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Challenge Novemeber 2005 - Last updated 211105

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When nursing officer Toh Hai Moy first started work at Alexandra Hospital (AH) in the early ‘80s, life was rather frantic. The workload was very heavy, the wards were always full, and the nurses were summoned time and again to help clear crowds in the emergency departments.

Civil Service College staff going all out for charity.

Since restructuring in the 1990s, Alexandra Hospital has “brightened up” considerably. With a positive ambience and a “homely, caring working environment” that benefits both patients and staff, AH is a great place to work in today, says the veteran nurse.

The cause of the change? The hospital’s “clearly defined vision, mission and strategic thrust”, and an “optimistic and understanding management” who encourages creativity and empowerment. Nurse Toh also speaks with pride about the “caring and support among fellow colleagues” and their high morale.

This transformation isn’t unique. In the past 10 years, we’ve seen a much greater emphasis on staff well-being, and improving the workplace environment, across the Public Service. Look around you and you will see the improvements to staff well-being that have taken place in the past 10 years.

THUMBS-UP FROM STAFF

•	“I had the opportunities to work with good leaders who despite their busy schedule, are willing to spend time to develop one's full potential. The Public Service has given me many opportunities to learn, to dare to fail and to tread the path to success.” — Derek Tan, Assistant Director, Corporate Development, Civil Service College
•	“Many of my friends and relatives have expressed surprise and are filled with envy when they learn that I can choose to work from home once a week whenever possible. I always take the opportunity to ask them to join the Civil Service... it’s really one of the best employers in Singapore and it walks the talk.” — Gina Lee, Human Resource Analyst, Prime Minister’s Office (Public Service Division)
•	“The Public Service is a great place to work as it promotes work-life balance. It’s a case of healthy body, healthy mind.” — Noor Hayati Abdul Wahab, Clerical Officer, International Enterprise Singapore
•	“Since joining the Public Service five years ago, I have found my employer very caring. I am glad that it looks out for my interest and takes care of my career development.” — Rashidah bte Abdul Rashid, Executive Assistant, ITE College East
•	“Though we are tied up with work, my supervisors always support us by joining the events organised.” — Sa’adiah Sanuse, Senior Technician, Land Transport Authority
•	“NLB enables me to integrate my professional needs with my parenting goals. This is not a compromise but a win-win case offered only by an organisation which is truly people-centred.” — Faye Yeoh, Assistant Manager, National Library Board
•	”I applaud the Public Service’s emphasis on sports and recreation among its employees as it gives us the stimulation we all need in today’s fast-paced society.” — Jayanthi M.K., Assistant Director, People’s Association
•	“...A caring employer which promotes a healthy lifestyle with regular fruit days, exercise and health screenings.” — Mrs Mok-Goh Kit Soon, Deputy Head, Crime Registry, Subordinate Courts
•	“MINDEF recognises our efforts in the defence of our nation and hence have given us many privileges... to ensure that we have sufficient time with our family and friends." — Master Sergeant Munir, Ministry of Defence

FITNESS, CHALLENGE AND RECOGNITION
Taking care of public officers makes sense. They are the ones who will either be serving the public directly, or managing systems and policies to do so. It is only right to make sure they are fit and adequately prepared for their work, stimulated and challenged in their assignments, and recognised for their efforts.

Of course, officers can only contribute their best efforts if their own needs — as employees and as individuals — have been taken care of. Which officer worth his or her salt would want to stay in an unsympathetic workplace, with an unfairly demanding or boring workload and without due recognition?

LOOKING AFTER OUR PEOPLE
Looking after the well-being of staff is part of the change put forward by PS21. Employee-friendly perks such as medical benefits and staff welfare funds have long been available to public officers. The Long Service Award was introduced in 1995, to recognise officers who have given their service for more than 10 years. Healthy lifestyle programmes, including exercise activities and stress management, are now part and parcel of working life in the Public Service.

There has also been much focus on work-life balance. The five-day work-week and flexible work arrangements such as telecommuting and part-timing have made it much easier for officers to fulfil their responsibilities outside work, as well as to engage in other pursuits. Programmes such as the “Colours of Life” whole-life training by the Civil Service College and Ministry of Community Development, Youth and Sports (MCYS) also help officers to actively manage, plan and prepare for different life stages!

Community involvement has also been a key area of activity — getting public officers to contribute to society directly, and broadening their personal awareness.

In fact, many Public Service agencies have won recognition for their pro-employee initiatives. MCYS was presented the prestigious Work-Life Innovative Excellence Award by the Alliance for Work-Life Progress, a leading US based work-life professional association, for its efforts in promoting work-life harmony and creating work-life friendly workplaces in Singapore. The Ministry of Manpower and the Prisons Department, among others, have also won Family Friendly Employer awards in recent years.

STAFF DEVELOPMENT AND ENGAGEMENT
Staff well-being is more than just about welfare and benefits. It is also about giving our officers the professional support they need to succeed at work, every day. As a responsible employer, the Public Service invests time and effort to make sure officers find their careers and working environment meaningful, supportive and engaging — so they can perform at their peak.

Regular reviews of salaries and employment terms means that the Public Service stays

Civil Service College staff going all out for charity.

competitive with the marketplace. Learning opportunities, regular work reviews and mentorship arrangements help officers keep on top of their jobs. An “open-door” climate and regular discussions between supervisors and staff have also created more positive relationships in the public
sector workplace.

Today, 76% of all public officers work in agencies certified to the People Developer Standard — the national benchmark for organisations that bring out the best in their people.

The message is clear. Public service is demanding work, but the Public Service looks after its own. Officers do not have to struggle with the challenges of the future alone. Emphasis on staff engagement, recognition and development will continue to be a cornerstone of PS21. If we want our officers to be the best they can be, the Singapore Public Service must remain one of the best places to work in the 21st century.

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