Low Yen Ling, Singapore's Senior Parliamentary Secretary in the Ministry of Manpower, launched the Hotel Job Redesign Initiative (HJRI) on 31 May, providing employers in the hotel sector a number of tools to redesign jobs around manpower-lean models.
The HJRI is a tripartite collaboration between Government agencies, Workforce Singapore (WSG) and Singapore Tourism Board (STB); union representatives NTUC Hospitality and Consumer Business Cluster (NTUC HCBC), the Food, Drinks and Allied Workers Union (FDAWU) and the Attractions, Resorts and Entertainment Union (AREU); as well as the Singapore Hotel Association (SHA).
Given that one of the key strategies under the Hotel Industry Transformation Map (ITM) is to develop manpower-lean business models, the HJRI aims to provide resources for hotel-sector employers to move their employees away from time-consuming and repetitive tasks, equip them with new skills, and expose them to higher value-added jobs as part of their career development.
It is part of the Lean Enterprise Development Scheme.
Under HJRI, the following resources are available to help hotel-sector employers embark on and sustain job redesign efforts:
(i) Job Redesign (JR) ToolkitThe JR Toolkit is an online, self-help tool developed in consultation with the industry. The five pilot hotels which provided inputs are: Amara Singapore, M Social Singapore, Mandarin Oriental Singapore, Swissotel The Stamford Singapore (as part of RC Hotels) and Village Hotel Changi.
The JR Toolkit comprises the following components:
- Solution Finder allows hotels to find recommended job redesign solutions based on functions and guest experience journey;
- Wage Model guides wage review for redesigned jobs;
- Change Management Framework provides tips on driving change management from leadership to workers;
- JR Implementation Guide provides step-by-step guide and templates on implementing JR; and
- JR Funding and Resources Support provides a list of available government funding schemes; as well as successful case studies, HR best practices, and more. Funding programmes include WSG’s WorkPro Job Redesign Grant and STB’s Business Improvement Fund.
(ii) Job Redesign WorkshopsTargeted at helping both hotel management and working-level staff, this series of workshops covers:
- Job redesign implementation: Know-how to implement job redesign, some of the workshops will also focus on specific job redesign solutions to help overcome common challenges faced by the hotel sector.
- Design thinking: Hoteliers will apply design thinking methodology to identify Job Redesign opportunities to develop and implement relevant solutions.
- Change management: Hotel managers and supervisors will be equipped with the skills to effectively communicate down and drive change management as a result of job redesign.
(iii) Consultants for Job Redesign FrameworkA list of consultants who have been trained to conduct job redesign consultancy projects can be found here. Some of the consultants on this list include Consulus, Orcadesign Consultants, Singapore Polytechnic, and more.
On the occasion, Tan Choon Shian, Chief Executive of WSG, said, "It is very promising that hoteliers have earnestly come on board the job redesign journey, and shown their commitment to put their workers at the very centre of their transformation."
He was referring to the hotels who have already pledged to embark on JR in 2019, which includes:
- Beach Villas – Resorts World Sentosa
- Grand Park City Hall
- One Farrer Hotel
- Six Senses Maxwell
- Crockfords Tower - Resorts World Sentosa
- Holiday Inn Singapore Atrium
- Park Avenue Rochester
- The Outpost Hotel
- Festive Hotel - Resorts World Sentosa
- JW Marriott Hotel Singapore South Beach
- PARKROYAL on Pickering
- Village Hotel Katong
Margaret Heng, Executive Director of SHA, added: "Job redesign is an excellent response tothe shortage of manpower and a fast-changing digital world – this is why the SHA is excited to partnerWSG, STB and FDAWU in this forward-looking initiative."
Sharing his thoughts also was Tan Hock Soon, Chairperson, NTUC Hospitality and Consumer Business Cluster (NTUC HCBC), and General Secretary of FDAWU: "The industry is at the cusp of change; and the business is transforming for efficiency and effectiveness. There are continuous streams of enriching jobs in the hospitality sector with good career progression.
"The Unions are working with companies to build workplace capabilities and progressive HR practices to enhance wages, work prospects and welfare. Line managers and supervisors shall be equipped with skills that can lead and motivate teams through this change."
In this regard, he hoped more hotels will follow the lead of Ascott and partner the union to form Joint Training Committees that prepare the workforce for future jobs.
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