Ramada and Days Hotels Singapore view work-life harmony as an organisational priority and strive to offer associates a flexible work culture that allows them to pursue meaningful careers while still meeting personal responsibilities. The strong culture of trust and personal ownership of projects within the workforce have been key success factors in the effectiveness of the hotels’ work-life strategy.
Industry: Accommodation/F&B Service Activities
Employment size: Above 200
Employment profile: Front-line, service & operational associates, administrative & corporate employees
Featured work-life programmes:
the Executive Summary.
Flexible Work Arrangements
- Staggered time
Employee Support Schemes
- Flexible benefits (annual allowance of $300-$500 under co-payment scheme for products and services related to health and well-being)
- Health screenings
- Birthday F&B voucher
The leadership at Ramada and Days Hotels Singapore at Zhongshan Park (Ramada and Days Hotels Singapore) highly values engagement between management and associates. The General Manager sets the tone for the rest of the management team, who actively engages associates and understands the work-life needs and sentiments of their departments. The management team promotes work-life harmony and a flexible work culture by utilising the various flexible schemes themselves. To show their commitment to work-life harmony, the senior management voluntarily reduced their annual leave and redistributed it amongst other associates to ensure they have sufficient rest and personal time.
With a strong culture of trust, while the team and managers must be informed, associates are able to utilise flexible work options without having to wait for formal approval of ad hoc requests, as long as work goals and deliverables are met. As a result of their comprehensive work-life strategy, the hotels have been able to tap on under-utilised sources of labour such as back-to-work mothers and mature workers.
Transparent and consistent communication is key in maintaining the effectiveness of the hotels’ work-life strategy and the underlying trust culture it is founded on. New hires are briefed on work-life programmes available through orientation sessions; information and updates are also readily available via various channels.
Feedback channels are set up for associates to surface work-life needs, gaps in existing work-life programmes and policies and offer suggestions to refine current initiatives. These include the Action That Reach Others Committee, formed by associates themselves, or bi-monthly gatherings. The HR team also regularly meets with different groups of employees informally to get feedback in a more relaxed environment.
The hotels’ talent management programmes complement its work-life strategy. The hotels have a progressive career development plan that nurtures operations associates, through different phases of training and exposure to various jobs in different departments and even supervisory skills for exceptional individuals who display leadership qualities. This strategy allows associates to learn new skills at their own pace and provides an opportunity for cross-training so that they can be deployed to different jobs within the two hotels, depending on manpower requirements.
Hiring and retaining quality talent is an ever-present challenge for companies in the service industry. In the on-going manpower crunch, the Ramada and Days Hotels Singapore have successfully differentiated themselves as Employers of Choice.
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This case study was first published on the former Employer Alliance website.