ENABLING
MOBILE
WORK
An
Employer’s
Guide in the
New Economy
About Employer Alliance
Employer Alliance is a network of over 1,400 member
companies committed to creating an enabling environment
to enhance Work-Life integration. It is a necessary business
imperative to stay competitive and gives organisations
a significant edge in talent attraction, retention and
productivity.
Employer Alliance offers resources on Work-Life matters
including an online Work-Life Tool Kit, research and case
studies. Membership is free and members are invited
to Work-Life events to network with other like-minded
companies. They also receive regular updates regarding
the latest news and trends in Work-Life matters.
CO NTENT S
Foreword
02
Message
03
The Business Case for Mobile Work
04
What is Mobile Work?
06
Office Arrangements for the Mobile Workforce
08
The New World of Work
12
Vincent Wong, Director
Small, Medium Solutions & Partners Group
Microsoft Singapore
Enabling Mobile Work through an Effective Change
Management Strategy
16
Jacqueline Gwee, Director
aAdvantage Consulting
Guidelines for Supervisors Managing a Flexible
Workforce
19
Ken Leong, Director
361 Degree Consultancy
Preparing Employees for Mobile Work
22
Sher-Li Torrey, Founder
Mums@Work
Working Better with Job Redesign
27
Amy BC Tan, Partner & Diana Yeo, Director
Centre for Organisational Effectiveness
Case Studies
Public Service Division
30
32
34
36
Acknowledgements
38
SP Services
Bizlink Singapore
IBM Singapore
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
01
Foreword
WORK-LIFE harmony is a reality – Singapore does have companies that believe
in helping its employees achieve Work-Life harmony. Not only that, they have
proven that flexible work arrangements can be very sustainable. The Employer
Alliance has shown us four excellent case studies. The Work-Life Works! (WoW!)
fund that MOM provides has about 860 companies tapping on it to provide
flexible work arrangements since 2004. In fact, every two years, we celebrate
the outstanding achievements of companies that promote Work-Life harmony
through our Work-Life Excellence Awards.
Work-Life harmony
– I encourage more
companies to join
us in this journey.
These are part of efforts to grow a positive Work-Life culture in Singapore,
so that we have Singapore employers who value Work-Life initiatives for
their benefits to business performance and the positive impact they have
on employees, where business leaders are role models themselves, where
employees are confident and responsible in taking up flexible work arrangements
when they need to, and where colleagues are understanding and supportive.
This is the Singapore Work-Life ecosystem we want to strive towards.
Today, we have greater access to technology that supports flexible work
arrangements. For instance, many of us use smart phones, laptops, tablets,
etc. As the range of such technological support grows over the years, it has
also made it easier for companies to support flexible work arrangements.
In 2012, MOM’s Conditions of Employment Survey reported that 41% of the
establishments surveyed offered at least one type of flexible work arrangement,
up from 25% in 2007. I believe there are more companies who will join this
growing existing group in offering flexible working arrangements – a Robert
Half Survey in October 2012 highlighted that almost 9 in 10 employers were
open to flexible work arrangements. We have early adopters of flexible work
arrangements that have already shown the way to Work-Life harmony – I
encourage more companies to join us in this journey.
For companies new to flexible work arrangements, this book provides useful
tips and best practices on implementing mobile work arrangements, and will
definitely benefit employers, HR practitioners and supervisors in their Work-Life
journey. I commend the Employer Alliance for putting together this publication
as well as its continued efforts in promoting flexible work arrangements and
fostering more Work-Life friendly workplaces in Singapore.
MR HAWAZI DAIPI
Chairman
Tripartite Committee on Work-Life Strategy
Senior Parliamentary Secretary for Manpower and Education
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Message
INTERNET and the use of mobile devices for both business and personal use
have become a part of our lives. In Singapore, there are over 6 million 3G
mobile subscriptions, and about 86% of individuals surveyed have at least one
computer at home while over 85% of households have broadband internet
access.
This availability and accessibility of technology in both the workplace and the
home enables individuals to have greater flexibility over their time and the
location of work.
With technology
... employees
can now enjoy
flexibility at their
fingertips.
Employees can now enjoy flexibility at their fingertips – with technology they
can manage their time better by integrating work responsibilities with personal
and family needs.
This age of connectivity is an opportune time for us to visualise how we can
capitalise on mobile options and redefine the way employees will deliver
business results in the future while respecting the individual’s needs for family
or personal time.
As senior leaders and HR practitioners, we have an important role to play in the
sustainable implementation of mobile work so as to benefit both the business
and the individual. Firstly, we need to cultivate a workplace that values the
individual’s performance rather than their physical presence; secondly, we must
respect the individual and develop trust through good management practices;
and thirdly, we should encourage open communication between supervisors
and employees, co-workers and customers.
I would like to thank our contributors for sharing their invaluable insights and
experiences in mobile work and I hope that this publication will guide you in
using mobile work meaningfully within your organisations.
MS CLAIRE CHIANG
Chairperson
Employer Alliance
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
03
THE BUSINESS CASE
for Mobile Work
SMEs in Singapore constantly grapple with how to boost productivity and increase client responsiveness
in an attempt to scale up organisational growth. Mobile working arrangements can be pivotal in achieving
this goal.
Research done in the UK and the US suggests that mobile work options can significantly raise employee
productivity and efficiency.
As employees exercise greater autonomy in where, how and when they work, organisations will experience:
• Increased productivity as employees take ownership of job tasks with a proactive mindset.
• Increased client responsiveness across time zones as employees are highly mobile and able to
communicate easily and efficiently outside normal office hours.
• Increased client satisfaction as service providers are able to meet and exceed expectations.
• Higher retention rates as employees experience better Work-Life integration.
• Lower costs associated with recruitment and training new employees.
• Lower overhead costs as employees work remotely rather than congregating in a single
location.
• Greater ease of hiring and ability to tap on a wider talent pool as potential staff are drawn to the
flexibility and Work-Life integration initiatives offered.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Organisations in Singapore that want to remain competitive and relevant in today’s digital workplace can
leverage available technology and consider mobile work options.
[
Research has shown that telecommuting employees spend
more time working effectively due to their time savings.
[
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
05
WHAT IS
Mobile Work?
Mobile working arrangements refer to alternative work options that allow employees to work remotely
– away from the traditional office setting. Employees may work from various locations including home,
shared workspaces and other venues.
Savvy employers often offer mobile working arrangements as a means to maximise employee efficiency.
When working remotely, employees are likely to fully utilise their working hours on meaningful tasks, by
cutting down on time that would be spent commuting to and from the office.
These employees make heavy use of communication tools such as internet-enabled laptops and
smartphones to keep in constant contact with supervisors, clients and colleagues, throughout the work
day.
The Different Types of Mobile Working Arrangements
Mobile working arrangements can be divided into 3 main categories:
06
Home-Based Work
Telecommuting
Work-Shifting
In a home-based work
arrangement, an employee
works mainly from home.
The employee would have
a specific workspace or
home office created for this
purpose, where he can work
uninterrupted during the
designated work hours.
Telecommuting is an
increasingly popular mobile
working arrangement in
Singapore that allows
employees to work from
virtually anywhere. Employees
work ‘on-the-go’, finding areas
that can temporarily serve as a
workspace, usually in between
appointments and meetings,
rather than coming into the
office daily.
Employees who practice workshifting usually work from a
specific external venue for an
extended period. Some of these
employees may choose to work
from a shared workspace.
Others who travel overseas
extensively may even opt to
work from their hotel rooms for
the period of their travel.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Mobile working arrangements may be offered to employees on a full-time or occasional basis.
Employees who are on a full-time mobile working arrangement will have opted to do so consistently for
an extended period of time. For example, an employee who has to care for an elderly parent may work
from home on a full-time basis for the entire period of his employment.
Employees may also use the mobile work option on an ad-hoc basis as the need arises. For example,
an employee from the marketing department may opt to telecommute for the entire week as he has
multiple meetings with customers and suppliers, and it would be more efficient for him to work remotely
rather than spend time travelling back to the office after every meeting.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
07
OFFICE ARRANGEMENTS
for the Mobile Workforce
There are several types of workspaces that mobile workers can utilise depending on their specific work
arrangement. For optimal flexibility, most mobile workers will maintain a workspace at home as well as
use an external venue when they are on the go.
Home Office
This is a designated workspace within the employee’s home which is fully equipped with the necessary
infrastructure and tools to work efficiently. This would include a work desk, laptop or desktop computer
and a broadband internet connection.
Home Office: Best Practices
• Clearly define the employee’s work targets so that work and family expectations are managed.
• Set up a communication system for the employee to stay connected to the workplace, such as
tele-conferencing or web-conferencing for meetings.
• Employees with care-giving responsibilities should make alternative day-care arrangements
during their work hours.
• The home office should be situated in a quiet place, clearly delineated from the main living areas
of the home.
• Schedule face-time with employees who work predominantly from home. This can take the form
of informal chit chat sessions, appraisals or weekly team meetings.
• The employer may reimburse work-related costs including phone and internet bills.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Hot Desking
In this workspace sharing arrangement, employees are not assigned to a specific desk in the office.
Instead, all desks are uniformly equipped with the hardware and software required for work. Employees
can seamlessly work from different workspaces on different days without delays and disruptions to their
work.
By providing a designated hot desking area and encouraging employees to work remotely, organisations
may significantly reduce their overhead costs. The office layout can also be efficiently designed, with
fixed desks provided only for staff who are required full-time in the office.
Hot Desking: Best Practices
• Ensure that employees leave the hot desking area free of personal items such as work
documents when they leave for the day.
• Provide ample storage space in the form of lockers and drawer units for individuals and shelving
units for teams/departments.
• Provide essential information at each desk such as office phone extension numbers, computer
login instructions, etc.
• Equip all hot desk stations with phone and internet access points to ensure quick and uniform
accessibility.
• Provide employees with laptops to ensure maximum mobility.
Hoteling
Hoteling is a shared workspace model similar to hot desking. However, in this office arrangement,
employees need to reserve the workspace and other resources ahead of time via a central booking
system.
Hoteling: Best Practices
• Invest in a computerised reservation system to save time and reduce human error when making
reservations.
• Ensure that each employee has a specific e-mail address, contact number and voicemail.
• Conduct regular checks to ensure that employees are using the reserved resources.
• Educate employees on how to use the hoteling system for maximum efficiency.
• Reward employees who use the hoteling system appropriately.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
09
Smart Work Centre
A smart work centre is an office space located away from the main office, and typically found closer to
residential areas to cut down on commuting time. This location may belong to the organisation, or more
commonly, the company may rent the premises from an external provider who will equip the workspace
with all the necessary office tools and infrastructure, where employees can plug in, log on and work.
This office arrangement can be basic or complex, depending on the company’s needs. In a simple
set up, the workspace may be equipped with office equipment such as desks, phones and internet
connectivity. A more elaborate centre may function as a branch of the main office.
Smart work centres are useful when organisations want to offer employees flexibility while maintaining
a high level of staff visibility. This work arrangement is also ideal for mature workers and back-to-work
mothers who want to be gainfully employed, but prefer a shorter commute.
Smart Work Centres: Best Practices
• Identify job roles that can be efficiently performed at smart work centres; this is the first step in
gauging if you have sufficient employees to deploy to a smart work centre.
• Choose a smart work centre that is close to a residential area or in an easily accessible location,
to make it attractive for employees to use.
• Ensure the smart work centre has scalable options that will allow you to ramp operations up or
down as needed.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Virtual Office
A virtual office is a budget-friendly alternative to a conventional physical office space. In this office
arrangement, employees are given the autonomy to work from anywhere they want, retrieve information
and connect with clients and colleagues via the internet.
The company may engage a virtual office service which will provide a business mailing address, e-mail
address, fax number and other tools to maintain a professional image. Some providers offer additional
options such as workspaces and meeting rooms for rent.
With the low costs involved, virtual offices are especially popular among start-ups and small SMEs.
Virtual Office: Best Practices
• In order to manage employees ‘virtually’, employers should clearly stipulate work expectations
such as start and end hours, as well as when and how the employee should be contactable.
• Employees should identify main workspaces to provide structure to their workday and raise
efficiency.
• A reliable virtual office service provider should be engaged to ensure maximum connectivity;
mailing and e-mail addresses need to be valid and working at all times.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
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THE NEW WORLD
of Work
Vincent Wong, Director
Small, Medium Solutions & Partners Group
Microsoft Singapore
In recent years, Singapore’s labour shortage has made it necessary for business leaders to shift their
focus towards managing a diverse workforce and learning how technology can be used to bridge the
productivity gap. Singapore companies face four pressing challenges:
• A difficult economic climate that is anticipated in the near future.
• A knowledge gap within the organisation. One possible cause is high staff turnover or the
formation of teams to tackle a project, which are subsequently disbanded. This often results in
the loss of accumulated knowledge for the company.
• A change in work-style patterns. Employees require increased mobility as they need to be close
to customers and colleagues. Additionally, many working adults need flexibility to manage their
Work-Life priorities.
• The use of personal IT devices for work, which creates a challenge for employers who need to
provide reliable yet secure access to sensitive company data from anywhere, on any device.
The New World of Work is a response to these issues, based on three key pillars - People, Technology
and Place.
People
The ‘People’ pillar reflects the fact that organisations and workers need to be flexible to achieve mobility,
better Work-Life integration and to accommodate personal work styles.
In the modern economy, organisations need to be customer-oriented and empower employees
to meet customer expectations efficiently. Therefore workers need to be able to work remotely;
whether in airports, client sites or from home. In addition, workers need to be collaborative, creating
a work structure defined by the skills of each person rather than traditional hierarchy. This will make
organisations more resilient, able to withstand economic shocks and most importantly, enable their
people to realise their full potential. The scalability of this work model also allows companies to expand
rapidly when opportunities arise.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
In a Microsoft survey, more than one-third of its employees had worked from a home office, a café or in
another organisation’s office. One quarter of the employees had worked during their commute.
Every individual has a unique work-style, a set of preferences for where, how and when to work. Some
of this is driven by demographics and increasing demand for Work-Life integration.
The reality of these statistics underpins the employee retention strategies of many businesses:
• In 2009, an Oxford University study showed
that 72% of 1,000 workers polled would be
encouraged to remain in the workforce for
as long as possible in their senior years – if
given lesser hours and more flexible work.
• In some countries, companies are putting
programmes in place to encourage women
to remain in the workforce, since so many
feel that they have to leave the workforce
at a point where their productivity and
potential reward are at their highest.
Today’s workforce is characterised by interconnectivity and the emergence of “digital natives” – a
new generation of employees who are comfortable holding discussions and collaborating in a virtual
environment through e-mail, instant messaging and other devices.
Organisations also need to accommodate “digital immigrants” – the older employees who are less
familiar with social media and mobile technology. These employees have the same need for flexibility
and mobility, but require technology with a familiar and intuitive interface that is easy to access and use.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
13
Technology
This new and innovative work environment needs to be supported by simple yet powerful enabling tools
which include:
• A powerful communication suite that allows
people to communicate in the way that
best suits them; whether by e-mail, videoconferencing, voice or instant messaging.
• Enterprise applications such as Microsoft
SharePoint that facilitate collaborative work
between people who are located in different
locations.
• An IT environment that is tailored to the
employee that is using it.
• Supporting infrastructure, which allows
users to access applications and data from
any place and on any device, in a secure
manner. This infrastructure could be based
within the organisation’s premises, but is
increasingly based on the Cloud platform.
The business case for implementing such communications systems is well-proven. A recent report by
Forrester examined the business case for implementing Microsoft Lync Server in a US corporation.
As a result of replacing PBX phones, the company had direct savings by implementing web-based
teleconferences, reduced IT and telephone labour costs, fewer calls to the helpdesk as well as increased
productivity and a reduction in travel costs. The investment had paid for itself in less than 13 months and
provided a 337% Return on Investment (ROI) over a 3-year period.
Another transformative technology is Cloud computing where applications and data are hosted in secure
data centres and can be accessed remotely on any device, in a secure manner. Cloud services can be
hired on an as-needed basis, giving small businesses the ability to take advantage of applications and
tools that might have been expensive in the past, while giving larger organisations the ability to compete
with smaller, more nimble low cost companies.
Cloud computing services also provide business continuity and disaster recovery. In the event of
a systems failure, the company’s data is safely housed and backed up in a data centre, which
contractually guarantees a high level of system reliability.
Place
The first two pillars, People and Technology, are driving changes in the third pillar, ‘Place’. In this
evolved concept of the workplace, the office will no longer be the heart of the organisation – work
becomes something a worker ‘does’ and not merely ‘where they go’.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
The office of the future will be designed to provide a task-oriented work environment which will enhance
cross-group collaboration, productivity and satisfaction.
Microsoft Singapore’s sales, marketing and regional headquarters has been designed as a Collaborative
Work Space where employees do not have permanent desks and are encouraged to work in the
environment that best suits their activity at any given time. Since the move, Microsoft Singapore office
space has decreased by 16% but employees have seen a 54% increase in productivity. At least 49% of
staff say they collaborate more while 77% prefer the new working environment to the old one.
Conclusion
The strategies and policies required for the New World of Work cannot be implemented overnight. A
change in management culture, employees’ mindset as well as the enabling technology for success is
required.
By developing a work culture that encourages flexibility, mobility, collaboration and resilience, Singapore
companies will be well-prepared to meet the challenges of increasing competition, rising customer
expectations and a shortage of critical skills.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
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ENABLING MOBILE WORK THROUGH AN
Effective Change
Management Strategy
Jacqueline Gwee, Director
aAdvantage Consulting
When companies get creative in implementing workplace flexibility, an entire range of structured
approaches to mobile work can happen – from working at customer sites to working from permanent
off-site offices (e.g. home offices and smart work centres). In fact, one definition of mobile workers is
that they work at least 10 hours per week away from their main office – on business trips, in the field,
travelling or on customers’ premises, and use internet connectivity when doing so.
Mobile and remote communications using broadband technology and voice, video and data services
are set to increase in line with the global rise in mobile working. Businesses must adopt processes,
structures, new resources and management practices which make mobile working effective if they are
to benefit from increased productivity from mobile work.
However, the benefits of a Mobile Work Programme may not be fully achieved when there is a failure to
prepare those who will be working remotely and those who will be supervising these mobile workers.
As we move towards mobile working arrangements for a wider range of job positions, the traditional
modes and mindset of managing our workforce requires change – how do we manage staff who are not
in the office? How do we know if they are really working?
Preparing staff prior to embarking on the new work arrangement makes for a smooth transition and
increases the likelihood of success. Deploying a Change Management Strategy and Plan is crucial to
making the Mobile Work Programme a success, and should include the following:
1. Articulate the Business Case and Desired Outcomes
Be clear and precise about the desired outcomes of the Mobile Work Programme. More specifically,
employers should identify and articulate the potential benefits for the organisation and employee. This
clarity is vital for buy-in. Common business outcomes include enhanced productivity, reduced business
office costs, greater staff motivation and staff retention. Staff may enjoy less travel time, cost savings,
greater flexibility and better Work-Life integration.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
2. Communicate Performance Expectations
Communicate the expected outcomes to all staff, especially those directly affected and those managing
the staff. This is to ensure that staff, supervisors and management share a common vision and
understand the benefits of mobile work options.
Ideally, engagement sessions and communications should be tailored to address different issues by
staff hierarchy or by function. This will ensure that the target audience is not overloaded or confused.
For example, separate sessions are needed to address supervisors’ concerns on managing staff
performance and staff concerns on dealing with new technology and how mobile work will affect their
careers.
Detailed communication on role expectations and protocol is critical:
• Are mobile workers expected to inform supervisors of their start time? If so, how will it be done?
• What is the protocol on staff accessibility for non-working days/days off?
• Are there guidelines on the use of office equipment for personal use?
• What are the guidelines on handling confidential information while working remotely?
Each company should define the boundaries aligned to their organisational culture and existing policies.
While not all protocols have to be strictly defined; the main intent and guiding principles have to be clear
so that staff can implement them. A high level of openness and trust is required for this.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
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3. Develop Competencies to Support Mobile Work
Beyond equipping mobile workers with the technical knowledge and tools to achieve work goals, developing
their competencies to support their mobile working arrangements is also important.
A global study by Cisco Systems in 2007 (Understanding and Managing the Mobile Workforce), showed that
efficient mobile workers demonstrated stronger planning and organisational skills, flexibility, adaptability
and relationship building skills in comparison to their office-based colleagues. In contrast, they are less
likely to need effective team working skills. This does not suggest that they work less effectively with
colleagues, but rather that they work effectively on an independent basis.
The implication is clear – in addition to selecting employees with these key competencies (for mobile work),
organisations must also provide existing employees with opportunities to develop these critical mobile
working competencies.
4. Equip Managers with Skills to Manage Mobile Workers
Companies must first establish a performance management system based on outcomes and KPIs rather than mere
‘face time’ measures, e.g. on-time delivery of work output should outweigh punctuality. Managers who telecommute
will need to adapt their work styles to cope with their own mobility while simultaneously managing others.
These “Mobile Managers” must know when to be physically present, effectively coach and motivate the
team and nurture loyalty towards the company.
5. Commit to Improve and Celebrate Success
Leaders set the tone of the organisation’s culture. Thus, consistent communication and positive behaviours
from leadership will create a pro-mobility culture, ensuring the sustainability and success of mobile work
practices. Management can leverage existing engagement platforms or create new ones to communicate the
progress of mobile working arrangements. Be candid in acknowledging gaps in the current work processes
and invite employee feedback on how mobile working arrangements can be improved. Close the loop with staff
on the action taken to demonstrate the organisation’s commitment to mobile work.
Middle managers also need to play their part in creating a “mobile-work friendly” office environment.
Managers can actively raise the profile of mobile work throughout the organisation by publicising
achievements and feedback about new methods of working.
Identifying and communicating “quick wins” early on in the programme will critically shape employees’
perceptions and attitudes towards mobile work. An effective change management plan will establish open
channels of communication between staff and management and allow supervisors to identify these success
stories.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
GUIDELINES FOR SUPERVISORS MANAGING
a Flexible Workforce
Ken Leong, Director
361 Degree Consultancy
In today’s competitive labour environment and market conditions, maintaining a robust and flexible workforce
is a must for businesses. Workplace flexibility contributes to better talent attraction and retention, higher
productivity and ensures the operational readiness of a company, particularly in crisis situations.
In order for mobile working arrangements to be truly effective and sustainable, buy-in and active
involvement from supervisors is necessary. Middle managers form the crucial link between senior
management and employees and should be equipped and empowered to facilitate mobility programmes in
the workplace.
Form a Task Force
Supervisors should be included in the team that is initially tasked with exploring the viability of flexible
work options for the organisation. Being close to the ground, and experiencing the day-to-day operations,
they can offer valuable insights on the current labour situation, and a better understanding of the types of
mobility programmes that would suit their teams.
Set Clear Targets and Deliverables
As mobile employees have less ‘face-time’ in the workplace, supervisors should establish targets,
timelines and deliverables upfront. Work performance must also be measured by efficiency and the quality
of work instead of the number of hours spent in the office. For example, one client successfully created
clear and measurable KPIs for his sales team – employees needed to submit weekly sales reports and
meet sales targets and quotas. The penalties for not meeting these requirements are stated upfront to staff
and monetary awards are given to those who exceed the set targets.
Cultivate Open Communication
Supervisors need to actively create a trust culture within their teams. One method is to proactively seek
feedback and keep an open mind when listening to employees’ comments and grievances. For example,
a client required managers to initiate twice yearly chats with individual employees to promote more open
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
19
and authentic communication with one another. This constant communication should extend to those
who work in the traditional office environment as well.
Staff who do not participate in flexible working arrangements can feel short-changed and assume they
have to put in extra effort to support their peers who have more flexibility at work. Supervisors should be
ready to address these queries and remind employees that while flexibility is available to all, different job
functions allow for differing degrees of flexibility.
Fair and Equitable Treatment
Supervisors should expect the same level of work contribution from both the mobile and office-based
staff. When result-oriented KPIs are set and clearly communicated to the team, employees will be
assured that a transparent staff evaluation process is in place.
Supervisors should also effectively manage the expectations of their mobile workers. In the event that
an employee works remotely on a part-time basis, it should be clearly explained that their salary and
benefits will be pro-rated accordingly.
Enhance Team Dynamics
A team with positive synergy works well together and is likely to be more efficient and productive. While
creating healthy team dynamics can be challenging when managing employees who work remotely,
supervisors can improve team bonding and interaction in a variety of ways. These include conducting
monthly team meetings, regular training and even social outings to create a sense of unity and
belonging.
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Adopt Technology
Supervisors best understand the work processes and needs of their teams, and should be involved in
selecting a reputable information technology or systems integrator vendor as well as in the redesign of
job roles and workflow affected by the introduction of the new IT system.
Measure & Measure
A key success factor in managing a mobile workforce is to measure the efficiency of the working
arrangement regularly over the long term.
These key factors should be assessed as part of the evaluation:
• The process used; the intended and unintended outcomes of the process, and an assessment of
what parts of the process were successful or might be improved.
• The impact of the flexi-work arrangement, pre-set measurable indicators such as employee
morale, productivity, absenteeism, recruitment and staff turnover should be considered.
• The sustainability of the mobile working arrangement over the longer term.
Supervisors should also expect to refine the mobile working arrangements over time. For example,
an employee who is a new mother and opts to work from home may need more time to care for her
newborn. Her employer may consider allowing shorter working hours for the first three months after
maternity leave and gradually lengthen the working hours over time.
Ultimately, effectively managing a mobile workforce requires supervisors to proactively identify
employees’ needs and find suitable flexible solutions which are aligned with organisational objectives.
This will create a motivated and engaged workforce for the organisation.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
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PREPARING EMPLOYEES
for Mobile Work
Sher-Li Torrey, Founder
Mums@Work
Taking the First Steps
A comprehensive HR policy is necessary for employers to effectively manage mobile workers. If a HR
manual is already in place, a section on mobile working arrangements should be included.
You may also consider adding a mobile arrangement request form, a questionnaire for employees to
assess if they are suitable to be on a mobile working arrangement, as well as checklists for staff who
require a home office set up.
A well-constructed HR manual should:
• Define mobile working arrangements as they pertain to the organisation.
• Describe the types of mobile working arrangements available.
• Detail the criteria that employees need to meet in order to apply for mobile working
arrangements.
To deter misuse and decrease the likelihood of future disputes, HR policies and regulations regarding
mobile work practices should be formalised to ensure clarity and mutual understanding.
Employers must also adhere to statutory legislation and provide guidelines on important issues such as
compensation, annual leave entitlement, allowances and other employee benefits that may be affected
by the implementation of the new scheme.
Take note of the legal obligations as an employer when work is done at a location beyond the office;
some organisations provide employee insurance coverage in case of emergencies.
This policy should be revised as mobility programmes evolve, and incorporate feedback and
recommendations from employees and supervisors.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Once the company has identified the specific goals to be achieved through mobile work, the scope of the
mobility programme needs to be determined. The key questions to consider are:
• Will mobile working arrangements be implemented uniformly throughout the organisation or
geared towards certain departments?
• Will there be a pilot programme?
Setting a timeline of six months to one year to pilot new mobile work options will allow the organisation
to evaluate the effectiveness of the programme as well as pinpoint areas for improvement. For an
accurate assessment of the mobility programme, the new work arrangements should be piloted in
a team where the job nature, team make up and familiarity with processes will facilitate successful
implementation.
Before Implementation
Define the job roles within the organisation and list the tasks within each job scope. This exercise
will reveal the positions that are suitable for mobile work. It is important to note that job suitability is
dependent on the actual tasks carried out by the employee rather than their job title or work schedule.
Tasks suited to Mobile Work
Tasks not suited to Mobile Work
• Require thinking and writing
• Require employee’s physical presence to
attend to clients, e.g. face-to-face customer
service roles
• Telephone-intensive tasks
• Computer-oriented tasks
Examples of Tasks:
Analysis, Auditing reports, Computer
programming, Conducting business by phone,
Data entry, Design work, Editing, Evaluations,
Field visits, Maintaining databases, Planning,
Preparing budgets, Preparing contracts, Project
management, Reading, Record keeping,
Research, Thinking, Writing
• Require extensive face-to-face contact with
supervisors or other colleagues
• Require access to materials that cannot be
located outside the physical office
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
23
Assessing Employee Eligibility
General guidelines should be developed to help determine which employees can opt for mobile work
options. Some useful criteria to consider include:
• Employee’s reasons for requesting
mobile work
• Employee’s working relationship with supervisors
and colleagues
• Employee’s job function
• Employee’s work style and personality, specifically:
• Employee’s past performance record
- Organisational, time-management and
planning skills
- Ability to work independently
- Ability to prioritise and meet deadlines
- Ability to thrive in an environment that has little
social interaction during work hours
Setting up a Home Office: Equipment and Security
To determine if an employee’s home is suitable for working remotely, ideally it could include the
following:



Telephone (land line)
Cell phone
Voice mail



Laptop computer
Software
Scanner/Printer


Desktop computer
Broadband Internet access
Provide a checklist for employees and clearly indicate the equipment that will be provided by the
company as well as outline the reimbursement policy and process. Involve the IT department in the
setting up of security systems required to maintain sensitive corporate information.
Management Involvement
Flexible Work Arrangements are most effective when management understands the organisational
benefits of mobile working and fully supports the new initiatives.
HR and Management should work together to clearly define and articulate the goals of all mobility
programmes.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Tips for Effective Implementation
SUPERVISOR
Objectively evaluate the employee’s performance; acknowledge effort, provide constructive
feedback with input from customers and colleagues



Integrate the performance appraisal process into the mobile work agreement
Be readily contactable to your employees who work remotely via phone, e-mail and other
forms of pre-agreed communication
EMPLOYEE
Maintain good working relationships with co-workers and supervisors which may include
department lunch gatherings, etc.

Respect the work schedule arrangements and keep to them, especially when other team
members are affected, e.g. team meetings
Maintain open and honest communication with your supervisor
Be patient: Know that any new policy or work arrangement requires time for adjustment
Post Implementation: The Monitoring Process
The evaluation process should be determined prior to embarking on the mobile work scheme. Once the
programme begins, constantly get feedback from the employee, supervisor and other team members.
Ideally, templates should be prepared for the following:
Mobile Worker’s Performance Evaluation Form Supervisor’s Performance Evaluation Form
This should include monitoring of:
This should include:
• Communication style and habits
• Supervisor’s ability to facilitate the mobile
working arrangement by providing objective
evaluation and proactively problem-solving
any issues that may emerge as a result of
mobile work
• Responsibility level
• Level of independence
• Supervisor’s ability to manage the entire team
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
25
Team-mates’ Suggestions and Feedback Form
Programme Evaluation Form
This should include questions for colleagues to
provide feedback and offer solutions about the
mobile working arrangements.
This should focus solely on the success level of
the programme, and should be completed by
various stakeholders.
Possible Challenges & Solutions
When implementing mobile working arrangements, some common challenges may arise:
26
Challenge
Solution
Supervisors may express difficulty in monitoring
the team due to the mix of employees who are
physically present in the office and those who
are not.
Hold pre-implementation discussions where
work expectations are clearly explained to the
supervisor and employee. Rather than adopt a
‘wait-and-see’ approach, problems should be
addressed as soon as they arise.
Management may be concerned that employees
will abuse the system and be less committed
and efficient when working from home.
Ensure employees’ performance appraisals
include performance-based deliverables.
Implement a communication schedule for
employees to provide supervisors with updates
and surface issues via e-mails, phone calls or
face-to-face meetings.
Other team members are unhappy with the
arrangement and feel unfairly treated.
It is important to clearly define the roles which
are approved for mobile work. Employees should
also be rewarded based on well-defined KPIs.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
WORKING BETTER WITH
Job Redesign
Amy BC Tan, Partner & Diana Yeo, Director
Centre for Organisational Effectiveness
What is Job Redesign?
Job redesign is the reconfiguring of tasks in a job to create a better fit for staff and business needs. For
instance, tasks that can be done in isolation can be assigned to a telecommuter and duplicated tasks
may be eliminated. One full-time job can be shared between two part-timers working independently of
each other. Job redesign eliminates unnecessary work, channels employees’ skills more efficiently, and
enables higher flexibility and effective work distribution.
Ultimately, job redesign promotes a dual agenda of inspiring and motivating employees while achieving
business goals.
Shift from a Pyramid to a Barrel-Shaped Organisational Structure
Organisations across industries are constantly reviewing and changing their organisational structure to
meet evolving business needs. Organisations are gradually shifting from a Pyramid to a Barrel-Shaped
organisational structure with a large middle segment. This is due to reduced recruitment efforts as well
as the trend of hiring mid-level executives with relevant experience.
Many traditional assumptions about the course of a person’s lifetime career are changing. The evolving
demographic patterns as well as the growth in knowledge-based work are redefining job design as we
know it. In Singapore, jobs are still described in terms of time, e.g. a 44-hour work week or an 8-hour
day.
However, this measure is losing its relevance as the majority of the workforce is now employed in
service industries (with more than half engaged as knowledge employees, paid for writing, analysing,
advising, counting, designing, researching, etc). Time-based jobs make little sense for these employees.
Consequently, employees now require output-based performance indicators, which will also provide
them with autonomy and flexibility in organising their work.
While these trends indicate a high level of maturity in the workforce, they need to be accompanied by
new methods of human capital management. The following examples show how organisations can
harness the full potential of the new workforce through job redesign.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
27
Example 1: Redesign Jobs for Better Employee Attraction and Retention
High turnover at a laboratory in the healthcare
sector was partially driven by high workload,
mundane, unchallenging work and inflexible
work arrangements. Upon analysis of the
time allocation of scientists in the lab, it was
apparent that highly-trained and experienced
employees only spent 59% of their time on the
actual jobs they were hired for.
Another 17% of their time was used for
preparatory and support work that could
be done by junior lab personnel. Even more surprising, a significant amount of time (24%) was used
for administrative and logistics tasks that could be done by personnel with minimal or without any
lab knowledge (See Figure). This indicated a significant waste of highly qualified, rare and expensive
manpower. This also meant that these high level employees were frustrated and left the organisation as
they felt their skills were not properly used.
Redesigning their jobs to focus on their primary tasks with some involvement in secondary tasks led to
greater job satisfaction, lighter workload and higher productivity. The administrative activities were taken
over by a small support team with the long-term plan of outsourcing these tasks.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Example 2: Reframing Mindsets & Redefining Jobs
Difficulty in attracting and retaining the right employees has challenged a local edutainment setup to
rethink its decade-old job roles and staff working conditions. Feedback from focus groups and a lifestyle
survey revealed that working every weekend and all public holidays was demotivating employees, as they
had little Work-Life integration. This resulted in high attrition in the organisation. A limited and monotonous
job scope also contributed to difficulty in recruiting new staff.
There were two different teams on the ground – one performing demonstrations and conducting
workshops and the other interacting with customers. Business needs dictated that all the functions
undertaken by both teams of employees were to be conducted on weekends and public holidays, which
were peak periods. Thus, the leadership reviewed the resource planning process and analysed the
customer profiles to find a solution.
Reframing the situation allowed Management to see that the two distinct groups possessed the same
qualifications and were capable of performing all the job tasks across teams. Thus, the resource pool
transformed from two groups of 5 employees performing specific tasks, to an expanded team of 10
employees who shared the whole spectrum of work. The increased variety in job scope motivated and
engaged employees.
With a larger pool of employees, a work roster was implemented and employees now work one weekend
every 2 months instead of every weekend. This job redesign and new resource management created
opportunities for career development as well as greater employee engagement, as staff now have more
weekends off and additional time to participate in the company’s projects. The organisation’s retention
rate of high potential employees also increased by 50% since the job redesign was implemented.
In today’s fast-changing workplace, job redesign has evolved from a one-time task to an on-going
process that organisations require to maintain their competitiveness. Job redesign is most effective as a
collaborative effort between business leaders and line managers and should be undertaken by employers
aiming to develop dynamic, networked and global corporations of the future.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
29
CASE STUDY
SP Services
About the Organisation
SP Services, a member of the Singapore Power Group, provides households and businesses in Singapore
with services such as meter reading, billing and utilities supplies connection.
The company offers its employees a Work-From-Home (WFH) Scheme which enables staff to work
remotely while meeting business objectives.
Under this scheme:
• Office staff can work from home.
• Field staff can travel to their job sites directly from home without having to report to the office at
the start of the day and they can end work at external locations without having to return to the
office to ‘clock out’.
This mobile working arrangement was implemented in 2008 as a service initiative to extend operational
hours for customers. In 2009, in response to their employees’ request for more family-friendly work
arrangements, it was rolled out to full-time call agents and is now offered to other backend customer
service staff as well.
SP Services has 660 employees, 150 of whom tap on the WFH scheme. Over 100 of these employees
are field staff, such as technicians and meter readers while a small proportion are customer service
staff. These employees are a varied group, including younger employees who are studying part-time as
well as parents with young children.
Positive Outcomes of Mobile Work
• Higher productivity and lower absenteeism
• Lower attrition due to increased employee motivation
• A 3% increase in customer satisfaction over the past year
• Lower overhead costs due to savings in office rentals
• Better Work-Life integration for employees
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Winning Strategies

SP Services conducts regular dialogue sessions with staff on the WFH scheme to gather
feedback and review performance targets. This allowed the company to identify HR, process
and technical issues when the scheme was first rolled out.

The company taps on intranet web chat and instant messaging systems to keep home-based
employees connected to their colleagues in the office.

The company ensures sufficient ‘face-time’ with mobile workers to foster team bonding and
cultivate trust. This is done through:
• Fortnightly on-the-job sharing sessions for the field team
• Regular training for employees on the WFH scheme
• Gatherings at department and corporate levels
SP Services has invested in infrastructure to enable employees to work efficiently from
external locations. Each staff on the scheme is issued a laptop, handphone, VPN token for
remote access to IT systems and given an Internet broadband subscription allowance.
“
We met up with staff every week to gather feedback and made
“

improvements to the scheme whenever necessary. For example,
we switched from mobile Internet to cable Internet subscription
for staff on the scheme, to minimise lost connections.
Mrs Jeanne Cheng, Managing Director of SP Services
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
31
CASE STUDY
Bizlink Singapore
About the Organisation
Bizlink Singapore is a non-profit organisation that offers employment services and job placement for
disadvantaged and disabled individuals in the local community.
The organisation manages two sheltered workshops including a data entry centre and operates several
social enterprises which offer cleaning services, data entry and IT services, packing, manpower
outsourcing as well as the production of cards and gifts under the ‘These Abled People’ brand.
A significant proportion of the organisation’s 200 employees tap on flex options – 25% of all employees
work part-time and eight work from home on a permanent basis. These home-based employees perform
data operation functions including data entry and verification of customers’ information.
Implementing mobile working arrangements enables us to tap
onto an individual’s most productive time and is not limited by
the working venue to fulfil a task.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
The organisation clearly stipulates the criteria that employees will need to fulfil in order to be considered
for a home-based work arrangement:
• The employee has proven capable of working independently from home.
• The employee has a disability or condition that requires him/her to work from home.
• The employee has a home situation which requires him/her to work from home for a stipulated
period of time.
Positive Outcomes of Mobile Work
• Tapping on a wider pool of well-qualified potential employees who may have otherwise opted out
of the workforce due to their inability to commute to a traditional office.
• A more diverse organisational culture as employees are a varied group who bring different skills
and experiences to the team.
• Greater accountability and engagement among employees.
To ensure this scheme remains relevant, employees and supervisors
need to have open communication to discuss personal and
business needs, so as to arrive at a positive and efficient Work-Life outcome.
Winning Strategies

Bizlink has a comprehensive training programme to provide home-based employees with
guidance and support in new tasks:
• Supervisors conduct an initial in-house training for employees on a new project. This is
usually 1-2 weeks in duration and transport assistance is provided for employees who
require it.
• Follow-up training is also conducted via phone or through an easy-to-follow process chart.

The organisation maintains a high level of supervision despite the lack of ‘face-time’ with
employees.
• Supervisors maintain constant communication with their team of employees via phone and
e-mail, to track the progress of a project and promptly address queries.
• Supervisors quickly identify any unexpected gaps in the work processes such as an
employee falling ill, and re-assign jobs as needed.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
33
CASE STUDY
IBM Singapore
About the Organisation
IBM is a leading information technology company with over 3,000 employees in its Singapore office. As
an early adopter of Work-Life practices, IBM has gradually shifted from a traditional office to one where
employees are not confined by physical workspace and can work from any location – such as the client’s
office, while telecommuting, or from home.
IBM’s Mobility Programme is made available to all employees, and is primarily used by customer – facing
employees in sales and services who are constantly on the move and frequently work away from the office.
IBM’s Mobility Programme also enhances the organisation’s competitive edge – the high degree of
flexibility allows employees to promptly meet client requests.
Customers need us to meet commitments, any place, at any time.
An office space near the city centre has been set up as a smart work centre to provide employees the
option of dropping in to work or meet clients as required.
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
Employees are also given laptops to facilitate mobile working. Managers of new hires are tasked to
explain how the Mobility Programme works within the department and set expectations accordingly.
Staff have access to online portals such as IBM Communities and other social media tools to connect
with other IBMers. Through these communication channels, employees seek advice and share best
practices even while working remotely.
Positive Outcomes of Mobile Work
IBM has found that the Mobility Programme has increased employee engagement and organisational
effectiveness. Some of the tangible benefits include:
• Greater employee loyalty and higher staff retention
• Higher morale and motivation resulting in lower absenteeism and greater productivity
• Savings in office rental and overhead costs that translate into a higher profit margin
• Greater customer satisfaction and better business results
• Better time management as a result of less time spent commuting and ability to meet both
personal and work commitments
• More personal time
• Greater opportunities for self-advancement (through courses/seminars)
Winning Strategies

IBM has adopted sound business values of trust and personal responsibility which form
the foundation for its positive Work-Life culture. The company trusts its employees to work
autonomously, and staff reciprocate by going the extra mile.

New employees attend a New Hire Orientation where the flexible work options and policies
are explained, allowing them to assimilate easily into the established Work-Life culture.
Employees have said that balancing their responsibilities for
work, family, education and other commitments is becoming increasingly
difficult under traditional work schedules. Their ability to address work
and family is a critical factor in their decision to stay with IBM.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
35
CASE STUDY
Public Service Division
About the Organisation
The Public Service Division (PSD) has a staff strength of nearly 300 employees, most of whom carry out
functions such as planning and analysis, as well as strategy and policy formulation. PSD officers are
involved in managing and developing human resources, driving change and preparing for the future of
the Singapore Public Service.
With the exception of a small group of officers who are assigned fixed work-stations due to work
requirements (e.g. personal assistants to senior management), the large majority of PSD officers are
currently on a hot desking arrangement.
Work-Life integration has become a key strategy of PSD as it seeks to be an employer of choice. PSD
offers several Flexible Work Arrangements (FWAs) to its staff:
• Flexi-Time: Employees may vary the start and end times of their working hours, provided they
fulfil the requirement of 42 hours of work per week.
• Flexi-Place: Also known as telecommuting, this allows employees to work remotely with the help
of technology.
• Flexi-Load: This is a part-time employment scheme that allows officers to opt for a shorter workweek with pro-rated salaries and benefits.
• Flexi-Leave: A variety of leave options are available to cater to the different needs of officers.
Some leave options include:
 Parent-care leave
 No-pay leave of up to 2 years
(for employees who need to be away for longer periods, such as further studies or
accompanying a spouse overseas)
Positive Outcomes of Mobile Work
• Better attraction and retention of quality talent
• Better teamwork between colleagues
• Strong organisational trust culture
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
“
“
Flexi-time and flexi-place have really changed the way we work today,
allowing me to satisfactorily fulfil the various roles in my life,
whether as a student, staff, wife or mother.
Rachel Naidu, a personal assistant who completed a part-time diploma
with Temasek Polytechnic in 2010 while on an FWA
Winning Strategies

PSD provides its officers with mobile equipment such as laptops, VPN remote access and
mobile phones to ensure connectivity.

The office has an open concept layout with collaboration-friendly features such as cosy areas
for brainstorming and small group discussions, and ad-hoc “quiet” rooms for staff working on
confidential work.

Senior management keeps open communication lines with staff to show their support for
working flexibly. Dialogue sessions are held with employees, and some senior management
staff have blogged about their telecommuting experiences.

Roundtable sessions are held for supervisors to discuss their challenges when managing a
flexi-team and share solutions and learning.

Success stories of “mobile staff” are shared in blogs and speeches to encourage staff not to
shy away from FWAs.

Regular employee engagement surveys are conducted to assess the effectiveness of current
FWAs.
ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
37
ACKNOWLEDGEMENTS
The Employer Alliance would like to acknowledge the following individuals and organisations
who have shared their views and stories about Mobile Work.
Mr Hawazi Daipi
Chairman, Tripartite Committee on Work-Life Strategy
Senior Parliamentary Secretary for Manpower and Education
Ms Claire Chiang
Chairperson, Employer Alliance
Companies
Bizlink Singapore
IBM Singapore
Microsoft Singapore
Public Service Division
SP Services
Consultants
361 Degree Consultancy
Ken Leong, Director
aAdvantage Consulting
Jacqueline Gwee, Director
Centre for Organisational Effectiveness
Amy BC Tan, Partner & Diana Yeo, Director
Mums@Work
Sher-Li Torrey, Founder
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ENABLING MOBILE WORK – AN EMPLOYER’S GUIDE IN THE NEW ECONOMY
ISBN: 978-981-07-5613-0
Publisher
Employer Alliance
Design & Production
Semco Design Communications Pte Ltd
All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means, including information
storage and retrieval systems without permission in writing from the publisher.
Employer Alliance Secretariat
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Singapore 189554
T +65 6837 8631
F +65 6334 5700
E [email protected]
www.employeralliance.sg