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A) Within HR Family
Building Collaborative Behaviours through Informal Networking & Engagement Activities
- Within Dept: Physical check-in session/meeting once a month to build social capital
- Across Dept in Small Group: Opportunities to gather in small group for informal bonding session (similar to the groupings done during HR Retreat 2022)

B) Across PSA SG (incl. HR)
Building Collaborative Behaviours through Informal Networking & Engagement Activities
- Quarterly bonding session can be held instead of annually
- "Internal Social Media Platform/Virtual Pantry" by divisions where staff can share about their personal life/happenings (non work-related)

Driving an Open & Trust-based Workplace Behaviour
- More informal/casual check-in with individual staff instead of structured ones during appraisal where staff could openly feedback and share their thoughts
- With the latest announcement on SMM, it is still important to retain the "human touch" and trust where despite the stipulated days staff should be back in office, there should still be flexibility adopted on a case-to-case basis (something HR is already doing very well!)

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- Environment (colleagues & bosses) & culture, accomplishing the tasks given on time
- Able to process payment promptly and accurately, good friends at work & supportive supervisors
- Exposure to different job experience, job variety, opportunities to learn and grow alongside PSA, job stability
- Exposure and experience through OJT

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-Have regular informal dialogue sessions to catch up on our aspirations.
-To widen the category of (subsidised) relevant courses for us to upgrade/ pick up new skillsets/ sharpen our interests
-Provide a catalogue of relevant professional courses that staff can take up
-To have a career pathway briefing/ guidebook
-Internal cross-divisional attachments to understand business operations/ HR expectations from different perspectives

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Difference between Work-life balance and Work-life harmony

o   Work Life Balance: Work is work, life is life. You don’t do work during your personal time.

o   Work Life Harmony: If you are expected to fulfill your work duties during your personal time, are you able to take time off during working hours to handle personal matters?

-          It is about making choices and in control of doing what you need to do while being responsible to your work. (Example: Watch a short article you are interested in to take a mini break from work)

-          In control of how you plan to do your work, whatever choice you make, should not affect the quality of your work.

-          Work life and personal life interacting positively

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- Cut-off for work time & dedicated family time
- Ok to contact after office hours on weekdays but not to be disturbed during weekends
- Birthday leave / family day
- Enjoy our work
- No long meetings (very draining), avoid late meetings that start at 530/6pm
- Ability to work at home and in office
- Fun activities during office hours (e.g. teabreaks)
- Flexibility to manage tasks/output

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(a) HR
More informal sessions such as the Fishy gatherings to mingle, Friday tea break

HR Staff Engagement Comm revive outings (Organise trip to JB to eat durians, etc)

(b) PSA SG
Virtual game sessions where different employees gather and engage

Interest grps (informal)

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Why are people resigning?
- Pay not competitive
- Work-life not balanced (weekdays after office hours still working, weekends also expected to work, workload increase, very stressed)
- weak/poor relationship with colleagues/bosses
- people feel unappreciated (bonus/increment not reflective, do alot but no promotion (only good performers get promoted = recognition of good performance),

What can PSA do to counter these 4 reasons?
- Revise pay package, share which market are we comparing/competitive against (more transparency)
- Change mindset/culture on what it means to be a good performer/rank
- emails must be replied immediately (at odd hours)
- norm to work beyond working hours
- continue to have EOP on relationship with "supervisor". bosses to do more staff comm/build rapport outside of work
- Transparency about the ranking process

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- Know the company direction, understand the need to change (explain the change and how it can benefit them) and to convince people to buy in to the change.
- to be a successful change agent, be a role model first by reviewing own current processes and simplify/computerise them where possible
- to be knowledgeable - upgrade skills through training. know what needs to be changed/ can be changed.
- Be the driver of change - engage & encourage others to come alongside the change
- think big, start small - gain momentum and build confidence in others that the change is doable
- build / leverage on network of the people that we can collaborate with to spread the words of change, to cast a wider net
- find out the pros & cons of the change and proactively turn the cons to pros/neutral, addressing them before it became an issue through good communication
- Communicate & communicate & communicate - ensure that down to the last man understand the change
- gather feedback on the change and be open to adjust along the way, to show that the feedback is heard

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- We have to be adaptable and flexible to keep up with the changes ourselves
- Inculcate good culture so as to get everyone happy and rowing the same direction
- Need to be resilient and anti-fragile! Maintain good mental health!
- Maintain good rapport and teamwork within our teams as well as with relevant stakeholders

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- Provide staff with ongoing training and development to build, develop and upskill themselves

- Create opportunities to collaborate with one another and share experiences, such as cross-functional projects within HR and job rotations

- Short attachment with another peer (not necessary mentor/mentee), e.g. follow someone for a day. Possible to explore overseas attachment too?

- Invite external HR professionals to attend networking sessions and exchange of learning journey.

- Have regular team bonding sessions!

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Job fulfilment
- seeing something done well
- career progression
- being of assistance / helping colleagues
- offer opportunities for staff to expand their skill sets as they work on progressively more challenging and rewarding projects >> Career Progression!
- better meet the career aspirations of staff through job redesign
- seeing how our role impacts the company / economy
- attracted to the job experience

Loyalty
- friends and colleagues
- surrounding ourselves with like-minded individuals that motivate us to succeed
- purpose and meaning in what we do

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- Time Flexibility, Trust and empowerment
- Same as Team 11 :)

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- Training
- Exposure
- Rotation within HR
- Cross-Division/Department Projects
- Fixed timing for e-learnings
- More flexible benefits and courses for hobby related expenses (i.e. buying books on bicycles)
-

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-soft skills: motivational, coaching
-technical skills (e.g. data analytics)
-job rotation to learn other areas of HR
-attend training (specialized HR course)
- cross divisional mentoring program
-industry visits (learning others' best practices)
-attachment to line dept to better understand the work environment and staff profile
-subscribe to relevant reading materials to deepen our HR knowledge

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- Great colleagues & peers
- Making the (internal) customer happy/grateful
- Being appreciated (from bosses & users)
- Doing what we enjoy/being happy
- Making a difference, doing meaningful work that has an impact
- Learning new things through the job
- Satisfaction in meeting objectives/KPI (e.g. recruiting talent)
- Being able to complete jobs without backlogs

# data[].attributes.body
- Engage staff more often to find out if they are happy and satisfied with the job
- Regular conversation with staff and address issues
- Review pay package
- Making changes fast