​​​​​​BusAds leveraged its nimbleness as a small medium enterprise to make swift business and people decisions, strengthening staff loyalty and dedication. This evolved into a successful work-life strategy that focused on meeting the specific needs of the organisation and employees. With its strong work-life culture and management support for employees, BusAds has benefited with a decrease in turnover.

Facts in a Flash

Industry Industry: Manufacturing

Employment size Employment size: Above 50

Employment profile  Employment profile: Professionals, administrative, production, marketing and sales staff in the field of outdoor  advertisement production; mostly Gen Xers and Yers​

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • Flexible hours
  • Telecommuting
  • Compressed work schedule
Leave Schemes
  • Flexible leave benefit options
Employee Support Schemes
  • Company celebrations/In-house parties
  • Annual travel award of $3,000 for tickets and accommodation and $2,000 cash, which must be spent with family members
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Success Factors

1. Organisational Leadership Strategies

A key unifying factor in BusAds is the inculcation and preservation of core family values, such as caring for employees and treating them fairly and with respect. The company fosters a culture where mistakes are viewed as learning experiences and opportunities for personal growth.

The managing director makes a conscious effort to strengthen relationships with his employees and invests in their personal and professional development. Managers are also empowered to make decisions that are in the interest of the company.

The management leads by example in achieving work-life harmony. The company adheres to a weekend-free policy where management will refrain from making work-related calls/messages, and work on weekends and night jobs are discouraged. This is commendable especially for an small medium enterprise with limited resources.

2. Organisational Work-life Strategy

Open communication is practised to bridge differences between the founding management and second generation of leaders, in order to ensure the successful implementation of work-life practices.

A key thrust is working towards educating and empowering supervisors and employees to take ownership of their work and life needs. BusAds tailors work-life practices to meet employees' different work-life needs. Production managers have the flexibility to adjust employees’ shift schedules according to business needs and staff preference.

While BusAds has mapped out a 4-year work-life strategy, they acknowledge that it is an ongoing process and will evolve with time.

3. Information Management Strategies

The managing director involves his senior managers in decisions concerning their employees. Recognising their instrumental role as supervisors, he involves them in a work-life committee to help educate and address specific work-life needs of employees so that a self-directed instead of a top-driven work-life friendly culture permeates the company.

There are also weekly meetings with the managing director to foster communication within the team, and this has allowed management to address employees’ specific needs effectively.

Moving Forward

The management at BusAds acknowledges that their work-life journey is a learning process that requires regular reviews, experimentation and refinements. This is especially so as employees have changing needs over time. With a fair management that is willing to invest time to build a culture of mutual trust, its employees will eventually make the business grow.

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