FXS' work-life strategy stems from the recognition of the importance of employee engagement as it has direct impact on employees’ productivity and organisational performance. The organisation’s work-life programmes are implemented as part of its employee engagement strategy, with the aim of building bonds and strengthening relationships between colleagues, and between employees and the organisation.
Industry: Information & Communications
Employment size: Above 800
Employment profile: Sales, marketing, professional services and technology personnel; mainly those in the Generation X and Y groups
Featured work-life programmes:
the Executive Summary.
Flexible Work Arrangements
- Part-time work
- Volunteer leave scheme (3 days per annum)
Employee Support Schemes
- Lactation room
- On-site children’s playroom
- Lunchtime health talks, parenting workshops, etc.
Initiated by senior management, Fuji Xerox Singapore Pte Ltd (FXS) made a strategic decision to engage its Gen Y employees through the formation of a committee comprising a group of Gen-Y employees to better understand the perspectives of their younger employees. The strategy paid off, as the Youth Orchestrated Group (YOG) played a significant role in engaging not only its Gen-Y employees, but also in connecting colleagues across the generational groups through various activities and initiatives.
FXS understands that the success of the organisation depends on the professional and personal well-being of its employees. It has in place a four-pronged Human Resource (HR) framework that focuses on the FXS employee and his interaction with work, community, health and family. Incorporated within this framework is its work-life strategy which positively impacts employee engagement and productivity, thereby improving business performance. Under the family component of this framework, FWAs and a range of support schemes are put in place to support employees’ need for greater flexibility and in managing their different roles.
The formation of the YOG has proven to be an effective platform not only for the Gen-Y employees to share their views and motivations on work-life harmony, but also for the management team to better understand the work-life needs and aspirations of the other groups of employees.
FXS has received encouraging affirmation from both its employees and external parties, by clinching multiple awards and accolades, such as the ‘2012 Work-Life Achiever Award’. Internally, the indicators have also been encouraging, with FXS maintaining a low monthly attrition rate, a great testament to the success of its work-life strategy.
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This case study was first published on the former Employer Alliance website.