Infocomm Development Authority of Singapore

​​​IDA recognises that building an impactful and effective organisation is crucial to achieving their corporate mission. This was translated to its people vision with the goal of developing a highly effective and engaged workforce. With strong leadership and strategic HR support, IDA has devised a successful holistic work-life strategy that enables the organisation to retain and attract talent.

Facts in a Flash

Industry Industry: Public Service

Employment size Employment size: Above 1,000

Employment profile Employment profile: IT, corporate, technical and administration professionals

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • Staggered time
  • Telecommuting (twice a month and Personal Productivity Tool allowance given to enable flexi-working)
  • Flexi-fit arrangement (time-off to exercise during office hours)
  • Part-time work
Employee Support Schemes
  • “Live a SMART Life” Programme (lunchtime talks, annual health screenings, volunteer opportunities for employees, recreation club FUN@IDA which partners with management to conduct activities like Family Day and Kidz@Work)
  • Blue Sky Fridays (leaving early from work)
  • Eat with Your Family Day
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Success Factors

1. Organisational Leadership Strategies

Leadership support contributed to the success of Infocomm Development Authority of Singapore ​(IDA)'s holistic work-life strategy. The senior management actively champions flexibility measures and other work-life programmes. They model healthy work-life behaviour and enable flexible work arrangements within their respective divisions. People managers undergo leadership development programmes to equip them with coaching skills to identify and address work challenges within their teams.

2. Organisational Work-life Strategy

IDA identified an organisational culture that supported work-life harmony as a good business strategy to attract, engage and retain talent. A combination of internal survey and external business trends led to the development of a work-life strategy that is embedded within the Personal Development component of its talent engagement framework (PEOPLE Framework).

IDA’s work-life strategy adopts a 3-pronged approach:
  • Create a supportive work-life culture through empowering employees with tools and autonomy to work flexibly
  • Champion personal work-life effectiveness though its “Live a SMART Life” programme
  • Create a conducive physical work environment through an office space designed to promote staff wellness and encourage open communication and collaboration
3. Information Management Strategies

IDA recognises that maintaining clear and consistent communication channels is vital to the success of its work-life strategy. The senior management regularly engages employees through multiple platforms such as annual staff conferences, meetings with line managers, and EDM, intranet and social media.

4. Performance Management Strategies

IDA has an outcomes-driven performance management system where staff are assessed on the quality and quantity of work delivered. With the focus on measurable work outcomes, employees have responded well to the autonomy given to them via flex options. IDA also identified and addressed its biggest barrier to work-life harmony – employees’ heavy workload – by developing managers’ capabilities to manage workload and addressing inefficiencies in work processes by adopting shorter meetings and process re-design.​

Promising Outcomes

With strong leadership and strategic HR support, IDA has devised a successful holistic work-life strategy that gives the organisation an edge in a competitive hiring environment, evidenced by its higher staff retention rate compared to the industry average. With the strong organisational support for work-life effectiveness, employees are also highly engaged and motivated to perform at work.

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