UPGRADING LOCAL MANPOWER TALENT

UPGRADING LOCAL MANPOWER TALENT

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Mdm Ho Geok Choo asked the Minister for Manpower (a) whether a greater burden will be placed on employees if employers are asked to rely on less manpower and how will it affect the quest to double or triple productivity growth over the next decade; and (b) apart from training courses, how does the Ministry intend to upgrade local manpower talent via intangible means.

Mr Gan Kim Yong: Our national focus on productivity is not about getting employees to work harder. It calls for employers to be innovative and invest in productivity measures. They need to review their businesses holistically to identify productivity gaps and obstacles, and take action to overcome these. For example, companies should look at creating new products and services to grow the top-line; leveraging on infomation and communication technology (ICT) investment to raise efficiency; taking responsibility to upgrade the skills and quality of the workforce; and putting in place the right systems and processes to encourage and recognise the productivity contributions of its employees.

Companies also need to invest in intangibles such as progressive management and organisational practices as well as a culture of productivity, in order to ensure sustained improvements in productivity. Research has shown that companies with good management practices outperformed others in terms of productivity. Through better management and organisational practices, we can build up a workplace culture that is conducive to the attraction and retention of talent, and contribute to higher productivity for companies.

To support efforts in these areas, the Ministry of Manpower (MOM) has partnered other agencies and global experts to initiate programmes to help organisations in Singapore develop their talent and leadership capabilities. For example, MOM launched the

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Singapore Human Capital Summit in 2008 to provide a platform for networking opportunities and sharing on human capital challenges and strategies. To support the development of human capital management leadership and skills, MOM has partnered the Singapore Management University to establish the Human Capital Leadership Institute (HCLI) in May 2010.

In addition, MOM regularly organises short seminars, workshops and roundtables involving renowned thought and business leaders as well as human resource (HR) professionals on effective leadership and talent management. We partner research centres and industry to support the creation of new knowledge, case studies and tools around leadership development and talent management that organisations in Singapore can use to develop their people.

At the end of the day, we will need to develop our own culture of productivity – one that suits our environment, plays to our strengths and overcomes our weaknesses. This will give us the edge over our competitors in achieving a higher productivity growth that is broad-based and inclusive.

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