SINGAPORE, 31 MAY 2019 – Hoteliers looking to redesign jobs as they transform their businesses amid an evolving economy will have further support to do so, thanks to the Hotel Job Redesign Initiative (HJRI). The HJRI was launched by Ms Low Yen Ling, Senior Parliamentary Secretary in the Ministry of Manpower at the Hotel Human Capital Conference today.
2 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) representing employers. It represents a key milestone in the overall transformation journey of the hotel industry. It encourages and enables hoteliers to review, optimise and value-add to existing jobs in their establishments, in order to create higher quality jobs and a heightened sense of job satisfaction amongst the employees.
3 Through the HJRI, hoteliers at different stages of their transformation journey will have easy access to resources to support their job redesign efforts. These resources include a series of Job Redesign Workshops and an online JR Toolkit, which highlights the key outcomes achieved by hotels already doing job redesign. More information about the HJRI can be found in Annex A.
4 One of the key strategies under the Hotel Industry Transformation Map (ITM) is to develop manpower-lean business models to optimise manpower use and improve productivity. As the hotel sector evolves and transforms in the midst of a tight labour market, job redesign will be critical to sustain business growth. The HJRI builds upon earlier initiatives under the ITM. Hotels will be able 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. This in turn can help to improve staff retention, by helping staff feel more engaged and productive.
5 SHA has played a key role in raising awareness of the importance of job redesign amongst hoteliers. Its extensive network provides a platform for employers to exchange job redesign ideas and best practices. As a strong sign of the industry’s commitment, more than 100 hotels have pledged to embark on job redesign in the year ahead. Please refer to Annex B for the list of the hotels.
6 For job redesign to be successful, the support of employees is key as well. In this respect, FDAWU and AREU have been instrumental in advocating workers’ involvement in the job redesign process. Their efforts include curating a suite of training programmes to deepen line managers’ and supervisors’ competencies and ability to lead and implement job redesign, as well as organising Change Management workshops to help workers adapt to the changes. Several workers from different hotels have also stepped forward as Job Redesign Ambassadors, to share their experience and encourage their fellow colleagues and peers to embrace job redesign and to adopt a positive attitude towards it.
7 Mr Tan Choon Shian, Chief Executive of WSG, said, “We are excited to initiate this collaboration with our tripartite partners to support and help our hotel industry grow amid the ongoing economic transformation. 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. We look forward to the fruits of their labour, and will continue supporting their transformation and job redesign efforts through the HJRI under the Lean Enterprise Development Scheme.”
8 Mr Keith Tan, Chief Executive of STB said, “Our hotels must continue to attract and retain Singaporean talents. Through job redesign, hotels can make their jobs more productive and appealing to Singaporeans. Along with job redesign, hotels also need to improve their human capital practices and salary structures. We encourage more hotels to join us in this HJRI initiative and work with us towards sustainable growth for the future.”
9 Ms Margaret Heng, Executive Director of SHA said, “Job redesign is an excellent response to the shortage of manpower and a fast-changing digital world – this is why the SHA is excited to partner WSG, STB and FDAWU in this forward-looking initiative. The benefits of job redesign are plentiful with a win-win outcome for employers and employees. Moving forward, the SHA will be organising Job Redesign workshops to help hotels achieve success in their transformation journey.”
10 Mr Tan Hock Soon, Chairperson, NTUC Hospitality and Consumer Business Cluster (NTUC HCBC), and General Secretary of FDAWU shared his thoughts that “There are good jobs in the hospitality sector which can provide flexibility and a rich variety of roles with career progression. 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, we hope more hotels will follow the lead of Ascott and partner the union to form Joint Training Committees that prepare our workforce for future jobs and equip them with relevant skills.”
11 The inaugural conference was organised by the Hotel Human Capital Advisory Committee, an industry-led committee which advocates building a strong Singaporean core by establishing positive and progressive human capital practices in the hotel industry. The conference is attended by 200 hoteliers and industry stakeholders.
For media enquiries, please contact:
Senior Manager, Workforce Singapore
Manager, Singapore Tourism Board
About Workforce Singapore
Workforce Singapore promotes the development, competitiveness, inclusiveness, and employability of all levels of the workforce. Its key mission is to enable Singaporeans to meet their career aspirations, take on quality jobs at different stages of life, and help enterprises be competitive and manpower-lean. Workforce Singapore’s focus is on strengthening the Singaporean core and ensuring that Singaporeans are able to have better jobs and careers. Workforce Singapore, in partnership with key stakeholders, also provides support to business owners and companies to enable them to transform and grow, while building a future-ready workforce. Visit www.wsg.gov.sg for more information.
About the Singapore Tourism Board
The Singapore Tourism Board (STB) is the lead development agency for tourism, one of Singapore’s key economic sectors. Together with industry partners and the community, we shape a dynamic Singapore tourism landscape. We bring the Passion Made Possible brand to life by differentiating Singapore as a vibrant destination that inspires people to share and deepen their passions. For more information, visit www.stb.gov.sg or www.visitsingapore.com or follow us on Twitter @STB_sg (https://twitter.com/stb_sg).
|Glossary and Translations
Low Yen Ling
Senior Parliamentary Secretary for Manpower
Tan Choon Shian
Chief Executive, Workforce Singapore
|Hotel Job Redesign Initiative
|Hotel Human Capital Advisory Committee
||劳动力发展局 (劳发局 in short)
|Singapore Hotel Association
|NTUC Hospitality and Consumer Business Cluster
|Food, Drinks and Allied Workers Union
|Attractions, Resorts and Entertainment Union
Annex A: MEDIA FACTSHEET ON HOTEL JOB REDESIGN INITIATIVE
Workforce Singapore (WSG) collaborated with its tripartite partners, the Singapore Tourism Board (STB), the Singapore Hotel Association (SHA) and NTUC affiliates from the Hospitality and Consumer Business Cluster, the Food, Drinks and Allied Workers Union (FDAWU) and the Attractions, Resorts and Entertainment Union (AREU) to develop and roll out the Hotel Job Redesign Initiative (HJRI).
As part of the Lean Enterprise Development Scheme, the initiative aims to encourage and enable hoteliers to review, optimise and value-add to existing jobs within the sector in order to create higher quality jobs and a heightened sense of job satisfaction amongst the employees.
Under HJRI, the following resources are available to help hotels embark on and sustain job redesign efforts. Those requiring funding support to offset part of the costs can access the list of government support programmes through the JR Toolkit. These programmes include WSG’s WorkPro Job Redesign Grant and STB’s Business Improvement Fund.
(i) Job Redesign (JR) Toolkit
The JR Toolkit, hosted on SHA’s website (https://sha.org.sg/job-redesign), is an online, self-help tool provided to guide hotels in designing and implementing job redesign in their hotels. It is developed in consultation with the industry1, and 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, industry trends and guest profiles.
(ii) Job Redesign Workshops
Targeted at helping both hotel management and working-level staff to better understand and implement job redesign, this series of workshops covers topics that include:
- Job Redesign implementation: Hoteliers who wish to embark on Job Redesign will be equipped with the know-how to implement job redesign based on Job Redesign methodology. 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 the various working levels, and drive change management in the organisation as a result of Job Redesign.
Those who are interested to find out more about the workshops may contact SHA at firstname.lastname@example.org. More details can also be found at https://sha.org.sg/job-redesign
(iii) Consultants for Job Redesign Framework
A list of consultants who have been trained to conduct job redesign consultancy projects can be found on SHA’s website (https://sha.org.sg/job-redesign). Hotels who are keen to engage third-party services for job redesign can reach out to these consultants.
Selected Job Redesign Projects by Pilot Hotels under the Hotel Job Redesign Initiative
|RC Hotels implemented automated check-in/out kiosks to reduce administrative tasks, and effectively transformed their Front Office staff from transactional to service-focused roles. Staff not only have a heightened sense of job fulfilment with the redefined multi-integrated job scope, as they are able to interact with more guests (up by 80%); they also developed additional skills sets and received wage increments to commensurate the expanded responsibilities.
|Village Hotel Changi implemented e-housekeeping mobile application to improve the process for their staff to verify, prioritise and attend to guest housekeeping requests. This allowed their Room Attendants more time to carry out other more urgent tasks, or be cross-deployed to the Club to perform tasks outside of their primary housekeeping functions, thereby increasing their career mobility. The enhanced work processes also allowed their Admin Assistants to move to higher value-added roles (e.g. Guest Services Executive) and receive training to expand their skillsets.
|Amara Singapore tapped on the complementary skills their banquet operation staff possessed and cross-deployed them to take up roles in the club lounge. This broadened the staff’s opportunities for long-term career progressions, and eased the hotel’s manpower constraints faced in the club lounge (front office).
|Through digitisation and optimising the use of their express check-out services, M Social Singapore was able to streamline their work processes to increase operational efficiency. The number of express check-outs processed increased by 40-50%. This enhanced their guests’ experience, and also allowed their staff more time to attend to non-routine guest requests.
|In line with their business strategy to reduce likelihood of unscheduled downtime or critical breakdowns, Mandarin Oriental Singapore has devised a long-term plan to adopt technological solutions, such as a mobile Building Management System, to facilitate preventive building maintenance activities. Doing so will reduce the need for their Engineers to perform time-consuming, physical audits to check on equipment, facility and appliance statuses. The Engineers will also be upskilled to manage the new technologies and take on expanded job scope in preventive maintenance and supervision of maintenance activities.
Annex B: LIST OF HOTELS WHO HAVE PLEDGED TO EMBARK ON JR IN 2019
||Fragrance Hotel Selegie
||Mandarin Oriental, Singapore
||Royal Plaza on Scotts
||Genting Hotel Jurong - Resorts World Sentosa
||Marina Bay Sands Singapore
||Shangri-La Hotel Singapore
||Goodwood Park Hotel
||Mercure Singapore on Stevens
||Shangri-La's Rasa Sentosa Resort & Spa, Singapore
|Ascott Orchard Singapore
||Grand Copthorne Waterfront Hotel Singapore
||Novotel Singapore on Stevens
||Sheraton Towers Singapore
|Ascott Singapore Raffles Place
||Grand Hyatt Singapore
||Oasia Hotel Downtown, Singapore
||Singapore Marriott Tang Plaza Hotel
|Bay Hotel Singapore
||Grand Mercure Roxy Hotel
||Oasia Hotel Novena, Singapore
||Six Senses Duxton
|Beach Villas – Resorts World Sentosa
||Grand Park City Hall
||One Farrer Hotel
||Six Senses Maxwell
|Capri by Fraser Changi City, Singapore
||Grand Park Orchard
||Orchard Hotel Singapore
||Studio M Hotel
|Capri by Fraser China Square, Singapore
||Hard Rock Hotel - Resorts World Sentosa
||Orchard Rendezvous Hotel
||Swissôtel Merchant Court
|Concorde Hotel Singapore
||Holiday Inn Express Singapore Clarke Quay
||Pan Pacific Singapore
||Swissôtel The Stamford
|Conrad Centennial Singapore
||Holiday Inn Express Singapore Katong
||Parc Sovereign Hotel– Albert St
||The Barracks Hotel
|Copthorne King’s Hotel Singapore
||Holiday Inn Express Singapore Orchard Road
||Parc Sovereign Hotel- Tyrwhitt
||The Capitol Kempinski Hotel Singapore
|Courtyard by Marriott Singapore Novena
||Holiday Inn Express Singapore Serangoon
||Park Avenue Changi
||The Elizabeth Hotel
|Crockfords Tower - Resorts World Sentosa
||Holiday Inn Singapore Atrium
||Park Avenue Rochester
||The Outpost Hotel
|Crowne Plaza Changi Airport
||Holiday Inn Singapore Orchard City Centre
||Park Hotel Alexandra
||The Ritz-Carlton, Millenia Singapore
|Days Hotel Singapore at Zhongshan Park
||Hotel Indigo Singapore Katong
||Park Hotel Clarke Quay
||The St. Regis Hotel Singapore
|Destination Singapore Beach Road
||Hotel Michael - Resorts World Sentosa
||Park Hotel Farrer Park
||The Westin Singapore
|Dusit Thani Laguna Singapore
||Park Regis Singapore
||Village Hotel Albert Court
|Equarius Hotel - Resorts World Sentosa
||PARKROYAL on Beach Road
||Village Hotel Bugis
||InterContinental Singapore Robertson Quay
||PARKROYAL on Kitchener Road
||Village Hotel Changi
|Festive Hotel - Resorts World Sentosa
||JW Marriott Hotel Singapore South Beach
||PARKROYAL on Pickering
||Village Hotel Katong
|Four Points by Sheraton Singapore, Riverview
||Le Meridien Singapore, Sentosa
||Village Hotel at Sentosa
|Furama Riverfront Singapore
||M Hotel Singapore
||W Singapore - Sentosa Cove
|Fragrance Hotel - Emerald
||M Social Singapore
||Ramada Singapore at Zhongshan Park
||York Hotel Singapore
|Fragrance Hotel - Riverside
||Mandarin Orchard Singapore
||Rendezvous Hotel, Singapore
||YotelAir Singapore Changi Airport
|Fragrance Hotel - Ruby
1 The five pilot hotels which provided inputs to the Hotel Job Redesign Initiative are Amara Singapore, M Social Singapore, Mandarin Oriental Singapore, Swissotel The Stamford Singapore (as part of RC Hotels) and Village Hotel Changi.