You’ve got mail

The rise of the internet, mobile phones and fax machines brought on new challenges for the global postal industry. SingPost, the leading provider of mail and logistics services here in Singapore had to re-examine its business strategies to stay relevant to its clientele.

The postal giant is traditionally known for its strong service culture. However, to be competitive in a changing marketplace, SingPost saw the need to include a strong sales element in its business. It started introducing new products, such as easy-to-use postage paid delivery packs.

As with most major organisational changes, this called for renewed attitudes among its employees. Instead of just processing mail, frontline staff were asked to identify new sales opportunities based on customers’ needs and to promote the right products based on these needs. “The job became more demanding and employees had to work smarter to be more productive,” says Loh Choo Beng, executive vice president, Retail and Financial Services, SingPost. “Our people needed a mindset change and we had to get them aligned through regular communication and sharing of information.”

Leading change

Good leadership is a critical part of organisational change. Recognising this, SingPost places a lot of emphasis on leadership training to ensure that senior managers are adequately prepared to drive transformation, Loh says.

Senior managers at SingPost attend an Organisation Management Course, a 5½ day programme on topics such as assessing organisational performance, managerial practices and group dynamics. By the end of the course, participants gain a better understanding of how to analyse the way a group functions and will be able to redefine the management process in the light of technological and social changes in the world, Loh says.

Good leaders need to be more than just technically competent – they must be able to connect with employees. This is where a person’s emotional quotient (EQ) can make a difference. At SingPost, officers in supervisory roles must attend a one-day workshop on EQ. The course teaches them to be more self aware, to increase their emotional literacy and manage emotions in conflict situations. “You need a certain level of EQ to influence the other party to work with you and achieve the desired outcome. Having a good EQ can also minimise potential conflict and improve the work environment,” Loh says.

SingPost also engages its high-performers through a cross-functional coaching programme. Here, senior officers from different departments come under the wings of a senior management staff member. Through regular interaction, the officers learn about issues faced by the organisation while exchanging ideas and providing feedback. This approach allows employees to be aware of what their peers are doing and prevents a silo mentality. “It encourages people to step up in a challenging transformational environment and be aligned in the same direction,” Loh says.

Mature workers

New legislation introduced this year requires companies to offer re-employment to workers who have reached the retirement age of 62. SingPost has been ahead of the pack in this respect, offering its own re-employment scheme since 1994.

Employees at SingPost can continue to work on a yearly renewable contract after they turn 62, so long as they are medically fit and able to meet their performance goals. While the new law allows companies to adjust the salaries of these workers, SingPost has decided not to participate in any paycut regime. It is also looking at ways to increase medical coverage for this group of employees.

According to Loh, many older workers in the organisation know the postal business well and come with a wealth of knowledge. They also have good influence at the ground-level “Age is not a constraint. Will and skill are more important,” Loh says.

SingPost chairman Lim Ho Kee is a strong supporter of these re-employment initiatives, Loh says. It would have been difficult to convince the various departments to accept re-deployed workers without management support, he adds.

At present, SingPost hires about 2,300 full time staff. Some 400 are aged between 55 and 62. Of this, 32 will turn 62 this year.

Striking a balance

SingPost has introduced a number of initiatives to foster better work-life harmony among employees. One of the major drivers of this is Zesto, a sports and recreation committee that aims to build better relationships among staff through activities that also promote health and wel being.

Zesto gives staff an opportunity to get out of the workplace and participate in activities like walks, futsal games, badminton tournaments and movie outings. Employees can form their own teams across divisions, getting to know each other better in a non-work environment.

Every month, the HR department arranges for fruit or biscuits to be delivered to the desks of every employes. Called ‘Joy Breaks’, it serves as a token of appreciation for employees’ efforts, Loh says.

Individual divisions at SingPost are also able to form their own team work programmes, which often take place in an outdoor setting such as East Coast Park. This serves as a less formal platform for employees to hold discussions among themselves and bond with each other.