Human Capital Development

Singapore
Newsletter – Sep/Oct 2002

Welcome to the September/October edition of Human Capital Development

We are delighted to announce the completion of our first Coaching Skills for Managers Training program
delivered in Asia by Dr Anthony Grant.

Participants from our two sessions included directors and general managers in human resources,
commerce, and operations for cosmetics, engineering and transport companies. Here are some
examples of their feedback from the program:

“What aspects would you highlight as particularly effective or useful?

• Tools and practical examples plus practice sessions
• Theoretical tools applied in a commonsense, practical way. Easy to apply in the real world.
• Anthony’s vast experience and his method of communication, presentation skills are excellent.
• Very interactive and role plays effective
• Nice sized group
• Various concepts and principles about coaching for change”

It was fairly clear that participants enjoyed the program and found it worthwhile. They met their
objectives to learn practical coaching skills. And these were delivered on a foundation of empirically
tested theory presented in a highly interactive and fun way!

Our next program with Dr Grant is scheduled for the week commencing February 17 th, 2003 after
Chinese New Year. He will be here to present a number of programs outlined below for the Singapore
region. Please check with John Read to confirm the dates and program for next year or to indicate your
interest in attending one of the programs.

So much for our news…what about the industry? Our latest Job Index Survey results show a dim result:
“Employers not ready to increase hiring as economic uncertainty dampens optimism and attention turns
to China.” Salaries will remain steady with little progression beyond economic adjustment. Thus
motivation will be achieved mainly through employees trying to hold their jobs and competitiveness is
being driven by demand of business managers internally setting high revenue goals.

On the global scene there remains strong drive for re-structuring with many companies laying-off more
employees esp in the airline and technology sectors. Our local scene in Asia and Singapore is not so
affected by these global trends with these two sectors already quite competitive overall. Adjustment in
tech sector has nearly dried up apart from company specific needs usually as a result of M&A.

Human Resources staff are busy spending the last of their annual training budgets, and preparing
budgets for next year. In many cases they are meeting to plan their own strategies for Year 2003 as they
move to adopt a shared services or business partnering models.

If I could have input to their wish lists I might offer the following ideas:

• Look at ways to help management to better manage morale in a fixed salary economy
• Upgrade use of HRIS systems to deliver better performance measurement and support Management
and HR interventions in performance
• Seriously review performance and consider fine tuning the management talent bank to address the
tough issues facing business right now
MOTIVATION AND PERFORMANCE IMPROVEMENT
Most researchers say that motivation is driven by primary needs in the individual and their fulfilment or
not, from their external environment. How is important is this, is reflected in a recent statement by MIT
economist Lester Thurow who recently observed that successful companies (and countries) will compete
in the future based principally on the quality, capacity, and commitment of their human capital.

Helping managers to identify and change the motivating factors for their staff is a valid expectation of
human resources. However, this certainly cannot be achieved across the board with out involvement and
support from senior management to put the tools of change into the hands of managers and equip them
to use them.

Modern HR approaches expect managers to be leading the process of setting goals (Key performance
areas, key tasks, key performance measures) with their staff, monitoring their achievement and
correcting deviations from them. This is fine as a framework, but it perhaps overlooks the role of
motivation to work. Using any of the modern motivation theories we can see a trend towards capturing
the following critical attributes:

• Self-preservation – safety, ‘rice bowl’, bread-winner – satisfaction of these needs is a common ‘must
have’ driving many to work even though they may not have the other satisfiers below.

• Relationships at work – with significant others, these may be defined in order of priority: first and
most critical is the subordinate - immediate supervisor relationship (the critical retention relationship
for almost all staff); then depending upon the nature of the work …with peers, internal customers and
others as supporting relationships that help to satisfy needs for recognition and affiliation.

• Job satisfaction – the nature of the work and the individuals interest in the work, help to provide a
source of achievement and self actualisation, for those who have moved beyond the first two above.

• Perceptions of importance – influencing perceptions of what is important is the role of leadership.

This is different from management in that it prefers to use a visionary model of communication and
motivation by building ‘buy-in’. In the longer term this is better for sustained performance
improvements. Management can use disciplinary style or simple directive styles for short-term task
performance but this will be unlikely to motivate better long-term behavior by staff. Helping managers
to become managers and even assume a role as a better leader will help the company drive an
agenda for better performance.

CULTURAL VITALITY MEASUREMENT AND IMPROVEMENT

At TMP we are helping a number of organisations to measure the vitality of staff and management
culture. The model used assesses both motivation and ability as the key factors driving performance. If
you are keen to know more about our services in this area, you can request a copy of our powerpoint
presentation of this program be emailed to you. Simply email me, John Read at john.read@tmp.com.

FUTURE PROGRAMS WITH DR. GRANT

We are exploring a number of possible program with Dr Grant for the first half of next year. If you are
keen to participate in any of these please drop me an email indicating your interest so that I can proceed
to make arrangements.

www.sg.tmp.c
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TMP COACHING PROGRAMS PLANNED FOR Q1/2 2003
WITH DR. ANTHONY GRANT

February – One day Conference: ‘Coaching Using Evidence-based Coaching Tools’ – identifying
clearly what works in coaching is vital to a successful coaching interaction. It is also important that
companies know what to expect from coaching, and how best to implement it in their workplace. This
one-day interactive conference will demonstrate the use of well-researched coaching strategies and
practice. It will explore successful case histories of introducing coaching into companies. [content subject
to change]

February/April – Coaching Skills for Managers training course: day one in February followed by day
two in April. This is the second edition of this already successful program for managers to develop their
coaching skills

February/April – In-house Coaching Skills for Managers training – available subject to expression of
interest

February/April – Professional Certificate in Coaching – 3 days in February followed by day four in

April - available subject to expression of interest.

The openness of this calendar is deliberate – we want to make sure that we are meeting your requirements
as closely as possible. Dr Grant has generously given this flexibility to us and we plan to use it for the
greatest good in terms of the development of coaching here

Please send me an email to book your expression of interest or to enquire about our programs. You can
also call John Read direct on tel: 6430 5324 to make enquiries. In his absence please speak to Siti
Zubaida, on tel: 6430 5505.

TMP CONTINUES TO OFFER OUTPLACEMENT SERVICES

As companies are continuing in some sectors to re-structure their operations especially those less
profitable or higher costs areas to lower costs countries, we find a continuing strong demand for these
services from TMP.

Our unique positioning as a recruiter in this region means that we have offices in many different locations
often where our competitors don’t have them. Our ‘spirit of placement’ enables us to direct outplacement
services to where they are needed most for each candidate. And our pricing remains very competitive, for
example, we don’t charge on the basis of salary of the affected staff – we believe this does not relate the
quality of our services provided.

We offer services in Mandarin and other dialects if needed for those involving large-scale or special
outplacement events. We have a relationship with the Ministry of Manpower to offer joint services to
operational level staff if required.

To find out more about TMP’s Solutions, please call www.sg.tmp.c

John Read at 6430 5324
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