Bizlink Centre Singapore

​​​​​​​​​​​​Bizlink expresses its mission of “enabling thru’ [sic] employment” by offering the disadvantaged, especially persons with disabilities (PWDs), employment opportunities. As work-life harmony is vital to allow PWDs to work while attending to their physical needs, Bizlink is a strong advocate of work-life and committed to creating a work environment where both able-bodied employees and PWDs are able to manage both their personal and professional responsibilities.

Facts in a Flash

Industry Industry: Voluntary Welfare Organisations

Employment size Employment size: Above 30

Employment profile  Employment profile: Consultants, administrative staff, managers, volunteers; staff profile includes PWDs and  disadvantaged people

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • Part-time work
  • Flexible hours
  • Telecommuting
  • ​Compressed work schedule
  • Staggered time
Leave Benefits
  • Extended maternity leave
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"Enabling Thru’ Employment"

Bizlink Centre Singapore (Bizlink) offers job assessment services for persons with disabilities (PWDs) to ensure they find the best job fit. PWD clients are employed in various positions and nearly a quarter of them work part-time.

Offering Customised Flexible Work Arrangements

Consultant hot-desking is a flexible part-time scheme which gradually phases older employees into retirement. For instance, employees formerly in senior positions can become freelance consultants. Office and IT facilities are also put in place to support the flexible work arrangements (FWAs) available. This allows Bizlink to tap on the expertise and knowledge of longstanding workers and enable​s them to continue contributing to the organisation​.

Other FWAs are extended to staff on a case-by-case basis and the management tailors flexible solutions to the specific needs of each staff. With a mixed profile of employees, the largest challenge for Bizlink is in ensuring that its work-life programmes are relevant and effective across the organisation. To manage this, the non-profit has a comprehensive review system in place to refine its ​work-life strategy and conducts a full review of its practices every three years.

The organisation maintains an open door policy where staff can freely approach supervisors to raise personal work-life issues and discuss solutions.

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