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I feel that there should be more intentional efforts in creating platforms for more   cross and even intra- departmental interactions to break out of the entrenched   formation of   unhealthy insular exclusive cliques that have caused much misery,   isolation, mental as well as psychological trauma who are excluded and left   out  because they may not ‘fit in’ due to non-work related matters. In reality,  such   ‘lonely’   individuals could be very positive and contribute a lot to the company   as   assets if they were not ostracized.

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Those in management should also hold individuals who promote toxicity,   insubordination and disharmony via gossip and misrepresentation amongst other   colleagues accountable for their actions. Character and integrity should be valued   more than mere ability and capability.

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Employees won over by virtue and consistent life modelling and the active   treasuring of those who believe in and   practice such traits can transform a mere   organization into an organic, genuine   thriving family where the currency in   relationships is based on mutual trust, respect, long-term loyalty and a   sense of   genuine common belonging.  These are intrinsic qualities that sets our company   apart from other entities distinctively and permanently- realities that no amount of   extrinsic programming, remuneration or textbook management principle can replicate

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Much as SDC needs to justify its usefulness, branding and future existence via   techniques, programmes and expansion of  scope of activities, yet, if people are   treated as resources to be utilized and not valued for who they are intrinsically, it may   lead to an unhealthy breeding of a culture of transactional relationships   where many   simply may ‘bend with the wind’ to please others based on self- interests, but may not   act   trustworthily, consistently, honestly and selflessly for the welfare of others based   on moral   conviction and principle.

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Topic 6: It is crucial that the management actively demonstrates and ‘walks the talk’ in regarding all employees as individuals and people first by treating them based on their character and then seeing their abilities as a subset of these vital lenses of evaluation. Putting the cart before the horse often leads to letting in wolves disguised in sheep’s clothing that can actually  destroy any healthy entity from the inside out.

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Topic 6: It is crucial that the management actively demonstrates and ‘walks the talk’ in regarding all employees as individuals and people first by treating them based on their character and then seeing their abilities as a subset of these vital lenses of evaluation. Putting the cart before the horse often leads to letting in wolves disguised in sheep’s clothing that can actually  destroy any healthy entity from the inside out.

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Topic 5: Managing new entities like RBC, ARMS, etc., would open up new opportunities for career growth. Currently there is limited scope for staff to move up, so this new opportunities would be welcome.

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Topic 2

There seems to be some vagueness of job scope within the cluster. Work can be processed faster and less tensions if there is better clArity of roles and positioning of teams.

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SDC needs to be recognised for its work at a higher level. Eg ministerial, government , national and eventually international level . The publicity team need needs to aim higher ..

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Topic 5: A lot of talk is about relaunching SDC in June (or now possibly in Nov) but beyond the relaunch event, what is our company strategy to get the nos. into our centre? Especially if classrooms have been converted to house new activities, which will affect the through- put for our school programmes.

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I feel that we aren't necessarily against change but rather we appreciate if there was more communication and adequate lead time to adapt to change. If we feel like we are supported by the relevant people, it will help us immensely in doing our planning. For e.g. regarding plans in April/May, I don't get a clear sense of direction wrt if we should actively plan for in centre programmes or just concentrate on outreach. The uncertainty will incur more costs which will run counter to revenue generation.

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7) SDC needs to be more visible in terms of what we do. Offering more of out of centre programs would help us to gain more recognition and visibility

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5) SDC is evolving, I’m excited to be part of this. But I’m hoping the changes can be more drastic . E.g the concourse was renovated but looks much the same , the retail space too. I am really hoping for real changes to the canteen , exhibition halls, office space , discovery land and the lake

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I would be interested to know more about the possible roles that managing RBC and CCM would open up.

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1) very supportive RO.

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Topic 4: In general, I feel that colleagues are supportive and I can approach them for help.

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It is interesting to see what future activities/direction the company will take.

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5) transparency is important to me, especially when it involves the direction where the company is headed. It will lead to less stress and second-guessing that could potentially create uncertainties.

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There needs to be a more structured manner in the dissemination of information to the staff. Right now, it is not very structured.

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Topic 5: Changes undertaken by the company are radical, which may not necessarily be a bad thing. However effort should be directed towards doing environmental scans before making these changes. Consequences of changes should also be weighed and deliberated upon.

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7) I feel that sometimes the upper  management decisions are very reactive and it doesn't allow us to react in a productive way.  It will also leads to us doing double job.

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7) I feel that sometimes the upper  management decisions are very reactive and it doesn't allow us to react in a productive way.  It will also leads to us doing double job.

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Despite reassurances given by upper management, I still feel uncertain about the future of programming in SDC.

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3) I feel motivated to go to work as I have good friends at work. I enjoy challenges and coming up with new programmes.

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Topic 4  l felt that SDC staff had great rapport and friendly relationship with one another, especially with the frequent bonding sessions e.g. IHT, Staff Com, festive celebrations, WHP etc.  However feel that such events have been reduced significantly.

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Topic 4
Generally, the staff I am working with are very supportive of each other. I believe most of us who left the service to join SDC are not motivated by the monetary benefits. Hence I feel that the staff morale and camaraderie would be much better if we were genuinely honest with each other. Besides, our team is too small and too closely knit to compete with each other.

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4) I feel that my relationship with peers are healthy.  Sometimes to healthy.  But it helps with me when im doing my work as I can approach any of my peers if I need any help

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4) I feel that my relationship with peers are healthy.  Sometimes to healthy.  But it helps with me when im doing my work as I can approach any of my peers if I need any help

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Really need to settle the processes with Sales. It's a constant source of tension in areas that need not be uncertain

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2) There is good commaradarie with team members and generally the staff of sdc are friendly.

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7) The identity of SDC needs to be way more distinct. Many instances of public asking what exactly does SDC showcase and what do we do there. 

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7) The identity of SDC needs to be way more distinct. Many instances of public asking what exactly does SDC showcase and what do we do there. 

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As much as we would like to showcase the Singapore story and non physical types of exhibits, we should also have something concrete for the viewers to grasp ,  some iconic landmark for SDC to shout-out and be remembered

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Topic 2: Information now takes a while to travel downstream, so everyone is not always on the same page regarding organisational/policy changes.

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Topic 5: In view of the new offerings by SDC, like Escape Room, Laser Tag, etc., which seem more youth centric, our  Division would have to think of how to incorporate these into our offerings for younger audiences like our Pri school students.

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Topic 4 : it is important to communicate one's concerns ,whether to peers or reporting officers in a respectful, professional and objective manner with the openness to know the situation holistically first before jumping prematurely to conclusions that may actually lead to unnecessary tensions in relationships and propagation of falsehoods, which would not be good for staff collegiality over the long  term.

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Topic 3 definitely feel sense of job satisfaction. Enjoying my job scope. However unsure of the prospect in this position. What is the career growth available for me?

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Topic 1
I feel good working with my RO because she looks after my well being and genuinely cares for me. She is consultative in her approach and she is resourceful in directing me to the right avenues where required. I feel very supported when working with her.

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I appreciate the ability to candidly speak to my RO about issues faced at work or to seek advice.

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5) company direction

Glad that we have the long overdue impetus for ! Although care must be given to handle unintended consequences.

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1) I have a good relationship with my RO. She understands issues that I faced at work and at home. Overall, it is a supportive environment at work.

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RO may not be in the best position to access officer's scope of work due   to   dysfunctional legacies inherited through hastily   arranged re-  organisations and forcible transplanting of staff to positions where one   has limited collaboration, authority to intervene, interaction and   familiarity with what other colleagues are responsible for.

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Topic 1 relationship with my RO is great. my RO is approachable and understanding.. I feel like I can seek her help without getting stressed out.

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Currently little room for career growth.

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Topic 4: I feel that there should be more intentional efforts in creating platforms for more cross department interactions 

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Topic 4: I feel that there should be more intentional efforts in creating platforms for more cross department interactions 

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These topics which we have provided are ONLY for your reference.
Rest assured that each of you has the freedom to respond to any of these topics if they resonate with you. There is no need to give feedback for all the topics listed here.
Please also feel free to post or any other areas of improvement you would like to see in SDC under Topic 7 if your area of concern is not listed here. :)

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Feedback: Write the Topic number first in your post before expressing your opinions (eg Topic 6: I feel that .......)

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2) Structural Issues (e.g. work flow, information flow)

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2) Structural Issues (e.g. work flow, information flow)

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1 ) Relationship with Reporting Officers                                                                                 

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1 ) Relationship with Reporting Officers                                                                                 

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7) Any other areas of improvement you wish to see in SDC.

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7) Any other areas of improvement you wish to see in SDC.

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