Commentary

No doubt 2011 has been an exciting year and it comes complete with bumps throughout the year. For some it has been interesting to watch how social media has changed the way organizations react to crises. For those who have fumbled, I trust it has been exasperating.

Social media in Singapore is fast becoming a new “democratic” front for the country’s fledgling political discourse as well as businesses. Social media has shown how it can be a game-changer in the “Arab Spring” of 2011 that swept the Middle East.

Avoiding the ‘jacket on the chair’ syndrome. According to a recent survey Singaporean banking executives clock up more hours than their counterparts anywhere else in the world. About 44% of our senior bank personnel work more than fifty five hours a week. The global average for the banking sector is 38.5%. Hong Kong comes a close second with 43% of its banking staff working fifty five hours or more and Britain is next with 41%. Today there is a common perception that people are working longer hours. This begs the question; what is overwork and is it necessarily related to time spent at the office? The relationship between hours spent at work and productivity is, as yet, unproven. Also there has traditionally existed the supposition that long hours and productivity go hand in hand. With many office jobs output is difficult to quantify. In the absence of any other yard stick or convenient measuring device, hours spent at work are as yet, the best indication as to levels of productivity that we have to go by. The result is a self-perpetuating culture whereby employees must be seen to work long hours. Working long hours doesn’t necessarily improve productivity either in terms of quantity or quality. Research has shown that employees that work long hours are more likely to make mistakes and address problems intelligently. Often workers are too tired to work effectively but too afraid to go home to recover. Overwork is frequently cited as being one of the major causes of ill health, stress related illnesses and matrimonial breakdown. Yet again there is no proven connection. Surveys have show that if there is a connection between stress and hours spent at the office, it may well arise as a result of being exposed to office politics and other negative and stress-inducing influences. There is also the health factor to consider. The consumption of high calorie snacks and drinks are a byproduct of working long hours. So is caffeine intake, smoking and taking less exercise. Research has shown then women are more likely to indulge in ‘comfort’ eating rather than men who are more likely to consume alcoholic beverages as a result of spending excessive amounts of time at work. Global job insecurity has also contributed to the long hours syndrome. Employees feel that not to be seen could have a negative impact on their careers. There are also cultural factors to consider. According to Angela Spaxman of the South China Morning Post, in Hong Kong the culture of working long hours is inbred. Employees often see it as a mark of their importance and indispensability. Offices are seen as preferential to cramped living quarters. Working from home or teleworking as it has become known has many pluses. Perhaps most of all, it shifts the emphasis from physical presence at work to work itself. In other words it redefines the working day in terms of how productive the employee is by eliminating distorting factors such as the time spent commuting to work or simply engaged in chit chat. Consequently productivity is defined by how much is actually achieved rather than the time spent preparing for work or simply being at work. Yet, despite advances in technology, the benefits of teleworking are not fully exploited. Much of this is related to fear and insecurity on the part of employers and employees alike. Removing an employee from the work place often means that the transparency factor is also removed – there’s no where to hide. This means that they have to produce tangible results. Likewise, according to a UK survey, there are twice as many teleworking managers as administrative staff – this would suggest that level of trust on the part of employers is a crucial component in this equation. In the US working hours have reached an all time high and home working has already reached a plateau. Above all an ‘hours-centric’ culture reveals management’s insecurity – we hold onto what we can measure. If you can keep your employees at their desk then you are doing a good job. For some years the western perception has been that Asians worked excessively long hours. The enduring stereotype was of the Japanese company man commuting long hours by bullet train to work and arriving home late in the evening. Somehow this impression has nurtured a workaholic, deskbound image of all Asians that is still around today. It is accepted that the economies of developed countries are increasingly becoming dependant upon creative insight and innovation. This isn’t necessarily facilitated by a long hours culture. Inspiration and ideas are more likely to flourish if employees are given space. This reminds me of the story of an American university professor who was given a year’s sabbatical simply to ‘walk beaches’ and think. Much is being said today about work –life balance. Creating harmony within by achieving a balance between work and family has the endorsement of the Singapore Government. Working long hours is traditionally cited as being one of the causes of matrimonial breakdown. At the same time research conducted by American sociologist, Arlie Hochschild revealed that work is also used as a way of escaping from family stress. Singapore’s banking and finance sector is the envy of the world. In terms of HR practices and policies it represents the cutting edge. Yet, in this instance, the media chooses to focus upon one aspect – the long hours worked - which potentially overshadows and marginalizes greater achievements. Being productive isn’t the same as feeling productive. We need to devise more creative way of nurturing productivity. Ways that challenge the existing stereotype of the long commute to work and time spent away from the family. Working longer hours to gain control of our life is simply off-track. We can work smarter through finding ways to simplify our job, utilizing team members to delegate or share certain tasks, and simply eliminate many needless phone calls and meetings. Research shows that approximately 80% of our activity at work is typically non-productive. A recent study shows 50% of internet usage at work is non-work related. We could also ask how much of the other 50% is actually productive internet time. It’s not how long we work that matters, it’s how we are working.

Video is the fastest growing content type shared across the Web today. According to Cisco, 90 percent of consumer Web traffic will be video by 2015.[1]A comScore report released in March this year found that 78 percent of Singapore’s Internet audience aged 15 and above watch online videos on a monthly basis.[2]

The disruptions of service on the SMRT network have ruffled various sectors of Singapore society: the public, who are angered and dismayed; company executives, who are dealing with the aftermath; and politicians, who are looking for accountability. Many employees and workers have had difficulties getting to work and their work lives disrupted. And to many Singaporeans, it seems public transport can no longer be taken for granted. However, perhaps another important outcome of these events is something that has not been in the limelight. With repeated disruptions and the public backlash, it is likely that many SMRT employees are experiencing greater stress and uncertainty in their jobs, leaving them with elevated levels of anxiety. This could have implications on their work performance, as well as their satisfaction with their jobs and employers. It is thus a timely reminder of the importance of managing staff morale. The emotional well-being of staff is important, and more so when the company is embroiled in a crisis in which employees bear the brunt of public anger. Leaders of a crisis-hit company should take measures to help employees manage the threats and chaos. 1. Identify if the issue is a real crisis or whether it might just be considered as a somewhat unusual business problem. This is sometimes referred to as “framing” the crisis—trying to diagnose exactly what is going on. Real crises may be defined as having an impact on the ongoing outcomes of a firm, such as lost revenue and major unexpected expenses,having serious impact on employees and other stakeholders of the firm, or something that will recur with regularity. From another perspective, the recent train disruptions may not necessarily be classified as a real “crisis” (except perhaps to SMRT), because most businesses were not seriously affected by the breakdowns, and they seem to be an irregularity rather than something that will happen frequently. The breakdowns certainly were irritating, however, and disrupted commuters’ schedules. 2. Even if something does not qualify as a crisis, senior management should be aware of its potential impact on employees. Do not avoid or play down their concerns. 3. Be quick and prepare initial responses for employees within a short period of time, so as to offset or minimise negative feelings of uncertainty and confusion. 4. Communicate to employees, using different media, to keep them updated on the nature of the problem, how it might affect them, what is being done about it, and how they can work together.Let staff know that there is a crises plan and that the organisation is on top of unexpected events. Last but not least, leadership style is important. Senior executives need to be visibly present, communicate well, and provide assurance to employees that they understand their predicament. I read that that an employer fined an employee in one instance, because he could not reach his workplace in time due to the train service disruption —not a very good idea for staff morale, in my opinion. There actually is a fairly large amount of information on how to handle crises that can be found on the internet. It would be prudent for executives to review these various sources of information in order to be responsive when chaos rears its ugly head.

Effective management of customer’s interaction with the company and brand has been widely accepted as a source of competitive advantage by organizations. In Singapore, this extends even to the public sector, where service excellence is a key indicator for performance measurement. Whilst the passion to ensure a positive experience is high on the agenda, the question to be asked is “do Singaporean firms have the right structure in place to drive customer experience-oriented businesses?” Traditionally, the focus of customer experience has primarily been on improving service delivery – either at the sales or service counters. Yet today, the customer no longer separates the brand message from the product or service they consume, their in-store or online experience, or their interaction with customer support staff.

Sure we’re in squeaky clean Singapore, but I won’t tell.

Singapore is a great modern city in the Asia Pacific region. I live here and proud to be a Singaporean. Singapore is one of the fastest growing economies in the world today. However, in my opinion, many Singapore companies here are still lacking in what I defined as “online social engagement” with their prospects and customers.

Performance measures and key performance indicators (KPIs) are a powerful part of a Singapore manager’s tool kit but when applied inappropriately their cost can actually outweigh the benefit they provide. Are you using your performance measures appropriately or are they costing you money?

The ubiquity of the mobile phone is something we all take for granted – our mobile phones are in our pockets or purses or in our hands virtually all the time. This is truly the time for mobile to shine, but it has also caused a fair share of controversy. As people become used to this new and powerful media channel, they are coming up against issues of privacy and confidentiality that have never appeared before.

For many adults in Singapore, life is a long and difficult speedway that stretches from the instant they begin working to the moment they goes into retirement. On average, a Singaporean spends around thirty years working, with financial security and comfort as the main goals in doing so. Some use up less time to accomplish these aspirations, while others take even longer than the typical three decades of employment; however, with the demands of our fast-paced lifestyles, the latter is more common. Moreover, the retirement age in Singapore has moved to sixty-two, so most of them have to work beyond thirty years. During this lengthy period of time, many employees, regardless of their profession, will be struck by moments of exhaustion and lack of interest. We are all familiar with that dreadful phase: frustration, then disillusionment, then the inevitable weariness of body, mind and heart. And then you find yourself dragging your feet to work every day. More often than not, these feelings are caused by wrong motivation and a lack of direction in your career—how do we recover from such a slump or better yet, avoid it? Steve Jobs left a legendary quote on what he felt about great work. "Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do, if you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it. And, like any great relationship, it just gets better and better as the years roll on." This is where passion and purpose comes in. In choosing a (potentially long-term) career, it is important that we identify what we are most passionate about. Some discover it during polytechnics or universities, while others may start honing their interests only during later years. Baking pastries, getting involved in the advertising industry, teaching technology to impressionable minds—whatever your interests might be, constantly expose yourself to them and learn what you can about them. This will help motivate and inspire you. And by trying many things, you might have the Aha moment in know which one gives you the most important impression.

What is the first thing you do to find out more about a company these days? Well, most (if not all) of the time, we use the Internet search engine. In Singapore, I have met business owners who often tell me that if you do not have a website, there are less business opportunities come knocking at their doors.. However, setting up a website is not as simple as signing up, putting up introduction and contact information and then leaving it to breathe by itself. There is more to be done! Raja, who owns a small printing business, looked me up the other day to ask if I could do him a “favor”. “Buddy,” he started with a smile, and it was the first time he addressed me like that. “Can you do me a favor and design and build for me a website? Recently, my clients have been asking if I have a website and if they can reach me through there.” I looked at Raja puzzled because I knew he already has a website, although it was quite forgettable. “What’s wrong with your current site? I thought you paid your nephew set it up for you?” I asked. “You know, buddy,” he sighed, “Relatives la. In the beginning, they very excited to help. He got no experience but he knows the basics to design a website. It seemed to me that getting an amateur was not important in the first place, but now, we have lost a few customers and potentials because of this. They went to other printers who have better websites than mine.” “Further, we never maintained the site and even our WWW is hosted on some free host. My nephew never told me anything about what to do with a site after it is build. I thought it runs by itself. Just the other day, I visited it and realize there were chat line ads running on my site!” So I told Raja: “I understand. But firstly, let me tell you what went wrong so that you will get a clearer picture about your situation.” Don’t use free hosting websites I went on to tell Raja that a free hosting gets revenue from their advertisers and they usually run advertisements which the person or organization using the host has got no control over. It is not ideal for a business since A) Pop-ups ads are aplenty which B) kill your visitor’s interest and C) Chat hotline ads with sleazy images don’t go well with most organizations’ image. It becomes worse if you get the free domain that uses their primary domain and places your company name as a subdomain, just like what Raja did. This makes it difficult for customers to look for him on the web, even if he already has a website but no domain to boot. Better get a freelancer or a pro to do the site The truth is, you get what you pay for and if the outcome isn’t ideal, you might end up paying more to get it right. If Raja had seek professional help in designing his website, he would appreciate the proper planning and execution from the beginning, launch and beyond. There is more than designing a website, there is also usability and navigation fundamentals to help ease visitor’s usage so that we maximize your organization’s web presence. “Buddy, when our hair is long, it is best to go to a hairstylist to get it cut or trimmed,” I told him. “Cutting it ourselves or getting someone who might know how to cut but has got no professional experience in doing so might just make you look funny.” “So what do I do?” Raga asked. “Since we are now ‘buddies’, I will give you a discount rate but it will still cost you. Don’t expect to be paying peanuts again!” I said. Organizations, especially small businesses, can quickly make an impact with their online web presence if done properly from the beginning. Plan what type of info is needed to help your customers get the best out of your website. Going cheap is not ideal when potentially, there could be hundreds of people will be looking at it. I remember reading a quote from Red Adair, a famous oil-well firefighter who once said: “If you think it's expensive to hire a professional to do the job, wait until you hire an amateur.”

Once upon a pair of flip-flops, I was a fresh Marketing Manager for a local retail brand who reported directly to the brand-champion, in layman’s terms, the business-owner. I was told that the marketing department is always the ‘cost-centre’, or at least, that was how he saw it. I like to believe that was something Philip Kotler would never have agreed.

When it comes to client servicing in Singapore, we all know how ‘dedicated’ we can be. An often unspoken rite of passage that goes beyond gifts and lunches, relationship management has become a full-blown issue. Late night emails, gifting as if it were Christmas six times a year, where does it start and end? The fine line between commitment and over commitment is often invisible and dangerous when it comes to expectations, not to mention mental health.

In the Era of Social Media, organizations will inevitability find their names mentioned in some blog or internet forum. While positive mentions are good publicity and should be encouraged, the question facing PR Professionals is how to deal with negative mentions. One framework which PR Professionals can use to assess, analyse and then decide how to respond to the mention is the SCAER Framework. An abbreviation for Source, Content, Audience, Effect and Response, I developed the SCAER framework as a deliberate process to guide the PR Professional's assessment of an online mention. Performed sequentially, the Framework will guide the PR Professional to the most logical response to the mention. Source. The aim of this factor is to determine the credibility of the source. Under this factor, the PR Professional will assess where the mention is found, the type of website, its viewership, the profile of the viewers and the reputation of the blogger. Determining credibility is important as it will determine how likely the target audience will believe the content. Content. Next, once the credibility has been determined, the PR Professional will then assess the content of the mention. The aim of this factor is to determine the mention's objective and intent behind the mention. For example, the PR Professional must determine if the mention is aimed at discrediting the organization, urging customers to switch brands, or is it a personal vendetta against the CEO of the organization. Ultimately, understanding the intent and objective of the mention will allow the organization's response to address the root of the issue. Audience. When a mention is put online, there are generally four target audiences which the PR Professional must consider - apparent, ultimate, intermediate and unintended. The apparent target audience is the direct recipient of the message; the ultimate target audience is the actual target of the mention; the intermediate target audience is the conduit to get the mention to the ultimate target audience; and the unintended target audience is anybody that may come across the mention. Identifying the ultimate target audience of the mention is crucial as it will then allow the PR Professional to more accurately assess the mention's impact and select the appropriate response to the correct target audience. Effect. This final factor is the cumulation of the previous 3 factors. Based on the findings of (a) the source's credibility; (b) the intent of the mention; and (c) the ultimate target audience, the PR Professional then draws a conclusion on the effect of the mention. As a guide, the PR Professional will make an assessment based on the impact to the organization and the probability that stakeholders will believe the mention. The PR Professional uses a standard 2x2 matrix (shown below) to determine whether the organization should respond to the mention, and if so, the approach to take.

Business cycles are part of life’s seasons. There are growth days and there are slow days. One reads about Singapore’s slowing growth in 2012 which may stretch even till 2013. As such, many companies are in their year-end corporate planning cycle, reviewing their medium-term competitive strategy development and action plans for 2012.