Work/Life Imbalance

The manpower jinx in my department continues.

A week ago, one of my colleagues suddenly fell very ill. He had to be sent to hospital. A CT scan revealed a serious problem. It was literally a life-&-death matter. He had to undergo emergency brain surgery. The surgery went well, and he is out of Intensive Care, but he is still in hospital. He won't be back at work for several weeks.

Meanwhile, yesterday, it was announced that another colleague had resigned. Not even bothering to stick around to collect the bonus for 2010. Mr Foreign Talent, who came to sunny little Singapore 4 years ago, with wife and kids in tow, is now packing up and going back to his home country. He hasn't found a new job. He just doesn't want to work here anymore.

Throughout 2010, people have been quitting and most of them have not been replaced. The office has so many empty desks now that it's depressing.

Last night was also my department's Christmas party. All these years, I've always made it a point to go to the Christmas party. This time, I didn't go. I would have liked to. But I had too much work. So instead I was in the office working till slightly past midnight. As I worked, new emails continued to arrive into my inbox - from London and New York. These are the perils of working in a global investment bank - the sun never sets, and the work never ends.

I've been told that I'm well on track for promotion. Barring any unexpected circumstances,m the promotion should happen in February next year. I suppose this is a good thing. I suppose that I should feel happy or excited. On the other hand, I cannot honestly say that I feel happy and excited. Right now, nothing about working here feels happy or exciting to me.

Part of me is angry with myself, because I know that I am responsible for maintaining my own work/life balance. I know that I am at liberty to just walk out at 6 or 7 pm and that no one would say anything about it. What compels me to stay later and later in the office - as the overall manpower shrinks and my own workload grows heavier and heavier - is my own sense of responsibility and professionalism. It's my own warped drive and determination to get my work done, with a certain degree of quality and care.

I was discussing this with another colleague yesterday - he consistently works late too, in fact, later than me. I know that like me, he still tries his best. What did I tell him yesterday? I said that one day, if he notices that I'm regularly leaving home at 6 pm, then this means I don't care anymore and I've given up on this place.

As of today, I haven't given up. Yet.

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How Many Years of Your Life Do You Want to Work?

More on babies and mummies. From the TODAY newspaper:

Baby Woes Not Just Bosses' Fault
By Neo Chai Chin

CHANGE the workplace culture to allow for more family time, some have been saying — but would this truly boost the sagging birthrate?

Out of 1,000 mums surveyed in April by the Working Mothers Forum (WMF), 3 in 5 would say “no, thanks” to having a new bundle of joy in their households, even if they could resolve domestic and work issues. Yet, 86 per cent of these mums agreed that having children was “a bliss”.

What could explain this conundrum?

To mothers like Madam Noroonnessa Begam, 38, factors such as the high cost of raising a child and Singapore’s competitive environment count. “Finances are very important. As you know, there are rising costs and the challenging education system. And if you have one problem child, that will take up a lot of your time,” said Mdm Noroonessa, a childcare teacher with three sons aged 9 to 12.

But the experts say, all is not lost in the push for more babies – after all, the survey (done by research firm Connecting Insights Consultants) found that a quarter of the mums would agree to more kids if work-life balance is achieved.

“I think that’s a good start,” said Associate Professor Daniel Goh, a pediatrician and chair of WMF’s panel of experts. The survey aims to understand the concerns of working and job-seeking mothers, and if it leads to increased flexibility at the workplace, perhaps “some of these people will change their minds”.

The survey also found that one-third of the mothers felt it was impossible to give 100 per cent to both motherhood and career, while 37 per cent felt they could.

About half the mums surveyed said employers play the biggest role – more so than the Government – in helping them manage work-family challenges. Flexible policies would do much to ease their load.

This year, Mrs Wang went part-time. She now works three days a week. Furthermore, for each of those three days, she can work half a day at home, and it's up to her whether she works from home in the morning, or in the afternoon.

This is great for our kids, but logically speaking, a setback for her career. Over the next few years, most likely Mrs Wang is not going to make as much career progress as she would have, if she were working full-time.

I do have two important points to make. Firstly, kids grow up. Secondly, the average lifespan of a modern career is much longer than the time it takes for kids to grow up.

Currently, the official retirement age in Singapore is 62 years. If you are a female graduate, you probably started working around age 21 or 22. That means your career lifespan is about 40 years.

Even if you took, say, five years off to raise your little kids, you still have 35 years left to work. That's a very long time. I think that there must be very few people in the world who can honestly say that 35 years is too short a period for them to pursue their career aspirations.

On the other hand, devoting five years to your kids when they are still very young and need a lot of care will make a very big and valuable difference. When they're older and more independent, they won't need that much attention anyway.

By going part-time (as opposed to quitting work completely), Mrs Wang has more time for the kids, yet at the same time retains enough connection to the working world to know what's happening. When the time comes, and if she wants to, she can make a smooth transition back into a full-time career.

Think about it this way - if she is 40 years old by then, she will still have 22 years left to work, before hitting retirement age. If you can't mentally grasp what a very long time that is, just ask yourself where you were and what you were doing, back in 1986. That was 22 years ago. What a very different world that was, and how very faaaaar you've come since then.

Life isn't a 100-metre race. It's actually a marathon, a slow jog on a long winding road. And its final destination is death. If people actually realised that, then they would be more careful about what they decide to chase. Along the way, they would stop to smell the roses, admire the scenery and try out various interesting experiences that life does offer. Like, raising kids.

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Suddenly, The Singapore Media Discovers That Gays Are Human Beings After All

A vaguely amusing article from Today:

Banks and the pool of pink talent
Wednesday • January 30, 2008
By Neo Chai Chin

AMERICAN investment bank Lehman Brothers is planning an unusual initiative in Singapore, Financial Times reported recently. It is specifically targeting gay and lesbians who aspire to be bankers. This follows the success of a presentation and buffet dinner for 50 gay students in Hong Kong.

Today has learnt that the banking giant is not alone. Global banks around Asia are breaking new ground to attract and retain the best and brightest. Increasingly, their hiring and diversity policies are taking into account the homosexual community, which makes up as a significant part of the talent pool.

At UBS Singapore, for example, benefits including health insurance are extended to a staff's "significant other", defined as "a person who has cohabited with an employee for a continuous period of 12 months". The couple does not need to be married, and sexual orientation is not an issue.

Money is a factor in the competition for talent, but keeping up with social changes is also important.

"This is why our benefits policy is designed to be as flexible and inclusive as possible," said Ms Leona Tan, UBS Singapore's diversity advisor.

Merrill Lynch, on its part, has four professional networks in the Asia-Pacific region for its staff, one of which is the Lesbian, Gay, Bisexual and Transgender network, set up last April. The other networks are for women, young professionals and parents. The firm even has an annual diversity week, when it hosts speakers, events and conferences for the various networks.

"Our efforts in the area of diversity are about how we can create the most effective and inclusive environment, one in which we value diversity rather than simply tolerate it," said Mr Roman Matla, spokesperson for the bank's diversity and inclusion team.

I suppose this article is useful for public education purposes in Singapore. On the other hand, I could not help finding it somewhat funny.

The article suggests that by taking gay people into account in their HR policies, foreign banks are doing something really unusual and innovative – “breaking new ground”.

Actually, this is nothing new at all. Practically all US and European banks have global HR policies recognizing the rights of their gay employees worldwide. Such policies would have been in existence for many years.

For example, my current employer has a HR policy which promotes fair and equal treatment of all employees. Among other things, the policy says that no employee is to be discriminated against on the basis of his race, nationality, age, religion, gender, marital status, disability or sexual orientation.

As a matter of fact, this isn’t even unique to banks. You see it across different industries, among a wide range of global MNCs. Here are a few examples, from the world’s best-known corporate names:

Microsoft: “It is our policy to recruit and hire applicants for employment opportunities based solely on the qualifications. We do not unlawfully discriminate on the basis of race, color, sex, sexual orientation, religion, national origin, marital status, age, or disability in any of our recruitment, hiring, training or promotion practices.”

British Airways: “British Airways offers an inclusive environment to all of our employees, whether gay, lesbian, bisexual or transgender. British Airways has for many years included sexual orientation in its the diversity policy.”

Deutsche Bank AG: “We think of Diversity in its broadest sense, embracing all of those differences that make up the exciting, challenging world in which we live. These include age, culture, ethnicity, gender, nationality, personality type, physical ability, religion, sexual orientation, and work style."

General Electric: “GE's commitment to the Gay, Lesbian, Bisexual, and Transgender communities is supported by the GLBT Forum, as well as our offering of benefits for domestic partners.”

BP: “Our code of conduct, distributed to all BP employees, states that the company will not discriminate against anyone on the basis of race, gender, age, disability, sexual orientation and identity.”

Nike: “Nike works closely with Stonewall, Britain’s leading gay equality organization, and other members of the program, to improve the working environment for our lesbian, gay and bisexual employees.”

Nokia: “Among those rights that Nokia views as fundamental and universal are: freedom from any discrimination based on race, creed, color, nationality, ethnic origin, age, religion, gender, gender reassignment, sexual orientation ....”

If the above surprises you, it’s only because you live in Singapore. “Gasp!” you say. “How could all these respectable companies openly employ criminals?!”

Well, yes, the Dark Ages still prevail in Singapore. However, most other developed countries moved on long ago. They already discovered that gays are human beings too, you see.

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Hopping As a Survival Strategy (And I Don't Just Mean Frogs)

For the past five years or so, headhunters have been calling me quite regularly.

Typically, they begin by introducing themselves and their search firm. They then ask if this is a convenient time to talk (they know that you might be in your office area with your boss or colleagues nearby).

If convenient, they say that they have an interesting job opportunity and could they please have a minute to tell you about it.

Next comes a quick rundown on the JD ("job description") - the role, the responsibilities, the required experience, the reporting line and so on.

At this stage, they won't reveal their client's name, but they will give a general description - for example, "one of the biggest UK banks" - which, coupled with the JD, is often enough for you to make a good guess.

If you say you're not interested, they'll ask you why. If your reason is not particularly compelling, they'll persuade you to reconsider.

If your reason is compelling, and furthermore conveyed in a firm, no-nonsense tone, they will say,''Okay, fine then. But do you happen to know anyone else who might be suitable for the role?".

Here you have a choice. Either you can curtly say, 'No, I do not' and hang up, or you can try to be helpful. I always opt to be helpful. If I know of people whom I think could be suitable and interested, I pass their names on to the headhunter.

It is a good idea to be nice to headhunters, because you never know when you might want or need their help in finding a new job.

Just last Friday I had lunch with a headhunter. We have lunch every few months or so.

We have known each other from uni days, so we are also old friends. However, I shall be frank - if I were not currently in the banking sector, and he were not currently a banking headhunter, we would not have bothered to keep in touch with each other.

As usual, our lunchtime conversation was mostly me telling him what I know about who works where now doing what kind of work, and him telling me which kind of banks are interested in hiring what kind of people in the foreseeable future.

It is important for me to get regular updates on such market conditions. If there are really significantly superior opportunities elsewhere, it would be foolish not to try for them.

By "superior opportunities", I don't mean just money (although that is definitely very important) but the total package of all relevant factors. For example, these factors would include the opportunity to learn new skills, join a top brand name, move up the management ladder, join a place with better working culture, and so on.

Contrary to what Minister Lim Swee Say recently said, job-hopping is neither necessarily greedy nor necessarily short-sighted. In fact, it is the far-sighted people who would regularly review their career plans, options and strategies.

Many parts of the banking industry have done very well in the past few years. However, some parts of the banking industry have been doing very badly in the past few months. That's all thanks to the US subprime crisis, and the spillover effects.

As a result, a significant number of very high-flying banking professionals overseas have suddenly lost their jobs. They include no less than Chuck Prince and Stan O'Neal, the now ex-Chief Executives of Citigroup and Merrill Lynch respectively.

And of course, many others lower down the food chain.

So the question is how long the subprime crisis will last; how bad the spillover effects will be; and how severely Asia will be affected.

And whether, say, sometime in 2008, banking professionals in Singapore specialising in certain types of banking work (CDOs; structured finance; credit derivatives; debt capital markets; perhaps even IPO work) will also start losing their jobs or suffering drastic pay cuts.

Of course I hope the answer is no, but at this point in time, well, who can say for sure. So I'm looking ahead, getting news from my headhunter friend, finding out the trends in the banks' hiring plans for 2008.

If I suddenly have to move, at least I have a few backup ideas and I have got some sense of which areas still have demand and where I can quickly try to move to. In other words, I won't be caught off-guard and wrong-footed.

Unlike 2WO Henry Minjoot.

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Realities of the Working World

ST Nov 7, 2007
Labour chief calls job-hopping, poaching short-sighted
By Marcel Lee Pereira

NO SOONER had Mr Kalaichellvan Krishna been crowned the service 'superstar' of the restaurant sector than new job offers began trickling in.

Minutes after the 26-year-old, who works for the Jack's Place steakhouse chain, was given the SuperStar Award at the Excellent Service Award (Exsa) ceremony held at the Raffles City Convention Centre yesterday, the poachers pounced.

They offered him jobs at other restaurants and hotels, but he turned them down politely.

His reason? His first loyalty is to his customers.

'They know me. Without them, I couldn't have won this award,' said Mr Kalaichellvan, an assistant manager at the chain's West Coast Recreation Centre outlet.

This business of loyalty and poaching of staff is something that concerns many employers these days.

The red-hot job market - figures announced last week put the jobless rate at 1.7 per cent, a 10-year low - is causing a scramble for talent and pushing up wages, and some companies are finding it hard to hold on to workers like Mr Kalaichellvan.

The problem is serious enough that Minister Lim Swee Say, from the Prime Minister's Office, who gave out awards to 10 winners in different sectors yesterday, touched on it during his speech at the ceremony.

Warning that the labour market is set to get tighter as major events such as the Formula One race come to Singapore, the labour chief urged service staff not to job-hop, and told employers to refrain from poaching.

'For workers to job-hop for a few dollars more during good times is a very short-sighted move, because the journey towards excellence is a long one,' he said

……… Turning to employers, he said: 'Every time we give out the awards, when the superstars appear in the newspapers, many employers will want to take a short cut and go after the winners, ask them what is their pay now, offer another 20 per cent.

'I think it's a very short-sighted move on the part of employers, and I hope that the Exsa superstars today, no matter how hard your competitors try to poach you, say no to them,' he added, to applause.

Isn’t this ironic? Minister Lim Swee Say tells you that it is very short-sighted to change jobs for the sake of earning more money. But for years and years, the PAP has been saying that if we don’t pay our ministers the world’s highest ministerial salaries (and give them further increases after that), then they’re all going to run away to join the oh-so-lucrative private sector.

If PAP ministers can’t be expected to serve out of a sense of loyalty to the nation, why would we expect people like Mr Kalaichellvan to serve out of a sense of loyalty to a steak restaurant.

But what do I know. Maybe loyalty to restaurants gets you further than loyalty to the nation these days. See how the Singapore Armed Forces discarded this old soldier (and he isn’t even that old):

ST Nov 6, 2007
Warrant officer asked to retire 5 years earlier

I WAS a regular serviceman in the Singapore Armed Forces (SAF). I served a total of 32 years, comprising full-time national service, reservist and regular service, from 1974-2006.

I was one of more than 200 regular servicemen and women in the Army who were notified in May last year that we would be given Special Early Transition. Some of the reasons cited included difficulty in offering us 'suitable jobs' in the long run, restructuring and possible 'stagnation'. We were given only six months to transit.

Having attained the rank of a warrant officer in 2001, it meant that I was able to serve till the compulsory retirement age (CRA) of 55. I transitted last November after just turning 50, five years short of the CRA.

The Control of Personnel Centre announced that we were not under-performers. I was still PES 'B' and I received my performance bonuses annually without fail. I had also met all other requirements, i.e., Individual Physical Proficiency Tests, Annual Trainfire Programme, Body Mass Index, and Annual Proficiency Knowledge Test.

I also did not have any discipline or medical problems. The latter meant that I was still combat fit and still deployable. There are some who have not conformed to one or more of these requirements and yet are still serving in the organisation.

Till today, I am still somewhat in a state of depression at how the organisation had overlooked all my years of loyal and dedicated service.

The SAF Management Philosophy states:

'The SAF is concerned with the well-being of its people and their families, the SAF values its people, looks after them and their families so that they can give wholehearted attention to their assigned duties.'

The Defence Minister himself said last year:

'Every soldier is precious to us. Every national serviceman, every operationally ready national serviceman, every regular who serves with us is a precious and valuable person.'

The organisation failed to honour its word to allow me and many others to serve till the CRA of 55. I have a wife and two young children still attending school.

Second Warrant Officer (Retired)
Henry Minjoot

“Special Early Transition”, ha. Sounds more like “Extended Notice Period” to me.

Dear Henry, I am sorry for you. There is an important lesson to learn here, and this is it – Singapore doesn’t really care about you. You have to care about you. And your family.

Next time – if there’s a next time – keep your eyes wide open for a good job opportunity. And as soon as it comes along, hop. Make it an IPPT gold-star award-winning Standing Broad Jump.

Regardless of what Lim Swee Say has got to say.

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Getting Women Back in the Workforce

An ST article about getting women back into workforce, by offering them flexible work arrangements.

ST Sep 26, 2007
Job crunch? Attract women back to work

COMPANIES are hungry for workers yet are slow to turn to an 'under-utilised resource', said MP Halimah Yacob.

This resource: women at home, who should be lured back into the workforce with flexible options.

She urged companies to put in place arrangements such as part-time work or allowing them to work from home, replying to a question from a member of the
audience at the Singapore Tripartism Forum.

Ms Chang Shook Leng , a human resource consultant, had asked if the Government had any strategies to attract women back into the workforce.

Madam Halimah, who is leading a new tripartite group tackling the issue, appealed to the bosses present at the forum.

'We need to create a lot more opportunities... which are tailored to meet the needs of these women,' she said.

Currently, many quit their jobs when they are about 30, to take care of their family.

...... 'Women in Singapore are quite an underutilised resource. There are so many jobs... and everybody is screaming for workers, and there is this pool of women who we can tap,' she said.

Here's a strange little observation. I know more than a few women who have flexible working arrangements (my wife is one of them). However, I don't know any women who have actually asked their boss for flexible working arrangements, and have actually been turned down.

Of course there can be various explanations for the above phenomenon (for example, the total number of women that Mr Wang happens to know is statistically insignificant). However, I suspect that many female employees have not obtained their desired flexible working arrangement simply because they didn't open their mouths and ask for it.

And the reason why they didn't ask for it is that they didn't think their employer would give it to them ("the company has no such HR policy", "it's not possible because it's never happened before in my workplace" etc). And since these women never asked for it, they never got it.

If you don't believe it's possible, it won't be. If you believe it's possible, it will be. That's the simple reality.

Ahh, my TAR theories at work again. However, even without going into reality-bending concepts again, I'm sure you can see the plain-vanilla common sense of what I'm saying.

Because once you start believing it's possible, you'll start thinking about how it will actually be possible. And you will get new ideas, of how to manage your work if you were to work a four-day week, or two days from home, or whatever it may be. And eventually you can take to your boss a convincing proposal that this is all for his best interests as well as yours.

There are all kinds of jobs out there. They can be structured and restructured in numerous ways. Handphones, emails, fax machines and the Internet link people even when they're not all sitting in the same office. There is no Divine Law out there which says that the optimal way to employ employees is to make them come to office five days a week, from X a.m to Y p.m..

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