LTA has a well-articulated work-life strategy that provides a holistic framework to support employees’ overall well-being at work and in their personal lives. A comprehensive range of work-life initiatives that focuses on three key areas – mind, body and heart – is made available to employees to facilitate work-life harmony across all life stages.
Industry: Public Service
Employment size: Above 4,800
Employment profile: Engineers and technicians; public transport planning and operations, infrastructure and development, and corporate support staff
Featured work-life programmes:
the Executive Summary.
Flexible Work Arrangements
- Staggered time
- Childcare leave
- Parent-care leave
Employee Support Schemes
- Employee Assistance Programme
- Lunchtime talks
- Health screenings
- Family Day
- Staff club equipped with recreational facilities
- CSR initiatives
Staff welfare and engagement is a management priority at the Land Transport Authority (LTA) and the leadership team believes that employees must be equipped to achieve work-life harmony at various life stages. They ensure that work-life harmony continues to be an organisational priority, through creating structured appointments to spearhead work-life strategy and initiatives at the highest level of management. The senior management and HR collaborate closely to ensure the success of its work-life strategy - the HR team proactively assesses work-life needs on the ground and introduces work-life initiatives to address these needs, while senior management guide their respective divisions in executing these programmes.
LTA believes that creating a flexible work culture is integral to its organisational mission to enhance the efficiency of the public transport system. Its work-life strategy encourages employees to maximise productivity and efficiency, both at work and in their personal lives.
Its Employee Well-Being and Satisfaction Framework comprises three core elements:
- Mind – initiatives that contribute to employees’ emotional and mental well-being
- Body – initiatives that contribute to employees’ physical health and wellness
- Heart – management support for programmes and policies that enable employees to achieve work-life harmony
Recognising that consistent communication with employees is the key to cultivating a strong trust culture, LTA strives to maintain open communication channels between senior management and the workforce. Regular luncheons and quarterly online chats with senior management enable staff to raise work-life and other HR-related issues and provide feedback on current work-life policies and programmes.
LTA has adopted an outcome-based performance assessment framework based on setting measurable Key Result Areas (KRAs). Supervisors and employees hold face-to-face meetings at key phases, including the target setting stage, mid-year and year-end appraisals, and openly discuss the employee’s job performance and progress.
With a healthy work-life culture in place, employee loyalty and the overall team dynamics have strengthened. Employees recognise that their welfare is an organisational priority, and willingly align themselves with the organisational mission and vision and work closely together to realise LTA’s goal of creating a people-centred land transport system.
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This case study was first published on the former Employer Alliance website.