Got this today.
Bleah, i was travelling at 88kmh at a 70kmh zone.
Heng it's just a warning.
That's S$130 and 4 demerit points saved!
There're better places to spend my money.
YAY!
Tuesday, November 20, 2007
Caught
As mentioned here, I saw a flash while travelling on KPE that day.
Got this today.
Bleah, i was travelling at 88kmh at a 70kmh zone.
Heng it's just a warning.
That's S$130 and 4 demerit points saved!
There're better places to spend my money.
YAY!
Got this today.
Bleah, i was travelling at 88kmh at a 70kmh zone.
Heng it's just a warning.
That's S$130 and 4 demerit points saved!
There're better places to spend my money.
YAY!
Perks
Some of the perks of being a Elite Gold Krisflyer is that you can go to the airport lounges while waiting for the stupid plane to take off.
Vietnam is just soooo dreary that I absolutely have no appetite eating at the hotel's restaurant. So i was without food all morning till i got to the airport.
And amid the nice and clean scenary, there's an ABUNDANCE of food... i think only HK airport can rival this... HK airport got freeflow minicups of Haagan Daz and Aglio Olio... but i digress.. so i had spag with calamari, shrimp balls, fried chicken, braised chicken, etc.. yummy way to wait for the plane before a 2-hour nap.
Vietnam is just soooo dreary that I absolutely have no appetite eating at the hotel's restaurant. So i was without food all morning till i got to the airport.
And amid the nice and clean scenary, there's an ABUNDANCE of food... i think only HK airport can rival this... HK airport got freeflow minicups of Haagan Daz and Aglio Olio... but i digress.. so i had spag with calamari, shrimp balls, fried chicken, braised chicken, etc.. yummy way to wait for the plane before a 2-hour nap.
Thursday, November 15, 2007
Tides of Change
My boss hasnt actually announced my departure formally as he wants to do it sometime nearer D-Day.
So it's really a wonder in the office how come i arrive at 10am everyday and leave at 5:45pm. It's also a wonder how come it's been one month since I've last travelled.
The last point is a moot point because I'm actually going to Vietnam next week. It was supposed to be a five-day trip but I convinced him to ask someone else to supervise this and I'll just show my face and go there to sign the contract. Therefore, it's a one day trip.
One other thing is the rotation of the monday morning meetings i used to chair. Along with the rotation comes a weekly discussion topic. Last Monday's topic was "How to make the office a nicer place to work in?"
Some of the suggestions were:
1. GIRO payment of salary and expense claims
2. More food at the pantry
3. Hiding the water tanks somewhere so that we wont run out of water, which happened the previous Friday.
4. Upgrading of laptops due to frequent hanging
5. Subscribing of some trade magazines
I didnt offer much of an opinion cos i was feeling cynical. Haha..
But i'm amused how mundane some of these items are.
So it's really a wonder in the office how come i arrive at 10am everyday and leave at 5:45pm. It's also a wonder how come it's been one month since I've last travelled.
The last point is a moot point because I'm actually going to Vietnam next week. It was supposed to be a five-day trip but I convinced him to ask someone else to supervise this and I'll just show my face and go there to sign the contract. Therefore, it's a one day trip.
One other thing is the rotation of the monday morning meetings i used to chair. Along with the rotation comes a weekly discussion topic. Last Monday's topic was "How to make the office a nicer place to work in?"
Some of the suggestions were:
1. GIRO payment of salary and expense claims
2. More food at the pantry
3. Hiding the water tanks somewhere so that we wont run out of water, which happened the previous Friday.
4. Upgrading of laptops due to frequent hanging
5. Subscribing of some trade magazines
I didnt offer much of an opinion cos i was feeling cynical. Haha..
But i'm amused how mundane some of these items are.
Corrigendum
Keeve is not a technical writer. Technical writers do components.
He is a staff writer, or was it stuff writer.
He is a staff writer, or was it stuff writer.
Tuesday, November 13, 2007
Jobs Jobs Jobs
2007 is indeed a watershed year in terms of employment.
My dad also quitted his job and after 2 or 3 days of break, he's started on a new job. He said he was sianz of the slowness of the place and wanted to get out of it. But a dad being a dad, he was secretive of everything but yeah, he got a new job.
What this means, is that my dad, sis and I all tendered our resignations in 2007! WOW!
I was also informed yesterday that Keeve got a new job too! Gosh.. as a technical writer for HWZ, Apparently he's been part-timing with them for some time now and recently got confirmed. Good la.. now he can hobnob with the slutty models who hold the newest gadgets and devices but are clueless as to how to use them.
My boss went crazy today and rush rush me to get some things done before I leave. For the first time in the longest time, he actually gave me a deadline. Must be completed by end of next week. Else it'd be useless. HAHAHAHAHA. What he wants of me is to devise a template which will revolutionalise the way we do reports and will keep us on the "cutting edge" (his words) of the competition. I'm actually in the middle of it but he wants to have some dry runs before i leave so that i can trouble shoot. So well, I'll be doing some hardcore excel in the next few days.
As my swansong to the company, I also volunteered to write that article which I've been writing for the last 2 years. I kinda enjoyed writing them cos it gives me fame and fortune cos a lot of people read them and they email me to comment about it.
I still cant believe i agreed to write that article really. I'm sucha biatch for the company.
My dad also quitted his job and after 2 or 3 days of break, he's started on a new job. He said he was sianz of the slowness of the place and wanted to get out of it. But a dad being a dad, he was secretive of everything but yeah, he got a new job.
What this means, is that my dad, sis and I all tendered our resignations in 2007! WOW!
I was also informed yesterday that Keeve got a new job too! Gosh.. as a technical writer for HWZ, Apparently he's been part-timing with them for some time now and recently got confirmed. Good la.. now he can hobnob with the slutty models who hold the newest gadgets and devices but are clueless as to how to use them.
My boss went crazy today and rush rush me to get some things done before I leave. For the first time in the longest time, he actually gave me a deadline. Must be completed by end of next week. Else it'd be useless. HAHAHAHAHA. What he wants of me is to devise a template which will revolutionalise the way we do reports and will keep us on the "cutting edge" (his words) of the competition. I'm actually in the middle of it but he wants to have some dry runs before i leave so that i can trouble shoot. So well, I'll be doing some hardcore excel in the next few days.
As my swansong to the company, I also volunteered to write that article which I've been writing for the last 2 years. I kinda enjoyed writing them cos it gives me fame and fortune cos a lot of people read them and they email me to comment about it.
I still cant believe i agreed to write that article really. I'm sucha biatch for the company.
Monday, November 12, 2007
Guardian
Since I got my car, I have been a bit more adventurous in lunch locations.
I've gone to Suntec, Old Airport Road, Maxwell, Vivocity, etc.
A personal favourite is Maxwelll for all the fish soup, the self-service hum chee peng,the carrot cakes...
Oh talking about carrot cakes, i ordered white carrot cake today. I told her i wanted it a bit chao ta.
The aunty, who was also the fryer, very quickly rebutted " I dont do any chao ta food. NO!"
Me: No no.. just a little chao ta!
Fryer: NO! My carrot cake not chao ta! Even if I accidentally fry till chao ta, I'll throw it away.
Me: Ok ok.. how about make it black a bit?
Fryer: So now you want it black? No more white?
Me: No.. white but.. oh never mind.. white but no chao ta
Fryer murmurs " I never serve chao ta carrot cake"
W.E.I.R.D
Back to the favourite foods of Maxwell, I got introduced to this new store which sells these fried balls of dough containing either potato, pandan coconut or red bean or green bean.
I bought fifteen balls at fifty cents each.
But i forgot to bring it home and i had already driven out of my building's car park when i realised. For some reason I deliberated between
1. Going back and parking the car and going up again and taking and then driving out.
2. Bringing it back tomorrow.
3. Asking my colleague to bring down for me at the lobby.
I was really in three minds about it. firstly, i felt lazy but i wanted to give my mum to eat and I felt bad making my colleague bring down for me.
I chose option three in the end and i thought if this happened in my new company, i wonder what I'd choose. Hmmm.. it's quite a weird thought to have but it just crossed my mind. I thought about how my little fledgling would live without me, without the illuminating guidance i give them, without the curt words that keep them on their toes ever so often. Conversely, I wondered how I'd live without them. Without the parts they play in my life and how their silly antics (like shaking the ENTIRE laser printer cos the toner was out).
I held that thought all the way while driving home. I think i'll miss these turds.
Anyway i got my stuffed toy in my car to guard my fried dough balls.
I've gone to Suntec, Old Airport Road, Maxwell, Vivocity, etc.
A personal favourite is Maxwelll for all the fish soup, the self-service hum chee peng,the carrot cakes...
Oh talking about carrot cakes, i ordered white carrot cake today. I told her i wanted it a bit chao ta.
The aunty, who was also the fryer, very quickly rebutted " I dont do any chao ta food. NO!"
Me: No no.. just a little chao ta!
Fryer: NO! My carrot cake not chao ta! Even if I accidentally fry till chao ta, I'll throw it away.
Me: Ok ok.. how about make it black a bit?
Fryer: So now you want it black? No more white?
Me: No.. white but.. oh never mind.. white but no chao ta
Fryer murmurs " I never serve chao ta carrot cake"
W.E.I.R.D
Back to the favourite foods of Maxwell, I got introduced to this new store which sells these fried balls of dough containing either potato, pandan coconut or red bean or green bean.
I bought fifteen balls at fifty cents each.
But i forgot to bring it home and i had already driven out of my building's car park when i realised. For some reason I deliberated between
1. Going back and parking the car and going up again and taking and then driving out.
2. Bringing it back tomorrow.
3. Asking my colleague to bring down for me at the lobby.
I was really in three minds about it. firstly, i felt lazy but i wanted to give my mum to eat and I felt bad making my colleague bring down for me.
I chose option three in the end and i thought if this happened in my new company, i wonder what I'd choose. Hmmm.. it's quite a weird thought to have but it just crossed my mind. I thought about how my little fledgling would live without me, without the illuminating guidance i give them, without the curt words that keep them on their toes ever so often. Conversely, I wondered how I'd live without them. Without the parts they play in my life and how their silly antics (like shaking the ENTIRE laser printer cos the toner was out).
I held that thought all the way while driving home. I think i'll miss these turds.
Anyway i got my stuffed toy in my car to guard my fried dough balls.
Cyster
It was the Cyster's birthday a few days back and she flew back to Singapore from Abu Dhabi. I think she was in Singapore for 36 hours in total
Met her up for breakfast that day so that she can pass me the DVDs for Grey's Anatomy Season 3 and also Office for Mac. YAY!
I wanted to buy her breakfast but she said that since she didnt pay taxes there, she'd like to pay them here. Oh well.
I bought her this in return. Home comforts.
YAKUUUUUUUUUUUUUUUUUUUUUUN (say it like the Yahoo! advert)
Met her up for breakfast that day so that she can pass me the DVDs for Grey's Anatomy Season 3 and also Office for Mac. YAY!
I wanted to buy her breakfast but she said that since she didnt pay taxes there, she'd like to pay them here. Oh well.
I bought her this in return. Home comforts.
YAKUUUUUUUUUUUUUUUUUUUUUUN (say it like the Yahoo! advert)
Dating Habits?
I get many strange calls but of late, this is one of the more bizarre ones.
A dating agency called me to ask me to go down to their office for a profiling session. Apparently one of their members gave them my number.
Dammit.
It was a wednesday so i was in a cheery mood so i played along the conversation. I even asked her if she was single. Haha..
And this morning she sent me an email:
Hi Cornball,
A very Good Day to you!
Thank you for your time. Just some background information about us, we are a dating service company that specializes in hosting exclusive members only events for working single professionals, as well providing personalized matching for one on one dates.
We have been established since 2006 and have been featured on Channel News Asia, 8 Days, The New Paper, Lianhe Wanbao, and various local magazines and publications such as Time out!, Female, Maxim and F&M. And you can find out a little more about us on our website at www.thedatingloft.com
All our members are carefully screened and all information are kept strictly confidential.
Cornball, We would like to extend an invitation to you to visit our loft, located at 47B Circular Road (Level 3), for a chat with our Dating Consultant who is able to provide you with more information on our services and how we can help you achieve your dating goals through our personalized and customized events and services.
The consultation will take around half an hour to forty-five minutes, and it comes with a free dating profiling as well as a SGD200 voucher from The Dating Loft.
I wonder what i can buy from the S$200 voucher.
I wonder which one of you gave my number.
A dating agency called me to ask me to go down to their office for a profiling session. Apparently one of their members gave them my number.
Dammit.
It was a wednesday so i was in a cheery mood so i played along the conversation. I even asked her if she was single. Haha..
And this morning she sent me an email:
Hi Cornball,
A very Good Day to you!
Thank you for your time. Just some background information about us, we are a dating service company that specializes in hosting exclusive members only events for working single professionals, as well providing personalized matching for one on one dates.
We have been established since 2006 and have been featured on Channel News Asia, 8 Days, The New Paper, Lianhe Wanbao, and various local magazines and publications such as Time out!, Female, Maxim and F&M. And you can find out a little more about us on our website at www.thedatingloft.com
All our members are carefully screened and all information are kept strictly confidential.
Cornball, We would like to extend an invitation to you to visit our loft, located at 47B Circular Road (Level 3), for a chat with our Dating Consultant who is able to provide you with more information on our services and how we can help you achieve your dating goals through our personalized and customized events and services.
The consultation will take around half an hour to forty-five minutes, and it comes with a free dating profiling as well as a SGD200 voucher from The Dating Loft.
I wonder what i can buy from the S$200 voucher.
I wonder which one of you gave my number.
Sunday, November 11, 2007
Urban Legend
I watched Stardust over the weekend. It was definitely more entertaining that I imagined. It's a mix of Lord of the Rings, Chronicles of Narnia and any romantic comedy you can think of. A relatively unknown male lead (Charlie Cox) with Michelle Pfeifer (yummy), Claire Danes (yummy yummy) and Sienna Miller (yummy yummy yummy).
I chose this show over Lions for Lambs which also features a stellar cast - Tom Cruise (yummy), Robert Redford (not so yummy) and Meryl Streep (definitely not yummy) cos I heard this one not so good.
But i'm dying for a war-action-intelligent dialogue movie for a long time (think Rules of Engagement, Spy Game, Basic), so I might just watch it.
Whilst at Cineleisure, i saw an urban legend in the blogosphere. The singaporean blogger who goes by the pseudonym "X--X--". I'm not typing her name out as i think she googles her name once in the while to see where she's mentioned.
Anyway I was in the same lift as her with her bf (M---, i think). Golly, what they said is true. She's SHORT! Very short and fleshy.. she's like a ball!! She reminds me of Lim Dee Dee in my JC. Haha.. like a ball. And she was heavily made-up.
After my movie, i saw her again, this time from far. Here, i saw that she was wearing boots! Gosh, means she's even shorter. No wonder she has to be loud to be larger than life. Then i saw her going to the toilet. I wonder if she used the handicapped toilet, which she raised a ruckus some time back for.
I wouldnt go as far to say that it was exhilarating but it was good to finally see her in the flesh. I've actually removed her blog from my bookmarks for a long time now cos i realised she's more narcissistic than me, which i do not condone.
I chose this show over Lions for Lambs which also features a stellar cast - Tom Cruise (yummy), Robert Redford (not so yummy) and Meryl Streep (definitely not yummy) cos I heard this one not so good.
But i'm dying for a war-action-intelligent dialogue movie for a long time (think Rules of Engagement, Spy Game, Basic), so I might just watch it.
Whilst at Cineleisure, i saw an urban legend in the blogosphere. The singaporean blogger who goes by the pseudonym "X--X--". I'm not typing her name out as i think she googles her name once in the while to see where she's mentioned.
Anyway I was in the same lift as her with her bf (M---, i think). Golly, what they said is true. She's SHORT! Very short and fleshy.. she's like a ball!! She reminds me of Lim Dee Dee in my JC. Haha.. like a ball. And she was heavily made-up.
After my movie, i saw her again, this time from far. Here, i saw that she was wearing boots! Gosh, means she's even shorter. No wonder she has to be loud to be larger than life. Then i saw her going to the toilet. I wonder if she used the handicapped toilet, which she raised a ruckus some time back for.
I wouldnt go as far to say that it was exhilarating but it was good to finally see her in the flesh. I've actually removed her blog from my bookmarks for a long time now cos i realised she's more narcissistic than me, which i do not condone.
Wedding
I attended my friend's wedding today at this restaurant - Acte D'Amour.
This was the one which i wrote previously about giving a small ang pow. Hee Hee.. I did eventually.
The solemnisation took place in this tiny small-ass garden beside the restaurant.
Thank goodness it wasnt a hot day.
Here's a back view of the couple as they marched out.
It seemed like the building, which was a 180-year old colonial building was built by the freemasons or something. Yes, the same freemasons ala Tom Hanks and Audrey Tatou (yummy)
Interior very quaint. Inside got pics of Sir Stamford Raffles and Queen Elizabeth. The plot thickens.
This was the one which i wrote previously about giving a small ang pow. Hee Hee.. I did eventually.
The solemnisation took place in this tiny small-ass garden beside the restaurant.
Thank goodness it wasnt a hot day.
Here's a back view of the couple as they marched out.
It seemed like the building, which was a 180-year old colonial building was built by the freemasons or something. Yes, the same freemasons ala Tom Hanks and Audrey Tatou (yummy)
Interior very quaint. Inside got pics of Sir Stamford Raffles and Queen Elizabeth. The plot thickens.
Racing
One of the least expected people to add me on Facebook was my uni professor from NUS.
Really quite odd but it seems like he's trying to be spunky and young.
The exchanges between us went like this:
Me: Hi sir, great to see you here in FB. I actually saw you driving along ECP some morning
Ong-racle (I call him this cos his surname is Ong and he knows everything!): Hi Cornball. Just keeping up-to-date. You have a lot of friends! :)
Take care and I will keep an eye out for you. But do dodge if I drive too fast.
Me: Haha... i think i actually overtook you that morning. I was late for work that day.
But I'm sure if we were jogging, you'd surely overtake me.
Ong-racle: Aha! I will keep an eye on my rear mirror from now on. Actually I am a very safe driver, as you well know.
Muhahahahah.. that was really funny because he drives a BMW and me jus a measy Lancer.
Really quite odd but it seems like he's trying to be spunky and young.
The exchanges between us went like this:
Me: Hi sir, great to see you here in FB. I actually saw you driving along ECP some morning
Ong-racle (I call him this cos his surname is Ong and he knows everything!): Hi Cornball. Just keeping up-to-date. You have a lot of friends! :)
Take care and I will keep an eye out for you. But do dodge if I drive too fast.
Me: Haha... i think i actually overtook you that morning. I was late for work that day.
But I'm sure if we were jogging, you'd surely overtake me.
Ong-racle: Aha! I will keep an eye on my rear mirror from now on. Actually I am a very safe driver, as you well know.
Muhahahahah.. that was really funny because he drives a BMW and me jus a measy Lancer.
Wednesday, November 07, 2007
End of Days
I've gotten the number of leave remaining after 2 weeks of waiting.
23 days.
WOOT!
Means I have close to three weeks of holidays before I embark on my new job.
And i realised that by the end of the first month at my new job, I'll get two pay checks, my new job and my old job! WOOT!
So as of today, I have 28 working days left.. wow.. very soon.
23 days.
WOOT!
Means I have close to three weeks of holidays before I embark on my new job.
And i realised that by the end of the first month at my new job, I'll get two pay checks, my new job and my old job! WOOT!
So as of today, I have 28 working days left.. wow.. very soon.
Tuesday, November 06, 2007
Ouch
You know you've spent too much money when u reach into the drawer containing all your receipts and get a paper cut.
Saturday, November 03, 2007
Re-connect
It just seems weird nowadays that I'm re-connecting with super duper old friends. I was driving to lunch last Sunday, following closely behind my friend's (a primary-secondary-JC-uni friend) car. When he made a turn, I also followed closely, not seeing the on-coming car. So I kenna horned.
We both parked and the horny car also packed in the same car park. We all came out at the same time and realised that the horny car's driver was our secondary school friend. What a small world.
This guy taught me almost everything i knew in basketball back then. Back in those days, we formed a lethal partnership that shook the very beings of the people we played against.
It was very good to see him again and he mentioned that one of our friends hgot married the day before. Then he reminded me that it was a dangerous turn just now. Haha..
Another old friend added me on Facebook that day. He sat beside me in sec 1 and was technically my first friend. He is hainanese as well as he shares the same second character in our chinese names, so technically we are in the same generation. He kinda invited me to his wedding in 2 weeks time. Gosh.. I declined by saying I was travelling cos well, it just feels odd..
I have a wedding next Sunday as mentioned here.
And another wedding in the next week.
Siong man.. where got time to spend with my mac like this.
We both parked and the horny car also packed in the same car park. We all came out at the same time and realised that the horny car's driver was our secondary school friend. What a small world.
This guy taught me almost everything i knew in basketball back then. Back in those days, we formed a lethal partnership that shook the very beings of the people we played against.
It was very good to see him again and he mentioned that one of our friends hgot married the day before. Then he reminded me that it was a dangerous turn just now. Haha..
Another old friend added me on Facebook that day. He sat beside me in sec 1 and was technically my first friend. He is hainanese as well as he shares the same second character in our chinese names, so technically we are in the same generation. He kinda invited me to his wedding in 2 weeks time. Gosh.. I declined by saying I was travelling cos well, it just feels odd..
I have a wedding next Sunday as mentioned here.
And another wedding in the next week.
Siong man.. where got time to spend with my mac like this.
Photos
Was just clearing some of the pictures on my handphone when i came across these pictures.
My mum cut this picture from the newspaper loooooong ago. She just found it cute and i think she stuck a cardboard behind to make the picture sturdier. I thought this was a bit weird but yet sweet at the same time.
Shortbin gave birth to a cute baby boy on September 20. The dream team bought her a potty.. so cute right?
Unfortunately, shitfong raised the point that the baby wont be able to use it until he's a bit older.
OH YA HOR! So dumb. I take full responsibility for this idiocy. In my defense, our gift will now be one of the more long lasting gifts, except for milk bottles, cots, towels, milk pumps, etc.
Amidst my room clearance I also found this - a table mat given by my Secret Pal in JC. We played this secret pal game (or angel and mortal game in religious circles) between the senior and junior classes and my secret pal gave this to me when she revealed herself to me eventually. We have since kinda lost touch except for birthday smes yearly. Of course, I recently added her on Facebook.
My mum cut this picture from the newspaper loooooong ago. She just found it cute and i think she stuck a cardboard behind to make the picture sturdier. I thought this was a bit weird but yet sweet at the same time.
Shortbin gave birth to a cute baby boy on September 20. The dream team bought her a potty.. so cute right?
Unfortunately, shitfong raised the point that the baby wont be able to use it until he's a bit older.
OH YA HOR! So dumb. I take full responsibility for this idiocy. In my defense, our gift will now be one of the more long lasting gifts, except for milk bottles, cots, towels, milk pumps, etc.
Amidst my room clearance I also found this - a table mat given by my Secret Pal in JC. We played this secret pal game (or angel and mortal game in religious circles) between the senior and junior classes and my secret pal gave this to me when she revealed herself to me eventually. We have since kinda lost touch except for birthday smes yearly. Of course, I recently added her on Facebook.
Tuesday, October 30, 2007
Leopard
The Leopard roared into my life today.
It's apt i guess. New job, new year ahead, new OS.
ROAR!
Oh and I took the KPE today. It did save me some time. Plus i'd always preferred to take PIE home rather than ECP.
My only gripe is I think i sped and i thought i saw a flash in the tunnel. :(
It's apt i guess. New job, new year ahead, new OS.
ROAR!
Oh and I took the KPE today. It did save me some time. Plus i'd always preferred to take PIE home rather than ECP.
My only gripe is I think i sped and i thought i saw a flash in the tunnel. :(
Monday, October 29, 2007
Done
It is done.
After a week of pushing and shoving of the resignation letter and with my boss taking a sudden trip to Shanghai in the middle of it all, it was settled today.
I left a note on his car windscreen as he left his car parked in the office carpark before he left for his trip, asking him for lunch today (Monday).
Not many quiet places in the vicinity of such an occasion. Nearly had to choose Olive Tree at the InterContinental. But I was interviewed there more than three years ago! Didnt want to make it too dramatic.
Decided on Phin's which was having a quiet afternoon.
We skirted around the topic a lot by talking about the growing problems of prostitutes' overt solicitation in Shanghai, Suzhou and Beijing (serious!) and how office rents in Shanghai are skyrocketing.
It came as suddenly as "So when do you start work over there?"
Ha!
It seemed like he read a book just on Wednesday night that contained this paragraph:
God, grant me the serenity
to accept the things I cannot change;
the courage to change the things I can;
and the wisdom to know the difference.
And then he let go.
And then it was a catching up on three years of experiences and joys and tears.
Then he asked me who should be promoted in the next round.
And that was it.
I've resigned.
After a week of pushing and shoving of the resignation letter and with my boss taking a sudden trip to Shanghai in the middle of it all, it was settled today.
I left a note on his car windscreen as he left his car parked in the office carpark before he left for his trip, asking him for lunch today (Monday).
Not many quiet places in the vicinity of such an occasion. Nearly had to choose Olive Tree at the InterContinental. But I was interviewed there more than three years ago! Didnt want to make it too dramatic.
Decided on Phin's which was having a quiet afternoon.
We skirted around the topic a lot by talking about the growing problems of prostitutes' overt solicitation in Shanghai, Suzhou and Beijing (serious!) and how office rents in Shanghai are skyrocketing.
It came as suddenly as "So when do you start work over there?"
Ha!
It seemed like he read a book just on Wednesday night that contained this paragraph:
God, grant me the serenity
to accept the things I cannot change;
the courage to change the things I can;
and the wisdom to know the difference.
And then he let go.
And then it was a catching up on three years of experiences and joys and tears.
Then he asked me who should be promoted in the next round.
And that was it.
I've resigned.
Counter-Strike
Quite an interesting article in light of things.
.........................................................................
Business Times - 29 Oct 2007
THIS WEEK'S TOPIC<
To keep or not to keep?
Would you make a counter-offer to an employee who wants to quit, and if so, what form would it take? What other solutions would you consider?
Make offers, but not in money terms
Derek Goh
Executive Chairman
Serial System
AS AN HR best practice, we implement the exit interview for staff planning to quit. This will give us good feedback on the reasons for quitting and improve our HR policy and practices. Not all quitters are leaving for more pay. Some move on for a change of environment or a career switch or to take a break. When an employee is critical to the organisational growth and profitability, then it is logical to make a counter-offer, especially in the current tight labour market.
A pay rise is not the ideal way to retain quitters as we may not want to set a precedent for more quitters demanding pay increments. Often, greater job satisfaction and motivation will keep the staff happily working for the organisation. Thus, annual corporate recognition will boost staff morale as well as raise the corporate and employee profile.
Another form of HR retention is to grant sabbaticals to deserving staff to recharge themselves so that they can return to the organisation fully energised and committed.
An overseas posting is another good change of scene for staff to rejuvenate themselves and yet remain gainfully employed.
Fong Loo Fern
Managing Director
CYC The Custom Shop
IN GOOD times or bad, loyal and capable staff are hard to come by. When times are hard, like the economic downturn of 1998, the relationship is tested on the part of the employer. Many companies took the easier way out by retrenching staff. That was not so long ago. Times have changed and the economy has posted several consecutive years of good growth. But people's memories of those hard times are well etched while new job entrants do not have any recollection of it. Employers like us recognise that the tide has turned and getting the right staff is becoming increasingly challenging and expensive.
As an employer running my own business, I have to be mindful just how much I can afford to put aside for staff salaries without severely affecting profitability. Yes, I would consider making a counter-offer to an employee who wants to quit - but not always in the form of higher salaries.
We are all creatures governed by emotions and needs. While money could be a main factor, sometimes there are other factors like more flexible hours, a better work environment, recognition or simply the opportunity to work in a different job function.
It is important to get to the root cause of the resignation. From experience, if all the employee values is a higher salary, I would let him go. It is just too stressful and time-consuming to have to go through the process of 'bargaining' each time the employee is lured by a higher salary from another company. I think what is important for businesses is to build a culture that is people-oriented and which encourages personal development, loyalty and a shared vision.
Always keep them motivated
Joel G. Momberger
Managing Director
Informatica S-E Asia, Divisional Headquarters, Asia Pacific
TALENT management programmes have gained importance in sectors like IT, retail, banking and financial services which witness high levels of employee turnover. Informatica believes that employee retention is of utmost importance as each individual brings a unique set of skills to the organisation. This is especially so in the IT sector where talent is already rare and people with requisite skills and experience are difficult to find.
While monetary compensation such as salary, perks and stock options are a given, it is the intangible benefits like a career roadmap and healthy work environment which determine whether one will seek out greener pastures. Counter-offers are usually not an effective solution to talent retention. Employers need to understand that employees want attention, interaction with bosses, performance incentives and clear direction on exactly what is expected of them. These are the basic needs of employees at all levels and it gives them the reason to stick around.
Sam Yap S G
Group Executive Chairman
Cherie Hearts Group Int'l
AT CHERIE Hearts, we believe that the best option is to prevent such a situation from happening in the first place. It is always better to spend some effort retaining a good employee than to let him go and seek another one. The costs associated with rehiring and retraining new employees are often high, if not higher than retaining current ones.
We recognise that employees today, especially the younger ones, have high aspirations and are constantly seeking opportunities to achieve them. Hence, we seek to provide our employees with these opportunities, through challenging job assignments, promotion prospects, good work-life balance, etc. Of course, remuneration plays a part as well, so we offer competitive pay packages that are in line with the industry.
Having said that, in exit interviews, we do check with employees to see if we can match their needs, other than financially. A horizontal move may be deemed necessary in order to retain them.
Leonard Tan
Managing Director
Diethelm Singapore
WITH a raging talent war in the market these days, addressing the issue of employee retention is an urgent across-the-board business concern. The yearly expense to an organisation of replacing a good employee (including replacement, training and lost performance costs) can range from a couple of months of the employee's salary to even his annual salary. Turnover of talented employees also erodes morale among those who stay and quite likely harms customer retention.
The challenge today is not just about retaining good talented people, but more importantly, about fully engaging them. It is about capturing their hearts and minds at each stage of their careers. To be fully engaged requires emotional involvement in the work.
If an employee who has proven to be an asset to the organisation reaches the point of quitting, understand his core reasons for doing so. There is usually no real mystery for his disengagement; the common factors include a lack of challenge, uninteresting work, limited career growth, restricted development opportunities, a bad boss, lousy colleagues, and the perception of unfair pay. Whether or not to make a counter-offer, as well as how far to go, depends on the reason(s) for the employee's intention to quit, the company's ability to meet his demands, the company's alternative(s) if the employee does leave and very importantly, the message that will be sent to the good talented employees who are still fully engaged. Smart retention goals, therefore, need to be established. It is true that we often have to compete on compensation and benefits, but we really win on culture, learning and development.
The speed and intensity of change today requires all managers to be responsible for the retention of their staff and to be alert to problems that can be fixed. Retention must be part of the organisation's DNA. Recognise managers who keep good employees, ie, anyone at any level who brings value to the organisation.
Reciprocity is fundamental. Employees are investors in the organisation and expect a return on their service investment. Employees' engagement, commitment and loyalty are a result of being challenged, developed, appreciated, heard and respected. Thus, check in with your talented employees often. Build learning relationships in all directions and hold all partners responsible for the success. Train intelligently continuously and create a development culture.
Of course, it's often said, too, that people don't leave the organisation; they leave the boss. So yes, be aware that people are always watching and assessing us and our actions as leaders. We need to walk our talk.
Dora Hoan
Group CEO
Best World International
AMONG the top reasons for quitting a job is better compensation. Understandably, a job more than anything is for bringing home a good pay cheque, and essential talent must be justly rewarded. Another foremost reason is perceived lack of opportunity for advancement within the organisation.
Quite simply, talented employees driven by professional success and status may grow discouraged when there is not an apparent plan by the superiors for their professional development. When better opportunities knock, they often won't wait around for a chance to advance in their current company if they do not see it as attainable in the near term.
Must we enter a counter-offer situation? When a valuable employee resigns, the company's reaction will depend on many variables. A counter-offer may encourage an employee to stay but an employer will be better off determining in advance how to make work engaging and fulfilling for a good employee.
Poul Lorentzen
Vice-President
Dematic S-E Asia
IN DEMATIC, we strive to keep employees motivated and committed rather than resort to counter-measures when they want to leave the company. The logistics industry in South-east Asia is relatively small and often faces competition between companies for senior, experienced and talented individuals.
Our goal is to build a dedicated and skilled knowledge-based workforce which adds value to our customers through an understanding of their needs. The culture in Dematic S-E A, therefore, seeks to groom budding talent and breed staff loyalty through a balanced system of continuous reviews, recognition and rewards. Thus, we aim for employees to grow with us in the long run as an alternative to job switching at the next available opportunity.
We believe the best strategy to address staff retention is by investing in our staff through creating a conducive working environment, skills improvement and welfare. Good staff are the ultimate source of competitive advantage and a crucial asset for the long-term growth of any company.
Saw Phaik Hwa
CEO
SMRT
A DECISION to leave is never made on a whim. Thus, rather than react to departures, I believe organisations should focus on putting in place a good people strategy. This means offering staff a compelling future, investing in human capital development, creating a positive work environment and rewarding staff for their contribution.
While it is painful to lose good, capable people, it helps that at SMRT, we have in place talent development and succession planning that prepares the next generation of leaders for the helm. With our strong people policy, we have also had staff return to the fold, bringing with them new perspectives and a greater sense of loyalty and belonging to SMRT.
George Wong
Managing Director, Asean
BEA Systems
A COUNTER-OFFER should not be a means to an end. Instead of proposing extra benefits such as monetary compensation, a company should understand the motive of an employee who wants to quit. More often than not, the situation can be managed by simply getting a better understanding of the employee's expectations. At BEA, we make sure our employees are constantly motivated to ensure job satisfaction. Retaining employees is an ongoing process with well-thought through HR measures. Work-life balance, flexible work structures and clear career paths are just some of the ways that ensure employees' commitment to the company and mitigate the risks of losing valuable colleagues.
Pay if the person is worth it
Joey Chang
Chief Executive Officer/Founder
AXS Infocomm
YES, I would make a counter-offer, especially if that person is worth it, and has proven over time that he deserves to be pursued by both sides.
I have done it a number of times, and have a 50 per cent success rate. Most times, we lose the staff due to the fact that they are joining a new industry or taking on a different role. It usually starts by trying to understand where the failure is. Is it a pull or push factor? When deciding on a counter-offer, many considerations will come into play. For example, the reaction of other staff, affordability, cost of replacement, loss of time, etc.
But the cardinal rule is that at no time must the company be held to ransom, or the employee appear to be indispensable. If that is compromised, no matter how painful, I will not proceed with the counter-offer.
Often, the offer will be in monetary terms. Other methods would be to try and meet the expectations for career development and advancement. Seldom will I use perks like cars or clubs memberships.
Na Boon Chong
Director - Consulting, South-east Asia
Aon Consulting (Singapore)
I WOULD make a counter-offer if I have satisfied myself that money is the issue and the employee is a valued contributor. When we stretch employees by exposing them to challenging work and rapid learning on a sustained basis, sometimes we may not have kept compensation in pace with their development. While money is a hygiene factor, it is also an issue of fairness, recognition and sense of achievement. It would certainly have been better if compensation is planned, proactive and well-communicated. That has to go in tandem with the ability to value employee contribution and then compensate individuals accordingly.
When the counter-offer doesn't work, I would make it clear that the door is always open for a valued contributor. People often return to good companies with even more commitment, having seen the outside world and concluded that the pasture is not necessarily greener. I would also ask for a personal referral of someone who would fit in with our firm, which usually turns out to be a better choice.
Thomas Ting
Managing Director
TJ Systems (S)
WHEN an employee decides to leave the company, it is for a combination of reasons and we should identify the true reasons before any counter-offer is made. We do make a counter-offer based on how critical his role is, and business needs. In the current tight labour market we have to bite the bullet to keep talented employees in critical roles, such as the financial controller, for instance.
But money is not always the best solution as it can lead to lower morale among other employees and send the wrong message that the best way to get a pay increase is to quit. Also, retaining staff by making counter-offers is mostly a short-term tactic and not a long-term solution.
Ng Kong Yeam
Group Executive Chairman
Sino-America Tours Corporation
WHEN an employee in my company submits a letter of resignation, I normally call him for a chat and find out the reason for his resignation. The first question I ask is: 'Is money the main satisfier?' The second question is: 'Are you getting a new position at a very much higher salary, and if so, how much.'
The answer will help me decide if I should make a counter-offer. Undoubtedly, people do leave for a better deal, especially when the new package contains a large signing bonus and plenty of stock options. It's often just too much to resist.
To keep my staff, I take good care of them as well as, if not better than other companies in my industry. Money is important, but if our culture meets the needs of our employees, money alone is unlikely to make them leave.
Not wise to make counter-offers
Angeline V Teo
Principal Consultant
d'Oz International
IF YOU keep a quitter today, he might still quit tomorrow. Where do you draw the line? Keep people with passion to succeed, who are honest to themselves and to the organiation. Quitters will leave the organisation when they are not able to perform at their peak, and they do not have the perseverance to see completion of a project.
If they are lured by monetary goals today, you can only keep them for a limited time before they come back to ask for more. It is perhaps more effective to train and retain those who make a sincere contribution and add value to the organisation, rather than those who are always scheming to 'take' from it.
Jake S Jacob
General Manager
Foster's Asia
IF A team member has decided to quit solely because of money, and assuming he was being paid at the correct level given his position and experience, I would not make a financial counter-offer.
I would, however, take the opportunity to review his development plan with him (which every team member at Foster's has). I would first ask him to check that the plan and underlying objectives are up-to-date and then look for ways in which his plan can be accelerated to further support the achievement of his career goals.
Anyone who is already being paid well and who is keen to leave the business just for money is not really worth holding onto, in my view, as one runs the risk of pay increase demands becoming a vicious cycle, not to mention the question it raises in my mind regarding his passion for our business.
Fahmi Rais
CEO
iBrand Strategy Group
COUNTER-OFFERS buy people, they don't make them. As such, I have refrained from making any counter-offers to staff who have sought opportunities elsewhere. Such moves are made on the basis of either a strong push or pull factor and keeping such staff only extends the countdown of a time bomb. Once the thought of leaving has been entertained, loyalty is zero.
What I would rather focus on is to build a relationship with staff that creates a 'stay' factor. A relationship is a more effective motivator and it matters more than providing a better environment, higher pay and even greater prospects. Management-staff relationships that are built around good mentorship and sound understanding will keep staff committed and feeling appreciated and valued. A good employee is more valuable than one with good skills. It is better to keep a good employee and work on the skills, than to convince one with good skills to stay a little longer.
Teng Yeow Heng Michael
Managing Director
TR Formac
AS A management practice, I do not normally make counter-offers to staff who have threatened to resign if the company does not match his new job offer. I have done so before and these employees eventually leave as the trust is already broken. Also, by acceding to these requests, I have opened up a Pandora's Box by inducing other staff to do the same. However, I would listen to the feedback during the exit interview and make improvements without any immediate counter-offer in monetary compensation. There is no end as there will always be other jobs that can pay better.
However, as a CEO, I believe that I should compensate my people fairly and they should not have been instigated in the first place to seek alternative employment because they feel that their compensation is not adequate.
R Theyvendran
Chairman/Managing Director
Stamford Media International Group
WE would not make a counter-offer to an employee who wants to quit. We would, however, find out in detail the reasons why the employee wants to leave, especially if he has obvious potential. From such feedback, we would address any weakness in our systems.
The flaw may not always be a deficient remuneration structure. Besides monetary incentives, encouragement, motivation and a proper career path are just as important to most employees. We would endeavour to find a permanent solution so that we do not lose capable or talented staff.
Being an on-going concern, we are just as watchful of good public relations. The services of our employees will always be appreciated and wherever appropriate, rewarded. As far as possible no employee should leave our company with any ill feelings except for the fringe few, who may not fit in for whatever reasons.
An 'open-door' management policy can be practiced, where employees can just walk in and raise matters that are bothering them. Teamwork is important and for that to happen there should be good communications with employees at all levels so that whatever real or imaginary problems can be eliminated.
Industry-wise, too, it is important to have an understanding that employees are not poached improperly.
Richard Hoon
Chief Executive Offiicer
I Search Worldwide Group
I THINK it is generally not wise to make counter-offers to entice employees to stay especially when they have already made their decision to leave. If the employee has gone through the whole process of looking for a job, gone for interviews and finally accepted an offer only to be tempted to stay, why would anyone in their right mind want to retain them? They have shown no respect for others, cannot keep their commitments and are only thinking of themselves.
It may resolve a short-term staff crunch but it will create a long-term systemic challenge for the organisation. Morale among existing staff will take a dive if it gets out on the grapevine that one can hold the management to ransom and be rewarded at the same time. What message are we sending to the rest of the employees who have been loyal?
Having said that, however, if an employee is quitting due to other considerations such as a sudden change in personal circumstances or a need to achieve work-life balance, then the company should do all it can to accommodate the employee to allow him to stay. But any accommodation given should be above board and be made available to all employees.
Ideally, a company should try to avoid such precarious situations in the first place by creating an environment where their company is the preferred place to work, and where employees feel they are valued and appreciated. Adequate succession planning and competitive compensation will also help.
By all means, woo employees but not quitters!
Lim Soon Hock
Managing Director
Plan-B Icag
IN MY more than 30 years of working life, I have succeeded in only one counter-offer. It turned out to be a bad decision, as the incumbent involved had to be terminated subsequently.
I would strongly discourage companies from making a counter-offer to employees looking to leave as it is a waste of a company's time and resources, unless there are exceptional reasons for doing so. Having said that, employers must carry out the requisite exit interviews with the intention of gathering feedback from employees who have resigned, so that they can improve their employee relations and employment practices.
I would propose companies spend time and resources focused on creating a congenial yet challenging work environment for the employees. Apart from having a benefits and compensation policy which is competitive and designed to attract and retain employees, companies must intensify their efforts to promote work-life harmony. More importantly, companies must have a succession plan in place to ensure that the business operations will not be inadvertently compromised, should incumbents leave the companies.
The best returns a company can realise is through investment in human capital, more so in today's highly competitive milieu where talents are greatly sought-after and where every company wants only the best to take them forward.
Higher offer should be strictly justifiable
Dhirendra Shantilal
Senior Vice-President, Asia Pacific
Kelly Services
IN OUR tight labour market where talent is scarce and top candidates are in limited supply, the success and continued growth of an organisation depend significantly on its ability to attract and retain valuable talent. With the war for talent persisting and average salaries scaling up, key employees who have valuable skills and work experience are highly sought-after by other organisations.
Organisations should determine the criteria for defining which employees are key based on the impact of their role, performance, difficulty in replacing and long-term potential. These are the individuals that management and HR can consider making a counter-offer if they decide to leave.
The decision to extend a counter-offer should not be reactionary but based on reason and management consideration as the decision will affect the manager, staff and the organisation. As the employee is likely to have considered many factors before choosing to leave, money may not be the primary factor and, therefore, a salary increment can only be a short- term solution.
In the quest to attract and retain the best talent, it is critical for organisations to develop good performance management strategies and know how and when to engage their top performers. With performance management, leaders would collectively, and in a structured manner, talk about performance, development and aspirations with their employees so as to consistently align the organisation's vision and objectives to the desired behaviours, expectations and results expected from its employees.
In turn, employees will be engaged in the company's strategy and understand the important role they play in the organisation. Once you win the heart and trust of your employees, you will have a motivated and focused talent pool that will enable your organisation to achieve greater success.
Liu Chunlin
Managing Director
K&C Protective Technologies
OUR company, K&C Protective Technologies, is what you would call a boutique firm, offering niche protective design and solutions for buildings and infrastructure. As such, we require a tight fit between our staff's capability and attitude and the company's business requirements. We have a process to spot talent and track staff development. When an employee wants to leave because of any mismatch that was not evident previously, we would reluctantly have to agree. There is no point perpetuating an untenable situation with higher pay, even if it is hard getting a replacement in a tight labour market.
For staff that fit well into our business, we would manage their development and track personal aspiration. If higher pay is justifiable, we would agree but we would certainly like to do it in a way where we are in control by pre-empting the situation.
Staff stay with you for a host of reasons other than pay which can be a coarse measure if it is solely relied upon. People find satisfaction in a workplace when there are things like appropriate challenge, personal development, a conducive work environment, hours allowing family-work balance, recognition, trust, teamwork, welfare, etc. In other words, one has to manage a basket of conditions which ensures you have strong staff with you to help you meet the challenges of the business.
Deb Dutta
VP, Asia Pacific & Japan
Brocade
WHILE the knee-jerk reaction would be to make a counter-offer to a departing employee, I personally seek a deeper analysis of the reasons for the employee's departure. I try to focus on the appropriateness of the goals and expectations of the employee that he feels the new environment will help accomplish more optimally than the present employment and determine how realistic they are.
This understanding helps me choose from a range of appropriate actions including counter offers, new roles, new locations, counseling or, in some instances, letting the employee go as the best action.
Contrary to popular belief within hiring managers, monetary considerations are not the No 1 reason for employee departure. Every organisation strives to hire the best talent. What is more important, though, is to continually develop, empower and grow this critical resource, especially in a tight marketplace. Rather than seeking creative methods of retaining employees when they announce their departure, I prefer to create an environment where they feel respected, energised, collaborative and passionate about their roles, their teams and have pride in the environment they work in. Being able to create this work environment is what Gold Standard organisations are all about!
Corrective measures could help
Lim Pun Kok
Managing Director, South Asia and Australia/New Zealand
Blue Coast Systems
WHEN an employee tenders his resignation, I believe that it is always important to find out the exact reason why he wants to leave. Have a candid talk with the person. Ascertaining this would allow you to better understand the needs of the person and to see if corrective measures, like improving the current working environment, can be done to get him to continue. For example, if he has a conflict with an immediate supervisor then instead of losing this talent, a reassignment could be implemented to solve this issue.
Generally, counter-offers are needed when a company does not adjust existing salaries according to the market rate. At Blue Coat, we have a firm assessment of market trends in salaries and regularly conduct salary reviews to ensure our employees are well taken care of. What has worked well for us is our proactive HR approach of regular feedback sessions on improving work environment and employee productivity. Organising regular social and team building activities do help bond the team and create a family atmosphere.
.........................................................................
Business Times - 29 Oct 2007
THIS WEEK'S TOPIC<
To keep or not to keep?
Would you make a counter-offer to an employee who wants to quit, and if so, what form would it take? What other solutions would you consider?
Make offers, but not in money terms
Derek Goh
Executive Chairman
Serial System
AS AN HR best practice, we implement the exit interview for staff planning to quit. This will give us good feedback on the reasons for quitting and improve our HR policy and practices. Not all quitters are leaving for more pay. Some move on for a change of environment or a career switch or to take a break. When an employee is critical to the organisational growth and profitability, then it is logical to make a counter-offer, especially in the current tight labour market.
A pay rise is not the ideal way to retain quitters as we may not want to set a precedent for more quitters demanding pay increments. Often, greater job satisfaction and motivation will keep the staff happily working for the organisation. Thus, annual corporate recognition will boost staff morale as well as raise the corporate and employee profile.
Another form of HR retention is to grant sabbaticals to deserving staff to recharge themselves so that they can return to the organisation fully energised and committed.
An overseas posting is another good change of scene for staff to rejuvenate themselves and yet remain gainfully employed.
Fong Loo Fern
Managing Director
CYC The Custom Shop
IN GOOD times or bad, loyal and capable staff are hard to come by. When times are hard, like the economic downturn of 1998, the relationship is tested on the part of the employer. Many companies took the easier way out by retrenching staff. That was not so long ago. Times have changed and the economy has posted several consecutive years of good growth. But people's memories of those hard times are well etched while new job entrants do not have any recollection of it. Employers like us recognise that the tide has turned and getting the right staff is becoming increasingly challenging and expensive.
As an employer running my own business, I have to be mindful just how much I can afford to put aside for staff salaries without severely affecting profitability. Yes, I would consider making a counter-offer to an employee who wants to quit - but not always in the form of higher salaries.
We are all creatures governed by emotions and needs. While money could be a main factor, sometimes there are other factors like more flexible hours, a better work environment, recognition or simply the opportunity to work in a different job function.
It is important to get to the root cause of the resignation. From experience, if all the employee values is a higher salary, I would let him go. It is just too stressful and time-consuming to have to go through the process of 'bargaining' each time the employee is lured by a higher salary from another company. I think what is important for businesses is to build a culture that is people-oriented and which encourages personal development, loyalty and a shared vision.
Always keep them motivated
Joel G. Momberger
Managing Director
Informatica S-E Asia, Divisional Headquarters, Asia Pacific
TALENT management programmes have gained importance in sectors like IT, retail, banking and financial services which witness high levels of employee turnover. Informatica believes that employee retention is of utmost importance as each individual brings a unique set of skills to the organisation. This is especially so in the IT sector where talent is already rare and people with requisite skills and experience are difficult to find.
While monetary compensation such as salary, perks and stock options are a given, it is the intangible benefits like a career roadmap and healthy work environment which determine whether one will seek out greener pastures. Counter-offers are usually not an effective solution to talent retention. Employers need to understand that employees want attention, interaction with bosses, performance incentives and clear direction on exactly what is expected of them. These are the basic needs of employees at all levels and it gives them the reason to stick around.
Sam Yap S G
Group Executive Chairman
Cherie Hearts Group Int'l
AT CHERIE Hearts, we believe that the best option is to prevent such a situation from happening in the first place. It is always better to spend some effort retaining a good employee than to let him go and seek another one. The costs associated with rehiring and retraining new employees are often high, if not higher than retaining current ones.
We recognise that employees today, especially the younger ones, have high aspirations and are constantly seeking opportunities to achieve them. Hence, we seek to provide our employees with these opportunities, through challenging job assignments, promotion prospects, good work-life balance, etc. Of course, remuneration plays a part as well, so we offer competitive pay packages that are in line with the industry.
Having said that, in exit interviews, we do check with employees to see if we can match their needs, other than financially. A horizontal move may be deemed necessary in order to retain them.
Leonard Tan
Managing Director
Diethelm Singapore
WITH a raging talent war in the market these days, addressing the issue of employee retention is an urgent across-the-board business concern. The yearly expense to an organisation of replacing a good employee (including replacement, training and lost performance costs) can range from a couple of months of the employee's salary to even his annual salary. Turnover of talented employees also erodes morale among those who stay and quite likely harms customer retention.
The challenge today is not just about retaining good talented people, but more importantly, about fully engaging them. It is about capturing their hearts and minds at each stage of their careers. To be fully engaged requires emotional involvement in the work.
If an employee who has proven to be an asset to the organisation reaches the point of quitting, understand his core reasons for doing so. There is usually no real mystery for his disengagement; the common factors include a lack of challenge, uninteresting work, limited career growth, restricted development opportunities, a bad boss, lousy colleagues, and the perception of unfair pay. Whether or not to make a counter-offer, as well as how far to go, depends on the reason(s) for the employee's intention to quit, the company's ability to meet his demands, the company's alternative(s) if the employee does leave and very importantly, the message that will be sent to the good talented employees who are still fully engaged. Smart retention goals, therefore, need to be established. It is true that we often have to compete on compensation and benefits, but we really win on culture, learning and development.
The speed and intensity of change today requires all managers to be responsible for the retention of their staff and to be alert to problems that can be fixed. Retention must be part of the organisation's DNA. Recognise managers who keep good employees, ie, anyone at any level who brings value to the organisation.
Reciprocity is fundamental. Employees are investors in the organisation and expect a return on their service investment. Employees' engagement, commitment and loyalty are a result of being challenged, developed, appreciated, heard and respected. Thus, check in with your talented employees often. Build learning relationships in all directions and hold all partners responsible for the success. Train intelligently continuously and create a development culture.
Of course, it's often said, too, that people don't leave the organisation; they leave the boss. So yes, be aware that people are always watching and assessing us and our actions as leaders. We need to walk our talk.
Dora Hoan
Group CEO
Best World International
AMONG the top reasons for quitting a job is better compensation. Understandably, a job more than anything is for bringing home a good pay cheque, and essential talent must be justly rewarded. Another foremost reason is perceived lack of opportunity for advancement within the organisation.
Quite simply, talented employees driven by professional success and status may grow discouraged when there is not an apparent plan by the superiors for their professional development. When better opportunities knock, they often won't wait around for a chance to advance in their current company if they do not see it as attainable in the near term.
Must we enter a counter-offer situation? When a valuable employee resigns, the company's reaction will depend on many variables. A counter-offer may encourage an employee to stay but an employer will be better off determining in advance how to make work engaging and fulfilling for a good employee.
Poul Lorentzen
Vice-President
Dematic S-E Asia
IN DEMATIC, we strive to keep employees motivated and committed rather than resort to counter-measures when they want to leave the company. The logistics industry in South-east Asia is relatively small and often faces competition between companies for senior, experienced and talented individuals.
Our goal is to build a dedicated and skilled knowledge-based workforce which adds value to our customers through an understanding of their needs. The culture in Dematic S-E A, therefore, seeks to groom budding talent and breed staff loyalty through a balanced system of continuous reviews, recognition and rewards. Thus, we aim for employees to grow with us in the long run as an alternative to job switching at the next available opportunity.
We believe the best strategy to address staff retention is by investing in our staff through creating a conducive working environment, skills improvement and welfare. Good staff are the ultimate source of competitive advantage and a crucial asset for the long-term growth of any company.
Saw Phaik Hwa
CEO
SMRT
A DECISION to leave is never made on a whim. Thus, rather than react to departures, I believe organisations should focus on putting in place a good people strategy. This means offering staff a compelling future, investing in human capital development, creating a positive work environment and rewarding staff for their contribution.
While it is painful to lose good, capable people, it helps that at SMRT, we have in place talent development and succession planning that prepares the next generation of leaders for the helm. With our strong people policy, we have also had staff return to the fold, bringing with them new perspectives and a greater sense of loyalty and belonging to SMRT.
George Wong
Managing Director, Asean
BEA Systems
A COUNTER-OFFER should not be a means to an end. Instead of proposing extra benefits such as monetary compensation, a company should understand the motive of an employee who wants to quit. More often than not, the situation can be managed by simply getting a better understanding of the employee's expectations. At BEA, we make sure our employees are constantly motivated to ensure job satisfaction. Retaining employees is an ongoing process with well-thought through HR measures. Work-life balance, flexible work structures and clear career paths are just some of the ways that ensure employees' commitment to the company and mitigate the risks of losing valuable colleagues.
Pay if the person is worth it
Joey Chang
Chief Executive Officer/Founder
AXS Infocomm
YES, I would make a counter-offer, especially if that person is worth it, and has proven over time that he deserves to be pursued by both sides.
I have done it a number of times, and have a 50 per cent success rate. Most times, we lose the staff due to the fact that they are joining a new industry or taking on a different role. It usually starts by trying to understand where the failure is. Is it a pull or push factor? When deciding on a counter-offer, many considerations will come into play. For example, the reaction of other staff, affordability, cost of replacement, loss of time, etc.
But the cardinal rule is that at no time must the company be held to ransom, or the employee appear to be indispensable. If that is compromised, no matter how painful, I will not proceed with the counter-offer.
Often, the offer will be in monetary terms. Other methods would be to try and meet the expectations for career development and advancement. Seldom will I use perks like cars or clubs memberships.
Na Boon Chong
Director - Consulting, South-east Asia
Aon Consulting (Singapore)
I WOULD make a counter-offer if I have satisfied myself that money is the issue and the employee is a valued contributor. When we stretch employees by exposing them to challenging work and rapid learning on a sustained basis, sometimes we may not have kept compensation in pace with their development. While money is a hygiene factor, it is also an issue of fairness, recognition and sense of achievement. It would certainly have been better if compensation is planned, proactive and well-communicated. That has to go in tandem with the ability to value employee contribution and then compensate individuals accordingly.
When the counter-offer doesn't work, I would make it clear that the door is always open for a valued contributor. People often return to good companies with even more commitment, having seen the outside world and concluded that the pasture is not necessarily greener. I would also ask for a personal referral of someone who would fit in with our firm, which usually turns out to be a better choice.
Thomas Ting
Managing Director
TJ Systems (S)
WHEN an employee decides to leave the company, it is for a combination of reasons and we should identify the true reasons before any counter-offer is made. We do make a counter-offer based on how critical his role is, and business needs. In the current tight labour market we have to bite the bullet to keep talented employees in critical roles, such as the financial controller, for instance.
But money is not always the best solution as it can lead to lower morale among other employees and send the wrong message that the best way to get a pay increase is to quit. Also, retaining staff by making counter-offers is mostly a short-term tactic and not a long-term solution.
Ng Kong Yeam
Group Executive Chairman
Sino-America Tours Corporation
WHEN an employee in my company submits a letter of resignation, I normally call him for a chat and find out the reason for his resignation. The first question I ask is: 'Is money the main satisfier?' The second question is: 'Are you getting a new position at a very much higher salary, and if so, how much.'
The answer will help me decide if I should make a counter-offer. Undoubtedly, people do leave for a better deal, especially when the new package contains a large signing bonus and plenty of stock options. It's often just too much to resist.
To keep my staff, I take good care of them as well as, if not better than other companies in my industry. Money is important, but if our culture meets the needs of our employees, money alone is unlikely to make them leave.
Not wise to make counter-offers
Angeline V Teo
Principal Consultant
d'Oz International
IF YOU keep a quitter today, he might still quit tomorrow. Where do you draw the line? Keep people with passion to succeed, who are honest to themselves and to the organiation. Quitters will leave the organisation when they are not able to perform at their peak, and they do not have the perseverance to see completion of a project.
If they are lured by monetary goals today, you can only keep them for a limited time before they come back to ask for more. It is perhaps more effective to train and retain those who make a sincere contribution and add value to the organisation, rather than those who are always scheming to 'take' from it.
Jake S Jacob
General Manager
Foster's Asia
IF A team member has decided to quit solely because of money, and assuming he was being paid at the correct level given his position and experience, I would not make a financial counter-offer.
I would, however, take the opportunity to review his development plan with him (which every team member at Foster's has). I would first ask him to check that the plan and underlying objectives are up-to-date and then look for ways in which his plan can be accelerated to further support the achievement of his career goals.
Anyone who is already being paid well and who is keen to leave the business just for money is not really worth holding onto, in my view, as one runs the risk of pay increase demands becoming a vicious cycle, not to mention the question it raises in my mind regarding his passion for our business.
Fahmi Rais
CEO
iBrand Strategy Group
COUNTER-OFFERS buy people, they don't make them. As such, I have refrained from making any counter-offers to staff who have sought opportunities elsewhere. Such moves are made on the basis of either a strong push or pull factor and keeping such staff only extends the countdown of a time bomb. Once the thought of leaving has been entertained, loyalty is zero.
What I would rather focus on is to build a relationship with staff that creates a 'stay' factor. A relationship is a more effective motivator and it matters more than providing a better environment, higher pay and even greater prospects. Management-staff relationships that are built around good mentorship and sound understanding will keep staff committed and feeling appreciated and valued. A good employee is more valuable than one with good skills. It is better to keep a good employee and work on the skills, than to convince one with good skills to stay a little longer.
Teng Yeow Heng Michael
Managing Director
TR Formac
AS A management practice, I do not normally make counter-offers to staff who have threatened to resign if the company does not match his new job offer. I have done so before and these employees eventually leave as the trust is already broken. Also, by acceding to these requests, I have opened up a Pandora's Box by inducing other staff to do the same. However, I would listen to the feedback during the exit interview and make improvements without any immediate counter-offer in monetary compensation. There is no end as there will always be other jobs that can pay better.
However, as a CEO, I believe that I should compensate my people fairly and they should not have been instigated in the first place to seek alternative employment because they feel that their compensation is not adequate.
R Theyvendran
Chairman/Managing Director
Stamford Media International Group
WE would not make a counter-offer to an employee who wants to quit. We would, however, find out in detail the reasons why the employee wants to leave, especially if he has obvious potential. From such feedback, we would address any weakness in our systems.
The flaw may not always be a deficient remuneration structure. Besides monetary incentives, encouragement, motivation and a proper career path are just as important to most employees. We would endeavour to find a permanent solution so that we do not lose capable or talented staff.
Being an on-going concern, we are just as watchful of good public relations. The services of our employees will always be appreciated and wherever appropriate, rewarded. As far as possible no employee should leave our company with any ill feelings except for the fringe few, who may not fit in for whatever reasons.
An 'open-door' management policy can be practiced, where employees can just walk in and raise matters that are bothering them. Teamwork is important and for that to happen there should be good communications with employees at all levels so that whatever real or imaginary problems can be eliminated.
Industry-wise, too, it is important to have an understanding that employees are not poached improperly.
Richard Hoon
Chief Executive Offiicer
I Search Worldwide Group
I THINK it is generally not wise to make counter-offers to entice employees to stay especially when they have already made their decision to leave. If the employee has gone through the whole process of looking for a job, gone for interviews and finally accepted an offer only to be tempted to stay, why would anyone in their right mind want to retain them? They have shown no respect for others, cannot keep their commitments and are only thinking of themselves.
It may resolve a short-term staff crunch but it will create a long-term systemic challenge for the organisation. Morale among existing staff will take a dive if it gets out on the grapevine that one can hold the management to ransom and be rewarded at the same time. What message are we sending to the rest of the employees who have been loyal?
Having said that, however, if an employee is quitting due to other considerations such as a sudden change in personal circumstances or a need to achieve work-life balance, then the company should do all it can to accommodate the employee to allow him to stay. But any accommodation given should be above board and be made available to all employees.
Ideally, a company should try to avoid such precarious situations in the first place by creating an environment where their company is the preferred place to work, and where employees feel they are valued and appreciated. Adequate succession planning and competitive compensation will also help.
By all means, woo employees but not quitters!
Lim Soon Hock
Managing Director
Plan-B Icag
IN MY more than 30 years of working life, I have succeeded in only one counter-offer. It turned out to be a bad decision, as the incumbent involved had to be terminated subsequently.
I would strongly discourage companies from making a counter-offer to employees looking to leave as it is a waste of a company's time and resources, unless there are exceptional reasons for doing so. Having said that, employers must carry out the requisite exit interviews with the intention of gathering feedback from employees who have resigned, so that they can improve their employee relations and employment practices.
I would propose companies spend time and resources focused on creating a congenial yet challenging work environment for the employees. Apart from having a benefits and compensation policy which is competitive and designed to attract and retain employees, companies must intensify their efforts to promote work-life harmony. More importantly, companies must have a succession plan in place to ensure that the business operations will not be inadvertently compromised, should incumbents leave the companies.
The best returns a company can realise is through investment in human capital, more so in today's highly competitive milieu where talents are greatly sought-after and where every company wants only the best to take them forward.
Higher offer should be strictly justifiable
Dhirendra Shantilal
Senior Vice-President, Asia Pacific
Kelly Services
IN OUR tight labour market where talent is scarce and top candidates are in limited supply, the success and continued growth of an organisation depend significantly on its ability to attract and retain valuable talent. With the war for talent persisting and average salaries scaling up, key employees who have valuable skills and work experience are highly sought-after by other organisations.
Organisations should determine the criteria for defining which employees are key based on the impact of their role, performance, difficulty in replacing and long-term potential. These are the individuals that management and HR can consider making a counter-offer if they decide to leave.
The decision to extend a counter-offer should not be reactionary but based on reason and management consideration as the decision will affect the manager, staff and the organisation. As the employee is likely to have considered many factors before choosing to leave, money may not be the primary factor and, therefore, a salary increment can only be a short- term solution.
In the quest to attract and retain the best talent, it is critical for organisations to develop good performance management strategies and know how and when to engage their top performers. With performance management, leaders would collectively, and in a structured manner, talk about performance, development and aspirations with their employees so as to consistently align the organisation's vision and objectives to the desired behaviours, expectations and results expected from its employees.
In turn, employees will be engaged in the company's strategy and understand the important role they play in the organisation. Once you win the heart and trust of your employees, you will have a motivated and focused talent pool that will enable your organisation to achieve greater success.
Liu Chunlin
Managing Director
K&C Protective Technologies
OUR company, K&C Protective Technologies, is what you would call a boutique firm, offering niche protective design and solutions for buildings and infrastructure. As such, we require a tight fit between our staff's capability and attitude and the company's business requirements. We have a process to spot talent and track staff development. When an employee wants to leave because of any mismatch that was not evident previously, we would reluctantly have to agree. There is no point perpetuating an untenable situation with higher pay, even if it is hard getting a replacement in a tight labour market.
For staff that fit well into our business, we would manage their development and track personal aspiration. If higher pay is justifiable, we would agree but we would certainly like to do it in a way where we are in control by pre-empting the situation.
Staff stay with you for a host of reasons other than pay which can be a coarse measure if it is solely relied upon. People find satisfaction in a workplace when there are things like appropriate challenge, personal development, a conducive work environment, hours allowing family-work balance, recognition, trust, teamwork, welfare, etc. In other words, one has to manage a basket of conditions which ensures you have strong staff with you to help you meet the challenges of the business.
Deb Dutta
VP, Asia Pacific & Japan
Brocade
WHILE the knee-jerk reaction would be to make a counter-offer to a departing employee, I personally seek a deeper analysis of the reasons for the employee's departure. I try to focus on the appropriateness of the goals and expectations of the employee that he feels the new environment will help accomplish more optimally than the present employment and determine how realistic they are.
This understanding helps me choose from a range of appropriate actions including counter offers, new roles, new locations, counseling or, in some instances, letting the employee go as the best action.
Contrary to popular belief within hiring managers, monetary considerations are not the No 1 reason for employee departure. Every organisation strives to hire the best talent. What is more important, though, is to continually develop, empower and grow this critical resource, especially in a tight marketplace. Rather than seeking creative methods of retaining employees when they announce their departure, I prefer to create an environment where they feel respected, energised, collaborative and passionate about their roles, their teams and have pride in the environment they work in. Being able to create this work environment is what Gold Standard organisations are all about!
Corrective measures could help
Lim Pun Kok
Managing Director, South Asia and Australia/New Zealand
Blue Coast Systems
WHEN an employee tenders his resignation, I believe that it is always important to find out the exact reason why he wants to leave. Have a candid talk with the person. Ascertaining this would allow you to better understand the needs of the person and to see if corrective measures, like improving the current working environment, can be done to get him to continue. For example, if he has a conflict with an immediate supervisor then instead of losing this talent, a reassignment could be implemented to solve this issue.
Generally, counter-offers are needed when a company does not adjust existing salaries according to the market rate. At Blue Coat, we have a firm assessment of market trends in salaries and regularly conduct salary reviews to ensure our employees are well taken care of. What has worked well for us is our proactive HR approach of regular feedback sessions on improving work environment and employee productivity. Organising regular social and team building activities do help bond the team and create a family atmosphere.
Sunday, October 28, 2007
Fad
Amongst the newest new things in my life (read imac, KPE, car, penguin water dispenser and LCD TV), i also recently joined Facebook.
I was holding out on joining it for some time. Largely because of the disappointment of getting just 70+ friends in Friendster, as compared to 250+ friends other people had... I even read of two sisters in the newspapers who, between them, had 17,000 friends on their friendster accounts. They even had to create multiple accounts because of the limitations of whatever.
But i caved in. Largely cos I was semi-bored whilst i was in the interview-considering-contemplating limbo.
At first, I added some unsavoury ple from my uni. A bit distasteful, i thought, to be wasting my time on these kinda people. These people dont deserve my time! Not even the time that im planning to waste. Oh, but i digress.
Then i started to find some people by accident, simply cos Singapore's so small! I searched thru my JC friend's page and saw one of her friends who looked pretty. SO i went to the pretty girl's page to see her friends. Then I saw the sister of a long-time friend on the pretty girl's page. Then i went to the sister's page and found my long-time friend!!!!!
I sent her a message some 3 weeks ago and didnt get any reply. I was afriad that Friendster II was going to haunt me again. Then i got a reply
"Hey!! I´m great! To sum up, I quit my job in Jan, spent 2 months in Paris studying French, then studied Spanish and then took off for 5 months in South America backpacking!
I´m now in Chile and it´s been almost 4 months already! Can´t believe it...will be back in Singapore in mid Dec...so give me your cell no. and we´ll meet up when I´m back...with XXX as well..what´s that guy up to these days?"
Gosh.. so fun. Though I am not the hugest fan of travelling but her lifestyle seems quite carefree. So cool.
And then a JC junior of mine also added me and it was like a 10 years of catch up.
And then with the JC junior came lots of my own JC classmates and from their profiles, I saw a couple of them being married already. Not that I was hurt they didnt invite me. (In faact because they didnt invite me, i could have enough money for my imac). But it seems like there're more of them married than i thought. So that's a good thing.
Amidst the sheep throwing and (fluff) friends races, Facebook provides a non-threatening way to connect in ways that would seem startling after non-existant contact in the last 10 years. Even though you have not contacted them for ages, it is extremely interesting to see how your peers turn out after going through the same "system" as you.
I have 87 friends now, hoping for more for a better tomorrow.
I was holding out on joining it for some time. Largely because of the disappointment of getting just 70+ friends in Friendster, as compared to 250+ friends other people had... I even read of two sisters in the newspapers who, between them, had 17,000 friends on their friendster accounts. They even had to create multiple accounts because of the limitations of whatever.
But i caved in. Largely cos I was semi-bored whilst i was in the interview-considering-contemplating limbo.
At first, I added some unsavoury ple from my uni. A bit distasteful, i thought, to be wasting my time on these kinda people. These people dont deserve my time! Not even the time that im planning to waste. Oh, but i digress.
Then i started to find some people by accident, simply cos Singapore's so small! I searched thru my JC friend's page and saw one of her friends who looked pretty. SO i went to the pretty girl's page to see her friends. Then I saw the sister of a long-time friend on the pretty girl's page. Then i went to the sister's page and found my long-time friend!!!!!
I sent her a message some 3 weeks ago and didnt get any reply. I was afriad that Friendster II was going to haunt me again. Then i got a reply
"Hey!! I´m great! To sum up, I quit my job in Jan, spent 2 months in Paris studying French, then studied Spanish and then took off for 5 months in South America backpacking!
I´m now in Chile and it´s been almost 4 months already! Can´t believe it...will be back in Singapore in mid Dec...so give me your cell no. and we´ll meet up when I´m back...with XXX as well..what´s that guy up to these days?"
Gosh.. so fun. Though I am not the hugest fan of travelling but her lifestyle seems quite carefree. So cool.
And then a JC junior of mine also added me and it was like a 10 years of catch up.
And then with the JC junior came lots of my own JC classmates and from their profiles, I saw a couple of them being married already. Not that I was hurt they didnt invite me. (In faact because they didnt invite me, i could have enough money for my imac). But it seems like there're more of them married than i thought. So that's a good thing.
Amidst the sheep throwing and (fluff) friends races, Facebook provides a non-threatening way to connect in ways that would seem startling after non-existant contact in the last 10 years. Even though you have not contacted them for ages, it is extremely interesting to see how your peers turn out after going through the same "system" as you.
I have 87 friends now, hoping for more for a better tomorrow.
Thursday, October 25, 2007
Knocked Up
I discovered this scratch on the bumper of my car this afternoon.
SIAN
Duno how i got it too.
It's yellow. Indicative of the car park barriers. But weird leh. DIdnt feel it leh.
SIAN
SIAN
Duno how i got it too.
It's yellow. Indicative of the car park barriers. But weird leh. DIdnt feel it leh.
SIAN
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