BUSINESS SYSTEM HANDBOOK

BUSINESS UNIT:HR

KEY FUNCTIONS:

Recruitment

Retention

Compensation

Training & Development

Welfare & Benefits

Others : ______

Note: Each Key Function has its own Business System Handbook

DATE:First created inMay 2014

Latest update in 12th Aug 2014

FUNCTION LEADER:Leong Bih Shean

TEAM MEMBERS:Lawrence Foo

Sheila Chua

Contents

1.Business System Overview

2.Vision, Mission & Business Objective

3.Business Philosophy

4.Use of Business System

5.Business Plan & Strategies : Training and Development (T&D)

6.Principles, Policies & Framework

7.Handbooks, Manuals & Calendars

8.Standard Operating Procedures (SOPs)

9.Work Instructions, Flow charts, Checklists, Forms, Drawings, Specifications etc

10.Industry Standards & Codes of Practice

  1. Business System Overview

  1. Vision, Mission & Business Objective

Vision

To be the finest Real Estate Services Company in Singapore for

itsprofessional people, excellent customer service and reliable delivery systems

Mission

To provide integrated asset management services to enhance

the values of the properties of our clients

Business Objective

To give decent returns to our shareholders by

running a profitable business with good people

  1. Business Philosophy

Our business philosophy is built on 5 core principles as depicted in the diagram below.

Customers: / Customers are the reason of our existence. We must add values to their business.
Safety: / Safety is paramount. We put safety above all, ensuring safety of our customers, tenants, employees and all stakeholders at all times.
Reliability: / We deliver what we say. We will perform to exceed customers’ expectation.
Yield: / We are yield driven. We think like owners and ensure all investments are yield accretive.
Sustainability: / We care for the environment. We ensure that our business practices do not harm the environment.
  1. Use of Business System
  1. To ensure consistency in delivering the desired outcomes of our service
  2. To ensure proper documentation for institutional memory
  3. To coach new staff on the right way of doing things in One Marina
  1. Business Plan & Strategies : Training and Development (T&D)
  1. ObjectivesKPIs

Objective(s)[1] / KPI(s)
1 / To close the competency & skill gaps of employees by identifying the appropriate training programme / Need to identify specific gaps, then quantify & measure “the performance and skill gaps”
2 / To ensure the training course attended was effective for the trainee and the desired objectives have been achieved / Score of post-course evaluation by both trainee & his supervisor > 50%
3 / To ensure improved changes in on-the-job behaviour as a result of training efforts / Need to identify specific behaviour, then quantify & measure “the behaviour”
  1. Types of T&D

There are 2 types of T&D:

  • External
  • Refers to formal courses or programmes organised by external recognised training institutes
  • A certificate or diploma will be issued upon completion of the course or programme
  • The certificate or diploma is generally recognised by relevant authorities
  • Internal
  • Refers to in-house training such as on-the-job training provided by respective business or functional units
  • A certificate of attendance will be given out, signed by the respective HOD, will be given out
  1. Budget

The annual budget for T&D is computed using 2 approaches: top-down & bottom-up.

  • Top-down approach
  • The company will normally provide up to 3% of total payroll as training budget
  • Bottom-up approach
  • i.e. working out what training is required from the ground/operation and the costs associated with these trainings
  • Training budget for 2014 is attached in Annex A
  1. Scope & Deliverables

The following works need to be performed:

  • Competencies or skills analysis
  • What competencies or skill sets are required by the company to perform its business
  • Start by looking at the keys functions in the business system of the respective business & functional units
  • For each of these key functions, identify the underlying competencies or skill sets.
  • Also, identify the quantity of people is required for each competency based on the existing & projected business volume.
  • This exercise should be done in conjunction with respective HODs
  • Deliverables:
  • A list of competencies for the respective business units
  • The quantity of people required for each competency
  • Refer to Annex B for the company’s competencies list & quantity requirement
  • Competency or skill gaps analysis
  • What is the company’s current competency level
  • Start by analysing the qualification & experience of existing employees
  • Compare against the list of competencies & quantity required
  • The difference is competency and quantity gap
  • Deliverables:
  • A list of competency gap
  • A list of quantity gap
  • Refer to Annex C for the company’s competency & quantity gap analysis
  • Training needs analysis
  • What training is required to meet the competencies and skill sets of the company
  • For each of the competency, identify the formal & informal training required to attain that competency
  • Deliverables:
  • Training Plan consisting of:
  • List of training courses or programmes including training dates and costs
  • Training budget
  • List of employees to be trained for each of the course or programme
  • Refer to Annex D for the Training Plan
  1. Principles, Policies & Framework
  1. Employee Training and Improvement Program(ETIP)
  1. ETIP is developed to cater for the external T&D requirements.
  1. ETIP was approved by the compensation committee on 3 April 2014.
  1. ETIP consists of two parts:
  2. Company initiated training or courses
  3. Employee initiated training or courses
  1. Company Initiated Training or Courses
  2. Mandatory courses by law (eg. Work-At-Height, First Aid)
  3. Work requirement courses as required by work contract (eg. FSM, Green Mark, Building Inspection, CEA, SCEM etc)
  4. Functional competency training or courses (eg. Customer Service Program)
  1. Employee Initiated Training or Courses
  2. Work related courses
  3. Career development related courses
  4. Self upgrading courses (eg. CoreTrade M&E Supervisor)
  1. All confirmed staffs are eligible to apply for training. Training applied must be of relevance to the job.
  1. The company will compute the number of candidates required for the year for the company initiated training and courses. Following this, the company will identify the appropriate staff for the courses.
  2. Employees cannot reject or decline training or courses initiated by the company
  3. For illustration, if there are 20 buildings that require 20 FSMs for the year, the company will send 20 candidates + 20% buffer for training.

For eg. 24 person.

Any excess over the 24 will be considered for the following year. Selection of the 24 person will be based on:

  • Expiry of FSM cycle
  • Attachment to the building
  1. Employees are to comply with training requirements to enable one to perform their job more effectively. The Company reserves the right to transfer/reassign/redeploy an employee to other functions or responsibilities as deemed necessary in the event of non compliance with training requirements.
  1. Prior to registration, the course must be recommended by the Department’s Head and approval obtained from the Chief Executive Officer.
  1. Completion of the courses
  2. Completion is marked by passing of the course where there is a test at the end of the course.
  3. Should the staff fail the test, the company will pay for the second test.
  4. Should the staff fail the second test and wants to take the third or subsequent tests, the test fees will be borne by the employee.
  5. Should the staff decide not to proceed with the test, the company will record in the file as training completed but failed. The company reserves the right to redeploy the person.
  1. All employees will be required to sign a bond with the company for the sponsorship of training course fees. The period of training bond will be determined by the value of the course fees. The bond period shall start on the first working day after the employee has completed the last day of examination or course if it is non-examinable.
  1. The applicable bond period is as follows:

$701 & above – 12 months

$301 to $700 – 6 months

$300 & below – 3 months

The bond is applicable for both company and employee initiated ETIP.

  1. The employee will have to reimburse to the company the total course fees incurred and other related expenses if he/she:
  2. Resign from the Company during the duration and interval of both courses, or
  3. Fail the examination and are not allowed to retake; or
  4. Breach the bond period
  5. Dismissed/terminated by the company

In the event of redundancy, the bond will be waived by the company.

Long no pay leave will not be counted in the bond serving period.

  1. Employees are required to complete the Training Evaluation Form after the training. The training Evaluation Form will be sent to the respective supervisor two months later from the date of training for post evaluation. The respective supervisor will complete the Training Evaluation Form and return to HR.
  1. On-The-Job Training Program (OJT)
  2. Technician Associate Program (TAP)

Please describe TAP here

  1. Technician Training Program for Fairprice

Please check with Engineering and describe here

  1. Handbooks,Manuals & Calendars

Training Calendar 2014 – Refer to Annex E

  1. Standard Operating Procedures (SOPs)

Relevant SOPs for T&D:

  • SOP HR Training & Development of Employee
  1. Work Instructions, Flow charts, Checklists, Forms, Drawings, Specifications etc

Training application/sponsorship form – Refer to Annex F

Training evaluation form – Refer to Annex G

  1. Industry Standards & Codes of Practice

NIL

1

[1]Objective must be measurable by KPI