Hilti Far East Pte Ltd

​​​​Investing in people development, training and culture building is a key strategy Hilti employs to ensure organisational success. It demonstrates this commitment through innovative work-life schemes and comprehensive development programmes catered to its employees at different life stages, enabling the organisation to attract and retain talent.

Facts in a Flash

Industry Industry: Construction

Employment size Employment size: Above 100

Employment profile Employment profile: Sales, administrative and corporate professionals, engineers and testers

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • Telecommuting
  • Part-time work
  • Compressed work-week
Employee Support Schemes
  • Recreation club activities such as movie night, farm visits, etc.
Click here to o​​​​​​​pen the Executive Summary.

Business Case

Hilti Far East Pte Ltd (Hilti) recognises that its employees’ needs change over the different phases of their lives and is committed to creating an environment where employees are energised and given opportunities to grow, while enjoying their work. This has shaped many of its corporate policies, including its work-life strategy.

Success Factors

1. Organisational Leadership Strategies

Investing in people development, training and culture building is a key strategy Hilti employs to ensure organisational success. Based on this strategy, Hilti makes a conscious effort to promote talents from within the company. The goal of the team leader is to achieve targets through relationship building and coaching, so as to help team members achieve both their business and personal targets.

2. Organisational Work-Life Strategy​

Supporting its work-life strategy is Hilti’s “Great Place to Work” framework. This framework encapsulates the different strategies the organisation has in place to attract and retain talent. Hilti’s commitment to empower employees to achieve work-life harmony has shaped many of their corporate policies. For example, all over its global offices, meetings commence on Tuesdays instead of Mondays so that employees can spend the weekends with their families and start their travelling on Mondays.

Where required, Hilti practices flexibility in designing work schemes that best meet the needs of its employees and the business. Employees in the Singapore office are on various FWAs. Newly hired employees are eligible to take their annual leave entitlement before their probation period is up, an uncommon industry practice.

3. Information Management Strategies​

To understand employees’ work-life needs and fine-tune its work-life programmes, Hilti gathers feedback from the ground through various mechanisms, such as their annual employee opinion survey which is also seen as a leadership scorecard.

To inculcate the Hilti Way and values, all new hires attend a 2D1N orientation camp. Employees also attend team camps to strengthen relationships, and review strategic directions, business and team performance.

4. Performance Management Strategies

Besides the annual performance appraisal process and one-on-one performance discussions, Hilti trains its managers to conduct performance review/target setting sessions separately from career development discussions. This allows team managers to devote time focusing on the individual’s work-life challenges, career aspirations and developmental goals, over and above his/her work performance and the target setting exercise. So important is this process to Hilti that the organisation has built questions into its employee opinion survey to measure the degree of follow-through of this process and its effectiveness.

Relative to other organisations, Hilti’s compensation package has a larger variable component tied to the individual’s performance. This emphasis on rewarding good performance, regardless of the work arrangement, encourages greater workplace flexibility as employees on FWAs are also recognised for good performance.

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This case study was first published on the former Employer Alliance website.​