Republic Polytechnic

​​​​​​Established in 2002, Republic Polytechnic adopts a comprehensive work-life strategy to attract and retain a talented team of employees, including lecturers who possess current knowledge and industry experience, to leverage its Problem-based Learning pedagogy to teach and inspire students.

Facts in a Flash

Industry Industry: Education

Employment size Employment size: Above 1000

Employment profile Employment profile: Lecturers and administrative support staff

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • Part-time work
  • Staggered time
  • Telecommuting
Leave Schemes
  • Back to school off-in lieu (employees with children who are starting a new academic year in childcare, nursery, pre-primary and primary school can take a half-day off-in-lieu to accompany them on the first day of school)
  • Off-in-lieu for parents of full-time National Servicemen (a half-day off to attend their child’s National Service enlistment and Passing Out Parade)
Employee Support Schemes
  • Blue Sky Fridays
  • Childcare centre located on campus
  • Nursing rooms
  • FlexiBen@RP (annual cash incentive of $400 that can be claimed for recreational or health and wellness activities)
  • Time-saving conveniences (access to on-site facilities including ATM, SAM, AXS machines as well as in-house sports facilities)
Click here to open the Executive Summary.

Business Case

As the newest of five polytechnics in Singapore, and the first local educational institution to adopt a Problem-based Learning approach, hiring and retaining a dynamic and highly qualified team, including lecturers who can deliver lessons in an engaging manner, as well as share real-world experience with students, has been a key priority. Developing a comprehensive work-life strategy that appeals to its entire workforce has been critical to RP’s success in the war for talent.

Success Factors

1. Organisational Leadership Strategies

At RP, the management plays an active role in advocating for greater work-life harmony. Notably, the organisation’s CEO and HR Director serve as the Advisor and Chairman of Work-Life@RP Committee, respectively. Work-life policies are also regularly reviewed at the Executive Committee and Organisation Excellence Committee meetings​, and refinements to policies are made, based on employee feedback.

2. Communication Strategies

The management also regularly solicits employee views and feedback on its work-life policies and initiatives. This has been vital in keeping RP’s work-life strategy relevant for all employees. In order to capture robust feedback, the management has created multiple communication platforms. These range from an assigned HR ambassador for each department, to online surveys, staff sharing sessions and a suggestion scheme portal that can be conveniently accessed via a smartphone application.

Promising Outcomes

RP’s work-life strategy has been positively received by employees. A 2013 Work Life Survey conducted by the Public Service Division, found that employees were convinced to join the organisation due to its work-life friendly culture. Employees are loyal to the organisation, and would also recommend it to friends as a great place to work.

The organisation’s work-life efforts have received various accolades for its effectiveness, including awards by the Singapore Human Resources Institute (SHRI), Tripartite Committee for Work-Life Strategy and the Health Promotion Board (HPB).

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Click here to download the full Case Study.

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