of the effectiveness of MOM’s learning and development programmes. Since then, the Index has become one of MOM’s new key performance indicators. The index tracks officers’ self-assessment of their growth and development in key areas as identified in the Organisational Climate Survey (OCS). Like other HR scores, this is tracked at the individual divisions and across the corporate services, operations and policy groups.
7.3c) Employee engagement and well-beingMOM places great emphasis on employee engagement and well-being. As a result of MOM’s commitment and dedication in this domain, attrition rates are below the Singapore Civil Service’s norm. Accordingly, employee engagement scores are above the norm.
LOW ATTRITION RATEMOM’s attrition rate has been on a downward trend. In 2014, it fell below the Singapore Civil Service’s norm. Attrition rates are tracked and segmented by age and length of service.
HIGH ENGAGEMENT SCORESMOM’s employee engagement scores have improved. MOM’s scores surpass its internal targets and exceed the public service’s norms.
ENGAGEMENT PLATFORMSMOMers are actively engaged through a variety of channels. At the divisional level, regular engagement sessions are held for staff. On the corporate level, MOMers are engaged through events such as the annual Workplan Seminar, Innovation Carnival and quarterly Townhalls. In 2014, Mr Kok Ping Soon, MOM’s Deputy Secretary (Development), launched an engagement platform named “La Kopi Soon” with the goal of personally interacting with ground officers to hear first-hand feedback and concerns. This event saw Mr Kok interacting with 436 officers of different seniorities and positions across divisions from 2014 to 2016.
WORK-LIFE SURVEY BY THE PUBLIC SERVICE DIVISIONMOM ranks among Singapore’s top five ministries according to the Work-Life Index. The index measures officers’ views on whether they are able to balance work and family commitments. Similarly, when compared across the Singapore Public Service, MOM performs well in ratings of job satisfaction level. MOMers are also highly likely to recommend their friends to join the Ministry.
Percentage (%) of centrally managed learning programmes that scored 4 out of 5 (5 being very satisfied)
Source: Post-course evaluation ratings
Actual Target
79A GREAT WORKFORCEA GREAT WORKPLACE
DRIVING A CULTURE OF INNOVATION THROUGH STRONG EMPLOYEE ENGAGEMENTMOM believes in employee engagement towards good work outcomes. MOMers provide innovative ideas and projects and see them to implementation. From FY11 to FY14, 100% of MOMers contributed at least one idea and participated in at least one innovation project a year. In FY15, the focus was shifted to tracking the quality instead of the quantity of ideas and projects submitted.
7.3d) Employee performance and recognition
MOM recognises both individuals and teams for their outstanding contributions through various internal awards. They range from prestigious team awards (e.g. Minister for Manpower Award) to individual awards (e.g. Exemplary MOMer Award) that recognise MOMers who exemplify MOM’s shared values. Officers are recognised for their commitment to the service (e.g. Special Appreciation Award, Long Service Award). In particular, the Special Appreciation Award pays tribute to the officers who continue contributing to the service even after retirement.
Percentage (%) of ideas and projects accepted for implementation
Source: MOM’s statistics on ideas and projects accepted for implementation
Results
Target
TEAM AWARDS 2012 2013 2014 2015 2016
Minister for Manpower Award 7 7 7 9 8
PS Commendation Award 7 8 7 6 9
Most Innovative Project/Policy 3 3 3 3 3
Customer Responsiveness Departmental Award 19 19 17 NA NA
Excellence in Service Team Award(This award was known as the Customer Responsiveness Departmental Awards prior to 2014 and had more categories)
NA NA NA 9 9
INDIVIDUAL AWARDS
Exemplary MOMer Award 7 6 10 8 8
Innovation Champion 3 3 3 3 3
STAR Service Award 6 6 6 6 6
Long Service Award 91 120 130 236 270
Special Appreciation Award NA NA 9 17 17
Table 7.3.2: MOM’s Awards celebrate the MOMers who have made significant contributions towards the organisation
7.4a) Process performance MOM’s operational capabilities allow it to achieve organisational strategic outcomes. For instance, MOM’s various audit, inspection and prosecution teams provide rigorous enforcement that ensures a level playing field for both employment agencies and employers, protects vulnerable local and foreign workers and reduces negative outcomes (arising from offences committed) for the public. MOM achieves its policy intent by educating customers of the rights and obligations and enforcing the relevant legislations governed by MOM (that is, the Employment Act, Employment of Foreign Manpower Act, Employment Agencies Act and Workplace Safety and Health Act). The high conviction rates on cases prosecuted by its respective departments underscore the robustness of MOM’s investigation and prosecution capabilities.
7.4 OPERATIONAL RESULTS
RESULTS80
7.4b) Suppliers and partners performanceMOM works closely with key suppliers and partners to ensure quality services. MOM closely monitors the performance of its suppliers by setting service standards for services provided such as cleaning and security. Exemplary customer satisfaction, for example, is achieved through the key supplier for MOM Contact Centre. MOM ensures that its suppliers provide competent and quality frontline services to customers by ensuring all calls, emails and queries do not go unanswered and are always handled promptly. MOM also partners with Workforce Singapore (WSG) in promoting the development, competitiveness, inclusiveness, and employability of all levels of the workforce, as well as ensure effective job placements for local workers.
In 2016, the placement rate for career matching services (e.g. WSG’s Career Connect and NTUC-Employment and Employability Institute (NTUC-e2i)’s career centres) stood at about 70%.
7.4c) Governance system and contribution to the community, society and the environmentMOM continually works on improving its organisational governance system and contributions to community, society and the environment. In governance, MOM sets the goal of delivering a report with no audit findings by the Auditor-General’s Office.
i. COMMUNITY AND SOCIETYSocial responsibility is also another important strategic organisational commitment for MOM. This is achieved through activities such as the Meals-on-Wheels food delivery programme for Kreta Ayer Senior Activity Centre, as well as the CSR Bazaar to encourage volunteering on a corporate level. At a departmental level, MOMers actively participate in activities such as Purple Parade, Donate-A-Can, Children’s Day celebrations and the organising of charity bazaars. Funds raised through these programmes go towards the MOM Help Fund, which is used to purchase gifts and organise activities for supported beneficiaries. MOMers are also encouraged to participate in SHARE, Singapore Community Chest’s monthly donation programme.
Contributions to the international community are done through the regular hosting of foreign delegations. These visits allow MOM to share its policies, programmes and processes and benchmark ourselves against foreign counterparts. MOM strives to continue learning from other countries’ manpower markets through active participation in regional and international events. At the same time, MOM shares with the international community its own industry knowledge and experiences.
ii. ENVIRONMENTMOM is committed to environmental stewardship and ensures that all of its offices are energy and water-efficient. MOM closely monitors both water and energy consumption of its various mechanism (including chillers) and launch a variety of environmentally-friendly initiatives that have garnered positive recognition.
Eco-Friendly Awards and Achievements 2016
MOM Headquarters • Top 10 Commercial (Government
Office) Buildings in Singapore• ECO-Office Certification MOM Service Centre• Top 10 Commercial (Government
Office) Buildings in Singapore• 1st Runner-Up for ASEAN Energy
Award for Large Green Building • BCA Green Mark Platinum Award • Energy Efficient Award
The MOM team are all smiles being awarded the BCA Green Mark Platinum Award 2016 (MOM Service Centre)
81A GREAT WORKFORCEA GREAT WORKPLACE
ANNEX DESCRIPTION OF MOM'S DEPARTMENTS
POLICY DIVISIONSDIVISION DESCRIPTION
Manpower Planning and Policy Division (MPPD)
Responsible for Workforce Planning, Labour Market Policy and Economic Research and developing related policies.
Workplace Policy and Strategy Division (WPSD)
Drives and coordinates MOM’s work in enhancing workplace practices and standards.
Income Security and Policy Division (ISPD)
Develops policies for income security and lifelong employability.
OPERATION DIVISIONSDIVISION DESCRIPTION
Foreign Manpower Management Division (FMMD)
Manages the foreign workforce to ensure their well-being and adherence to foreign manpower regulations.
Labour Relations and Workplaces Division (LRWD)
Works closely with tripartite partners in tripartite committees and workgroups to deliberate on labour policies such as annual wage guidelines, wage reforms; managing excess manpower; makes recommendations through issuing tripartite guidelines and advisories; and promotes their adoption and implementation by employers and employees/unions.
Work Pass Division (WPD)
Regulates the employment of foreign nationals in Singapore via an efficient, effective and dynamic foreign manpower admission framework that meets the needs of the Singapore economy.
Occupational Safety and Health Division (OSHD)
Works with employers, employees and stakeholders to identify, assess and manage workplace safety and health risks so as to reduce the incidence of work-related deaths, injuries and ill-health.
CORPORATE SERVICES GROUPDIVISION /
DEPARTMENT DESCRIPTION
Corporate Communications Department (CCD)
Handles media relations, research and planning, and MOM’s marketing and digital communications.
Corporate Planning & Management Department (CPMD)
Works closely with other divisions in MOM to help develop the strategies and resources MOM needs to achieve its mission.
Customer Responsiveness Department (CRD)
Leads the planning and delivery of MOM's services and customer responsiveness initiatives.
Human Resource Department (HRD)
Attracts, retains and develops MOM staff to reach their full potential and achieve MOM’s business objectives.
Information Systems & Technology Department (ISTD)
Partners MOM departments to transform business and operations with innovative use of InfoComm Technology.
Legal Services Division (LSD)
Provides legal advice and services to MOM’s divisions and departments, prosecutes offenders for contravention of Acts administered by MOM and adjudicates work injury claims and infringement cases.
STATUTORY BOARDSSTATUTORY
BOARDS DESCRIPTION
Workforce Singapore(WSG)
Promotes the development, competiveness, inclusiveness and employability of all levels of the workforce. Its key mission is to enable Singaporeans to meet their career aspirations, take on quality jobs at different stages of life and help enterprises be competitive and manpower-lean.
Central Provident Fund Board (CPF Board)
Administers the Central Provident Fund (CPF), Singapore’s social security savings plan that provides working Singaporeans with old-age and retirement financial security. It also administers CPF-related schemes such as Medisave, Workfare and the SkillsDevelopment Levy.
Singapore Labour Foundation (SLF)
Provides financial support to the National Trades Union Congress (NTUC), its affiliated unions, co-operatives and associations for their educational, social, cultural and recreational activities.
82
GLOSSARY
ABBREVIATION DESCRIPTION
AGO Auditor-General’s Office
BCMG Business Continuity Management Group
BDP Behavioural Design Platform
BI Behavioural Insights
BERI Business Environment Risk Intelligence
BHP Business Human Resource Partner
CCD Corporate Communications Department
CEOC Community and Environment Outreach Club
CIA Customer Insights to Action Programme
CMM Corporate Management Meeting
CoP Community of Practice
COS Committee of Supply
CPI Corporate Performance Incentive
CPF Central Provident Fund
CPFB Central Provident Fund Board
CPMD Corporate Planning and Management Department
CRD Customer Responsiveness Department
CSF Centre for Strategic Futures
CSI Customer Satisfaction Index
CSISG Customer Satisfaction Index of Singapore
CY Calendar Year
DT Design thinking
DS Deputy Secretary
DS(D) Deputy Secretary (Development)
EFMA Employment of Foreign Manpower Act
ExiS Excellence in Service (Blueprint)
FMMD Foreign Manpower Management Division
FY Financial Year
FW Foreign worker
GPC Government Parliamentary Committee
HOD Head of Department
HRD Human Resource Department
i2i Ideas-to-Innovation (system)
IAC Industrial Arbitration Court
ABBREVIATION DESCRIPTION
IAU Internal Audit Unit
IMD International Institute for Management Development
ISPD Income Security Policy Division
ILO International Labour Organisation
ISSA International Social Security Association
ISTD Information Systems and Technology Department
IM The Singapore Government’s Instruction Manual
JOD Joint Operations Directorate
KPI Key Performance Indicator
KRI Key Risk Indicator
L&D Index Learning and Development Index
LED Lean Enterprise Development scheme
LRWD Labour Relations and Workplaces Division
LSD Legal Services Division
LWW Low-wage worker
MOF Ministry of Finance
MOMers MOM staff
MOMster MOM’s intranet
MPIM Major Policy Implementation Meeting
MPPD Manpower Planning and Policy Division
MRSD Manpower Research and Statistics Department
MSSA Minimum Service Standards Audit
MTI Ministry of Trade and Industry
MWC Migrant Workers’ Centre
NHO National Human Capital Office
NTUC National Trades Union Congress
OCS Organisation Climate Survey
OECD Organisation for Economic Co-operation and Development
OSHD Occupational Safety and Health Division
PER Pro-Enterprise Ranking
83A GREAT WORKFORCEA GREAT WORKPLACE
ABBREVIATION DESCRIPTION
PMEs Professionals, managers and executives
PMETs Professionals, managers, executives and technicians
PS Permanent Secretary
PSD Public Service Division
PSL Public Sector Leadership
PWM Progressive Wage Model
QSM Quality Service Management
QuIPS Quality, Innovation, People and Service
RF Reinvestment Fund
SC Singaporean Core
SCI Service Culture Index
SG Strategy Group
SHARE Monthly donation programme for SingaporeCommunity Chest
SNEF Singapore National Employers Federation
TADM Tripartite Alliance for Dispute Management
TAFEP Tripartite Alliance for Fair and Progressive Employment Practices
TOC Tripartite Oversight Committees
TWC2 Transient Workers Count Too
WEF World Economic Forum
WIS Workfare Income Supplement
WINS FDW Work Pass Integrated System for Foreign Domestic Workers
WLI Work-Life Index
WOG Whole-of-Government
WOG-SO Whole-Of-Government Strategic Outcomes
WPCR Work Pass Card Registration
WPD Work Pass Division
WPOL Work Permit Online
WPSD Workplace Policy and Strategy Division
WSG Workforce Singapore
WSHC Workplace Safety and Health Council
WSHI Workplace Safety and Health Institute
Ministry of ManpowerHeadquarters18 Havelock RoadSingapore 059764
Ministry of ManpowerServices Centre1500 Bendemeer RoadSingapore 339946