TABLE OF CONTENTS

1. Article 1 - DIVERSITY OF GENERATION IN THE WORKFORCE …..………. 1

1.1 INTRODUCTION ,SUMMARY …………………..………………………………..2

1.2 ISSUES AND RECOMMENDATION………………………………….………… 3

1.3 CONCLUSION…...................................................................................................… 4

2. ARTICLE 2 - COMPENSATION MANAGEMENT…………………………..……5

2.1 BACKGROUND , IINTRODUCTION AND SUMMARY………………………...6

2.2 ISSUES, RECOMMENDATION AND CONCLUSION…………………..………7

3. REFERENCES……………………………….………………………………………8

4. APPENDICES

4.1 HR –ARE YOU REALLY READY FOR FIVE GENERATION IN YOUR

WORKPLACE………………………………………………………………………9

4.2 “HEY BOSS, TIMES FOR RAISE”………………………… ……………………11

4.3 WOULD YOU ALLOW EMPLOYEE TO BRING PETS TO WORK………...…14

4.4 E-Learning: The Next Wave………………………………………………………..16

Articles 1

Page 1

Introduction

In a high performance organization, they are three main factors which are structure, people and process, gives an organization an advantage contribution. Amongst the three factors, people is the most significant factor and plays an important role in an organization

HR play an important role to influence and motive employee to contribute effectively and efficiency to an organization. HR must understand the age composition of the generation and the problems arise in the workface.   By understanding these characteristics and the impact to work by each of these groups will help to obtain the best skills from each generation and deliver positive result to the company.

DIVERSITY OF GENERATION IN THE WORKFORCE

The five generations,(as shown in picture above), ranges from teenagers to employees close to retiring, which have their own distinctive characteristics

Traditionalists - born prior to 1946, they are silent, experienced, strong and perseverance;

Baby Boomers - born between 1946 and 1964, they are good team players, dedicated and have positive working attitude.

Gen X – born between 1965 and 1976 they are adaptable, technologically-literate and independent

Gen Y, also call Millennials, born between 1977 and 1997.They can multi-task, technologically savvy, and ambitious

Gen I born after 1997, they are energetic and inquisitive and friendly.

Summary Articles

More of us are will soon experience five generations working together. As each group has its own distinct characteristics, values, and attitudes toward workface. To successfully integrate these diverse generations into the workplace and gain benefit from them, it become critical for companies to identify, address the issue and justify its changes in various areas.

Mike Fettling, President from HR Line of Business, has identify some of the issue among the generation:

Page 2

Issue

Tension: The massive demographic shift is causing tension in multi generation in differing in mind-sets, skill-sets and communication styles of workers born in different eras.

Position Gap: The older worker population is shrinking and the young worker is too small to fill all gap

Communication: Different life style and communication of the different age worker. Need to build up good relationship among the worker.

Milk Ettling recommendation : Firstly, to fill up the multi generation gap position, HR need to retain top talent regardless of age by flexibility and creativity to stop them moving away,

Second, is to make employee feels like at scale 1:1 relationship by provide the range of customised experience and facilitate the experience-focused solutions to attract, recruit, on board, develop and reward.

Thirdly is to provide work/life balance to ease the tension.

Lastly he also recommended focus on development for staff to increasing loyalty and engagement.

With all these strategy and solution, Mike Ettling, believes that it will help to solve the problem and to retain, attract and enjoy the numerous benefit, various perspectives knowledge and skill sets from the multi generation.

Recommendation

Gap position – 2 recommendations

1) Recognize and Reward employee

Giving the long service reward accordingly to the number of years the employee work in the work force. The longer the employee stay, the more money will award, also individual recognize them the outstanding performance by giving them individual award, with all these money award. Employee of all ages will be more loyalty and interest stay on the workface.

2) HR Perceive the practice fair and equity to all age employee

HR practices that include leave for personal matter, development for study, relation which must be fair to ensure that there will be no discrimination. Different age of employee need different need to justify their work. Give more time for older employee to learn new things eg IT skill, they are not as fast as the younger employee, however they are honest and sincere in performing their task. HR also must allow young mother employee to attend their children sick leave in urgent case and study leave for their career development. Thus a happy employee will continue to work without changing the environment.

Page 3

Communication and tension- 4 recommendation

1) Provide training course for manager

To solve the problem of communication, is better to train managers to have the effective interpersonal skill and guidance to the multi-generation. It’s important that managers must understand well and recognize generation differences, with the adequately skill and tools to communicate with the generation. Different generation may like to be treated differently. Baby Boomers may feel comfortable with static training method, and younger workers may

like to be more technology-based,. For communication, older workers prefer face to face communication and the younger prefer via email and SMS.

2) Create a team of multi-generations to work together

Each generation might have very different perspective, aspect, ideas and attitudes especially when it comes to work. It is important for all the employees not only managers to understand how other generations might approach, perceive and expects things in a different was. This will help to minimize potential conflicts, tension. .By forming a team of multi-generation to work together can help one another to understand the value of each generation and utilize each skills in right way to get the best performance from each generation.

3) Sharing session of multi-generation

To keep employees engaged by providing regular sharing session among them. They could exchange their learning experience, history and personal experience. The older worker may share and pass on the knowledge and skill to the next generation and the younger worker may teach the older worker computer skills. Catering the work place for nursing rooms for young mother and handicapped access for the ergonomics mature worker as well.

4) Regularly Conduct Feedback and survey from the employees so that the HR manager know. What are the practices or policies that needs to be changed, update or ceased.

Conclusion

Multi-generational workforce is a relatively challenging in most of the company. HR has to address the issues, impact to the work and to create effective management solution to retain and attract multi generation workforce and reduce cost with high turnover.. In order to fully utilised the talents, skills and value among the generations lead them to have a harmony, no discrimination and fair employment environment.

Page 4

Articles 2

Hey, Boss Time for a raise?

Page 5

Title : Compensation Management

Article from HR Asia – “ Hey Boss, time for a raise?”

Background

Compensation used to motivate employees for desire performance .which is included the monetary and non-monetary. Monetary is about how much to offer in salary and wages to employee and the non-monetary like retirement plan, profit sharing and stock plan. By paying employee appropriately, it will helps to attract, retain and motive employee increasing productive, customer satisfaction and organizational effectiveness.

Introduction

“Pay” is important to employees and organization. Employee need the pay to survive and company use it as a tool to motivate employee to have desire performance to achieve company goals. Employee will likely asking their boss for pay raise under the three basic yardstick; what will be his pay if he doing the same job in other organisation, within the same organisation, what are the pay of other employee with different job, what is the pay of other employees in the organization pay for doing the same job. However, employee have significant contribution and the value added to the organisation are the most confident to request pay raise .

Summary of articles

When employee asking for a pay raise, HR must seriously consider this request because according to Aon Hewitt 2014 Trends in Asia-Pacific Employed Engagement, “Career Opportunities” and “Pay” are the two engagement drivers for workers in the Asia Pacific region. If the HR don’t handle this issued properly, it may resulting in bad synergy and energy at the workplace.

The writer Shaini Shukia Pandey urges the HR to prepare a “ check list” to handle the raise request when facing the discussion pay raise with employee, manger must consider whether the employee have the good performance appraisal, how employee is important to the company, does employee ‘s pay is fairly reimburse?

He also suggest the best time to raise the request is during the proper cycle performance time to discuss pay increment and other benefit and not the ad hoc request to disturb the proper system and structure of compensation of process.

Manager should be careful to handle the employee with not much negotiation skill and to avoid the misunderstanding and turn over issue and treat the pay is merely for the payment of bill.

Page 6

Recommendation

There are many reasons for employees to request for a pay raise. I personally feel that if the employee is hardworking and faithfully doing his/her work, with additional value added to the company and good performance outcome, the manager should consider their request of pay raise. If they are performing tasks out of their job scope, the manager should show gratitude by increasing their pay.

Conversely, should the employee perform poorly, the manager seeks to understand the reason behind such performance. there could be several factors affecting the employees performance. with proper communication, the manager could then address the issue accordingly. for example, sending the employee for upgrading job skills course to improve efficiency of the worker.

Conclusion

To establish the good reputation with good reimbursement and pays genuinely to employee. It is crucial for HR Know their pays is competitive to the market rate. In order not to lose the good quality worker , HR must keep up to date information of the value of the job, the cost of living and adjust the pay appropriately to employee, so as not to lose the talented worker. If the Financial condition of organization doesn’t allow a pay raise , HR can consider non-monetary perks like implementing a more flexible work hours schedule, more time off for the worker to attend their personal matters. Motivation can come from various sources which includes showing recognition and gratitude towards the employee.

Page 7

REFERENCE FOR ARTICLES 1

Http://en.wikipedia.org/wiki/Generations_in_the workforce.

Http://www.tafep.sg/managing-multi-generational-workforce#thash.4jeYqZRG.dpuf

https://hbr.org/2009/10/are-you-ready-to-manage-five-g/

www.tafep.sg/multigenworkforc

http://www.hrmasia.com/content/hr-%E2%80%93-are-you-really-ready-five-generations-your-workplace#sthash.M8BjRVbT.dpuf 

BM5016 /Principal of Management text book.

REFERENCE FOR ARTICLES 2

https://hbr.org/2011/06/how-to-deal-with-a-raise-reque/

http://succeedasyourownboss.com/handle-pay-raise-request-employee/

http://public.wsu.edu/~mejia/Summary.htM

http://www.managementstudyguide.com/compensation-management.htm

http://www.writing.engr.psu.edu/workbooks/intro.html

www.freedigitalphotos.net 

http://www.businessdictionary.com/article/543/tips-on-how-to-handle-a-raise-request/

Page 8

Articles 1 APPENDICES

Topic : Diversity Five Generation WorkforceHR – Are you really ready for five generations in your workplace?

Dated : 01 Oct 2015

Mike Ettling, President: HR Line of Business, SAP, shares how HR can equip itself for five generations in their working environment.

It’s graduation time, and with it comes this reality: this year the first of the post-Millennial generation — the I Generation — are off to college.

Which means more of us are soon to experience five generations working side by side. Recognise yourself?

• Traditionalists, born prior to 1946

• Baby Boomers, born between 1946 and 1964

• Gen X, born between 1965 and 1976

• Millennials, also called Gen Y, born between 1977 and 1997

• iGeneration, born after 1997

Not only will we work with people who could be our children, we’ll work with people who could be our grandchildren, even great-grandchildren.

And as I’ve talked about before, as have many others, with governments moving retirement age up, and older workers forced by the cost of living to stay in the workforce longer, age diversity will grow. According to our global research conducted with Oxford Economics, executives are not just concerned about Millennials, they’re thinking about how our aging workforce is affecting strategy.

So what’s it mean? This is a huge opportunity for HR in leading business transformation for your CEO

It is worth considering:

1. All talent matters

Millenials have been the talk of the business world, and for good reason – in under 10 years they will make up 75% of the global workforce. But talent management must focus on all talent, not just emerging talent. The ranks of the traditionalists and Baby Boomers is shrinking, and Gen X is too small to fill the gap. So to fill all positions, we all have to retain top talent, regardless of age. Which requires creativity and flexibility. Your Baby Boomer may seek a new experience to avoid becoming stale, your Gen X new mother may want a flexible work arrangement, short- or long-term, and your Millennial on his second job may be ready for an international assignment. If talent strategies don’t

cover the age spectrum, I predict we’ll see more bidding wars for top talent. And that will require

good data and analytics to recognise where gaps are emerging, what makes for a good employee fit, and how to retain the people you can’t afford to lose.

Page 9

2. Make it personal

The internet has flipped the equation. With anywhere from 60%-90% of decision-making complete before we know a buyer wants to interact with us, the same holds true with potential employees. And from discovery to first contact to alumni status, people expect a personalised experience. So whether it’s the executive carefully recruited over a months to year-long process, or the new graduate who is welcomed by name every time she visits your website, HR needs to provide that range of customised experience. Today’s smart technology delivers the experience-focused solutions to attract, recruit, onboard, develop, and reward, at scale that feels like a 1:1 relationship.

3. Focus on flexibility

One of the great Millennial myths is that they care more about work/life balance than the rest of us. Our research, and experience, shows that the older you are, the more you value work/life balance, which increasingly means choice in schedule and place of work. Flexibility is king for attracting top talent. And modeling that has to come from the top, or you’ll end up with some managers who create a culture that attracts the best, and other managers who don’t. If that happens, your business stands to be crushed.

4. Double down on development

Globally, development is one of the top three factors for increasing loyalty and engagement for employees. In the U.S., Millennials cite development as the greatest contributor to sticking around. But it’s not just them. Employees over 50 are three times more likely to consider leaving when feeling stalled by lack of learning and development opportunities. Yet when dollars are cut, training is often the first and deepest cut. It’s time to revisit what training budgets look like, and include investment in opportunities like rotational programs, fellowships, mentoring and reverse-mentoring programs. Not only will you retain more people, you’ll be minding the generational gaps, to take an expression from my London underground.

5. Get social

If you still worry that older workers shy away from technology, especially social media, you are missing the boat. Our research shows that all ages care equally about having up to date technology and access to social media at work. What better way for people to connect on a social business networking platform, sharing in communities of practice, participating in group mentoring, or commenting on shared projects?

6. Design porous salary grades

I think one word that defines our career journey today is fluid. But we’re still in an age when salary grades tend to be fairly rigid, with an up or out approach. Think about yourself – and your people – many of us have times in our lives when we wish we could we step back or step up maybe it’s the new father who wants to contribute more at home. Maybe it’s the executive who is considering a technical fellow role as she considers new, less traditional ways to contribute over the long haul. Maybe it’s the retired alumna considering returning as an internal consultant. Addressing these realities means addressing our traditional view of comp, benefits, even career bands.

HR can create awareness and challenge old thinking. Grab this brilliant opportunity to lead the way in preparing organisations for the future of work. Starting now.

Page 10

ARTICLES 2 APPENDICS

TITLE : Compensation management

‘Hey boss, time for a raise?’

Shalini Shukla-Pandey

22 Jan 2015

Plenty of staff naturally think they deserve a bigger pay check. HRM considers how HR can handle these sometimes tricky requests

In any employee’s life, there comes a time when a question will dawn on them: “Am I being paid enough?”

The employee then has the sometimes herculean task of going up to their line manager or HR department to ask those five little words: “Can I have a raise?”

“Career Opportunities” and “Pay” remain the top two engagement drivers for workers in the Asia-Pacific region.

According to the Aon Hewitt 2014 Trends in Asia-Pacific Employee Engagement, “Career Opportunities” was the number one driver, both globally and in the region in 2013.

But “Pay” had a particularly higher ranking in Asia-Pacific compared to the rest of the world, and was valued notably in China, South Korea, and Thailand.

The importance of handling a raise request as sensitively as possible therefore cannot be discounted.

When should staff ask?

Some are of the mind that there never really is a “good” time for staff to ask for a pay raise.

Most established organisations have existing compensation and benefits processes and structures to ensure that employees are paid fairly and according to market trends, says Josephine Chua, Director – HR and Quality, Ramada and Days Hotels Singapore At Zhongshan Park.

Most companies would have performance reviews twice a year: a basic calibration at the mid-year mark and a complete one, typically at the end of the year. Alongside this process is typically a salary adjustment and promotion review.

“If an employee feels that he/she deserve a pay raise in addition to this adjustment, he/she should have a discussion with his/her supervisor during the appraisal and justify this raise with his/her contributions in facts and figures,” says Chua.

Sean Lim, Human Capital Development Manager, Auric Group, also believes that an ideal time to broach the subject is over an objective review of performances, contributions and employee value-adds during a company’s performance assessments.

“Employees should have a good understanding of their performance and contribution when discussing the subject of a pay adjustment,” says Lim. “When an equitable pay is in place for current deliverables, employees should consider what else they can bring to the table to justify their request.

Page 11

“This is especially so when we are talking about basic pay which is typically ‘downward sticky’.” That is, salaries rarely go down.

Bruno Marchand, Manager of Robert Walters Singapore, advises staff that HR professionals are more favourable toward raise requests that are brought up a few months in advance, giving compensation and benefits staff time to consider and include it in the budget.

Still some companies may be more flexible in their salary administration and would consider off-cycle adjustments, says Chua. “But most large organisations would not encourage such ad hoc approaches, as they disrupt the system and structure of the compensation and benefits process.”

Making that conversation work

Sometimes, employees face barriers when it comes to asking for a raise. These include a lack of negotiation skills and managers who may not welcome the discussion, says Chua.

Other impediments include not having an open mind-set and the tendency to turn defensive when faced with rejection. Norton says employees also fear being seen as too financially motivated, and of asking only for the sake of asking.

“Employees need to be objective when discussing a pay adjustment, focusing on performance improvement and attributable contribution,” Lim explains. “You don’t want to justify this discussion on subjective grounds like role seniority or years in service, especially if adjustments are already in place to recognise these.”

While staff may face challenges when approaching HR to talk about pay raises, HR should recognise these conversations as important. The chance that good quality staff are feeling dissatisfied should be enough to jolt HR into quickly opening communication lines.

Dissatisfaction amongst staff can turn into resentment towards the organisation or a manager, says Norton. “The employees in question may also feel resentment towards other team members who they perceive are better remunerated than them, resulting in bad synergy and energy at the workplace,” he adds.

Employees may also face a loss of interest, says Norton. “The job becomes just that – a job to pay the bills and nothing else. This can result in the individual becoming a burden for the organisation more than a valuable asset,” he explains.

In companies favouring an open environment, employees should take the opportunity to discuss their work issues, including pay, with their supervisors and HR department, says Lim. This allows the stakeholders to put the request into consideration and explain the rationale of why, when and how the company looks at the matter from an organisational viewpoint.

“Not raising it will not resolve the issue and more likely escalate the matter into other misunderstandings and engagement issues,” Lim warns.

HR’s role as discussion moderator

Faced with a raise request, HR should have some kind of compensation policy so that decisions don’t have to be handled in a one-off, spur-of-the-moment fashion, says Dick Grote, author of ‘How to Be Good at Performance Appraisals’.

Page 12

Lim suggests HR develop an in-house framework that clearly defines the competencies or parameters for consideration during such conversations. “This allows the discussions to focus on real objectives and less likely to deviate towards subjective measures, ensuring stronger parity and clarity for the process,” he explains.

At Auric Pacific, HR has prescribed a standard cycle for performance reviews, increments and pay raises. This is clearly communicated and followed through to ensure transparency, impartiality and meritocracy.

“Employees understand what we look for and supervisors can more objectively discuss the parameters,” Lim elaborates.

Ramada and Days Hotels Singapore conducts competitive benchmarking regularly. External reports with similar industry data are also purchased to ensure the hotel keeps itself abreast of developments in the market.

How to handle a raise request?

Have the employee’s appraisal review results in front of you to ensure discussions remain factual and objective.

Know the existing remuneration policies and pay practices.

Speak to the individual to get a better understating of the situation.

Know when to end the conversation – if the case isn’t strong enough, HR should not string the employee along.

Be open minded and listen to the employee

It could be the right time to realign expectations

Source: Andrew Norton, Regional Managing Director, Michael Page South East Asia

HR checklist

When faced with an employee that’s asking for a raise, HR has to be prepared to answer the following questions:

What are the achievements of the employee? Does that justify a salary increase?

What are the practices in the industry? Is the employee fairly paid?

What are the usual practices in the company?

What is the motivation of the employee asking for the increase? Is it only about money?

Can we afford to pay this raise?

Page 13

Articles 3 APPENDICES -

Title : Employee Benefit

Would you allow employee to bring pets to work

HRM Asia

-

23 Oct 2015

Pet insurance, dog spas and dog owner play groups are just some of the incentives companies adopt to motivate employees.

In a bid to source for ways to motivate and engage employees, more companies are encouraging staff to bring their main motivator to work – their pets.

According to the 2015 Society for Human Resource Management survey, cited by NBC News, eight percent of US workplaces allow staff to bring their pets to work. This was a five percent increase from 2013.

In fact, nine percent of companies – including Google – currently offer various pet incentives such as pet insurance to their employees.

Bob Vetere, president and CEO of the American Pet Products Association, was quoted as saying, “Employers are starting to realise that having a millennial bring... a pet to work, you wind up getting a more focused employee, you get someone more comfortable at the office and a person willing to work longer hours.”

He also said that millennials view their pets “as practice families or substitute families and seem to be more verbal in their wants and needs for their pet and for making sure their pet is well tended and well cared for”.

The online article also noted that there are several other companies that allow such practices. They include Amazon, Etsy, Bissell, Clif Bar and Petco.

Page 14

These organisations provide dog owner play groups, pooch play areas, pet gates in cubicles, free pet training, pet walkers, off-site pet gates in cubicles and other pet pampering services such as grooming and dog spas.

At Amazon’s main campus, over 2,000 dogs are brought to work regularly. This is probably due to the fact that the company offers dog treats at all its reception desks and each of its 30 buildings in campus has spaces for pet exercises.

On the other hand at Petco, up to 45% of employees will bring their dogs, cats, or habitats where they have fishes, reptiles or a bird to work.

Petco Chief People Officer Charlie Piscitello was quoted as saying, "Having a pet stand next to you when you go to a meeting is such a huge icebreaker.”

"It eliminates some of the natural human barriers and some discomforts that people have

Page 15

Articles 4 APPENDICES

Title : Trend in HRM

E-Learning: The Next Wave

09 Dec 2015

How has e-learning evolved over the years?

Convenience and mobility, learning at one’s own pace, round-the-clock availability and access to a global marketplace of education opportunities – the attractiveness of e-learning is apparent.

E-Learning is hardly new to Continuing Education and Training (CET). What’s really changing the game is the fact that Information Communication Technology (ICT) has become impressively pervasive globally in recent years, which enables a world of new possibilities in e-learning.

One big sign that education technology (EdTech) is going places is the amount of attention EdTech companies are attracting from investors and tech watchers. The global e-learning market is currently estimated to be worth more than US$40 billion.

In 2014, EdTech startups collectively clinched over US$2 billion worth of investments globally, with half of it going to e-learning companies. There is also increasing attention on adult learning and continuing education, as opposed to primary and secondary education. For instance, US-based e-learning platform lynda.com for professionals has just managed to raise US$289 million in funds.

On home ground, e-learning in the CET industry is fast picking up pace. More EdTech startups like Coursepad, which gamifies e-learning, are emerging. EdTech conferences such as LEARNTech Asia, Bett Asia and the upcoming eLearning Forum Asia hosted by SIM University (UniSIM) are now regular, well-attended events.

Which is hardly surprising given the insights from Google’s Consumer Barometer released last year. Singaporeans own an average of 3.3 devices each. Singapore also has the highest smartphone penetration in the world at 85%. Fifty-eight percent of those surveyed said they watch online videos primarily for inspiration. The fact that our population is so connected makes us ripe for adopting e-learning.

Such learning trends are only going to intensify, especially given Singapore’s vision to be a Smart Nation, launched in November 2014. The rise of intelligent solutions to bettering lives and society will call for innovation in all areas, learning included. e-Learning with its ability to significantly increase efficiency and accessibility of learning will play a strong role in revolutionising education as we know it.

The conditions for a flourishing e-learning landscape in Singapore are clearly set.

Page 16

When you think about it, the case for wider adoption of e-learning is persuasive. Environmental factors are in favour – just take Singapore’s extensive ICT infrastructure, high smartphone and gadget penetration, and the business potential of e-learning services and products in the light of global and regional trends.

For both trainers and learners, e-learning promises significant benefits. Rote learning will no longer do in the near future. What this means is that we now live in exciting times with a new world of possibilities in adult education. It is time for the CET community to harness technology, creatively and innovatively, to transfer and build skills in an age where learning is no longer bound to the classroom.

This article first appeared in IALeads (April 2015 issue), an e-magazine from the Institute for Adult Learning.

Page 17