SINGAPORE: Imagine this scenario: Your boss insists on you being in the office every day, but you need flexibility to better manage obligations to your family.
Starting this December, you can officially ask for flexible work arrangements (FWA) thanks to new guidelines released on Tuesday (Apr 16), which also state that it’s not reasonable for your boss to demand your presence just to see that you’re working.
This is a significant shift in Singapore’s work landscape.
Questions have been raised on how the mandatory guidelines might impact the job market in the long run, or if they might lead to inequality among industries. For example, will workers prefer to seek out office jobs instead of industries with a heavy reliance on frontline operations? What will be the impact, if any, on hiring practices, salaries, career progression and promotions?
While it is worth noting that not all industries or jobs can accommodate all types of flexi requests, it does seem possible that all jobs can accommodate some form of flexi-place, flexi-time, or flexi-load arrangement.
“By and large, I believe, employers in Singapore will know what to do. They will want to be good employers ... for the interest of the business,” said Minister of State for Manpower Gan Siow Huang.
People’s expectations of remote working are evolving.
While the new guidelines are not legally enforceable, employers can be issued a warning or sent for corrective workshops if they wilfully refuse to comply.
Perhaps more importantly, companies that do not adapt risk damaging their reputation and losing top talent.
During the pandemic, there were different views about the effectiveness of working from home (WFH), with mixed opinions about whether such a practice should continue post-pandemic.
Multiple surveys have since shown a strong preference for flexible work.
In a PwC study in 2022, 93 per cent of workers in Singapore indicated a preference for either a remote or hybrid work model, above the global average. A Randstad survey in 2022 also showed that two in five workers in Singapore would not accept a job if they are unable to work remotely or have flexible hours.
Companies lacking FWAs thus risk creating a disengaged workforce, leading to lower productivity and, ultimately, a drop in business performance.
My research supports this, indicating that working from home brings greater happiness and reduces the likelihood of employees quitting.
This has to do with how employees’ goals align with their work, rather than just the location of their work. When employees feel their work arrangements support their personal and family goals, they become significantly more engaged and inclined to stay.
For example, in our survey of more than 700 Singapore residents - to be published in the Asian Journal of Business Ethics (Special Issue) in June - close to 65 per cent of those who saw an alignment of WFH policies with their own goals said they experienced a good level of personal and family well-being. Specifically, they experienced reduced work stress, improved work-life balance, a better quality of life, and maintained a better family relationship.
Additionally, when WFH goals are well-aligned, employees’ intentions to leave are reduced significantly. Only 14 per cent of those who perceived alignment expressed that they had a high intention to quit.
In essence, when companies show that they can support their employees’ work-from-home goals, they are more likely to retain them.
Interestingly, the study found no notable differences between men and women in their perspectives on WFH goal alignment.
This suggests a move towards more equitable sharing of work and family responsibilities, challenging traditional gender norms. It underscores the importance of inclusive policy-making that addresses the diverse needs of all employees, regardless of gender.
Singapore’s introduction of the FWA guidelines reflects global trends. Earlier this month, a new law was introduced in Britain, granting employees the legal right to request flexible working from their very first day in a job. The British business and trade minister Kevin Hollinrake said the measure will lead to “a happier workforce (which) means increased productivity”.
This also comes at a time when the Great Resignation has seen employees worldwide leaving their jobs to seek more fulfilling work experiences. These trends underscore a growing global demand for fulfilling work that aligns with personal and family goals.
To improve well-being, employers need to take a comprehensive approach to WFH policies to promote goal alignment and work engagement. This entails clear communication, individualised goal-setting, regular check-ins and promoting work-life boundaries.
It does not mean companies should apply a universal WFH arrangement as it may not suit everyone.
The key is for companies to actively understand and respond to their employees’ needs, reviewing and adjusting their flexi-work policies to support each individual’s goals effectively. This creates a supportive environment that boosts well-being and reduces the stress of managing work and home responsibilities.
When the pieces fit, employees thrive and companies retain their valuable talent. That’s a win-win for all.
Ada Wong is Associate Professor of the Marketing Programme at the Singapore University of Social Sciences. Her study, The Impacts Of Work-From-Home Goal Alignment On Employee Well-Being And Turnover Intentions: The Mediating Role Of Work Engagement, co-authored with Associate Professor Francis Cheung from Lingnan University (Hong Kong), is expected to be published in the Asian Journal of Business Ethics (Special Issue) in June 2024.
Continue reading...
Starting this December, you can officially ask for flexible work arrangements (FWA) thanks to new guidelines released on Tuesday (Apr 16), which also state that it’s not reasonable for your boss to demand your presence just to see that you’re working.
This is a significant shift in Singapore’s work landscape.
Questions have been raised on how the mandatory guidelines might impact the job market in the long run, or if they might lead to inequality among industries. For example, will workers prefer to seek out office jobs instead of industries with a heavy reliance on frontline operations? What will be the impact, if any, on hiring practices, salaries, career progression and promotions?
While it is worth noting that not all industries or jobs can accommodate all types of flexi requests, it does seem possible that all jobs can accommodate some form of flexi-place, flexi-time, or flexi-load arrangement.
“By and large, I believe, employers in Singapore will know what to do. They will want to be good employers ... for the interest of the business,” said Minister of State for Manpower Gan Siow Huang.
Related:
HAPPY WORKERS, HAPPY COMPANY
People’s expectations of remote working are evolving.
While the new guidelines are not legally enforceable, employers can be issued a warning or sent for corrective workshops if they wilfully refuse to comply.
Perhaps more importantly, companies that do not adapt risk damaging their reputation and losing top talent.
During the pandemic, there were different views about the effectiveness of working from home (WFH), with mixed opinions about whether such a practice should continue post-pandemic.
Multiple surveys have since shown a strong preference for flexible work.
In a PwC study in 2022, 93 per cent of workers in Singapore indicated a preference for either a remote or hybrid work model, above the global average. A Randstad survey in 2022 also showed that two in five workers in Singapore would not accept a job if they are unable to work remotely or have flexible hours.
Companies lacking FWAs thus risk creating a disengaged workforce, leading to lower productivity and, ultimately, a drop in business performance.
Related:
My research supports this, indicating that working from home brings greater happiness and reduces the likelihood of employees quitting.
This has to do with how employees’ goals align with their work, rather than just the location of their work. When employees feel their work arrangements support their personal and family goals, they become significantly more engaged and inclined to stay.
For example, in our survey of more than 700 Singapore residents - to be published in the Asian Journal of Business Ethics (Special Issue) in June - close to 65 per cent of those who saw an alignment of WFH policies with their own goals said they experienced a good level of personal and family well-being. Specifically, they experienced reduced work stress, improved work-life balance, a better quality of life, and maintained a better family relationship.
Additionally, when WFH goals are well-aligned, employees’ intentions to leave are reduced significantly. Only 14 per cent of those who perceived alignment expressed that they had a high intention to quit.
In essence, when companies show that they can support their employees’ work-from-home goals, they are more likely to retain them.
Interestingly, the study found no notable differences between men and women in their perspectives on WFH goal alignment.
This suggests a move towards more equitable sharing of work and family responsibilities, challenging traditional gender norms. It underscores the importance of inclusive policy-making that addresses the diverse needs of all employees, regardless of gender.
IMPLICATIONS FOR SINGAPORE’S EMPLOYERS
Singapore’s introduction of the FWA guidelines reflects global trends. Earlier this month, a new law was introduced in Britain, granting employees the legal right to request flexible working from their very first day in a job. The British business and trade minister Kevin Hollinrake said the measure will lead to “a happier workforce (which) means increased productivity”.
This also comes at a time when the Great Resignation has seen employees worldwide leaving their jobs to seek more fulfilling work experiences. These trends underscore a growing global demand for fulfilling work that aligns with personal and family goals.
To improve well-being, employers need to take a comprehensive approach to WFH policies to promote goal alignment and work engagement. This entails clear communication, individualised goal-setting, regular check-ins and promoting work-life boundaries.
It does not mean companies should apply a universal WFH arrangement as it may not suit everyone.
The key is for companies to actively understand and respond to their employees’ needs, reviewing and adjusting their flexi-work policies to support each individual’s goals effectively. This creates a supportive environment that boosts well-being and reduces the stress of managing work and home responsibilities.
When the pieces fit, employees thrive and companies retain their valuable talent. That’s a win-win for all.
Ada Wong is Associate Professor of the Marketing Programme at the Singapore University of Social Sciences. Her study, The Impacts Of Work-From-Home Goal Alignment On Employee Well-Being And Turnover Intentions: The Mediating Role Of Work Engagement, co-authored with Associate Professor Francis Cheung from Lingnan University (Hong Kong), is expected to be published in the Asian Journal of Business Ethics (Special Issue) in June 2024.
Related:
Continue reading...