1 Tripartite Guidelines On Fair Employment Practices
2 Produced by: Supported by: Reprinted in April All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems without permission in writing from the publisher.
3 CONTENTS Introduction 01 Principles of Fair Employment 02 Consistent and Fair Selection Criteria 03 Hiring and Developing 04 a Singaporean Core Recruitment 05 Job Advertisements Job Applications Job Interviews Tests Remuneration 12 Appraisal, Promotion, Posting 13 and Training Dismissals and Retrenchments 14 Grievance Handling 15 Roles of Employers and Employees 16 Conclusion 17 About TAFEP 18
4 01 TRIPARTITE GUIDELINES ON Introduction Singapore is a meritocratic society and implementing fair and merit-based employment practices is the right thing to do. Singapore also has a diverse workforce in terms of its ethnic, religious, age and gender makeup. It will be increasingly so in terms of age and gender, as our population ages and as we encourage more women to enter the workforce. Implementing fair and merit-based employment practices widens the pool of candidates that employers can recruit from, increasing their chances of finding the best person for the job. Treating employees fairly and with respect also helps employers to retain valued employees to sustain and grow their businesses. Employees will also be more motivated to put in their best for the organisation. The Tripartite Guidelines on Fair Employment Practices, formulated by the Tripartite Alliance for Fair Employment Practices (TAFEP), now known as Tripartite Alliance for Fair and Progressive Employment Practices, sets out fair employment practices for adoption by employers. This will not only help prevent discrimination at the workplace, but also encourage employers to adopt progressive HR practices that will benefit both employers and employees. The Guidelines build on previous Guidelines including the Code of Responsible Employment Practices issued in 2002 and the Tripartite Guidelines on Non- Discriminatory Job Advertisements issued in 1999 and revised in TAFEP and MOM will make reference to this set of guidelines in promoting fair and responsible employment practices. Employers are expected to abide by the principles of fair employment and adopt the recommended good practices. If services of employment agencies or labour suppliers are used to fill job vacancies, end-user companies should also encourage the agencies and suppliers to adopt these Guidelines.
5 TRIPARTITE TRIPARTITE GUIDELINES ON ON FAIR EMPLOYMENT PRACTICES02 Principles of Fair Employment Practices The five principles of Fair Employment Practices are: a. Recruit and select employees on the basis of merit (such as skills, experience or ability to perform the job), and regardless of age, race, gender, religion, marital status and family responsibilities, or disability. b. Treat employees fairly and with respect and implement progressive human resource management systems. c. Provide employees with equal opportunity to be considered for training and development based on their strengths and needs to help them achieve their full potential. d. Reward employees fairly based on their ability, performance, contribution and experience. e. Abide by labour laws and adopt the Tripartite Guidelines on Fair Employment Practices.
6 03 TRIPARTITE GUIDELINES ON Consistent and Fair Selection Criteria Employers should apply relevant and objective selection criteria consistently for all aspects of employment, including recruitment, training, promotions, postings and retrenchments. These criteria should be related to the job requirements. This will help ensure that applicants / employees are fairly and objectively assessed on their suitability. Examples of acceptable requirements include: a. Educational qualifications, e.g. degree in engineering / ESS Level 5. b. Type of experience required for the job, e.g. marketing experience. c. Amount of experience, e.g. three years in relevant field. d. Specific skills, e.g. proficient in IT applications. e. Employee s willingness to commit to particular job requirements / characteristics, e.g. frequent travel or a particular shift pattern. As long as they are able to perform the requirements of the job, employers should consider disabled applicants / employees on a consistent and fair basis. The selection criteria should be: a. Made known to all employees and job applicants; and b. Reviewed regularly to ensure that they remain relevant.
7 TRIPARTITE GUIDELINES ON 04 Hiring and Developing a Singaporean Core Singaporeans aspire to have good jobs and prospects, while businesses need to compete and grow well in a globalised economy. An open and diverse employment market is key to achieving both these outcomes. Singaporeans must remain the core of our workforce. At the same time, foreigners play a valuable role in complementing our workforce. Foreigners with relevant qualifications and experience help to fill gaps in skills and expertise. Employers 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. Examples of such efforts include: i) Ensuring that jobs advertised must be open to Singaporeans; ii) Working with educational institutions, career centres and recruitment agencies to attract and recruit Singaporeans; iii) Developing skills and expertise of Singaporean employees for higher level jobs. TAFEP and MOM will make reference to this set of guidelines in promoting fair and responsible employment practices.
8 05 TRIPARTITE GUIDELINES ON R ecruitment Objective and fair selection criteria should be consistently applied at all stages of the recruitment process. This will help ensure that the best candidate, assessed based on the candidate s ability to perform the job, is recruited to fill the post. Staff involved in recruitment should be trained to recognise and avoid discriminatory practices. JOB ADVERTISEMENTS 1 Selection criteria should be stated clearly in the job advertisements, and should principally be related to qualifications, skills, knowledge and experience. Employers who advertise a position requiring a specific attribute which may be viewed as discriminatory should ensure it is indeed a requirement of the job and state the reason for the requirement in the advertisement. This will ensure that the job requirements are well understood, expand the range of eligible candidates, and avoid negative perceptions of the employer concerned. Words or phrases that exclude Singaporeans or indicate preference for non-singaporeans should not be used in job advertisements. 1 Adapted from the Tripartite Guidelines on Non-Discriminatory Job Advertisements (2006).
9 TRIPARTITE GUIDELINES ON 06 Age Employers should not stipulate age as a requirement for employment. Words or phrases that suggest preference for job candidates of a particular age group should also not be used in job advertisements. Examples include young or youthful working environment. If the nature of the job is physically demanding such as the handling of heavy cargo, the required physical attributes or other job-related criteria should be clearly described in the job advertisements, rather than indicating an age cut-off. Examples: Candidates are required to load and unload sacks of rice of at least 10kg each. Candidates are required to handle heavy equipment. In support of national efforts to enhance employment opportunities for older workers, employers may state in their job advertisement that the job is suitable for older workers. Example: Recruiting cashiers. Job is suitable for older workers. Race Race should not be a criterion for the selection of job candidates as multiracialism is a fundamental principle in Singapore. Selection based on race is unacceptable and job advertisements should not feature statements like Chinese preferred or Malay preferred.
10 07 TRIPARTITE GUIDELINES ON Language If a job entails proficiency in a particular language, employers should justify the need for the requirement. This would reduce ambiguity and minimise incidence of misunderstanding between the job seekers and the recruiting party. Examples: 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. Tour Guides to take Chinese / Japanese / Indian tourist groups. Knowledge of Mandarin / Japanese / Indian dialects is essential. Gender Where the practical requirements of a job dictate the need for employees of a particular sex, the reason should be clearly stated. Example: Health spa requires female therapists to do personal body massage and spa treatments for its female customers. Words or phrases that suggest preference for job candidates of a particular gender such as female working environment or waitress should not be used in job advertisements. Marital Status and Family Responsibilities Marital status and family responsibilities are irrelevant criteria in employment, as jobs can be performed equally well by married persons, single persons and those with family care responsibilities. Religion Religion is unacceptable as a criterion for recruitment except in cases where employees have to perform religious functions as part of the job requirement. In such cases, the requirements should be clearly and objectively presented.
11 TRIPARTITE GUIDELINES ON 08 JOB APPLICATIONS Job Application Forms Employers should review the fields in their job application forms to ask only information relevant to assessing an applicant s suitability for a job. This not only streamlines the application form but also ensures that the job application will be assessed fairly and based on merit. Examples: a. For the job of a clerical assistant, examples of information which would be relevant in assessing the applicant s suitability could be: Whether the applicant has the required skills, such as literacy skills and familiarity with the use of IT applications; and Whether the applicant has experience in a similar job.
12 09 TRIPARTITE GUIDELINES ON b. For the job of an accountant servicing clients in the Asia-Pacific region, examples of information which would be relevant in assessing the applicant s suitability could be: Whether the applicant has the relevant professional qualification, i.e. a degree in accountancy; and Whether the applicant is able and willing to make frequent overseas trips. c. For the job of a goods delivery personnel, examples of information which would be relevant in assessing the applicant s suitability could be: Whether the applicant has the required skills, such as the relevant class of driving licence; and Whether the applicant is physically able to handle heavy cargo. In brief, examples of information that are not relevant to ask in the application form would be the age, gender, race, religion and marital status including whether an applicant is pregnant or has children. Additional personal data if required for administrative purposes can be collected after selection or shortlisting. If additional personal data must be asked in the application form, the form should state that the information is captured for administrative purposes only.
13 TRIPARTITE GUIDELINES ON 10 JOB INTERVIEWS Selection interview is one of the most important steps in the recruitment process. Employees involved in recruitment should be appropriately trained and should ensure that the interviewing process is fair and unbiased. To help ensure an objective assessment of the applicant, employers should have: A list of selection criteria to be applied consistently to all candidates; A proper record of the assessment process; and More than one interviewer, if possible, and interviewers should be familiar with the principles of fair employment. Interviewers should be conscious not to stereotype candidates based on criteria that are not relevant for the job. Interviewers should confine questions to those relevant to the job requirements in assessing an applicant s suitability. Should questions which may be perceived as discriminatory be asked, the reasons for asking such information should be made known to the interviewee to prevent misunderstanding. Examples: a. For the job of a call centre operator, examples of questions which could be asked to assess an applicant's suitability could be: To describe relevant experience in handling customers; and To explain how he or she coped when encountering a difficult customer.
14 11 TRIPARTITE GUIDELINES ON b. For the job of a project manager, examples of questions which could be asked to assess an applicant's suitability could be: To describe past projects handled, and how he or she contributed to the outcomes achieved; and To explain why the applicant thinks he or she is suitable for the position. In brief, examples of information that are not relevant to ask during the interview would be the religion of the candidate and whether he or she is married, has children or planning to have children. If the position requires a commitment which is over and above usual job requirements, such as a willingness to travel frequently, interviewers should give full details of the job requirements and ask the candidates if they will be able to meet all the requirements. If additional personal data is required for administrative purposes, this can be asked after selection or shortlisting. Candidates should be informed on how the interview results would be communicated. Unsuccessful candidates should also be informed of the results. TESTS If tests are to be used for selection purpose, they should be: a. Related to the job requirements; and b. Reviewed regularly to ensure that they remain relevant and free from bias in content or scoring.
15 TRIPARTITE GUIDELINES ON 12 emuneration REmployers should remunerate employees fairly, taking into consideration factors such as ability, performance, contribution and experience.
16 13 TRIPARTITE GUIDELINES ON Appraisal, Promotion, Posting and Training Employers should adopt appraisal systems which are fair and objective, with measurable standards for evaluating job performance. This would help ensure that employees are assessed and promoted on the basis of merit. Where opportunities for posting and training arise, employers should inform all eligible employees of the conditions and procedure for application. Employers should assess all interested candidates based on objective selection criteria, to ensure that no one is overlooked. The eligibility criteria should also be regularly reviewed to ensure that they are not discriminatory.
17 TRIPARTITE GUIDELINES ON 14 Dismissals and Retrenchments Employers should keep records of their employees performance and conduct. A decision to dismiss an employee should be based on documented poor performance or misconduct. An enquiry should be conducted to allow the employee to present his or her case before any decision is made with regard to dismissing the employee. Employers facing situations of excess manpower can refer to the Tripartite Guidelines on Managing Excess Manpower for alternatives to avoid or minimise the need for retrenchments. Where retrenchments are necessary, the retrenchment exercise should be carried out responsibly in consultation with the union (if the company is unionised), or with the employees affected (if the company is not unionised).
18 15 TRIPARTITE GUIDELINES ON Grievance Handling Employers should set up mechanisms to deal with complaints of discrimination. Employers should handle all complaints of discrimination seriously, conduct proper investigations into complaints and respond to the affected person. Confidentiality should be observed and both the complainant and respondent should be treated fairly. Unionised employees can also seek advice from their unions in situations where they feel that they have been discriminated against. Job applicants and employees who perceive that they have been discriminated against should seek clarification or an explanation from the employer concerned before escalating the issue further. This will give the employer an opportunity to explain his decision and clarify his position, or where necessary, take corrective action. This would help avoid misunderstanding, and in cases where the employee is still in employment, help preserve a positive employer-employee relationship.
19 TRIPARTITE GUIDELINES ON 16 oles of Employers Rand Employees Employers should: a. Abide by the Tripartite Guidelines on Fair Employment Practices; b. Communicate the Guidelines and educate both management and employees, so that they understand their roles and appreciate the sensitivities and issue involved; and c. Create an environment of mutual respect and understanding and adopt employment practices that will enable employees to perform at their best. Employees also have a role in helping to promote fair employment practices. Employees should: a. Familiarise themselves with the Tripartite Guidelines on Fair Employment Practices; b. Exercise mutual-respect and understanding at the workplace to enhance workplace harmony; and c. Seek to resolve grievances arising from discrimination at work in a reasonable manner through dialogue, discussion and established mechanisms. The Ministry of Manpower and the Tripartite Alliance for Fair and Progressive Employment Practices will make reference to this set of Guidelines when addressing complaints of alleged unfair employment practices.
20 17 TRIPARTITE GUIDELINES ON Conclusion The successful implementation of fair employment practices requires the cooperation and commitment of employers and unions / employees, with the support of the Government. It involves the changing of mindsets and entrenched employment practices which could be more effectively achieved through education and promotional efforts over time. Given Singapore s strong labour management relations and tripartite partnership, the Tripartite Alliance for Fair and Progressive Employment Practices is confident that fair employment practices would eventually be an integral part of Singapore s HR system, one which is progressive and contributes to organisational excellence and the well-being of all employees.
21 TRIPARTITE GUIDELINES ON 18 About TAFEP The Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) promotes the adoption of fair, responsible and progressive employment practices among employers, employees and the general public. Leveraging its unique tripartite identity, TAFEP works in partnership with employer organisations, unions and the government to create awareness and facilitate the adoption of fair, responsible and progressive employment practices. Services for Organisations TAFEP provides tools and resources, including training workshops, advisory services, and educational materials, to help organisations implement fair, responsible and progressive employment practices. Services for the Public Persons who have encountered workplace discrimination can approach TAFEP for advice and assistance. Contact Information Tel : Website :
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