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Respect & Communication
Staff Retention
PMP Management

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ultimately, it goes down to staff as end point for execution (Kenny)

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Need to moderate the workload distribution and time allocation to better prepare and cater re-train and job rotation, as most of staff are expected to multitask with quality

Good to recognize staff contribution through rewards, appreciation, staff welfare, 2nd phase career after retirement, etc.

Teaching tools support staff notebook, facilities and lab equipment should be better catered

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1. Respect and Communication

2. Workload

3. Sustainable Engagement

From Puy Yee

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1. Career Development (choice/empowerment)
2. Workload and the assessment of performance
3. Communication which will lead to better understanding in staff for initiatives and better teamwork
4. Above all, time/space to breathe to reflect in order to improve

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Twice there were MOE pay adjustment for teachers. But no news for SP, the wait was too long, now hit recession. (Kenny)

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1. Workload: Staff like teaching but overwhelm with 'admin' work and initiatives. 2. Rewards and Recognition and 3.Performance Management. Frustrations for not being promoted.

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There seems to be limited understanding of the SP remuneration in the context of the rest of the economy. The element of risk in private industry is far less prevalent in our context, and our situation is far less volitile.

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3 key areas : Rewards and Recognition; Workload; PMP Management  

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3 key areas : Rewards and Recognition; Workload; PMP Management  

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>how can middle management provide other forms of rewards and recognition to encourage staff ie flexibility in rewarding good performance
> Teaching vs non-teaching workload

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Staff spent a large amount of their time doing work related to teaching, but yet often the percentage is small compared to other admin work, and it is based on student feedback as the measuring criteria, need to review this to better reflect performance in teaching, which is the core function of acad staff.

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(1) Workload
(2) Respect & Communication
(3) Rewards & Recognition

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Performance Management, Rewards and Recognition, Workload

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Performance Management, Rewards and Recognition, Workload

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Following is a point which are related (also to Rewards & Communication). Sometimes it could just be perception that we're poorly paid, perhaps we can do a quick data presentation across the board(public service) and people will realise how fortunate/unfortunate we're?
I believe Recognition is also something that is within our control. But I'm thinking more of contingency planning. Perhaps establishing a proper delegation/role structure will help with progression, job-rotation, more importantly, disaster/contingency-planning and possibly leading to recognition.

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There seems to be a limited understanding of the PMP process, especially in terms of the role of bell curves in normalising ratings. Maybe the way RO's talk with their staff in performance review meetings should review the appraisal process.

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As we try to expand the work scope of non-acad staff to assist in acad support, perhaps the organisation should be mindful of relooking at the incentives of this group of staff as part of staff retention & recognition. (Vernon Tan)

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Staff Development was viewed as workload and burden.  Need to communicate the purpose clearly to staff again.

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Can more be done at DMIT/teams level to reward/recognize achievements?

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3 key areas
a) Workload
b) Rewards and Recognition ( Salary comparison with work? )
c) Organisation Change

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To progress from a nation of consumerism to one that innovates and invents products for the world, schools would have to lead the way. On the point of  staff retention, perhaps it will be good to relook at policies that encourage staff to take risk to develop products, run a start-ups or industry consultation so that the experience shared and passed on to the students. ..(Vernon Tan)

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1. How do we balance the workload across staff - trust in staff capability - can't afford failure because it affects students learning?
2. Acad vs non-acad taks & PMP weightages
3. Timing of tasks - better clarity & checklists

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PMP - SP management should do something about it since it's been mentioned again and again.

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PMP - SP management should do something about it since it's been mentioned again and again.

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Staff Benefits and Recognition - review existing benefits and recognition schemes

Workload - could be due to work processes and procedures. Admin Depts (like HR, INDT, Finance Dept) should review and simplify processes/procedures.

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some unresolved frustration and bitterness about performance management

a lot of comments on workload, new initiatives, differing pmp goals

some comments on a general need of appreciation
https://youtu.be/79DijItQXMM

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Staff are not happy with work load distribution and some staff are not keen on skills upgrading. Samson

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Staff are not happy with work load distribution and some staff are not keen on skills upgrading. Samson

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1.Promotion - staff may not clear that promotion is not just based on performance, but demonstrated performance, attitude and aptitude and potential in  promoted grade.     and next job fit, (Kenny)

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1. Promotion - staff may not clear that promotion is not just based on performance, but demonstrated performance, attitude and aptitude and potential in promoted grade. and next job fit,

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I see a need to address the concern of staff who feel that career development is not well defined in SP generally, even though there might be pathway for advancement.

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I see a common sentiment that the pace of change is too fast

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1) What are your thoughts on the comments by staff?
2) Based on the new input, what are the three (3) areas should DMIT be focused on?