Click here to load reader

busInesses - Handbook on Inclu · PDF fileThe Community Engagement Programme (CEP) Businesses and Unions Cluster seeks to build harmonious, inclusive and resilient workplaces

  • View

  • Download

Embed Size (px)

Text of busInesses - Handbook on Inclu · PDF fileThe Community Engagement Programme...

  • InclusIve PractIces For sustaInable busInesses

  • The Community Engagement Programme (CEP) Businesses

    and Unions Cluster seeks to build harmonious, inclusive

    and resilient workplaces. This is done through promoting

    understanding, respect, and bonding to strengthen ties

    between people of different races and religions.

    communIty engagement Programme

    InclusIve PractIces

    for sustaInable


  • forewordWorkplace diversity is vital as globalisation broadens Singapores demographic profile across nationalities, cultures and religions. Our progress depends very much on how we embrace multi-racialism. The MOM Community Engagement Programme (CEP) unit was set up in 2006 to promote harmony and cohesiveness at workplaces. Its strategic thrusts include working with its seven CEP partners representing the businesses and unions cluster to raise awareness and enhance capabilities and competencies of CEP at workplaces. Under this programme, numerous initiatives tailored to the needs of businesses in Singapore have been rolled out, including a one-day CEP Workshop for Employers and the incorporation of CEP content in the Basic Certificate in Industrial Relations (BCIR) programme organised by the Ong Teng Cheong Labour Leadership Institute (OTCi).

    To continually empower companies to achieve inclusiveness at workplaces, the CEP unit together with our partners has developed this book entitled Inclusive Practices for Sustainable Businesses. We believe that this book will equip organisations with the skills to build socially resilient workplaces. This book contains tips on how to kick-start the process of inculcating CEP values in companies, case studies highlighting organisations which adopt cohesive practices and a HR self-diagnostic tool that helps businesses ascertain the degree of inclusiveness within the company. Through this book, we hope to influence business leaders and HR professionals to incorporate CEP values such as understanding, respect and inclusiveness in their HR programmes and policies.

    I would like to thank everyone who had provided their time and thoughts for this book and also to our partners and business organisations who are willing to work closely with us on our journey toward sustaining longstanding communal harmony at all workplaces in Singapore.

  • Embracing racial harmony is integral to Singapores progress. It is imperative that businesses instil the right values to promote inclusiveness and communal harmony at workplaces.

    Dr Amy KhorSenior Minister of State for Manpower and Health; Chairperson of the Tripartite Panel on Community Engagement at Workplaces
































  • abstract

    Employers and HR professionals in Singapore today manage an increasingly diverse workforce, brought about by globalisation and greater mobility in the talent marketplace. In this competitive landscape, inclusive practices have become crucial to integrating the diverse talents who must come together despite differences in a broad category of attributes such as race, religion, culture and age. Critical elements such as a deeper appreciation of, and sensitivity to employees culture, combined with values such as respect and trust embedded within an organisation, help to create an environment that leverages on the companys inherent diversity to propel the organisation forward.

    This resource seeks to provide both business leaders and Hr professionals with tips, key considerations and helpful tools during implementation of inclusive practices. To initiate this process, a Community Engagement Programme (CEP) Values framework for the workplace has been developed (as shown on the left).

    This framework identifies the key elements to laying a strong foundation for inclusive practices: ceP values, leadership, Individuals and communication. This resource contains dedicated write-ups on each element with case examples elaborating progressive practices.

    Building on this foundation, the framework also mimics the employee lifecycle:

    Hire, Develop, retain, and provides insight and examples of good inclusive practices within each chapter.

    This resource also aims to complement the first CEP guidebook published in 20111 by focusing on the practical considerations when implementing HR programmes and policies with CEP values. In addition, the following tools are included:

    Case studies and examples featuring how companies have adopted such practices are included to provide deeper understanding.

    A section on Tips to Start You Off has been provided at the end of the chapters Hire, Develop and Retain. This list consists of a selection of possible activities that HR and business leaders may implement immediately to kick-start the process and achieve quick-wins.

    A HR self-diagnostic tool that provides insight to the level of inclusiveness within the organisation so as to identify priority areas for attention. This may be found in Chapter 6, Resources.

    For more information on CEP values and the necessary points of contact when managing crises, please refer to the CEP Implementation Guide for Employers. The guide is available for download at within the Resources section.

    1 Community Engagement Programme: Implementation Guide for Employers, available at[email protected]%20Workplaces/CEP%20Implementation%20Guide%20for%20Employers.pdf


  • Overview

    1.1. Aim of This Resource 9

    1.2. The Global Landscape 9

    1.3. Singapores Multi-Faceted Context 12

    1.4. Business Case for an Inclusive 14 Workplace

    CEP Framework for Inclusive Workplaces

    2.1. Introduction 17

    2.2. Laying the Foundation 18

    2.3. CEP Values 18

    2.4. Leadership Endorsement 19

    2.4.1. Case Study Sakae Sushi 20

    2.5. Individual Responsibility 22

    2.5.1. Individual Stories 22

    2.6. Communication 24

    2.7. Tips to Start You Off! 26

    contents 1


  • Hire

    3.1. Introduction 29

    3.2. Implementation Considerations 32

    3.2.1. Workforce Planning 32

    3.2.2. Induction 36

    3.3. Case Study Hans 38

    3.4. Tips to Start You Off! 40

    3.5. Quick Links to Resources 41


    4.1. Introduction 43

    4.2. Implementation Considerations 44

    4.2.1. Training 44

    4.2.2. Social Media Case Study 47

    4.2.3. Career Management 51

    4.3. Case Study ComfortDelGro 54

    4.4. Tips to Start You Off! 56

    4.5. Quick Links to Resources 57




    5.1. Introduction 59

    5.2. Implementation Considerations 60

    5.2.1. Recognition 60

    5.2.2. Employee Engagement 62

    5.3. Case Study Shell 66

    5.4. Tips to Start You Off! 68

    5.5. Quick Links to Resources 69


    6.1. HR Self-Diagnostic Tool 71

    6.2. Other Relevant Toolkits 78

    6.3. Additional Resources / Contacts 80





  • RespectUnderstandingInclusivenessCooperationHarmonyTrust



  • 1. overview

    1.1.Aim of This Resource

    With a business landscape that is heavily influenced by global trends, and a talent market characterised by various forms of diversity, organisations need to place greater emphasis on preserving the harmony that currently exists within the workplace through inclusive practices. Past events have shed light on the need for a delicate balance in our social fabric and the importance of reinforcing multi-racialism as a fundamental pillar of the nation. As a result, both business leaders and HR practitioners have critical roles in ensuring that Community Engagement Programme2 (CEP) values can be successfully embedded within an organisation. This resource thus aims to provide business leaders and HR practitioners with tools and techniques on how CEP values may be promoted at the workplace.

    This resource includes case studies and examples on how companies have adopted inclusive practices so as to aid readers in gaining a deeper understanding of the subject matter. In addition, a HR self-diagnostic tool has been included to assist HR and business leaders in assessing the current level of inclusiveness within the organisation. Through the self-diagnostic exercise, readers may identify specific areas for further development, and refer to the relevant sections within this resource for implementation considerations and tips on kick-starting the process.

    The HR self-diagnostic tool may be found in Chapter 6, Resources. The lists of activities within Tips to Start You Off may be found at the end of Chapters 3 to 5 (Hire, Develop and Retain).

    1.2.The Global Landscape

    The concept of Workplace Diversity has become increasingly prevalent in organisations all around the world. Workplace diversity refers to the variety of experiences and perspectives arising from differences in a broad category of attributes such as race, religion, age and gender. It is essential to be aware of the other characteristics which contribute to workplace diversity that may not be directly apparent to individuals, such as the attributes illustrated below-the-water in the Diversity Iceberg Model3 on the next page.

    Inclusive practices refer to the policies, processes and programme