Contact Details. More information can also be found at and NTUC SNEF
|
|
- Pierce McKinney
- 8 years ago
- Views:
Transcription
1 FACTSHEET ON WORKPRO WorkPro is jointly developed by the Ministry of Manpower (MOM) and the Singapore Workforce Development Agency (WDA) to augment local manpower, foster progressive workplaces and strengthen the Singaporean core in our workforce. The scheme is designed in consultation with the tripartite partners - National Trades Union Congress (NTUC) and Singapore National Employers Federation (), who will manage and administer WorkPro from 1 April 2013 to 31 March WorkPro for Employers 2 WorkPro provides funding support for employers to improve their workplace practices, in particular to enhance work-life harmony, and to attract and retain backto-work locals including mature workers. 3 Employers can receive a wide range of funding assistance to redesign their workplace practices, processes and jobs Employers will also receive incentives when they recruit and retain mature workers and back-to-work locals, or place their employees on flexible work arrangements (FWAs). 4 Please note that costs incurred for the various grant components under WorkPro prior to the issuance of the Letter of Offer by NTUC and will not be funded under WorkPro. However, if the employer applies for the Work-Life Grant Developmental Grant and incurs costs for work-life training 1 prior to the issuance of the Letter of Offer, it will be funded if the application is approved subsequently. WorkPro for Workers 5 WorkPro will help employees to benefit from good work-life practices. It also improves the employability of mature employees, back-to-work locals, and individuals who have not been working for three months or more. WorkPro will help these groups of people become more job ready, and encourage them to return to work and stay on the job through retention bonuses and other measures like workplace mentorship support. 6 Please refer to Annex A for more details on the funding support provided under WorkPro. Eligibility Criteria 7 WorkPro is open to all Singapore-registered or incorporated companies, societies and non-profit organisations, excluding government agencies. Employees 1 Only training fees charged by Work-Life Grant approved consultants listed on NTUC, and MOM websites will be eligible for reimbursement under the Developmental Grant Version 2.9 (effective 1 August 2015) Page 1 of 26
2 used for the computation of grant amounts or to meet eligibility criteria must be either Singapore Citizens (SCs) or Singapore Permanent Residents (SPRs), and employed on contracts that are at least 12 months in duration. Each component of WorkPro will have further eligibility criteria. Contact Details 8 NTUC and are the only official Programme Partners appointed to market and administer WorkPro. Companies should approach only NTUC / for assistance and advice when applying for WorkPro. This is a free service at NO cost to all companies. Only applications made by the company applicants themselves and submitted to NTUC / will be recognised and considered for funding under WorkPro. Application made by private consultants or external parties who claim to act on the company s behalf will not be entertained. More information can also be found at and NTUC Hotline: workpro@ntuc.org.sg Website: Hotline: wdm@snef.org.sg Website: Version 2.9 (effective 1 August 2015) Page 2 of 26
3 ANNEX A SUMMARY OF FUNDING SUPPORT PROVIDED BY WORKPRO WorkPro For Employers For Workers Workplace Improvement and Job Redesign Recruitment and Retention Incentives Assistance for Job-seekers Incentives for Recruited Workers Age Management Grant Job Redesign Grant Work-Life Grant New Hire Retention Incentive On-the- Job Training Allowance Mentorship Allowance Job Preparatory Workshops Job Referrals and Matching Services Retention Bonus Transport Allowance Mentorship Support OJT Support Version 2.9 (effective 1 August 2015) Page 3 of 26
4 Definitions of terms used in this factsheet Mature workers refer to SCs or SPRs who are aged 40 years and above. Back-to-work locals refer to SCs or SPRs who are aged 30 and above, and have not been working for the past three months or more. For Employers Workplace Improvement and Job-Redesign Age Management What is it? Grant Up to $20,000 per company One-off grant to help employers learn about and implement age management practices such as good reemployment and performance management practices.. How much is the grant? The Age Management Grant has two tranches: Tranche 1 is worth $5,000 and Tranche 2 is worth $15,000. Who can apply for the grant? Companies must have at least five mature workers and submit a pre-application report using the template provided on the age management practices they plan to adopt at the point of application to be eligible for the grant. What do I have to do to claim the grant? Upon fulfilling the deliverables of the Age Management Grant of each tranche, companies must have at least five mature workers at the point of claim. Version 2.9 (effective 1 August 2015) Page 4 of 26
5 For Employers Workplace Improvement and Job-Redesign Age Management Tranche 1 ($5,000) Grant Employers must complete the following five requirements within six months: Up to $20,000 per company 1. Show (i) details of a policy of continuing to employ employees who are turning 62 years old on the same employment contract (i.e. sail-through) and/or a policy offering eligible employees re-employment in line with the Tripartite Guidelines on Re-employment of Older Employees and the Tripartite Advisory on Reemployment of Older Employees from age 65 to 67, and (ii) proof that the policy has been communicated to all employees. 2. Send a supervisory employee to attend a one-day job redesign and process improvement course conducted by. 3. Send a HR employee to attend a one-day age management course 4. Send an employee 2 to attend a two-day Workplace Health Promotion (WHP) Facilitator course 5. Sign the TAFEP fair employment practices pledge if the company has yet to do so. Tranche 2 ($15,000) After completing the requirements in tranche 1, employers must complete the following four requirements to claim tranche 2. Employers have 12 months to complete both tranches. 1. Adopt any two types of age management practices 3 from Appendix 1. The two practices must be from different categories. 2. Organise a standardised Health and Wellness Programme which includes the following: i. Knowledge of Personal Health At least 50% of the total number of mature workers (SCs/SPRs) in the company, subject to a minimum of five to undergo the Health Practices Survey to be administered by the appointed health provider. Companies are to return the completed surveys to the health 2 The employee should be involved in managing, planning and implementing WHP programmes in the company. 3 Companies with exactly five mature workers would need to undertake at least three types of age management practices instead of two types of age management practices in Tranche 2. Version 2.9 (effective 1 August 2015) Page 5 of 26
6 For Employers Workplace Improvement and Job-Redesign provider for further analysis. ii. Behavioral Change for Change for Healthy Living Send at least 20% of the total number of mature workers (SCs/SPRs), subject to a minimum of five to attend at least one Holistic Health and Wellness Workshop and at least one Topical Health and Wellness Workshop. Mature workers who attend the workshops must complete and return the Health Practices Survey to the provider. 3. Submit a post-application report on the age management practices implemented to benefit mature workers using the template provided. 4. Submit a name list of all employees aged 40 and above at the end of tranche 2. Version 2.9 (effective 1 August 2015) Page 6 of 26
7 For Employers Workplace Improvement and Job-Redesign Job Redesign What is it? Grant Up to $300,000 per company The Job Redesign Grant subsidises the costs of redesigning jobs and work processes to improve the productivity and performance of back-to-work locals and mature workers. What can I claim for? 1. Equipment to support hiring and retention of mature workers and back-to-work locals, subject to approval by programme partners and WDA. 2. Costs for job redesign/productivity-related programmes and consultancy services. Please see Appendix 2 for a sample list of such programmes and consultancy services. 3. Costs involved in procuring and implementing policies and systems to support mature workers or back-towork locals. 4. In addition, employers who have embarked on either 1, 2 or 3 can claim for the following expenses: a. Course fees for Singapore Workforce Skills Qualifications () courses, and course fees and absentee payroll for non- courses relevant to the job redesign project, capped at S$1,000 per mature worker or back-to-work local. If a course is eligible for funding via WDA s SkillsConnect, the Job Redesign Grant will fund the remaining 80% of the net course fee after the funding subsidy. b. Recruitment advertising cost, capped at $10,000 per company. Recruitment advertisements must state that mature workers and back-to-work locals who have not been working for three months or more are welcome to apply for the job vacancies. Version 2.9 (effective 1 August 2015) Page 7 of 26
8 For Employers Workplace Improvement and Job-Redesign Job Redesign How much can I claim? Grant For job redesign projects targeted at mature workers: Up to $300,000 per company 1. Maximum claimable amount per project = a. (Number of newly-hired workers aged 40 and above who benefitted from the project + Number of existing workers aged 55 and above who will be retained in employment and benefitted from the project) X $3,000, OR b. 80% of declared project cost, whichever is lower % of recruitment advertisement cost to recruit mature worker, capped at $10,000. Total funding = [Lower of 1(a) OR 1(b)] + (2) capped at $150,000 per company For job redesign projects targeted at back-to-work locals: 1. Maximum claimable amount per project = a. (Number of local workers who benefitted from the project)* X $3,000, OR b. 80% of declared project cost, whichever is lower % of recruitment advertisement cost to recruit back-to-work local, capped at $10,000 *At least 60% of the workers must be newly-hired back-to-work locals. The remaining 40% can be any other local workers under the company s employment. Total funding = [Lower of 1(a) OR 1(b)] + (2) capped at $150,000 per company Version 2.9 (effective 1 August 2015) Page 8 of 26
9 For Employers Workplace Improvement and Job-Redesign Job Redesign Grant Up to $300,000 per company Employers may submit multiple application/projects, up to a cap of $150,000 for all job redesign projects targeted at back-to-work locals or mature workers. Employers also have to submit a job redesign evaluation report for each project when claiming for the second disbursement using the template provided. A template for reference will be provided together with your Letter of Offer. How much and when am I eligible to claim? First disbursement of 20% of project grant upon acceptance of terms and conditions stated in the Letter of Offer. Second disbursement of 80% of project grant upon completion of job redesign project and achieved outcomes within 12 months. Version 2.9 (effective 1 August 2015) Page 9 of 26
10 For Employers Workplace Improvement and Job-Redesign Work-Life Grant What is it? Up to $160,000 per company The Work-Life Grant provides funding support for the implementation of work-life strategies, especially flexible work arrangements (FWAs). The grant has two components, a Developmental Grant and a FWA Incentive. Companies may tap on either or both components of the Work-Life Grant. What is considered as a FWA under this grant? In general, the FWAs that can be funded are flexi-time, flexi-place and/or part-time. Other FWAs may be considered on a case-by-case basis. Employees using FWAs must be working on a regular basis (i.e. not ad-hoc or casual employees). What are the requirements? How much can I claim? [For Employers] Developmental Grant of up to $40,000 for the Implementation of FWAs and Selected Employee Support Schemes A $10,000 Developmental Grant would be given to companies that pilot at least two new FWAs or substantially enhance two existing FWAs. Companies must complete the step-by-step process in implementing new FWA pilots: Step 1: Step 2: Step 3: Step 4: Assess specific FWAs that are suitable for implementation (i.e. meet business needs); Conduct a needs analysis to understand employees work-life needs and identify suitable FWAs; Develop a FWA implementation plan which includes a communication plan to engage employees; Send at least an employee/employer to complete the work-life training that includes the implementation and management of employees on FWAs; Version 2.9 (effective 1 August 2015) Page 10 of 26
11 For Employers Workplace Improvement and Job-Redesign Step 5: Pilot at least two new FWAs and/or substantially enhance existing FWAs with at least 10% of Work-Life Grant the total workforce, or a minimum of five employees (whichever is higher) trying out the FWAs for at least three months; Up to $160,000 Step 6: Monitor the FWAs and consult relevant stakeholders on the FWAs effectiveness before making per company any refinements. Another $10,000 would be given to companies that formalise the piloted FWAs into policy. Companies that incur expenses for the FWA pilots can claim for reimbursement of expenses (capped at $20,000 in total) based on the following percentages: Up to 80% of expenditure on: - work-life training - work-life consultancy Up to 50% of expenditure on: - IT infrastructure for FWAs - selected employee support schemes such as lactation facilities The Developmental Grant replaces the previous Work-Life Works! (WoW!) Fund. Companies that have previously benefitted from the WoW! Fund and wish to apply for additional developmental assistance can only receive up to a $20,000 from the Developmental Grant. This is provided that they meet all the qualifying criteria and put in place work-life strategies or FWAs that have not already been implemented or covered in their previous work-life projects funded by the WoW! Fund. Additional Requirements Appoint a work-life ambassador from senior management to champion a work-life friendly workplace for the employees and communicate the company s work-life policies to its employees. [For Office Building Owners / Management Corporation / Developers] Developmental Grant for Building of Lactation Facilities It co-funds up to 50% of expenditure on lactation facilities per office building (funding capped at $20,000) Office building owners / Management Corporation / developers who have previously benefitted from BCA s Accessibility Fund for purposes other than building lactation facilities can apply for the Developmental Grant Version 2.9 (effective 1 August 2015) Page 11 of 26
12 For Employers Workplace Improvement and Job-Redesign and receive up to $20,000 funding per office building. This is provided that all the qualifying criteria are met. Work-Life Grant Requirements Up to $160,000 per company Complete the works for lactation facilities as stipulated in the letter of undertaking. [For Employers] FWA Incentive Employers can receive a FWA Incentive of up to $120,000 (disbursed in three tranches over three years) if they sustain the FWA utilisation rate among their employees. Half of those utilising FWAs must be Singaporean employees. No more than six in 10 employees counting towards the 20% or 30% FWA utilisation requirement can be on the same FWA type. FWA Utilisation Rate Annual Payment Total Incentive At least 20% of total workforce Up to $25,000 Up to $75,000 At least 30% of total workforce Up to $40,000 Up to $120,000 The grant computation is based on the number of Singaporean employees benefitting from FWAs. Eligible companies can receive $10,000 for the first five Singaporean employees using FWAs regularly and an additional $1,500 per additional Singaporean employee using FWAs regularly (from the 6 th Singaporean employee onwards). Additional Requirements Appoint a work-life ambassador from senior management to champion a work-life friendly workplace for the employees and communicate the company s work-life policies to its employees. Have formalised HR policy on two or more FWAs recognised under the Work-Life Grant and have communicated the HR policy to all employees. To receive subsequent tranches of payouts, the company must sustain current FWA utilisation rates at the workplace. Version 2.9 (effective 1 August 2015) Page 12 of 26
13 For Employers Recruitment and Retention Incentives New Hire What is it? Retention Incentive (NHRI) Up to $50,000 per company (excluding the mentorship allowance cap) An incentive to encourage employers to retain back-to-work locals or newly-hired mature workers. Employers are required to assign a mentor to a back-to-work local or newly-hired mature worker to help them assimilate into the new workplace. How much can I claim and what do I need to do? Employers must first tap on one of the following grants; Age Management Grant, Job Redesign Grant or Work- Life Grant. Employers can claim the NHRI only on workers who meet all four criteria below: 1. Either newly hired back-to-work locals or newly-hired mature workers; 2. Earn a gross monthly income of not more than $4,500; 3. Hired through WorkPro programme partners (NTUC, e2i and ) or via referrals from WDA career centres; and 4. The worker must be hired on a permanent or part-time position with an employment contract of one year For each eligible worker retained for at least six months, employers will receive a NHRI equivalent to 50% of the worker s monthly salary, capped at $1,000. If the worker is retained for an additional six months, employers will receive an additional NHRI equivalent to 50% of the worker s monthly salary, capped at $1,000. Additional Requirements To be eligible for NHRI, employers must tap on the Mentorship Allowance if they have hired back-to-work locals, and for each newly-hired mature worker on an optional basis. Mentorship Allowance Employers can award the mentor with $100 after three months of mentorship. Please note the following: Version 2.9 (effective 1 August 2015) Page 13 of 26
14 The mentor should have been trained in mentorship skills or previously accumulated relevant experience in mentoring. Mentorship allowance attracts CPF contributions. Employers should assign no more than five mentees per mentor at any point of time. Employers can claim reimbursement for the mentorship allowance after the 6 th month mark of the newly hired worker s employment. Version 2.9 (effective 1 August 2015) Page 14 of 26
15 For Employers Recruitment and Retention Incentives On-the-Job What is it? Training (OJT) Allowance Up to $50,000 per company An allowance provided to employers who conduct OJT for back-to-work locals or newly-hired mature workers on a new job scope to help them pick up the necessary skills and adapt to the workplace. How much can I claim and what do I need to do? Employers can claim the OJT Allowance only on back-to-work locals or newly-hired mature workers on a new job scope. Employers will receive an OJT Allowance of one month s salary, capped at $2,000, for each eligible worker Hired and placed on a structured OJT programme for up to two months, AND Retained for at least three months.. Version 2.9 (effective 1 August 2015) Page 15 of 26
16 For Workers Assistance for jobseekers Job Preparation What is it? Support Fully-funded job preparatory workshops to prepare back-to-work locals to return to work and help them in their job search efforts. Participants will learn the following: a) Interview techniques, resume preparation, and personal grooming to enhance their job search efforts. b) Communication skills and teamwork c) Employment rights and benefits d) Information on job vacancies and opportunities How can I sign up? Interested individuals can approach NTUC or to find out more about these workshops and register. Version 2.9 (effective 1 August 2015) Page 16 of 26
17 For Workers Incentives for recruited workers Retention Bonus What is it? Up to $1,200 per worker A grant awarded to back-to-work locals who stay on the job for at least three months. Those who stay on the job longer will receive more. Who is eligible for the Retention Bonus? Only workers newly-hired in WorkPro companies and who meet all the following three criteria are eligible for the retention bonus: 1. Back-to-work locals; 2. Earn a gross monthly income of not more than $4,500; and 3. Hired by employers onboard WorkPro through the WorkPro sprogramme Partners (NTUC, e2i and ) or via referrals from WDA Career Centres. How much will I receive? The Retention Bonus is awarded in three tranches. Those who stay on the job longer will get more retention bonus. End of the 3 rd month of employment with the same employer - $300 End of the 6 th month of employment with the same employer - $300 End of the 12 th month of employment with the same employer - $600 The Retention Bonus will be paid to the worker through the employer and it attracts CPF contributions. Version 2.9 (effective 1 August 2015) Page 17 of 26
18 For Workers Incentives for recruited workers Transport What is it? Allowance Up to $200 per worker The Transport Allowance is a one-time grant to eligible workers from low income households to help them remain in employment by defraying part of their transport costs. Who is eligible for the Transport Allowance? Only workers who meet all the following three criteria are eligible for the transport allowance: Back-to-work locals or newly hired mature workers Have a monthly household income of not more than $3,000 OR per capita household income of not more than $800 Hired by employers on board WorkPro How much will I receive? A Transport Allowance of $200 will be provided in the form of Ez-Link cards issued by employers for the first two months at work. Version 2.9 (effective 1 August 2015) Page 18 of 26
19 List of Revised Age Management Practices Appendix 1 A. Performance Management (Companies must fulfil (i) + (ii)) i. Implement a new on-line appraisal system or formalised a performance appraisal process 4. ii. Carry out performance assessment using (i) on workers aged 40 & above B. Fair Employment (Companies must fulfil either (i) + (ii) or (i) + (iii)) (Recommended for HR personnel to attend) i. Companies are required to send one HR employee to attend the fair employment workshop/training and complete either one of the following practices: ii. iii. Companies will have to develop an employee handbook and disseminate the information to employee. The employee handbook should incorporate all of the following e.g.: Codes for fair employment practices Codes for fair recruitment practices Companies will have to organise a campaign (e.g. put up poster/notice at workplace, circular to employee and distribute the Tripartite Guidelines for Fair Employment) or conduct a session to communicate fair employment practices to employee to enhance acceptance and integration among co-workers. C. Managing a Multi-Generational Workforce (Companies must fulfil either (i) + (ii) or (i) + (iii)) (Recommended for HR personnel to attend) i. Companies are required to send a supervisory/hr employee to attend multigeneration management training courses. This could include, but not limited to, the following courses: Leading Diverse High Performance Teams Cultivate Workplace Relationships to Optimise Team Performance ii. Companies will need to create additional opportunities and enhance communication for older and younger workers through various programmes/projects. The intention to facilitate bonding between workers of different age group must be clearly communicated in /notice to employee. Companies must also submit the details of a new project or program. Details should include the objective, activities carried out and the feedback from the older and younger workers. E.g. A mix of younger and older workers in workplace activities, project such as Recreation Club Committee, Workplan Committee, Team building/bonding program etc. but 4 Companies can request for a template from WorkPro Programme Partners, and modify it to suit their organisation s needs. Version 2.9 (effective 1 August 2015) Page 19 of 26
20 iii. exclude company functions and leisure activities such as excursions, company dinner and dance etc. Implement Mentoring Program (Buddy System) E.g. One younger worker who has just joined the company or change job scope can be paired with an older worker for three months for an OJT program D. Worker Well-Being Programme (Companies are required to show proof that they have conducted a workplace risk assessment in accordance with the Workplace Safety and Health (Risk Assessment) Regulation and must fulfil either (i) + (ii) or (iii) + (iv)) (At least 20% of mature workers to attend training courses/programmes, subject to a minimum of five mature workers. i. Companies are required to send a supervisory/hr employee to attend a workers well-being course e.g.: Maintain Workplace Safety & Health Policies & Procedures Manage Workplace Safety and Health System ii. iii. iv. Improve workplace ergonomics. E.g. Companies redesign their work environment through shifting and purchasing of equipment to reduce workplace risk, send out circular to educate mature workers on ergonomic risk factors. Companies are required to send their mature workers to attend Worker wellbeing courses e.g.: Senior Employment Guidance Career Coaching for Mature Employees Implement wellness activities and proof of communication on healthy tips such as posters on to raise awareness on stress management, balance diet, healthy living exercise programme etc. which benefit older workers E. Training / Re-training (Companies must fulfil either (i) + (ii) or (iii) only) (For companies with no existing training in place, at least 50% of mature workers must be sent for training) i. Companies are required to send one HR employee to attend training / retraining courses e.g.: Productivity Training Needs Analysis (e.g. TRM-Training Route Map) ii. Create training roadmap for mature workers iii. Companies are required to send 50% of their mature workers to attend 36 hours of training / re-training courses within a six months period for further skills competency training and/or soft skills training. Version 2.9 (effective 1 August 2015) Page 20 of 26
21 F. Re-employment (Companies must fulfill (i) + (ii)) i. Companies are required to attend two courses under 4R programme, e.g.: HR : Implement Strategies to Employ Retain and Re-employ Older Employees and Performance Appraisal and Re-career ii. Implement 4R programme with audit *Companies can refer to Table 1 for a sample list of relevant courses for the areas of Age Management. Please note that companies may also take other relevant courses that are not listed in table 1, subject to approval by NTUC or on a case by case basis. For more information, please contact NTUC or. Version 2.9 (effective 1 August 2015) Page 21 of 26
22 Table 1 List of Relevant Courses for Age Management Practices Training Courses for the optional items of Age Management Grant Course Type Course Provider B. Fair Employment 1. Implement Performance Management Programme 2. Develop Strategies for Performance Management 3. Administer Performance Review Process 4. Administer a Recruitment and Selection Process 5. Conduct Interview and Make Hiring Decisions 6. Implement Recruitment and Selection Methods 7. Develop and Implement Recruitment and Selection Strategies 8. Resolve Grievances and Disputes 9. Discipline and Grievances Handling Non- C. Managing a Multi-Generational Workforce 1. Leading Diverse High Performance Teams Non- NTUC e2i 2. The Power and Passion of Teambuilding (1 Day) Non- 3. Develop Motivated and Productive Workforce (1 Day) Non- 4. Leadership Effectiveness (2 Days) Non- 5. Enhance Relationships with Assertiveness and Persuasion (2 Days) Non- 6. Foster Team Adaptability (2 Days) 7. Develop a Work Team 8. Manage Cross Functional and Cultural Diverse Teams (2 Days) 9. Cultivate Workplace Relationships to Optimise Team Performance (2 Days) 10. Achieve Result Through your Team (2 Days) 11. Leading Teams Toward Organisational Excellence (2 Days) 12. Power up Your People Through Encouragement 13. Implement Innovative Change (2 Days) 14. Lead Change Management Effectively (2 Days) 15. Contribute Towards a Learning Organisation (2 Days) 16. Facilitate Effective Communication and Engagement (2 Days) 17. Lead Workplace Communication and Engagement (2 Days) Version 2.9 (effective 1 August 2015) Page 22 of 26
23 18. Apply Emotional Competence to Manage Self and Others in a Business Context 19. Solve Problems & Make Decisions at Supervisory level (2 Days) 20. Solve Problems & Make Decisions at Managerial Level (2 Days) D. Worker Well-Being Programme 1. Effective Time Management in the Workplace (1 day) and Effective Stress and Anger Management in the Workplace (1 Day) 2. Maintain Workplace Safety & Health Policies & Procedures (3 Days) 3. Supervise Workplace Safety and Health Practices (3 Days) 4. Manage Workplace Safety and Health System (3 Days) Non- 5. Senior Employment Guidance (2 Days) Non- CFS 6. Career Coaching for Mature Employees (2 Days) Non- CFS E. Training/ Re-Training 1. Training Needs Analysis A Practical Approach using ACTION Model (2 Days) 2. Maximising Performance Through Coaching (2 Days) Non- Non- 3. Interpersonal Communication Skills (1 Day) Non- 4. How to Influence People (1 Day) Non- 5. Re-employment: Equipping and Developing Yourself(Enhanced READY) (1 Day) Non- CFS F. Re-Employment 1. 4R Programme (Implement Strategies to Employ, Retain and Re-Employ Older Employees) (2 Days) 2. 4R Programme (Performance Appraisal and Re-Career) (1 Day) Non- Version 2.9 (effective 1 August 2015) Page 23 of 26
24 Sample List of Job Redesign / Productivity-Related Programmes Appendix 2 S/N Programme Brief overview Contact details 1 Singapore Workforce Skills Qualifications () Certified Productivity and Innovation (CPI) Manager Programme SMF Centre for Corporate Learning Tel: Fax: The CPI Manager programme is designed for key staff identified as change agents by their organisation to implement productivity and business innovation tools at the enterprise level. It equips participants with specific and practical training in Operations, Lean Six Sigma and Business Process Reengineering to enable them to analyse and reengineer existing business process to achieve productivity gains. The CPI Manager programme also incorporates a mentorship component critical in ensuring the success of the Enterprise Productivity Improvement Project. Productivity Coaches will be attached to participating companies to implement strategies to raise productivity levels. enquiry.ccl@smf ederation.org.sg Website: 2 SME QIANG (Quality Initiatives to Assist, Nurture and Grow) The SME QIANG (Quality Initiative to Assist, Nurture and Growth) programme is an effective training solution to enhance productivity in SMEs, contextualised to the SME daily operations. Supported by WDA and conducted by the Singapore Manufacturing Federation (SMF) Centre for Corporate Learning, the SME QIANG programme equips participants with practical training in Lean Six Sigma and Productivity Improvement Projects to enable them to analyse existing business processes to achieve productivity gains. The SME QIANG also incorporates a mentorship by Productivity Coaches critical in ensuring the success of the Productivity Improvement Project. Participants will also be coached on planning and implementing an organisational Productivity Framework SMF Centre for Corporate Learning Tel: Fax: enquiry.ccl@smf ederation.org.sg Website: Version 2.9 (effective 1 August 2015) Page 24 of 26
25 to sustain the productivity initiative within the enterprise. 3 Singapore Workforce Skills Qualifications () Operations Management Innovation (OMNI) Programme 4 Certified Productivity Practitioner (CPP) Programme 5 Silver Productivity Programme This Operations MaNagement Innovation (OMNI) Singapore Workforce Skills Qualifications () Programme is a joint initiative by the Singapore Institute of Manufacturing Technology (SIMTech), a research institute of the Agency for Science, Technology and Research (A*STAR), and the Singapore Workforce Development Agency (WDA). The objective is to train key personnel - engineers, managers and senior staff of companies to be technology innovators to achieve manufacturing excellence. This is accomplished by promoting the use of operations management techniques and technologies that support a company's strategy. This will ensure that improvements in operations are aligned to the company's strategy and efficient to achieve productivity gains. The CPP programme, accredited by the Asian Productivity Organisation, is specially designed for working professionals who are identified by their organisations as champions of the Productivity Movement. Supported by WDA and conducted by the Singapore Productivity Association (SPA), the CPP programme trains participants on various productivity tools and techniques that can be implemented to drive productivity improvements. Silver Productivity is a training programme aimed at raising productivity and enhancing the wellbeing of older workers at the workplace. Targeted at HR Professional and Line/Operations Managers, this strategic business improvement course Singapore Institute of Manufacturing Technology (SIMTech) Contact Person: Ms Tan Puay Siew Tel: ktoenquiry@simtec h.a-star.edu.sg Website: a-star.edu.sg/pewsq-operationsmanagementinnovation-omniprogramme Singapore Productivity Association (SPA) Contact Person: Ms Koh Yi Lok Tel: cpp@spa.org.sg Website: g.sg/ SMF Centre for Corporate Learning Tel: Version 2.9 (effective 1 August 2015) Page 25 of 26
26 6 -TP Silver Productivity Programme will enable them to identify challenges of a mature worker, redesign policies, processes and improve the working environment. SMF s Productivity Managers who specialise in ergonomics and lean enterprise will also be attached to companies to coach in the project implementation. The -TP Silver Productivity Programme is a funded internship programme where graduating students from Temasek Polytechnic work with companies to improve on work processes / job re-design to enhance the productivity of the mature workforce in the company. The phases of the internship covers: i. Collect data to understand and analyze the current situation of the company ii. Define project scope and objectives iii. Identify possible solutions and select best solution based on cost, time and resources iv. Plan and seek approval of plans v. Execute the plan vi. Review of outcomes and conclude Fax: enquiry.ccl@smf ederation.org.sg Website: Singapore National Employers Federation () Tel: wdm@snef.org.s g Website: s.com *Other job redesign/productivity-related programmes will be considered on a case by case basis. Sample List of Consultants for WorkPro Job Redesign Grant Companies can also engage an external consultant to develop a productivity improvement project. For sample list of consultants for WorkPro Job Redesign Grant, please refer to under Productivity Management - Productivity Improvement Projects Version 2.9 (effective 1 August 2015) Page 26 of 26
14 March 2013 WORKPRO TOWARD PROGRESSIVE WORKPLACES
14 March 2013 Helping Singaporeans Re-Join the Workforce and Employers Improve Progressive Workplace Practices WorkPro and Enterprise Training Support to start 1 April 2013 At the Ministry of Manpower
More informationHR WSQ Qualifications. Certified HR Professional Programmes
Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevant
More informationHR Professionals Building Human Capital
Human Resource WSQ 1 Marina Boulevard #16-01 One Marina Boulevard Singapore 018989 Tel: 6883 5885 Fax: 6512 1111 Email: http://portal.wda.gov.sg/feedback Website: www.wda.gov.sg Printed in Feb 2015 HR
More information5-7 Innovation and Capability Voucher (ICV) 8-9. 10 ICT for Productivity & Growth (IPG) 11-12 Productivity and Innovation Credit (PIC) 13 PIC Bonus
1 2 RESTRUCTURING & PRODUCTIVITY 5-7 Innovation and Capability Voucher (ICV) 8-9 Increase SME Productivity With Infocomm Adoption & Transformation (isprint) 10 ICT for Productivity & Growth (IPG) 11-12
More informationSNEF Corporate Learning Centre @ Tanglin TRAINING CALENDAR FOR OCTOBER TO DECEMBER 2015. Member Price (inclusive 7% GST)
NON-WSQ PROGRAMMES Courses with funding support of $2 per training hour. With effect from 1 July 2015, if companies wish to enjoy the funding for these courses, they will have to: (1) Submit Training grant
More information1 Productivity & innovation. productivity & innovation
1 Productivity & innovation productivity & innovation Innovating for the future Productivity management is a journey of continuous improvements involving employees at all levels. Cost and quality are the
More informationCivil Service careers made more attractive
EMBARGOED TILL 1800 HOURS, 25 OCT 2007 PRESS RELEASE Civil Service careers made more attractive - More career opportunities with job rotation - Average 8.6% annual salary increase for graduates - Better
More informationHR OUTSOURCING FOR SMES
HR OUTSOURCING FOR SMES CALL FOR COLLABORATION Contents 1. Objective.. 2 2. Scope of CFC.. 2 3. Target Users 4 4. Pre-qualification Criteria for Service Provider 4 5. Evaluation Process. 5 6. Submission
More informationTo find out how your organisation is currently managing diversity. iii. How is my organisation managing diversity?
iii. How is my organisation managing diversity? To find out how your organisation is currently managing diversity in the workplace, take the Diversity Management Assessment. The assessment does NOT measure
More informationANNEX B-1: RETIREMENT ADEQUACY MEASURES
ANNEX B-1: RETIREMENT ADEQUACY MEASURES The following Budget 2015 initiatives help Singaporeans save more during their working years for retirement, and provide greater support in old age: (A) (B) (C)
More informationEMPLOYER APPLICATION KIT Place-and-Train Accounts and Audit Professionals Programme
EMPLOYER APPLICATION KIT Place-and-Train Accounts and Audit Professionals Programme Supporting Your Talent Diversity Drive Developed by the Employment and Employability Institute, e2i, in partnership with
More informationRecruitment and retention strategy Safeguarding and Social Care Division. What is the recruitment and retention strategy? 2. How was it developed?
Contents What is the recruitment and retention strategy? 2 How was it developed? 2 Newcastle story where were we? 2 Newcastle story where are we now? 3 Grow your own scheme 4 Progression 4 NQSW support
More informationISS NICF COURSES: PROJECT MANAGEMENT
ISS NICF COURSES: PROJECT MANAGEMENT Designed for: Programme Managers/Directors IT and User Project Managers/Directors Project /Team Leads & Team Members Portfolio/Programme/ Project Office Members Project
More informationPERFORMANCE MANAGEMENT
5 PERFORMANCE MANAGEMENT 59 CHAPTER 5 1. INTRODUCTION As a result of the continual change brought about by the dynamic business landscape, companies have been evolving their performance management systems
More information1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION
1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority
More informationBSB50607 Diploma of Human Resources Management. Course Overview
BSB50607 Diploma of Human Resources Management Course Overview Table of Contents Table of Contents... 1 1. Welcome... 2 1.1 VECCI Team... 2 2. BSB50607 Diploma of Human Resources Management... 2 2.1 Program
More informationIBF LAUNCHES NEW SKILLS ROADMAP FOR FINANCIAL PLANNING INDUSTRY Industry Collaboration To Boost Skills Of Financial Advisers
10 Shenton Way T: +65 6220 8566 #13-07/08, MAS Building F: +65 6224 4947 Singapore 079117 www.ibf.org.sg IBF LAUNCHES NEW SKILLS ROADMAP FOR FINANCIAL PLANNING INDUSTRY Industry Collaboration To Boost
More informationMANAGING DIVERSITY WORKPLACES. A toolkit for organisations NATIONAL I NTEGRATION WORKING FOR
MANAGING WORKPLACE DIVERSITY A toolkit for organisations NATIONAL I NTEGRATION WORKING G ROUP FOR WORKPLACES CREATING INCLUSIVE & HARMONIOUS WORKPLACES MANAGING WORKPLACE DIVERSITY A toolkit for organisations
More informationFAIR CONSIDERATION FRAMEWORK: QUESTIONS AND ANSWERS
FAIR CONSIDERATION FRAMEWORK: QUESTIONS AND ANSWERS Advertising Requirement ANNEX A 1. Can a firm advertise on other websites (instead of the Jobs Bank) or other platforms (e.g. newspapers)? Do firms have
More informationLeadership and Management Training
Bury College Business Solutions Leadership and Management Training The employers choice. For all your company training needs. Bury College Business Solutions - Customer Excellence Award Winner 2011 Develop
More information1.1 Singapore is a city state with a population of 4.5 million people, of which 3.6 million are citizens or permanent residents.
,000 % 5 TH ASIAN & JAPAN HIGH LEVEL OFFICIALS MEETING ON CARING SOCIETIES (Summary of Country Presentation) 1 Introduction 1.1 Singapore is a city state with a population of 4.5 million people, of which
More informationProfessional Conversion Programme (PCP) For Social Workers
Professional Conversion Programme (PCP) For Social Workers Fact Sheet for Employees (2015 intake) (A) About the Professional Conversion Programme for Social Workers (PCP SW) WDA has partnered SIM University
More informationThe Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached.
Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 March
More informationMORE JOB AND TRAINING OPPORTUNITIES FOR LOCALS IN CONSTRUCTION SECTOR
MEDIA RELEASE MORE JOB AND TRAINING OPPORTUNITIES FOR LOCALS IN CONSTRUCTION SECTOR Despite the gloomy economic outlook, the construction sector, with the surge in construction projects these two years,
More informationStaff Development and Performance Management Policy & Procedure
Staff Development and Performance Management Policy & Procedure Overview The purpose of this document is to outline QAHC s approach to staff development and performance management. The policy and procedure
More informationTripartite Guidelines On Fair Employment Practices
Tripartite Guidelines On Fair Employment Practices Produced by: www.tafep.sg Supported by: Reprinted in April 2014. All rights reserved. No part of this book may be reproduced in any form or by any electronic
More informationOccupational Profile and Curriculum Summary
Occupational Profile and Curriculum Summary Presented for Comment OFO code 143905 Related Occupation Contact Centre Manager Table of Content Occupational Profile and Curriculum Summary... 1 Presented for
More informationLeadership and Innovative Management Center of Excellence
Leadership and Innovative Management Center of Excellence This center has developed a unique vision of how to help each client pave their way to greater success. Today's challenging economy calls for global
More informationIAL EMBARKS ON KEY E-LEARNING INTIATIVES TO BOLSTER THE CET SECTOR
MEDIA RELEASE IAL EMBARKS ON KEY E-LEARNING INTIATIVES TO BOLSTER THE CET SECTOR 40 CET MOOCs developed for CET community to embrace e-learning for CET 10 July 2014 The Singapore Workforce Development
More informationManagerial Competencies (if any) (see attached Annex)
RECRUITMENT PROFILE Profile: Human Resources Major Duties and Responsibilities 1. Responsible for the interpretation and application of the Staff Rules, regulations and procedures ensuring uniform application
More informationBusiness Management WSQ Leadership & People Management WSQ
Business WSQ Leadership & People WSQ 1 Marina Boulevard #1-01 One Marina Boulevard Singapore 018989 Tel: 88 88 Fax: 12 1111 Email: wda_enquiry@wda.gov.sg website: www.wda.gov.sg Printed in August 201 Calling
More informationTalent Management and OD Specialist
Position Employee category level Department Reporting to Line reports Purpose of the role Key Responsibilities Talent Management and OD Specialist Professionally qualified HR professional and experienced
More informationDoDEA Personnel Center HR Competency Definitions
DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer
More informationTAUHEEDUL EDUCATION TRUST
TAUHEEDUL EDUCATION TRUST JOB DESCRIPTION Job Title: Base: Head of Human Resources Tauheedul Education Trust Central Office Reports to: Chief Executive Grade: TSM4 Sc 54-59 Staff Responsibility for: As
More informationPAPER 1 THE SCHOOL COUNSELLING WORKFORCE IN NSW GOVERNMENT SCHOOLS
PAPER 1 THE SCHOOL COUNSELLING WORKFORCE IN NSW GOVERNMENT SCHOOLS Introduction This paper describes the current school counselling service within the Department of Education and Communities (the Department)
More informationHuman Resources Management Program Standard
Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges
More informationHuman Resources and Training update
4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.
More informationBSB50613 Diploma of Human Resources Management. Course Overview
BSB50613 Diploma of Human Resources Management Course Overview Table of Contents Table of Contents... 1 1. Welcome... 2 1.1 VECCI Team... 2 2. BSB50613 Diploma of Human Resources Management... 2 2.1 Program
More informationASEAN Federation of Forwarders Association Report on SLA Training & Development
ASEAN Federation of Forwarders Association Report on SLA Training & Development 11 to 13 November 2009 1. Overview of SLA s LEAD Projects 2. SLA SPUR Funded Courses 3. SLA NTUC LHub WSQ and ESS Courses
More informationRecognition of Prior Learning (RPL) Kit. BSB50607 Diploma of Human Resources Management
Recognition of Prior Learning (RPL) Kit BSB50607 Diploma of Human Resources Management Applicant: Date: Diploma of Human Resources Management RPL Kit 1 Applicant declaration: I have completed the following
More informationITEM FOR FINANCE COMMITTEE
For discussion on 26 May 2000 FCR(2000-01)19 ITEM FOR FINANCE COMMITTEE HEAD 90 - LABOUR DEPARTMENT Subhead 700 General other non-recurrent New Item Youth Pre-employment Training Programme HEAD 146 - GOVERNMENT
More informationLeadership & People Management WSQ
Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to
More informationJOB DESCRIPTION: Senior Manager HR & Talent Management
JOB DESCRIPTION: Senior Manager HR & Talent Management RESPONSIBLE TO: RESPONSIBLE FOR: Group Director The overall management and development of all aspects of HR and Talent Management for the company,
More informationChristchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources
Human Resources Activity Management Plan Long Term Plan 2015 2025 15 December 2014 Human Resources Quality Assurance Statement Christchurch City Council Civic Offices 53 Hereford Street PO Box 73015 Christchurch
More informationGraduate Internships, Manager Guidelines
Graduate Internships, Manager Guidelines What is an Internship? An internship is where a graduate is employed to gain relevant professional experience before embarking on a career. Well managed, high quality
More informationProfessional Conversion Programme for Social Workers (PCP SW) 2015 Career Preview
Professional Conversion Programme for Social Workers (PCP SW) 2015 Career Preview 6 December 2014 Career Preview Outline Item Presented by 1. Overview of the Social Service Sector Joy Tan, SSI 2. Sharing
More informationFOR IMMEDIATE RELEASE. Press Release STRONG SUPPORT FOR BABY PACKAGE
FOR IMMEDIATE RELEASE Press Release STRONG SUPPORT FOR BABY PACKAGE The Steering Group on Population said today that public feedback on the new parenthood package has been very positive on the whole, with
More informationInformation for applicants. Working life. Benefits and conditions. 1. Flexibility. 2. Equal employment opportunity (EEO) employer
Information for applicants This guide is provided to assist you in applying for a job with the Department of National Parks, Sport and Racing and to provide you with information on our benefits and conditions.
More informationClare College Cambridge
Clare College Cambridge Staff Training and Development Policy Clare College is committed to the support of staff development for all staff. The key purpose is to facilitate personal and professional development
More informationCareNZ Job Description GENERAL MANAGER HUMAN RESOURCES
CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationSetting Standards Achieving Success
Setting Standards Achieving Success Resolve F1 customer service problems Manage a project B5 Provide B10 leadership for your team Manage risk F5 team E14 Support E1 Manage a budget team and virtual working
More informationExtending higher tax deduction for medical expenses to employers providing employees with inpatient medical benefits in the form of Shield plan
ADDITIONAL AVENUES FOR HIGHER TAX DEDUCTION FOR MEDICAL EXPENSES Aim 1 This circular sets out the extension of higher tax deduction for medical expenses to arrangements where employers provide their employees
More informationTHE REPUBLIC OF UGANDA DPP
THE REPUBLIC OF UGANDA DPP Staff Training and Development Policy 2014 TABLE OF CONTENTS 1.0 INTRODUCTION 3 1.1 Policy and Legal Framework 4 1.2 Principles/Guidelines of the Training and Staff Development
More informationAn employer s guide to employing someone with disability
An employer s guide to employing someone Introduction Australia s workforce is constantly changing to prepare for, and respond to our future economic, environmental and social goals. The population is
More informationCity and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
More informationMANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010
MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 POSITION TITLE Position Title: Manager HR Consulting Position Number: 3520 Faculty/Division: Division of Services and Resources
More informationHRBP Human Resource business professional HRBP SM
certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE
More informationWorkforce Strategic Plan 2011 2014
Workforce Strategic Plan 2011 2014 Foreword The Department of Education and Training, supported by a workforce of approximately 80,000 people, delivers world class services to Queensland across the education,
More informationGovernment of Trinidad and Tobago
Ref #: A007 Government of Trinidad and Tobago JOB DESCRIPTION CONTRACTUAL POSITION JOB TITLE: HEAD HUMAN RESOURCE JOB SUMMARY: The incumbent is required to provide overall management and coordination of
More informationHUMAN RESOURCES (1140)
HUMAN RESOURCES (1140) Pension Board County Executive Civil Service Commission Department of Human Resources Director's Office HR Partners Employment & Staffing Employee Relations, Training & Diversity
More informationGrowing our Human Capital
DECEMBER 2012 Growing our Human Capital ANNUAL REPORT TO CONGRESS Table of Contents 1. Introduction... 3 About the CFPB... 3 Purpose of this report... 3 Human Capital key strategies... 4 Recruitment and
More informationStrengthening Tax Audit Capabilities: Auditor Workforce Management Survey Findings and Observations INFORMATION NOTE
ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT INFORMATION NOTE Strengthening Tax Audit Capabilities: Auditor Workforce Management Survey Findings and Observations Prepared by Forum on Tax Administration
More informationHR Systems Implementation Manager. HR team, Finance Team, External Merlin IT Systems Support Providers, Sage Snowdrop
Job description Position: Department: Responsible to: Works with: Grade : Salary : Duration: HR Systems Implementation Manager HR HR Director HR team, Finance Team, External Merlin IT Systems Support Providers,
More informationBSB51407. Diploma of Project Management. Course Overview
BSB51407 Diploma of Project Management Course Overview 1. Welcome... 2 1.1 VECCI Team... 2 2. BSB51407 Diploma of Project Management... 2 2.1 Program Information... 2 2.2 Entry requirements and pathways...
More informationLeading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland
Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Who We Are Established in 2003, we are one of Ireland s best-known and respected providers
More informationOntario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum
Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?
More informationABOUT REWARDS MANAGING DIRECTOR FOR SCOTLAND. Recruitment. Modern Apprenticeships
ABOUT REWARDS Established in 1989 in Haywards Heath, Rewards has grown to become a nationally recognised training company with offices located throughout England and Scotland. Through our working relationships
More informationHRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition
HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed
More informationProductivity and Innovation Credit () Scheme 1 Outline Productivity and Innovation Credit () Scheme Overview Tax Benefits How to Claim Tax Deferral Option Details on What Qualifies for - Automation Equipment
More informationPEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN
More informationDublin City Childcare Committee. Feedback to Consultation Document on developing the workforce in the early childhood care and education sector
Dublin City Childcare Committee Feedback to Consultation Document on developing the workforce in the early childhood care and education sector Changing practice environments Current and future policy commitments
More informationOn the HUMAN RESOURCE STRATEGY Action Plan. September 2005
On the HUMAN RESOURCE STRATEGY Action Plan September 2005 NOTE: As of April 1, 2005 Human Resource functions within the Government of the Northwest Territories (GNWT) have been centralized into one Department,
More informationStratford on Avon District Council. The Human Resources Strategy
Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource
More informationManagement of Excess Teaching Service
Management of Excess Teaching Service Last updated 6 August 2015 MANAGEMENT OF EXCESS TEACHING SERVICE CONTENTS PAGE OVERVIEW... 2 CONSULTATION... 3 IDENTIFICATION... 5 REDEPLOYMENT/CAREER TRANSITION SUPPORT...
More informationLGA (SA) Women in Local Government Strategy
(SA) Women in Local Government Strategy Introduction and Context Like many other sectors of the workforce, women are under-represented in Local Government, both as Council Members and Senior Staff. Following
More informationTalent Management Courses
Talent Management Courses Business Succession Planning Developing and Maintaining a Succession Plan Change is a hallmark of today s business world. In particular, our workforce is constantly changing people
More informationJDS FOR POSTS TO BE ADVERTISED EXTERNALLY
JDS FOR POSTS TO BE ADVERTISED EXTERNALLY 1 HUMAN RESOURCES DIVISION HUMAN RESOURCES DEVELOPMENT AND PERFORMANCE MANAGEMENT UNIT 2 Performance Management Coordinator JOB DESCRIPTION FORM KENYA REVENUE
More informationLuitBiz HRM modules include: Employee Management:
LuitBiz HRM & ESS LuitBiz HRM is a cloud computing based human resources management software that can help you align your workforce's current capabilities and future potential with your business strategy.
More informationChildren s Services Improvement and Business Support. Service Review 2013/14
Children s Services Improvement and Business Support Service Review 2013/14 Service Name: Children s Services Improvement and Business Support Service Contact: Richard Williams Date of review: 2013/14
More informationAN EMPLOYER S GUIDE TO EMPLOYING SOMEONE WITH DISABILITY
AN EMPLOYER S GUIDE TO EMPLOYING SOMEONE WITH DISABILITY Introduction Australia s workforce is constantly changing to prepare for, and respond to our future economic, environmental and social goals. The
More informationOverview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES)
Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES) Presenters: Cheryl Abram Senior Executive Resources and Performance Management UNITED STATES OFFICE OF PERSONNEL
More informationGlobal recruitment and selection policy AUGUST 2013
This is a summarised version of 3i s full policy Global recruitment and selection policy AUGUST 2013 References throughout this Policy to the Portal are to 3i s global internal webbased knowledge system
More informationJOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver
JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB GOAL: The Director, Human Resources & Communications plans, directs and
More informationDeveloping Human Resource Capabilities for Public Service Executives NEW. The Singapore Public Service: Integrity Service Excellence
Developing Human Resource Capabilities for Public Service Executives NEW The Singapore Public Service: Integrity Service Excellence HR WSQ Framework The Human Resource Workforce Skills Qualifications (HR
More informationDuration: One year with the option of an additional year based on performance.
Position: Adviser to the Internal Audit Unit Objectives: A person to support the newly established Internal audit unit to transform it from its infancy stage to a unit that is a trusted adviser, and more
More informationApril 2011. Human Resources Strategy 2011-15 1
Human Resources Strategy 2011-15 April 2011 Human Resources Strategy 2011-15 1 Message from the Human Resources Manager In order to be successful, Ruapehu District Council (RDC) has to develop its human
More informationCOMPETENCY FRAMEWORK FOR HUMAN RESOURCE MANAGEMENT
COMPETENCY FRAMEWORK FOR HUMAN RESOURCE MANAGEMENT 04 October 2007 Ms M Morena (DPSA) 1 PRESENTATION OUTLINE The role of competency framework for HRM Competency dictionary Behavioural competencies Technical/
More informationQUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013
QUALITY ASSESSMENT & IMPROVEMENT ACUTE HOSPITAL SERVICES JUNE 2013 Workforce Supporting services to deliver quality healthcare Effective Care and Support Safe Care and Support Person Centred Care and
More informationWMI Master Class in Wealth Management Application Form
MCWM Intake 2 WMI Master Class in Wealth Management Application Form General Instructions for Completing Your Application Thank you for your interest in the WMI Master Class in Wealth Management (MCWM).
More informationEngineering Graduate Program
Graduate Program Developing the next generation of Engineers We Know As part of the ETS Group, ETS has been operating in Australia and Papua New Guinea since 1975. The size and scale of the ETS Group enables
More informationB408 Human Resource Management MTCU code - 70223 Program Learning Outcomes
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,
More informationHuman Resources Report 2014 and People Strategy
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked
More informationDepartment of Education, Training and Employment
ance Performance Performance Performance Department Performance of Education, Training Performance and Employment Perfor Department of Education, Training and Employment erformance Performance Induction
More informationQUAๆASSURANCE IN FINANCIAL AUDITING
Table of contents Subject Page no. A: CHAPTERS Foreword 5 Section 1: Overview of the Handbook 6 Section 2: Quality Control and Quality Assurance 8 2. Quality, quality control and quality assurance 9 2.1
More informationA Cut. Rest. Above The
Given today s fast globalising world, employers worldwide increasingly value talents who adopt a global mindset and have the ability to transverse across cultures in a global workforce. To ensure your
More informationSEMESTER III B) HUMAN RESOURCE MANAGEMENT
SEMESTER III B) HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE PLANNING Unit-1 LEARNING ORGANIZATION AND LEADERSHIP Unit-2 BASICS OF HUMAN RESOURCE PLANNING Macro Level Scenario of Human Resource Planning Concepts
More informationMary Immaculate College. Human Resources Strategy 2014-2016
1.0 Introduction Mary Immaculate College Human Resources Strategy 2014-2016 1.1 Mary Immaculate College Strategic Plan 2012-2016 rests on 7 foundational pillars, each pillar representing a thematic imperative
More informationCertificate IV in Frontline Management
MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB40807. BENEFITS OF TRAINING Effective training
More informationDIPLOMA OF PROJECT MANAGEMENT
DIPLOMA OF PROJECT MANAGEMENT BSB51415 Course Fees Regular Fee $4,250 For 2016 Dates Time Catering Facilitator Location What is included? Project Management Practitioners Project Team members 22 st, 29
More information