Employer Alliance commissioned work-life consultants to prepare case studies on organisations with good work-life practices, with the aim of providing others with a reference and guide to implementing or adapting such practices for their own organisations.
Each organisation studied highlights a different focus area, and demonstrates how work-life programmes have benefited the organisation as well as the employees.
Read how Goldman Sachs’ creative Work-Life programmes has earned its reputation as Employer of Choice in the banking industry. In the war for talent, Goldman Sachs understands that their people are their number one asset, therefore, the firm strives to create an inclusive environment that enables flexibility through the support of management and engendering a culture to minimize work-family conflict and assist with staff retention.
Read how a boutique Law firm considers its small employment size an advantage to meeting its staff’s Work-Life needs and how this has helped to foster an attitude of trust and openness in the firm. The secret to Premier Law’s success lies in its efficient, driven team of employees. The management’s genuine desire to meet employees’ needs is evident as they exercise great flexibility in allowing staff to advance in their careers without sacrificing personal goals.
Read how PUB’s Targeted Work-Life Programmes for its Older Employees has resulted in happy employees who are highly engaged as shown in its Employee Opinion Survey. Recognising that labour shortage is a looming crisis, coupled with an ageing population and a declining birth rate, PUB is introducing measures to better capitalise the capabilities of its mature workforce and engages them by promoting Work-Life initiatives that encourage active ageing.
For Sheraton Towers, Work-Life strategy is not an afterthought, but an integral part of its culture. The essence of Sheraton’s Work-Life strategy is to make the workplace a home away from home for its staff.
Read how the senior Management at Sheraton Towers built a sustainable caring culture by according the same genuine care and concern for its staff as it would to its guests. This has translated into a low monthly turnover rate of 2.9% for Sheraton Towers as compared to the industry standard of 4.4%.
Learn how AH’s leverage on the experience and skills of its older employees has translated into a high level of patient care and service. Alexandra Health (AH) recognises that people are its greatest asset. With a significant proportion of employees aged 40 years and above, it seeks to harness its knowledge-based workforce with a wealth of healthcare experience by aligning its Work-Life strategy to its overall talent management strategy.
Through practices such as a strict weekend-free policy, its annual travel award to facilitate family bonding, and other programmes, the second generation management team at BusAds has leveraged on its Work-Life Strategy to attract and retain talent.
Read how CCN successfully sets itself apart from its competitors by creating an employee-focused workplace to meet its staff’s needs. Besides fostering a trust-based culture at CCN, one of the key factors in ensuring staff retention in the competitive, knowledge-based I.T. organisation lies in the management's continuous push for its Work-Life initiatives.
With the recent opening of DBS Asia Hub, the bank is poised to become a progressive customer-centric centre. Besides investing in a high-tech work environment, the management of DBS is also strongly committed to creating a flexible work culture as a talent retention and business strategy.
Read what makes the biggest local bank in Singapore continue to remain an employer of choice!
Read on how an SME retains its talents by incorporating a Work-Life culture in its workplace! Providend's strong advocacy of Work-Life programmes has resulted in a dedicated and loyal team.
Quick turnaround and sheer volume of work are common grouses that are heard in the legal profession. Read how Rajah & Tann made Work-Life possible for its staff in one of the most demanding and challenging professions.
SingTel's centralised HR policies and decentralised implementation approach enable it to successfully meet all the different life needs of its diversified workforce.
GMP's flat organisational hierarchy and open-door policy enable employees to approach supervisors and management about their Work-Life needs and provide feedback on existing initiatives.
Besides a culture of accountability, responsibility and trust, one of the key components to making Work-Life implementation a success at Xcellink is a model shift from an activity-centric to a result-centric one.
