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https://www.youtube.com/c/MyOnlineTrainingHub/videos

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microsoft excel tutorials "microsoft excel" "learn excel"

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At My Online Training Hub (https://www.MyOnlineTrainingHub.com), we love Excel, and our channel is all about sharing the Excel knowledge we've built up over 20+ years, so you can become more efficient and move up the career ladder. And for those who really want to skyrocket their Excel skills we send out a weekly Excel newsletter containing a step by step tutorial.

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WAW The Transparency Era is here Jan 2023

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SNEF Information on Wage and Employment Outlook 2022-2023 (Participants)

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SINGAPORE - More job seekers here can look forward to getting hired based on their skills - instead of traditional yardsticks such as past job titles and educational qualifications - under a new programme designed to promote skills-based employment among companies.

This Skills Path initiative presents an alternative route for candidates to get hired, said professional social network LinkedIn in announcing the pilot on Friday (Aug 13).

"Today, it is far more relevant to hire workers based on their existing skills, and invest in their development thereafter, through on-the-job training or learning courses," LinkedIn added.

This comes as more companies shift away from conventional hiring practices to discover potential employees and plug their skills gaps amid the Covid-19 pandemic.

Last year, some growth sectors such as e-commerce, for instance, struggled to find workers to fill newly created roles.

The new programme, supported by the National Jobs Council, builds on LinkedIn's efforts to help job seekers demonstrate their competencies, as well as support firms in expanding their pool of talent with diverse experiences.

Companies that have come on board to offer roles under the initiative include CapitaLand, Carousell, foodpanda, Lazada, NTUC Enterprise, OCBC Bank, Zalora and Zuellig Pharma. These firms are hiring for positions such as recruiters, data analysts and supply chain coordinators.

LinkedIn Asia-Pacific managing director Feon Ang called on more organisations to join the programme to meet the demand for skills, adding that the company has plans to expand its Skills Path initiative globally.

"This also signifies the start of our rallying cry to everyone who can help. The transition to a skills-based economy is not a task that can be solely undertaken by a single entity," she said.

Under the Skills Path programme, suitable opportunities will be suggested to job seekers on the LinkedIn platform from next month. This will be based on their proven skills.

Job seekers pursuing open roles through the programme can pick up the required skills with free learning courses on LinkedIn and validate their skills after. They can improve their applications by submitting a video or written introduction to showcase their soft skills.

Shortlisted candidates can expect to speak to a recruiter within two weeks.

Currently, six types of roles will be available under Skills Path: customer service personnel, data analysts, project managers, recruiters, supply chain coordinators and sales development professionals.

To improve the employability of workers, LinkedIn will also be offering more help through virtual workshops. The workers will learn how to set up a profile on the platform and gain insights on how firms hire, among other tips. The workshops will run from this month to November.

Participating firms believe the programme will pave the way for the future of work.

Zalora chief people officer Louise Pender said skills will be the new currency in a post-pandemic world. "In the modern workforce, a candidate's future potential and the skills they have will be more important than their past work history," she added.

Foodpanda Singapore's head of people Judit Hordai said investing in inclusive hiring practices that embrace a wider range of qualities and perspectives gives it a competitive advantage.

She added: "Not only will it help level the playing field for all applicants, but it also provides us with access to an even more diverse talent pool of Singaporeans."

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New initiative to hire S'pore workers based on skills, instead of past qualifications, titles

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SINGAPORE - More job seekers here can look forward to getting hired based on their skills - instead of traditional yardsticks such as past job titles and educational qualifications - under a new programme designed to promote skills-based employment among companies.

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Can check this out for excel lessons

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Tutorials on HR analytics, Excel skills, learn about data analysis with a focus on HR specific issues and topics. Videos will usually be posted every Monday and Wednesday. My videos focus on solving specific real-life problems with technical skills. My wish is that my videos will help you save tim…

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Excel for HR: Salary Structure Floating Bar Chart

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How to Get Others to Adopt Your Recommendation | Nancy Duarte

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To sell your ideas, you have to understand what your particular audience needs to hear.

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How to Create a Merit Matrix for Salary Increase with Goal Seek Function

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Drive lasting change and make DE&I your competitive advantage.

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About 19,000 lower-wage retail workers to benefit from Progressive Wage Model

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Example of Range Penetration and Compa-Ratio

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Example of Range Penetration and Compa-Ratio

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Example of Compa-Ratio and Range Penetration.PNG

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JavaScript must be enabled in order for you to use Google Careers. However, it seems JavaScript is either disabled or not supported by your browser. To view the site, please enable JavaScript by changing your browser options, then try again.

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Careers at Google - find a job at Google. Look inside engineering jobs at Google.

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In-class activity comparing actual org-weighted data to regressed data. We use regressed data as this has been smoothed to the trendline instead of actuals which may have outliers

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Regressed data vs actual data - 12 Feb 2023 in class explanation

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SINGAPORE - The Republic may want to seriously study a modest minimum wage as a complement to the existing progressive wage model (PWM), said Singapore's central bank chief on Thursday (July 22).

However, Mr Ravi Menon, managing director of the Monetary Authority of Singapore, cautioned against exaggerating the benefits of a minimum wage, saying it will not make a discernible dent in income inequality.

"If we have a minimum wage, we must be clear of its rationale: it is to help lift the wages of those at the bottom of the income distribution.

"A minimum wage also signifies a societal value: that no one should be paid less than this amount for his or her labour. It is not unlike setting minimum standards for workplace safety and humane conditions of work," he said.

He was speaking on the topic "An Inclusive Society" at the Institute of Policy Studies (IPS) at the Lee Kuan Yew School of Public Policy.

Mr Menon said that if a national minimum wage is seen as too big a step, the Government could more decisively use the Local Qualifying Salary (LQS) as a de facto minimum wage.

The LQS, currently at least $1,400 a month, is the minimum wage that must be paid to resident workers, so that they can count towards the firm's total workforce when determining its Work Permit and S Pass quota entitlement.

"We could consider steadily increasing the LQS over time...for the last few years, it has been going up by $100 every year. We could continue doing so or even step up the increases," said Mr Menon.

Minimum wage

He said there is a large body of empirical evidence across countries that finds zero or minimal adverse effects on employment from increasing the minimum wage.

But the issue is not straightforward. For any form of minimum wage to work, governments need to simultaneously raise the price of foreigners relative to locals, he said.

"While one way to do it would be to raise foreign worker levies, the levy increase could simply be passed down to the foreign worker in terms of wage reductions, leading to a reduction in labour quality."

A key consideration is what level a minimum wage should be set at.

Citing an example of a minimum wage of $1,200 per month, he posed these questions: "What are the likely effects on wages, employment, and prices in different industries?

"What is the wage distribution of workers earning below the $1,200 level? If most of them are bunched close to $1,200, there is a good chance the positive wage effect could be sizeable while the negative employment effect is trivial. But if most of these workers are well below $1,200, there is a chance that many of them may become unemployed.

"Is there scope to move them to other jobs?"

The PWM - a wage ladder implemented in the cleaning, security, and landscape sectors, where workers earn higher wages as they upgrade their skills - has been the subject of some debate in Parliament.

It was announced earlier this month that local escalator maintenance workers will also be covered under the PWM from 2022, along with those maintaining lifts.

Mr Menon noted that the sector-based PWM is more effective than a national minimum wage at improving the wage prospects of most low-wage workers.

But it is not clear whether the PWM can be extended to all occupations below the 30th percentile, how long it will take, and whether it will work as well, he added.

Hence, the minimum wage and progressive wage need not be alternatives, but complements.

Social inclusion: two safety nets, one trampoline, and four escalators

In his speech, Mr Menon said Singapore's social inclusion agenda must be centred on jobs and wages.

This means raising the wages of low-wage workers, sustaining median wage growth, and promoting income mobility through a comprehensive range of tools.

He described the tools as safety nets to provide a basic level of support; trampolines to help people bounce back if they fall; and escalators to help people move up along progressively higher wages.

The two safety nets are a minimum wage and an enhanced Workfare Income Supplement.

The trampoline is re-employment support, and the four escalators are progressive wages, reclaimed jobs, professionalised jobs, and life-long learning.

He noted that a study by MAS found that an increase in the LQS raises the effective minimum wage for resident workers in a "good proportion" of firms in the services sector.

While an increase in the LQS has some negative effects on employment, the negative impact is greater on foreign employment than on resident employment, he said.

A more dynamic and flexible labour market is needed to deal with technological disruption but Mr Menon said this requires more security for workers than what Singapore currently has.

He added that some form of temporary unemployment benefit or insurance is required to ease the transition of workers from redundant jobs to skills training, before they can take on new jobs.

"Re-employment support will help minimise underemployment and enhance the skills and adaptability of structurally unemployed workers. It will help them take the risks of transiting to new growth areas. It could also serve as a small automatic stabiliser during economic downturns by supporting domestic consumption."

He added that without a mechanism to save workers, the authorities are forced to save jobs, which may not always be a good idea. Rather, they should focus efforts on training and moving workers into higher-paying jobs.

The current approach of supporting workers - by subsidising their existing jobs through transfers to firms - may have to gradually pivot to directly supporting workers and their retraining into the new jobs of the future, such as by scaling up existing subsidised attach-and-train schemes, he said.

But this has to be designed as re-employment facilitation, rather than as unemployment benefits.

"Providing assistance without a deliberate link to employment search and active upskilling leads to poor outcomes, as shown by the experience in many countries. A well-designed re-employment support programme should be time-bound."

Citing the examples of Canada and Poland, Mr Menon observed that both countries have set the maximum duration of support depending on the business cycle, with a longer duration when the unemployment rate is higher and the probability of finding a job, lower.

Ultimately, he said, Singaporeans must ask themselves how much they are willing to pay for an inclusive society.

"We have a sizeable part of the economy based on cheap labour, local and foreign, and quite often proposals to raise local wages or improve conditions for foreign workers is met with resistance: that it will put these businesses out, lead to lay-offs of local employees, or lead to higher costs for Singaporeans.

"I do not want to trivialise these costs. But it is a test of how earnestly we want to be an inclusive society - are we willing to share the burden? Are we willing to pay the price?

"Ultimately, a truly inclusive society requires a value system that places the welfare of our fellow human beings alongside our own. We can be an inspiring nation, driven by purpose and based on values," said Mr Menon.

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Consider minimum wage as a complement to progressive wage model: MAS chief

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SINGAPORE - The Republic may want to seriously study a modest minimum wage as a complement to the existing progressive wage model (PWM), said Singapore's central bank chief on Thursday (July 22). However, Mr Ravi Menon, managing director of the Monetary Authority of Singapore, cautioned against exaggerating the benefits of a minimum wage, saying it will not make a discernible dent in income inequality.

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Korn Ferry Singapore 2022 Spot Survey Report (pw_KF2022)

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https://www.channelnewsasia.com/singapore/security-agency-demotes-300-officers-extends-working-hours-reset-wages-ntuc-mom-3259366

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SINGAPORE: A security agency demoted around 300 officers and backed down after a union intervened - only to extend their working hours in a continued bid to "reset" their wages and employment terms.

The Union of Security Employees (USE) and the Manpower Ministry (MOM) are now engaging the affected workers to establish "remedial actions", National Trades Union Congress (NTUC) secretary-general Ng Chee Meng said in a statement on Tuesday (Feb 7).

Calling it a case of "egregious behaviour", Mr Ng said USE was informed by some members late last year of the errant practices by the unnamed security agency, which hires more than 1,000 officers.

"As it no longer had the contracts to keep (the 300 officers) at their employed job ranks", the agency put them through a "forced demotion", said Mr Ng.

In a Facebook post later in the day, he said: "While the company eventually agreed to retain the officers at their current job ranks and pay them according to PWM (progressive wage model) wages, I am told they now want to make these officers work significantly longer hours.

"This is not right, and cannot be condoned."

Mr Ng said in its statement that due to the "unfairness of this unilateral action", USE took the agency to MOM for conciliation.

"NTUC and USE are keeping a close watch on this case and will not hesitate to take the agency to task should there be further non-compliance," said the labour chief, adding that no further details were available at this point.

He noted that for security officers, basic wages before overtime have increased from S$1,100 in 2016 to S$1,650 currently.

The Security Tripartite Cluster committee has recommended that this be further increased to S$2,650 from 2024.

"This will assure security officers of sustainable wage growth without needing to clock excessive hours for a higher gross wage," Mr Ng added.

"By setting a basic wage of S$2,650, security officers will be able to negotiate for better employment terms with their employers and focus on reducing their overall working hours."

The cluster - formed in 2013 to look into a progressive wage model for the security industry - also proposed capping extra working hours (above the 44-hour work week) at 72 hours a month.

In 2021, MOM charged at least 15 private security agencies for deploying officers beyond permissible limits of 12 hours a day. Two of these firms made their officers work back-to-back shifts of up to 20 hours a day.

Mr Ng on Tuesday said that NTUC and its affiliated unions were "watching this space tightly" to ensure that workers reap the benefits as intended under the progressive wage model.

The wage structure is expected to benefit 94 per cent - or about 234,000 employees - in the lower-wage workforce, spanning industries like security, cleaning, retail and landscaping. It will be extended to the food services and waste management industries later this year.

"We will ensure that their employers and service buyers alike, honour their legal and social obligations to our workers," said Mr Ng.

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Singapore security agency's 'forced demotion' of 300 officers prompts union action

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The manpower ministry also stepped in after the company extended its officers' working hours.

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In-class activity comparing actual org-weighted data to regressed data. We use regressed data as this has been smoothed to the trendline instead of actuals which may have outliers

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Regressed data vs actual data - 12 Feb 2023 in class explanation

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Yes. Pay too low, may not attract (right) people to join; while pay too high, may not encourage employee effort or differentiate high performers from the rest.

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A short video to share, about what motivates employees - Purpose, Autonomy and Mastery. Hope you find it useful.

https://youtu.be/1SfmmuC9IWs

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Please download into your notebook.

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tommy koh   bus company not rocket science

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Associate Professor Trevor Yu on attracting, retaining talent in healthcare sector

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Global Centre for Healthy Workplaces (GCHW)

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National University of Singapore, Awards Finalist Introduction

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Enter names, spin wheel to pick a random winner. Customize look and feel, save and share wheels.

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1. The Evolution of Workplace Wellness (linkedin.com)

2. GSK story: Sharon Wilkie Head of Operations, Employee Health and Wellbeing (dbswiso.prd)

3. Virtual Tour of GSK Asia House - YouTube

4. 5 Key Trends That Make Well-Being Programs Effective (gartner.com)

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Anyone working in the employee wellness space must acknowledge the fact that corporate wellness programs have benefitted the company more than the employees. The evolution of workplace wellness is an interesting history to study. Just for curiosity, I have researched this topic and got some interesting views.

The history of workplace wellness starts with the Italian physician Bernardini Ramazzini during the 17th century, who is believed to be one of the first to advocate the effects of work exposure on workers and was interested in the possibilities of preventing occupational diseases and helping improve employee well-being. Half a century after Ramazzini's death, the Industrial Revolution brought with it many new health-related problems and injuries due to the way work was scaled-up and systematized.

In 1810, Welsh social reformer Robert Marcus Owen proposed a 10-hour workday to help protect the well-being of the workforce. By 1817, he reformulated a more aggressive measure - the 8-hour workday. Better late than never, one of the first organizations to implement Owen's ideal on a wide scale in the United States was the Ford Motor Company in 1914.

In the more formal and hierarchical organizational culture of the 1950s, smoking and drinking were both acceptable and common. The advent of Employee Assistance Programs (EAPs) in the 1950s started offering wellness interventions primarily focused on alcoholism and related mental health issues. The activities of the occupational safety and health movement (OSH) and the worksite health promotion movement (WHP) laid the foundation for the next phase of change in workplace wellness programs, which became the next new normal.

The Johnson & Johnson's Live for Life program in 1979 became the torchbearer for big corporate worksite wellness programs. The companies now started providing support to control risk behaviors, weight control, nutrition, and stress management.

However, workplace wellness programs in the early 1980s mainly focused on the effects of physical fitness efforts on workers' health and performance. In 1986, the OSH started an initiative to highlight workers' mental health. Its aim was to address the issue of work-related mental health disorders. This was followed in 1991 by another initiative by the National Institute of Mental Health, called Managing Depression in the Workplace.

As more people began to talk about the work-life balance, wellness programs became a regular part of office life. Corporate culture started increasingly giving priority to incorporating initiatives designed to positively influence employee quality of life issues through lifestyle and behavioral change, which was directly correlated with productivity.

In the era of the internet, businesses and the world were experiencing dramatic innovation, global expansion, and advances in technology with the advent of companies like Skype, Google, Amazon, Facebook, Twitter, and YouTube. Employee wellness now moved a step ahead from simply providing physical and mental health support, and identified one-to-one counseling support as a major area of intervention.

As we entered the second decade of the 21st century, the workplace wellness journey continued a sharp uprise. The trend was to maintain the various "normal" aspects of corporate wellness programs, changing with the times, which meant incorporating more awareness and prevention services.

Today's workplace wellness programs are designed to provide more preventative care than aftercare for health conditions.

As a result of covid 19, the new stress factor that employees started suffering from was isolation, instability, stress, and distress, and the need for mental and behavioral health services has increased exponentially. As work from home became the new normal, the most exciting change in wellness programs needed the intervention of both clinical and non-clinical practitioners, working as part of wellbeing care teams. These teams will include mental, behavioral, and integrative health experts working in partnership with health, wellness, and professional recovery coaches. As important as physical, mental, and emotional health services now there is an increasing trend of inclusion of financial security training, and work-life and personal life balance training is being factored into wellness programs. Also, there is an increase in oriental spiritual and mindfulness practices, which is proven to not only give employees a sense of well-being but also helps in finding a purpose in their life.

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Anyone working in the employee wellness space must acknowledge the fact that corporate wellness programs have benefitted the company more than the employees. The evolution of workplace wellness is an interesting history to study.

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By Fardiana, Joanna, Kah Pei and Zhi Min

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Mercer TRS 2016 Regression Data for CSOE Students

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If not elsewhere covered in the module, would like to have some time discussing external market factors when determining salary adjustments. For example, due to Covid-19 as well as GST increase, cost of goods have increased quite significantly within the past 12 months. Employees feel the pinch and say that their pay is no longer sufficient to cover their cost of living. How do C&B professionals decide whether salary adjustment is due apart from regular annual increment? Is it purely based on whether retention becomes an issue, or are there any other considerations?

I once spoke with a C&B person who said that he tries not to do salary adjustment as increasing salary will intensify the inflation cycle (higher salary = higher cost to companies = higher price of goods, and the cycle continues). Yet, many people have changed jobs in the recent months in pursuit of higher pay which they need to adjust to the higher cost of living, which suggests that where the company does not adjust salary, employees take matters in their own hands and "adjust" their salary by moving laterally.

Interested to hear your thoughts on this.

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Photo taken on 25 Feb 24

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Excel for HR: Salary Structure Floating Bar Chart with Employee Data