Yayasan MENDAKI

​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​MENDAKI is a pioneer self-help Group formed in 1982, dedicated to empowering the Malay Muslim community. In a conscious effort to ‘walk the talk’ amongst employees, it has adopted a family-focused work-life strategy that aligns with its organisational philosophy.

Facts​ in a Flash

Industry Industry: Voluntary Welfare Organisations

Employment size Employment size: Above 100

Employment profile  Employment profile: Managerial and administrative staff

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • Part-time work
  • Flexible hours
  • Telecommuting
Leave Schemes
  • Birthday leave
  • Wedding anniversary leave
  • Eldercare leave
  • Childcare leave
  • Maid-in-absence leave
  • Paternity leave​
  • Examination leave
  • Discretionary days off (3 days)
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Click here to o​​​​​​​pen the Executive Summary.

Business Case

As a non-profit organisation, Yayasan MENDAKI (MENDAKI) conducts extensive preventive and developmental programmes in the areas of education, youth, family and employability, which complement national initiatives. The organisation has created a family-friendly workplace, in its bid to hire and retain employees who are both highly qualified and passionate about MENDAKI’s vision and mission.

Success Factors

1. Organisational Leadership Strategies

MENDAKI’s healthy work-life culture is largely attributable to the leadership buy-in for its overall work-life strategy. The senior management takes a proactive stance with a CEO-led HR committee that meets monthly to understand HR issues, including work-life challenges faced on the ground, and to reach a consensus on possible solutions. As such, every senior leader has a vested interest in the success of the organisation’s work-life strategy, ensuring its sustainability over the long term.

2. Information Management Strategies

As MENDAKI’s work-life plan continually evolves to better suit the needs of its employees, communication and change management is key. Here, the management and HR have instituted a transparent and consistent way of sharing updates to work-life initiatives, and also provide employees with multiple avenues for constructive feedback.

Promising Outcomes

MENDAKI’s family-focused work-life plan has been successful as a hiring and retention strategy, and made a positive impact on the overall work culture. Employees have high morale and feel meaningfully engaged at work. This has helped to raise the service standards of the organisation, to make a lasting impact in the community. The organisation has also received external recognition for its work-life practices, and was a recipient of the Work-Life Excellence Award in 2006, 2008 and 2010​.

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