Asian Women’s Welfare Association

​​​​​AWWA’s work-life philosophy and strategy are aligned with its organisational mission and values. The management places great emphasis on a strong holistic ‘family’ culture for its employees and this has translated into a comprehensive work-life strategy that has been highly effective in attracting and retaining the best talent.

Facts in a Flash

Industry Industry: Education

Employment size Employment size: Above 300

Employment profile Employment profile: Frontline/service staff, teaching staff, healthcare and corporate professionals

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • Telecommuting
  • Staggered time
  • Part-time work
Leave Schemes
  • Caregivers leave (allows employees to take leave in order to care for immediate family member)
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Business Case

Recognising the direct impact that employees have on service quality, Asian Women’s Welfare Association (AWWA) views recruitment and retention of quality talent as a key organisational priority. As a non-profit organisation operating on a lean budget, AWWA adopted a comprehensive and effective work-life strategy as an alternative approach in order to attract and retain the right staff for the job.

Success Factors

1. Organisational Leadership Strategies

Strong support from top management is key to the success of AWWA's work-life strategy. The non-profit organisation has a Board of Management that is highly empathetic towards employees' work-life needs. The leadership emphasises family-friendly practices to ensure that employees have sufficient time for family and personal pursuits and ensures that all are given equal access to work-life options available.

2. Organisational Work-life Strategy

AWWA's work-life philosophy and strategy are aligned with its organisational mission and values. A trust-based culture underpins its work-life programmes and how they are implemented. Employees are empowered to work independently and remotely with minimal supervision; and are also encouraged to share their work-life challenges with supervisors, allowing them to work out potential solutions.

3. Information Management Strategies

AWWA recognises that its work-life strategy has to be reviewed regularly to meet the changing needs of its employees. Hence, the organisation put in place several practices, such as a bi-annual employee engagement survey to assess its work-life climate, and an Open Door policy to regularly gauge the effectiveness of current work-life programmes and identify areas for improvement.

4. Workforce Planning

AWWA also conducts workforce planning exercises to examine staff strength and individual workloads as well as anticipate staffing needs that might occur due to employees on flexibility options, training and programme expansion, amongst other possibilities.

5. Enablers of Flexibility Programmes

AWWA equips employees with IT tools and infrastructure to support the various flexible work arrangements offered.

6. Performance Management Strategies

In order to accurately assess the efficiency and productivity of its employees, AWWA has instituted a comprehensive performance management system. AWWA believes that employees' contributions should be measured by the quality of the work produced. Therefore, superiors work with employees to set clear measurable key performance indicator​s at the start of each year, followed by review and appraisals through the year.

Promising Outcomes

AWWA’s work-life strategies have proven to be effective as indicated by the high take-up of the different flexibility options. Its employee engagement survey has also shown that employees have benefitted greatly from the flexible work culture and are motivated. As a non-profit organisation serving disadvantaged members of society, AWWA’s creative solution of offering work-life options has proven to be an excellent strategy in attracting and retaining the best talent.

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