Embed Size (px)
Citation preview
COMPLIANCEGUIDEHR
2015
www.hrboss.com
What do you need to know in 2015?What do the new regulations mean?Safeguard your HR program.
FOR RECRUITING
1
CONTENTS
Foreword02
01
What does FCF mean for you?05
Revisit: Fair Consideration Framework
1
3
9
15
10
11
13
14
15
17
Page
4.1 What is the Fair Consideration Framework (FCF)?
4.2 What are the new rules?
4.3 Details of FCF
4.4 When is the FCF going to take effect?
5.1 Why is practicing fair employment important to you?
5.2 What does this ultimately mean for you?
04
One year on... what’s new?03 5
6
7
8
3.1 The Jobs Bank
3.2 How to use the Jobs Bank?
3.3 Administrative details under the FCF
18
23
Fair Recruiting Practices 101066.1 Fair Recruitment Practices of Successful Organizations
6.2 Creating Non-discriminatory Job Advertisements
6.2.1 What to avoid when creating job advertisements?
6.2.2 Dos & Don’ts of Job adverts
6.3 Examples of non-discriminatory employment interview questions (as proposed by TAFEP)
18
19
19
21
2
Employing the tools & technology of the recruiting trade07
Compliance Checklist 2014
Resources
09
25
27
30
32
25
26
32
33
33
34
34
35
36
37
37
37
37
38
Page
7.1 What is an Applicant Tracking System?
7.2 What to look for when selecting a recruiting software?
10.1 The Labor Market in Singapore
10.1.1 Key Indicators on Singapore Economy and People
10.1.2 Labor Market Information
10.2 Building a Talent Factory
10.2.1 The benefits of building a talent factory
10.2.2 Checklists for building a talent factory
10.3 Common Recruitment challenges and their solutions
10.4 Standard Templates for Applicant Communications
10.4.1 Response to unsolicited resume
10.4.2 Rejection to candidate not interviewed
10.4.3 Rejection to candidate who was interviewed
10.5 Interview Question Guide
HiringBoss - Using technology to ensure HR Compliance08
10
02 FOREWORD
Having studied the recruitment industry for many years, we can safely say that without best practices in place, keeping track of your hiring process may potentially bring about lapses and taint a company’s employer branding.
Read on to find out how to avoid being in the limelight for the wrong reasons by staying in line with regulations to maintain your status at the pinnacle of the recruitment industry!
3
4
Last year, the Ministry of Manpower (MOM) cracked down on organizations and penalized more than 100 companies found to be discriminatory towards Singaporean employees. Even though the punishments aren’t considered too severe, these companies’ now face greater scrutiny and a longer review period for EP applications. Some of these organization even had their work pass privileges suspended. With the shortage of skills and growing reliance on Foreign Talents to meet the labor demands, such seemingly ‘light’ penalties inflict significant disadvantages on the company’s bottom-line.
Without proper compliance programs in place, the HR department could very well be the liability for the entire organization. In this 2015 edition, we’ve put together an updated Compliance Guide for HR and in-house recruiters. In addition to an updated version of the Tripartite Guidelines on Fair Employment Practices (TAFEP), this guide will also cover the new Jobs Bank which was launched in August 2014 by the Singapore Workforce Development Agency (WDA).
We recognize the importance of a guide like this especially for employers and hiring managers in Singapore in light of the changing regulations. We hope this comprehensive manual will be useful in helping to identify resources needed to implement fair hiring processes within organizations, especially in times like these where the need for transparency has shifted to the top of the priority list.
This guide not only looks at how companies can fine-tune their recruitment process to be free from discrimination, but also showcases ways to track these processes to ensure compliance with regulations. We hope to shed some light on the increasing demand for an Applicant Tracking System (ATS) as the right tool to manage talent and processes effectively – using data generated by such systems to evaluate and improve performance. In fact, the smartest organizations are already leveraging on analytics to gain competitive advantage and streamline their recruiting processes. ATS such as HiringBoss help organizations boost recruiting ROI, keep hiring costs to a minimum, and ensure compliance with regulations. It could be time for an overhaul of your organisation’s recruitment process with the help of HiringBoss too.
Having studied the recruitment industry for many years, we can safely say that without best practices in place, keeping track of your hiring process may potentially bring about lapses and taint a company’s employer branding. Read on to find out how to avoid being in the limelight for the wrong reasons by staying in line with regulations to maintain your status at the pinnacle of the recruitment industry!
The HRBoss Singapore Team
5
03 ONE YEAR ON...WHAT’S NEW?
5
Companies are required to advertise in the WDA (Singapore Work Development Agency) Jobs Bank before filing a new EP application. The advertisement will have to comply with the Tripartite Guidelines on Fair Employment Practices and run for at least 14 calendar days.Read more about the Jobs Bank in our blog post here. Learn more about the Jobs Bank on the next page.
To start work, Employment Pass (EP) applicants will need their EP and a Notification Letter (NL)
Companies are required to advertise on the Jobs Bankbefore filing an EP application.
Source : Employment Pass now mandatory for foreign workers in Singapore
A.
B.
Before... Now...
In the past, as request for EP issuance involved multiple steps and could take some time, EP applicants were allowed to work on the In-Principal Approval (IPA) while waiting for the issuance of the work passes.
An IPA given to an EP applicant is valid for six months. The IPA is meant as confirmation that the work pass application has been approved, and to allow applicants time to make plans to come to Singapore to work.
Upon issuance of the EP, the applicant is then issued a NL.
With effect from 16th March 2015, EP applicants will need a NL before they can commence work.
This means that EP applicants can only start work once their pass has been issued and they have received a NL. The IPA letter will no longer allow EP applicants to start work.
What you should do:Employers must request an Employment Pass to be issued before a foreign national can start working in Singapore.
6
3.1 THE JOBS BANK
Officially launched on 14 July 2014, the Jobs Banks is executed and managed by the Singapore Workforce Development Agency (WDA), and is a service provided free-of-charge for all Singapore-registered companies, Singapore Citizens, and Singapore Permanent Residents.
It is a public job portal aimed to help match local job seekers and employers online, and will also enable WDA to access a wider pool of local job seekers beyond its career centres.
You can access the Jobs Bank portal at https://www.jobsbank.gov.sg
The Jobs Bank will support the Ministry of Manpower (MOM)’s Fair Consideration Framework.
From 1 August 2014, the Jobs Bank will also be used by employers applying for MOM’s Employment Pass to fulfil the advertising requirements under MOM’s Fair Consideration Framework.
This will help reinforce expectations for employers to consider Singaporeans fairly for job opportunities
Image source : https://dl.dropboxusercontent.com/u/53311176/Jobs-Bank-infographics.pdf
WHAT IS IT?
WHAT DOES IT DO?
7
3.2 HOW TO USE THE JOBS BANK?
Image source : https://dl.dropboxusercontent.com/u/53311176/Jobs-Bank-infographics.pdf
WHO IS IT FOR?
8
3.3 ADMINISTRATIVE DETAILS UNDER THE FCF
JOB VACANCY AT PME LEVEL FROM 1 AUGUST 2014
JOB ADVERTISEMENTEmployer advertises on the Jobs Bank administered by WDA for at least 14 calendar days.Should include the following information in the job advertisement
• Job title• Closing data• Skills• Qualifications• Experience• Salary Range
Job advertisment must comply with Tripartite guidelines** on Fair Employment Practices
IF AN EMPLOYMENT PASS APPLICATION IS NEEDED• Employer applies for EP as there is no suitably qualified Singaporean available
• The period between closing date of job advertisement and EP application should be < 3 months
• In the EP applications, employers will have to indicate the Job Posting ID (from the Jobs Bank).
• The EP candidate should also meet the prevailing EP qualifying criteria based on salary and qualifications.
Source :
Note:Exempt from the advertising requirement only:
I. Firms which hire 25 or fewer employees; and
II. Jobs that pay a fixed monthly salary of $12,000 and above per month
III. Intra-corporate transferees; and
IV. A job that is necessary for short term contingencies (i.e. period of employment in Singapore for not more than one month)
**The Tripartite guidelines on Fair Employment Practices can be found at www.tafep.sg/fairemployment.asp
• Employers receive applications from the Jobs Bank
• Select and interview candidates
http://www.mom.gov.sg/~/media/mom/files/pdf/annex-b-administrative-details-under-fcf.pdf?la=en
9
The framework is not about ‘Hire Singaporeans First, or Hire Singaporeans Only’. What the government is doing is to help them get a fair opportunity.Mr Tan Chuan-Jin, Acting Minister for Manpower in a statement for the press
“”
04 REVISIT:FAIR CONSIDERATION FRAMEWORK
9
10
4.1 WHAT IS THE FAIR CONSIDERATION FRAMEWORK (FCF)? The Fair Consideration Framework (FCF) is a set of new regulations
legislated by the Ministry of Manpower (MOM) in order to encourage firms or employers to consider Singaporeans fairly for all jobs before hiring foreigners under the Employment Pass (EP).
FCF indicates a change to current Human Resources (HR) practices as firms are now required to advertise job vacancies on a national job bank before submitting an EP application. MOM will actively scrutinize firms with a low proportion of Singaporeans at the Professionals, Managers and Executives (PMEs) level compared to others in their industry, and will keep a look out for companies with repeated complaints made against them.
http://todayonline.comImage Source :
Read our exclusive blog post about the FCF here: http://hrboss.com/blog/singapore-ministry-manpower-fair-consideration-framework
10
11
4.2 WHAT ARE THE NEW RULES?
The Singapore government has been largely successful in attracting foreign talents into Singapore as various incentives and policies have been set in place to attract foreigners in a bid to boost our economy and fertility rates.
Is the issue of Job competition between Singaporeans & foreigners a serious one in Singapore now?
This poll was conducted from Sep 6 to Sep 19, 2010
Total Votes = 340
http://community.jobscentral.com.sg/node/1545Image Source :
12
Foreign Workforce Number
Benefit of new rules
Related News:
Pass Type Dec 2007 Dec 2008 Dec 2009 Dec 2010 Dec 2011 Dec 2012 Jun 2013
Employment Pass (EP) 99,200 113,400 114,300 143,300 175,400 173,800 172,100
S Pass 44,500 74,300 82,800 98,700 113,900 142,400 154,100
Work Permit (Total) 757,100 870,000 856,300 871,200 908,600 952,100 970,600
Work Permit (Foreign Domestic Worker)
183,200 191,400 196,000 201,400 206,300 209,600 211,000
Work Permit (Construction) 180,000 229,900 245,700 248,100 264,500 293,400 306,500
Total Foreign Workforce 900,800 1,057,700 1,053,500 1,113,200 1,197,900 1,268,300 1,296,800
Total Foreign Workforce (excluding Foreign Domestic Workers)
717,600 866,300 857,400 911,800 991,600 1,058,700 1,085,700
Total Foreign Workforce (excluding Foreign Domestic Workers & Construction)
527,100 616,800 588,300 638,900 699,100 731,300 743,000
Statistics show the growing numbers of total foreign workforce:
This move by the government has received mixed responses from the public and one of the main key areas most Singaporeans are concerned about has been the competition for jobs between locals and the growing presence of a larger foreign workforce here in Singapore.
A hot topic covered in the Government’s White Paper 2013, Budget 2013, National Day speeches as well as by various on-line and off-line media platforms, have led to the culmination of the issue and the FCF comes as no surprise.
Advertising on the jobs bank will benefit both employers and Singaporean job-seekers, as it facilitates better matching of vacancies with job-seekers. Employers will have access to a larger pool of potential candidates. It will also increase the visibility of job openings to all Singaporeans, and will help more to benefit from the better jobs created.
FCF was further motivated by the feedback gathered from Singaporeans who have submitted their views to MOM, through MOM’s Our Singapore Conversation (OSC) on Jobs, and from key stakeholders such as the National Trades Union Congress (NTUC) and employer groups.
• Worries over competition for jobs• Keeping it new on jobs & competition
http://www.mom.gov.sg/statistics-publications/others/statistics/Pages/ForeignWorkforceNumbers.aspxImage Source :
View MOM’s info-graphic on fair consideration here.
13
4.3 Details of FCF
• All firms are required to consider Singaporeans based on merit.• All firms are strongly encouraged to advertise their job vacancies and must ensure that jobs
advertised are open to Singaporeans.• Firms making new EP applications must advertise the job vacancy on a new jobs bank (to be
launched in 2014) managed by the Singapore Workforce Development Agency (WDA). The advertisement must be open to Singaporeans, comply with the Tripartite Guidelines on Fair Employment Practices, and run for at least 14 calendar days.
• These new rules will come into effect on 1 August 2014.
MOM will identify firms that have the potential to improve their hiring and career development practices and these firms may be asked to supply additional information to MOM such as:
• Organization charts with nationality information; • Recruitment processes; • Staff grievance handling procedures; • Framework for staff progression; and • Plans to develop local internal staff to take on higher roles or reduce reliance on EP holders.
If firms are not receptive towards improving their recruitment and training practices, additional requirements may be imposed by MOM, such as requiring the firm to:
• Attest that the firm will not displace any similarly employed Singaporean within 60 calendar days before or after applying or renewing EPs
• Display a fact-sheet at the firm’s workplace containing key information submitted to MOM
Unresponsive firms would be under greater scrutiny and there will be a longer review period for their EP applications. Work pass privileges may also be curtailed. Exemptions:Small firms with 25 or fewer employees, and those jobs which pay a fixed monthly salary of $12,000 and above, will be exempted from the advertising requirements for practical reasons. However, if complaints are received of nationality-based or other discriminatory HR practices, these firms will attract additional scrutiny and may have their work pass privileges reduced.
From January 2014, the qualifying salary for new EP applications will be raised from $3,000 to $3,300. Applicants will have to earn a salary of at least $3,300 or more per month, depending on qualifications and experience:
• Young graduates from good educational institutions can qualify if they earn at least $3,300 • Older applicants will have to command higher salaries to qualify, commensurate with the work
experience and quality they are expected to bring.
Considering Singaporeans fairly and improving job matches
(A) KEY FEATURES
Additional scrutiny for firms which may have discriminatory HR practices
(B) ENHANCED EP QUALIFYING REQUIREMENTS
For more Questions & Answers, visit http://www.mom.gov.sg/Documents/press-releases/2013/factsheet-fair-consideration-framework.pdf
14
Annex A
FAIR CONSIDERATION FRAMEWORK IMPLEMENTATION TIMELINE
14
4.4 WHEN IS THE FCF GOING TO TAKE EFFECT?
Fair Consideration Framework Implementation Timeline
http://www.mom.gov.sg/Documents/press-releases/2013/annex-a-fair-consideration-framework-implementation-timeline.pdf Image Source :
15
05
15
Often, the most original ideas and unusual connections are formed when people of varying origin work together, in teams. New ways of thinking lead to new ways of doing businesses and innovative products which is what drives business success and competitive advantage.
“
”
WHAT DOES FCF MEAN FOR YOU?
Sandra Lester,Director of the Conference Board’s European
Council on Corporate Communications
Fair Employment Practices and the FCF will help you to:
• Widen your talent pool• Recruit the best people for the job based on skills and
abilities• Improve customer satisfaction• Increase employee engagement• Raise productivity• Reduce cost related to absenteeism and employee
turnover• Foster creativity and innovation• Enhance deployment flexibility• Create a positive image and positions the organization as
an Employer of Choice.
5.1 WHY IS PRACTISING FAIR EMPLOYMENT IMPORTANT TO YOU?
16
Case Study: The Ritz-Carlton
The Ritz-Carlton’s Employee Promise is a commitment by the organisation to its employees based on the principles of fairness and merit.
Through the Employee Promise, The Ritz-Carlton guarantees a work environment where everyone regardless of race, age, gender, marital status and educational levels are treated equally and provided with equal opportunities for growth and development. This ensures that all Ladies and Gentlemen stay committed and engaged. All Ladies and Gentlemen are assured of a work environment where they have the right to be involved in the planning of the work that affects them.
At The Ritz-Carlton, all Ladies and Gentlemen carry the Credo Card at work. The hotel’s core values and principles, which are known as the Gold Standards, are captured in this card. This includes the hotel’s Employee Promise and Service Values. It serves as a constant reminder for employees to incorporate these values and principles in their daily work
During “Daily Line-Ups” (i.e. daily briefings), these Gold Standards are discussed and each Lady or Gentleman is invited to give everyday examples of how they can practise and energise these values. This enables all Ladies and Gentlemen to internalise the company’s values and principles. Examples of service excellence are also shared during the daily briefings and this creates a platform to motivate the Ladies and Gentlemen as they go about their daily work. One key element is the emphasis on fostering a work environment where diversity is valued.
Doreen Tan, an Executive Assistant who has worked at The Ritz-Carlton, Millenia Singapore for 18 years, shared that the hotel is truly committed to nurturing and maximising talents and that they constantly recognise their Ladies and Gentlemen through various means.
The hotel’s emphasis on its people is evident and can clearly be seen and experienced in the exceptional service delivered by its Ladies and Gentlemen.
The Employee Promise
At The Ritz-Carlton, our Ladies and Gentlemen are the most
important resource in our service commitment to our
guests.
By applying the principles of trust, honesty, respect, intergrity
and commitment, we nurture and maximise talent to the
benefit of each individual and the company.
The Ritz-Carlton fosters a work environment where
diversity is valued, quality of life is enhanced, individual aspirations are fulfilled, and
The Ritz-Carlton Mystique is strengthened.
“”
We believe that employers who promote fair practices will ultimately enjoy greater success when employing people simply because you have a wider pool of talent to tap on. We define it as positively welcoming all types of candidates that walk through our doors. We select and hire our Ladies and Gentlemen based on talent and job fit and then we invest in them.Mark FletcherDirector of Human ResourcesThe Ritz-Carlton, Millenia Singapore
17
MOM & TAFEP: Hiring & Developing a Singaporean CoreEmployers are advised to make reasonable efforts to attract and consider Singaporeans for job positions on merit, and to train and develop their potential and careers. According to the Tripartite Guidelines on Fair Employment Practices (page 4), such efforts include:
• Ensure that jobs advertised are opened to Singaporeans• Work with educational institutions, career centres and recruitment agencies to attract and
recruit Singaporeans.• Developing skills and expertise of Singaporean employees for higher level jobs
TAFEP & MOM will make reference to this set of guidelines in promoting fair and responsible employment practices.
5.2 WHAT DOES THIS ULTIMATELY MEAN FOR YOU? In light of:
1. (the need to abide by the) Tripartite Alliance for Fair Employment Practices
2. (as well as the) Fair Employment Framework
3. (and also) managing your employees/co-workers/subordinates
The onus is on you to ensure that you are being compliant in every step of the recruiting process in order to achieve business success.
The following sections are specially tailored to help you equip yourself with the necessary knowledge and tools to overcome recruiting challenges and avoid potential risks of infringement.
1818
06 FAIR RECRUITING PRACTICES 101
According to TAFEP’s “Fair Recruitment & Selection Handbook”, fair recruitment practices that successful organizations subscribe to include:
A. Applying the Tripartite Guidelines on Fair Employment Practices.
B. Recruiting and selecting employees on the basis of merit.
C. Giving job applicants a fair opportunity to demonstrate their knowledge, skills and experience during interviews.
D. Providing sufficient information for candidates to make an informed decision about joining the organization.
E. Using consistent evaluation criteria established by the organization for the specific job position for selection.
F. Ensuring all interviewers are aware of the established criteria for interview and selection.
G. Ensuring that the remuneration for the new employee is in line with the company’s pay structure, taking into account the salaries of the existing employees in the organization as well as current remuneration practices of the industry.
H. Ensuring that psychometric tools or other types of tests used are relevant to the job. The usage of any assessment tools should be clearly explained to the job applicants during the interview.
I. Abiding by relevant labor laws when recruiting new employees.
J. Informing job applicants of the outcome of their application when the position has been filled.
6.1 FAIR RECRUITMENT PRACTICES OF SUCCESSFUL ORGANIZATIONS
19
6.2 CREATING NON-DISCRIMINATORY JOB ADVERTISEMENTS
Avoiding sexual discriminationAs much as you might want to balance up your gender heavy department with a member of the opposite sex, this is strictly forbidden to ask for within a job advert.
There are certain roles where there is a genuine occupational need for an employee to be of a certain gender, such as within single sex institutions like hospitals and prisons. You are never allowed to consider that hiring one gender may provide a benefit in terms of physical performance, unless that performance is of a thematic nature (such as the need for a male to play Father Christmas).
The job title you use should therefore never be gender specific — ‘waitress’, ‘salesman’ and ‘manageress’ are all terms that fall foul of the law.
Avoiding racial discriminationRacial discrimination is taken just as seriously as gender discrimination and many of the same principles apply. However there are again some situations where being of a certain race can be seen as a genuine occupational qualification.
It’s sometimes the case that an organization needs to take positive action to encourage people from a certain ethnic group to apply for a job or training because they are underrepresented in the organization or at certain job levels. This is regularly seen within Police Force recruitment campaigns where they try and match the ethnicity of their employees with local populations.
Even where language is an important part of the role you must state that someone must be able to converse in the language rather than being from a particular country, for example ‘Italian speaking’ rather than ‘Italian’.
Avoiding age discriminationAge discrimination is a relatively new addition to the list of things to consider when writing job adverts, and it is one of the biggest changes in process that most employers will
6.2.1 What to avoid when creating job advertisements?
have to go through in order to comply with all discrimination regulations.
The rules now not only cover stipulating upper or lower age limits for job applicants, but also implied terms such as ‘youthful’, ‘dynamic’ or ‘mature’. All these terms could be seen as excluding someone from applying for a role based on their age.
Even asking for a certain level of experience from candidates could be deemed as discriminating against someone who hasn’t had the opportunity to gain that experience as they are too young. There are plenty of ways of rephrasing your job advert, such as asking for candidates who have demonstrated a certain task, but putting a number of years on how long they have taken to achieve that task is definitely out of the question.
Avoiding disability discriminationIt’s important for all businesses to ensure disabled candidates have as many opportunities to join their company as anybody else. This covers job adverts as well as the rest of the recruitment process, such as making your offices wheelchair accessible for job interviews.
Again, the language and the criteria you use is very important — for example, there is no reason to stipulate that candidates must hold a driving license if they are not going to be expected to do any driving for the job.
There is obviously some physical activity that is crucial to some positions, but you must make sure this is a genuine necessity for the role rather than a ‘nice to have’.
While drafting job advertisements, the criteria should focus on job scope, qualifications, skills or knowledge, experience and character traits.
According to the Tripartite Guidelines On Non-Discriminatory Job Advertisements, the following attributes cannot be listed as
2020
requirements:
AgeIf the work is physically demanding, state the physical attributes rather than an age criterion, e.g. “Candidates are required to load and unload heavy machinery.” Avoid phrases like “fresh graduates only” as it can be seen as preference for a particular age group.
GenderIf the job requires a particular gender for practical requirements of the job, state the purpose instead of the gender. Avoid phrases like “female working environment” that suggest preference for a particular gender.
LanguageIf the job requires proficiency in a particular language, state the reason clearly, e.g. “Tamil language teacher wanted for tuition center. Distinctions in ‘O’ Level Tamil required.”
Marital StatusAn irrelevant criterion as jobs can be performed equally well by married or single persons.
RaceIt is unacceptable to prefer one race over
the other as a job criterion as multiracialism is a fundamental principle in Singapore. Job advertisements should not feature statements like “Chinese preferred” or “Malay preferred”.
ReligionLike race, religion as a job criterion is also unacceptable unless the employee has to perform religious functions as part of the job scope, e.g. “Production manager required for Halal food manufacturer”.
21
AgeWords or phrases that suggest preference for job candidates of a particular age group should not be used.
Not Acceptable Acceptable
• Below 30 only • Youthful working environment • Age 25-30 only • Fresh graduates are welcome to
apply
• Older workers welcomed • Job is suitable for older workers • 3 years of relevant experience • No experience required
RaceRace should not be a criterion for the selection of job candidates as multi-racialism is a fundamental principle in Singapore.
Not Acceptable Acceptable
• Chinese preferred • Prefer Malays
6.2.2 Dos & Don’ts of Job adverts
LanguageIf a job entails proficiency in a particular language, employers should justify the need for the requirement.
Not Acceptable Acceptable
• Mandarin is an advantage • English/Chinese (Mandarin)
speakers • Speak Mandarin • Putonghua an advantage
• Chinese-language teacher for pre-school centre, good credit in ‘O’ Level Chinese
• Translator for a leading Malay sports magazine. Proficiency in Malay is a must.
NationalityWords or phrases that exclude Singaporeans or indicate preference for non-Singaporeans should not be used.
Not Acceptable Acceptable
Non-Singaporeans preferred • Singaporeans and Malaysians
preferred • Singaporeans and Malaysians
welcomed • Singaporeans and Filipinos (or
other nationalities) • Employment Pass/S Pass/ Work
Permit / Dependant’s Passes / Long Term Visit Passes Holders only
• No mention of any nationality • Only Singaporeans
22
ReligionReligion is unacceptable as a criterion for recruitment except in cases where employees have to perform religious functions as part of the job requirement.
Not Acceptable Acceptable
• Christians preferred • No Muslims. Work involves
handling pork and beef
• Chinese restaurant needs chef. Requires handling of pork and beef.
GenderWords or phrases that suggest preference for job candidates of a particular gender should not be used.
Not Acceptable Acceptable
• Strong guys needed • Preferably female • Female working environment
• Women’s fashion boutique requires sales staff to model clothes while on the job
• Physical work required
Marital StatusGenerally an irrelevant criterion in employment as jobs can be performed equally well by either married or single persons.
Not Acceptable Acceptable
• Preferably singles • Frequent overseas traveling is expected
http://www.mom.gov.sg/Documents/press-releases/2013/Press%20Release%20on%20Discrimination%20Cases-%20Annex%20B-%20250913.pdf
Image Source :
For more details on job adverts, go to http://tafep.sg
23
1. Questions on qualificationsa. When was the last time you attended a
course of study, workshop or seminar? b. What is your highest level of education?c. What was your specific field of study?
2. Questions on job skillsa. What are some of your core skills?b. What do you think are the skills
requirement for the job you are applying?
c. How competent are you in operating computers? What software are you familiar with?
3. Questions on job experiencea. What did you do in the last five years?b. What were the challenges in your past
experience as a (job title)?c. How experienced are you in handling
customers?
4. Questions on analytical skillsa. You are required to give a 10 minutes
presentation on what you would do as a manager in the event of a fire in your office, what are the issues that you would include in your presentation?
b. What would you do to increase productivity in your department? How would you carry out the tasks?
c. Tell us what you would do if you were to start your career all over again.
5. Questions on willingness to work in a teama. Who are your team members in your
present job? What is your working relationship with each of them?
b. Tell us the challenges you faced when you were working with a team.
c. How many work teams have you worked with over the last two years? What distinctive strengths and weaknesses
have you seen in the team members?
6. Questions on passion for job and companya. What are the goals and objectives of
your present company? Do you know our company’s goals and objectives?
b. How long have you been looking for a new job? How long have you been on your last job?
7. Questions on integritya. What are three adjectives that others
would use to describe you?b. What does integrity mean to you?c. How would you respond if you were to
discover that a co-worker is using the office phone for personal long distance calls?
8. Questions on self confidencea. When was the last time you were given
a task that was beyond your scope of work?
b. Tell us about that situation.c. What would you do if you were
retrenched from your company?d. How confident are you to perform the
job that you have applied for?
9. Questions on self developmenta. When did you last enroll in a course
of study, e.g. attending seminars, workshops and lectures?
b. What training courses, seminars and workshops will you be attending in the next 12 months?
c. Do you think it is important to continue learning throughout one’s lifetime? Why?
10. Questions on travela. This job might require you to travel
overseas more than 50% of the time.
6.3 EXAMPLES OF NON-DISCRIMINATORY EMPLOYMENT INTERVIEW QUESTIONS (AS PROPOSED BY TAFEP)
During the interview, try to ensure all the relevant areas are covered. While there will be differences depending on the response to questions, keeping to a consistent set of issues and scenarios allows for more objective comparisons of the suitability of candidates.
24
Would that be fine with you?b. One of the challenges in this job is
making frequent trips out of Singapore on short notices. Will you be able to handle this?
c. How much overseas traveling do you do in your present job?
11. Questions on working long hoursa. The job involves handling customers’
complaints and following up with these complaints.
b. Very often, you have to stay back late to complete the tasks. Would it be a problem for you to work long hours, e.g. staying till 9 pm?
c. What are the working hours like in your present job?
12. Questions on handling heavy equipmenta. You are required to carry heavy objects
/ materials (About 20 kilograms) in this job. Can you handle that?
b. There are often times when you have to climb steep stairs on site visits which are in the open. Are you able and willing to do that?
c. Do you have to carry heavy items in your present job? What is the heaviest item that you have carried during the course of your work?
13. Questions on foreign languagesa. You will be dealing with Chinese
speaking customers most of the time. Many of them are unable to speak English. Can you communicate with them in Mandarin?
b. We have many customers who are Malay speaking. They do not speak English. Would you have problems speaking with them in Malay?
c. This job will require you to correspond with our clients from China. Are you able to reply to emails in Chinese?
14. Questions on handling bigger roles and leadershipa. If you are a supervisor and one of your
subordinates is uncooperative and refuse to take instructions from you, what would you do?
b. Tell us of an incident of misconduct by a subordinate of yours. What did you do? What was the outcome?
c. What have you done in the last 12 months to upgrade yourself in terms of knowledge, skills and expertise?
15. Questions on experiencea. Tell me about a specific area of
responsibility that you have enjoyed most.
b. In view of the position that we are offering, tell me about your relevant experience.
c. What have you learned from the jobs you have had?
16. Emotional questionsa. Give me an example of a crisis situation
you were involved in. What did you do? b. Tell me about a time when you were
very angry at the workplace. What did you do?
c. Has there been a time when a person’s anger was misdirected at you. How did you react?
17. Questions on adaptabilitya. How do you establish good working
relationships with people?b. If you were to be offered this position,
how do you imagine you would spend your first two weeks on the job?
c. Tell me about the most difficult job-related task you have faced.
18. Interpersonal questionsa. How do you give your subordinates
negative feedback?b. How important was communication
and interaction with others in your last job? What did you do to be effective?
c. Were you ever a member / leader of a team in a professional setting? How did you perform in that role?
19. Questions on competenciesa. How did you gain your knowledge of
this industry / company?b. Other than the requisite skills, what
other skills do you have that would help you perform this job well?
c. What do you know about our organization?
25
07 EMPLOYING TOOLS & TECHNOLOGY TO ENSURE RECRUITING COMPLIANCE
An Applicant Tracking System (ATS) is a software solution that enables recruiters to manage candidates in the recruitment process. It is similar to a customer relationship management (CRM) system, but designed specifically for recruiting.
Without an ATS, you will struggle to manage the influx of candidates that you will receive from job postings and proactive sourcing. Additionally, recruiters will be unable to monitor each other’s activity, causing them to sometimes reach out to the same candidate for different roles or double their efforts on the same role
You may be exposing yourself to risks if you are not using a system to properly record and keep track of recruiting data. Using an ATS will simplify the task of reporting on your recruiting activities and ensure that you comply with any existing and upcoming regulations.
Moreover it is vital to not just be compliant, but to be compliant across every channel, and be consistent as you present yourself to your potential candidates as an ideal company to work for - Employer Branding.
7.1 WHAT IS AN APPLICANT TRACKING SYSTEM?
26
Purchasing an ATS is a big step toward preventing compliance issues, but you should not choose one on a whim — not all ATS solutions are the same. To ensure that you pick the ATS that is right for you, take the time to do your due diligence about the product, keeping these six things in mind:
UsabilityYou want an ATS that is user friendly and straightforward. You don’t want to burden your recruiters with an eight-hour training session just to learn how to input a candidate’s information. Do your research, take a tour of the system, and go through the demonstrations on how to utilize the system. If you are not confident that every person on your team will be able to use the system correctly and efficiently, look elsewhere.
CustomizationEvery organization and team is different. You don’t want an ATS that you must conform to; you want one that conforms to you. Make sure you can customize statuses, required information, format, etc. That way your team can tailor the system for your needs and the way you plan to use it. Additionally, you will want to make sure that you are able to change the customizations as needed if the team decides on a new process.
Job Postings and ApplicationsCan you post jobs on your company’s website through the ATS? If so, are applications submitted through the website automatically inputted into the ATS for your team to review? They should be. This makes the application review process much more streamlined. It also ensures that every application is entered into your ATS, even if the candidate is not a fit for the particular job he or she applied for.
CostEverything else being equal, it makes sense to go with the most cost-effective option. But make sure to try to get the best system for the money. Also, inquire about extra costs. Are upgrades included? How about job
7.2 WHAT TO LOOK FOR WHEN SELECTING A RECRUITING SOFTWARE?
postings? How many accounts are included in the upfront cost? How much does each extra account cost? Are there discounts for a certain number of seats purchased at once? Make sure you consider these items.
Customer SupportBe sure to read reviews on the product and on customer support response in particular. Even great products have issues, and poor customer support can be very frustrating, compounding the problem. Find out if you will be assigned one relationship manager you can contact with any issues, or if you will have to call the number provided and risk being on hold for a while.
Hosted or Cloud/SaaSHosted solutions are slower to change and fix. A cloud or SaaS system may be the better option.
The ramp-up, upgrades, and fixes are quicker, and you have the option to access the system remotely.
27
08 HIRINGBOSS
HiringBoss is recruiting software that helps you recruit top talent - quickly and efficiently. It organizes the end-to-end hiring process on 1 single platform: taking you from job requisition, to posting jobs, reviewing candidates, scheduling interviews, generating offer letters... and ultimately hiring the right person for the job while ensuring compliance!
With HiringBoss you will have all the tools you need to dramatically boost your recruiting ROI and shrink your hiring costs. HiringBoss is in the Cloud so there is no software to install or maintain. Plus, local support is on hand to make sure you’re getting the most out of your HiringBoss platform.
If you’re not using ATS/software, you are exposing yourself to risks. You need to be audit ready and have a clear paper trail to ensure that you have been compliant throughout every step of the process.
28
Connecting to various stakeholders in one platform
A Software-as-a-Service (SaaS) solution, HiringBoss is based on the concept of ‘Zero Risk’
• Within Budget – fixed, affordable pricing for implementation and training
• Within Requirements – configurable and flexible• Within Deadline – implemented within 6 weeks• Beyond Expectations – impress your organization!
29
Why use HiringBoss?• Configurable | Transparent | Effective• Improve speed of hire, quality of candidates and reduce
hiring costs• Eliminate admin, focus on recruitment
Who is HiringBoss for?• For business of all sizes:• Start-ups | SMEs | Global | Government• Future-focused HR professionals aiming to optimize the
hiring process• HiringBoss is designed and built in Asia for businesses in
Asia
Customer Support• HR and eRecruiting technology• Talent Acquisition and Applicant Tracking Solution• Cloud | SaaS (software-as-a-service)
INCLUDED HR COMPLIANCETOOLS
Founded in 2011 in Asia• Founded by Recruitment Software experts• Backed by Asia’s leading investor JAFCO
HR software for Asians by Asians• Intuitive process-driven interface• Configurable, to match local and regional regulatory demands• Local people in-country selling and supporting
SaaS (software-as-a-service)• Hosted securely in the Cloud• Software for HR practitioners and recruiters, not IT• Inclusive of hosting, release management, support & regular upgrades
30
09 COMPLIANCE CHECKLIST 2014
Extra attention is needed in order to ensure that you are being compliant and not infringing any rules or regulations in every stage of the recruiting process.
Checklist for Job Advertisements:
9 Make sure the advertisement focuses on the essential skills and abilities to do the job.
9 Write in clear, plain English.
9 Avoid any reference to age, sex, race, religion, parental status or any other personal characteristic protected by law, unless it is part of the genuine requirements of the job or the organization has a specific exemption or exception – for example, people who serve alcohol must be over 18.
9 Make sure the advertisement is written in a way that does not discourage some people from applying or imply that only certain applicants will be considered, such as using phrases like ‘join a dynamic young team’ or ‘seeking mature, experienced professional’.
9 Encourage as many suitable candidates as possible to apply. If you have the resources, consider advertising the position internally and externally, as well as using mainstream and community media outlets, local newspapers, specialist journals, informal networks, industry groups and other forums
Fair Employment Self-Assessment Tool: http://www.tafep.sg/self-assessment/
31
Suggestions for Avoiding Discriminatory Language in Advertisements
Instead of Use
Junior Seeking experience
Senior or mature person Responsible, able to work unsupervised
Office junior Office assistant
Five years’ experience Demonstrated ability
Sales girl Sales assistant
Foreman Supervisor
Checklist for Candidate Screening (Source): 9 Focus solely on matching the skills and experience of the candidates against the requirements
of the job. Prepare a list of questions that relate directly to the job requirements. All candidates should be asked the same set of questions.
9 Ensure people conducting the interview have a good understanding of the job requirements and are aware of the importance of only asking questions that relate to the role, and of following equal opportunity principles.
9 Ask if candidates have any special requirements in order to attend the interview.
9 If possible, consider diversity on the selection panel, including both men and women, and people from different cultural backgrounds and age groups.
9 Allow candidates time to make their point and, if necessary, ask follow-up questions so they can elaborate on their initial answers.
9 Make a record of the answers provided by each candidate and ensure they are kept confidential. If you listed key selection criteria in your advertisement, develop a scoring system to rank each candidate’s ability to meet the ‘essential’ and the ‘desirable’ selection criteria.
9 Avoid asking questions that are presumed to be relevant only to certain applicants, for example, to women, older workers or parents. Instead, applicants should be asked whether they can fulfil the key requirements of the job, such as travel, overtime or performing any necessary physical activities.
9 Ensure any skills tests are relevant to the job, non-discriminatory and that any specific needs of candidates with a disability are taken into account.
Recruiting should be a systematic process where each candidate can be easily tracked in a recruitment workflow process:
32
10 RESOURCES
How much should you pay your employees? What are the skills, certifications and qualifications of today’s workforce? What is the labor market like in your industry? These statistics and reports will help you understand the workforce better.
10.1 THE LABOR MARKET IN SINGAPORE
33
10.1.1 Key Indicators on Singapore Economy and PeopleThe Key Indicators are compiled and published by the Singapore Department of Statistics. They provide a snapshot of Singapore’s:
• Population & area
• Demographics
• Literacy and education
• Society
• Employment
• Economy
10.1.2 Labour Market Information The Ministry of Manpower (MOM) has a comprehensive archive of statistics:
• Labour Force Access detailed information on Singapore’s labour force characteristics in terms of age, participation rate and educational profile.
• Employment Find out the number of employed persons in Singapore and their distribution in the various occupations and industries.
• Unemployment Access Singapore’s latest unemployment figures.
• Job Vacancy Find Singapore’s latest job vacancy numbers and rates.
• Labor Turnover Get information on Singapore’s average monthly recruitment and resignation rates.
• Hours Worked Find out the total and overtime hours put in by Singapore’s workforce.
• Retrenchment and Redundancy Access latest information on retrenchment and redundancy.
• Re-employment Access latest information on re-employment.
ReportsThe Ministry of Manpower (MOM) compiles the statistics into reports and occasional papers. You can access them for free on MOM’s website.
Highlights Produced jointly by the MOM and the Singapore Workforce Development Agency (WDA), this publication provides a quick snapshot of key employment statistics, jobs in demand and their related qualifications across 11 industry groups within the construction, manufacturing and services sectors.
Salary Survey Report 2013Produced by the Singapore National Employers Federation (SNEF), this report is indispensable for benchmarking your salary structures and employment benefits.
Other Relevant Statistics• Singapore Population Statistics• Singapore’s Economy• Singapore’s Monthly Digest of Statistics –
September 2013
• Earnings and Wages Access information on the average earnings and wage increases of Singapore’s workforce.
34
10.2 BUILDING A TALENT FACTORY
If you are a rapidly growing expansion-stage company, establishing a talent factory will be vital to your company’s continued growth. In fact, according to a 2012 study by the Boston Consulting Group,2 recruiting has the highest business impact of any HR function. So, even if you don’t yet have a full-fledged HR department, building an internal recruiting team can create a significant impact by:
• Lowering Recruitment Costs:Many companies that do not have a talent factory or an in-house recruiter use staffing agencies for the bulk of their hiring. For full-time employees, agencies can charge 20 to 35 percent of the hires first-year annual salary as a “finder’s fee.” Depending on how many roles you hire each year, you may be paying more in fees than what it would cost to build and operate your own in-house talent factory.
• Driving Higher ROI:Not only will an in-house talent factory result in a lower cost per hire, but it will also enable you to hire multiple candidates (should there be more than one opening for the same position) at no extra cost. An in-house talent team can also maintain an ongoing pipeline of candidates with a particular skill set, helping you make repeat hires more quickly, and implement programs to improve employee retention (e.g. Establishing programs to promote work/life balance).
• Fostering a better candidate experience and building culture along the way:Having a talent factory will create a more streamlined hiring process that ensures that each candidate your company recruits goes through the same procedures, meets with the same people, answers similar questions, and is told the same information. In turn, your candidates will have a better overall experience, and your company will be able to make a more
10.2.1 The benefits of building a talent factory
educated decision on which candidate is the best fit for the job, because there is continuity in the process.
• Shaping your company’s culture:A talent team can help shape company culture and impact its development through its policies and programs.
• Improving visibility:Talent specialists also act as ambassadors, representing your company and its culture to the outside world. By attending career fairs and on-campus events, a talent team will provide valuable marketing for your company, creating more visibility within your desired candidate pool. A quarterly networking event led by your talent team can also pay huge dividends for talent acquisition by showcasing your company and its employment opportunities.
• Increasing credibility:Candidates will always be more responsive and exude more confidence when they feel they are being treated as an individual, rather than an application. A talent team can serve as liaison between the candidate and the hiring manager, improving communication and, ultimately, your credibility — even among candidates you don’t end up hiring.
• Creating a greater sense of urgency: Because the internal recruiting team will be in the trenches, they will recognize the need for new hires more quickly and be held accountable by the hiring managers who are awaiting qualified candidates. Additionally, the hiring managers will be asked to provide more timely and complete feedback if the recruiting team is in the same office, allowing for a shorter feedback loop and faster decisions.
Source : Talent Factory E-book
35
10.2.2 Checklists for building a talent factory
Checklist for the CEO 9 I understand that the director of talent’s role is to implement and manage the talent factory so that the executive team and I can make the best decisions to support the hiring and retention of top talent in the company. 9 I have developed a plan to hire a director of talent and outlined his/her responsibilities for imple-menting and managing the talent factory 9 I have scheduled regular meetings with the director of talent to discuss talent and HR-related up-dates 9We have agreed on a series of metrics and reports that the director of talent will provide to me and the executive team on a regular basis 9 I will make myself available to provide continued guidance and support as needed
Checklist for the Director of Talent 9 As the director of talent, I understand that I play a vital role in overseeing the entire talent man-agement process, which informs the executive team to make sound talent-related decisions and supports the hiring and retaining of top talent in the company. 9 I have worked with the executive team to develop an annual talent plan for the company entailing hiring targets, budget, and goals 9 I have established a reporting schedule to communicate the progress of talent-related targets (hir-ing, budget spent, goal progress, etc.) to the executive team 9 I have outlined a model for designing and overseeing a successful talent factory in the company 9 I have developed a plan to hire and manage talent specialists in order for the company to achieve its hiring and other HR-related targets 9 I have daily and weekly meetings scheduled with my talent team to evaluate the progress of our targets, discuss and address issues, implement best practices, and capitalize on new opportunities
Checklist for the Talent Specialist(s) 9 As a talent specialist, I understand that I play an important role in addressing the company’s hu-man resource needs by managing the candidate recruitment process and hiring top talent in the company. 9 I will regularly discuss new role requests and my capacity with the director of talent and the tal-ent team, prioritize the list of roles according to the sense of urgency, and develop a work plan to recruit he hires accordingly 9 I will communicate with the hiring managers on a regular basis to provide them with compensa-tion reports (as needed) and updates on the progress of searches, solicit feedback on the candi-dates identified, and continue or modify the search process accordingly 9 I will reach out/communicate with employee referrals in a timely manner 9 I will regularly participate in external recruitment events to explore new talent pools and identify potential candidates
Checklist for the Hiring Manager 9 As the hiring manager, I understand that I am responsible for making sound hiring decisions for my department and will work closely with the talent team to ensure that we identify and recruit the best candidate for the role that we are seeking to fill. 9 I have scheduled a meeting with the talent specialist that will be recruiting for the role and have provided him/her with a clear job description and a compensation band (salary, bonus, and equity) the role offers 9 I will review/approve the work plan for each new role request on a timely basis 9 I will provide the talent specialist with a timeline on when the role should be filled, the level of ur-gency, and other notes associated with the role to help support the search 9 I will make myself available to speak and meet with suitable candidates as often as possible and respond to interview requests in a timely manner 9 I will provide timely feedback to the talent specialist about each candidate across every step of the recruiting process (i.e., resume screen, phone interviews, in-person interviews, etc.)
36
10.3 COMMON RECRUITMENT CHALLENGES AND THEIR SOLUTIONS
Challenge Solution
Broken feedback loop(Talent team is not receiving timely feedbackfrom hiring managers or stakeholders)
Set up a meeting with the stakeholders in the search to regroup. Go over expectations for feedback and explain that if filling the role is not a priority it should be put on hold until all stakeholders will be able to commit to it. Also, if you don’t already have one, set up a weekly update call with the hiring manager and stress that they adhere to participating.
Underperforming members of your talent team Meet with the team member to address your concerns; be open and honest with your feedback. Find out if there is something they need help with and go over any impediments or questions they may have. Follow up by havingweekly meetings with that team member to review their progress and performance.
Disgruntled candidates Have the talent specialist call the candidate to better understand and help rectify the issue. A call will mean much more to the candidate than an e-mail. The candidate should leave the call feeling positive about the company.
A candidate’s response to an offer is delayed Reach out to the candidate to find out why they are withholding their response and if there are any issues with the offer that can be resolved. Be sure to give them a deadline to respond; this should prevent any further delayed response.
A candidate has received a counter offer Remind the candidate of their original motivation for finding a new job; it is likely that it was not financial, and they will see that staying with their current company will not change their situation. If possible, increase the offer to match the counter offer or consider adding a sign-on bonus. This will show the candidate your eagerness to have them join the team.
Lack of response from sourcing activity Change your messaging and see what candidates respond to. Maybe it’s flattery, maybe it’s highlighting awards and company growth, or maybe it’s accentuating the benefits of working for your company. In addition, follow up a few times with target candidates before giving up on them.
Recruiting in a saturated market Get creative: Join Meetup groups or host networking events for specific skill sets. Attend job fairs in the area. Set up a referral program for both internal and external use. Implement a University Recruiting Program to attract candidates out of schools. Set your company apart from the rest.
37
10.4 STANDARD TEMPLATES FOR APPLICANT COMMUNICATIONS
Dear Applicant,
Thank you for sending your resume to XYZ Company. We sincerely appreciate your interest in our company. Should an appropriate position be identified, we will contact you to discuss any possible next steps.
Thank you.
The XYZ Company
Hello [Name],
Thank you for your interest in XYZ Company. Although we were impressed with your background, we have decided to move forward with other candidates whose experience is more similar to the qualifications that we are looking for at this time. We will keep your resume on file in the event that a future opening at XYZ Company may become available.
Thank you again for your interest in XYZ Company.
Kind regards,
The XYZ Company
Hello [Name],
Thank you for your interest in XYZ Company. We appreciate the time you took from your schedule to participate in the interview process for the position, but regret to inform you that we have decided not to move forward with your candidacy at this time. We will keep your resume on file in the event that a future opening at XYZ Company may become available. Thank you again for your interest in XYZ Company.
Kind regards,
The XYZ Company
10.4.1 Response to unsolicited resume:
10.4.2 Rejection to candidate not interviewed:
10.4.3 Rejection to candidate who was interviewed:
38
10.5 INTERVIEW QUESTION GUIDE
Competency Behavioural Interview Questions
Accountability, Organizational Skills, Decision Making
9 Please describe in detail a project that you were responsible for. How did you carry out the project and what were the end results?
9 When given an important assignment with strict deadlines, how do you approach it?
9 How have you adjusted your style when it was not meeting the objectives and/or people were not responding correctly?
Agility 9 Tell me about a time when you had to take on a new role, or new tasks. Describe the situation and what you did.
9 Describe a situation where you had to adjust your own behavior or style to build relationships with those who have different styles/ cultures/ values.
9 Tell me about a project that did not go according to plan. What corrections did you make and what were the results?
9 How well do you adapt to new situations? Provide an example.
Communication 9 Tell me about a time when you had to introduce a new idea. How did you do it?
9 Describe a time when you received information about a project or work-related item that was critical to success. How did you share the information with the team? When did you share the information?
9 How do you go about explaining a problem to a person who does not understand the technical jargon?
Critical Thinking, Decision Making 9 Provide me with a specific example of a time when you used good judgment and logic in solving a problem.
9 Tell me about a difficult decision you’ve made in the last year.
9 Describe the steps you go through to make an important decision.Please provide an example.
9 We sometimes work in an environment where the guidelines are not clear. Tell me about a time you have experienced this. How did you react?
9 What have you learned from your mistakes?
39
Competency Behavioural Interview Questions
Development (self and others) 9 Describe a time when you were not satisfied with your own performance, or the performance of someone who reported to you. What did you do about it?
9 How do you go about setting goals, for yourself and for those you manage?
9 How do you coach an employee? 9 Give me an example of a situation you think highlights your leadership skills.
Efficiency, Organizational Skills 9 What is your process for prioritizing your responsibilities?
9 Provide an example. What should you do to be more efficient?
9 Everyone procrastinates at some point. What are the kinds of things that you procrastinate on?
9 What do you find helps you manage your time? 9 What do you do when faced with a deadline that is extremely difficult to meet?
Initiative 9 What have you accomplished that shows your initiative and willingness to work?
9 Tell me about a time when you were instrumental in finding a new, more efficient way of doing something.
9 Give me an example of a time when you took the lead.
9 Give me an example of a career goal you set for yourself. Did you achieve it, and what were some of the obstacles you faced along the way?
Persistence 9 Tell me about a time when you got results when others tried and failed.
9 Tell me about a time when you were the first to take on a tough issue.
9 Tell me about a time when you went above and beyond the call of duty in order to get a job done.
40
CONTACTSINGAPORE
CHINA
HONG KONG
Office:Support:Fax:Email:Address:
Office:Support:Fax:Email:Address:
+86 21 6267 1356+86 21 6260 9868+86 21 6267 [email protected]@hrboss.comRoom 806, 8/F Shanghai Oriental Center, 699 WestNanjing Road, Jingan, Shanghai, China 200041
+852 2251 8501+852 2251 8501+852 2251 [email protected]: Level 19, Two International Finance Centre 8 Finance Street, Central Hong Kong, China
Office:Support:Fax:Email:Address:
+65 6222 6077+65 6222 6075+65 6539 [email protected] Boon Tat Street Singapore 069618
JAPAN
VIETNAM
Office:Support:Fax:Email:Address:
Office:Support:Fax:Email:Address:
+81 [0] 3 5733 2020+81 [0]3 5733 2020+81[0] 3 5733 [email protected] Kamiyacho 10F, 5-12-8 Toranomon, Minato-ku, Tokyo 105-0001 Japan
+84 8 3521 4950+84 8 3521 4950+84 8 3823 [email protected], President Place, 93 Nguyen Du Street, District 1, Ho Chi Minh City, Vietnam
U.S.A.
Office:Support:Fax:Email:Address:
+1 949 705 4500+1 949 705 4500+1 949 705 [email protected] Towers, 18100 Von Karman Avenue, Suite 850, Irvine, CA 92612 USA
Connect with us
