Monumental events have radically transformed the way work gets done, changing the skills that people need for their jobs, and redefining the jobs that will be needed. The continuing effects of the pandemic has catapulted that change.
In the grips of 2020, companies and their employees have had little time to devise new ways of working. At the same time, we have also witnessed resilient companies like SBS – Singa Bearings Solutions (SBS) emerging stronger, responding with innovative solutions and delivering an immediate pulse on where to focus for the biggest impact.
Related article: Building Resilience for the Future
Judy Hallauer, Chief Operating Officer speaks about how SBS has empowered and enabled its most valuable asset: its people across all levels of the organization to build on their own capabilities. SBS’s significant investment in this area is evident in the areas of talent development over the years. Reskilling, on-the-job training and learning programs have empowered SBS employees who are capable of doing great work today, preparing and equipping themselves for growth for tomorrow.
Wang, current position as QC Supervisor Started out as Logistics Executive in 2011
“We believe in cultivating a working environment that ignites employees with enthusiasm, empowers them to break through conventional frameworks of thinking to address how we can better serve our customers,” describes Hallauer.
The SBS’s O.N.E. culture characterises the working environment operations in Singapore has seen continual successes of collaboration
O pen and Respectful communications
N othing is impossible! mindset
E volving for better, both professionally and personally
She added, “Our efforts in providing regular coaching and feedback have led to our staff doing purposeful work and generating ways of working and processes that consistently added value to the business.”
SBS periodic evaluations of how employees interact with the company throughout their career has built for a sustaining culture that has strengthened performance beyond the implicit contract between employer and employees.
“We are constantly thinking about our people now and developing perspectives on where we can take our employees in five to ten years, how we can help them take the next step forward and investing in giving them options to learn,” continues Hallauer as she describes SBS’s people operations. “We believe that our investment in our workforce will continue to accelerate the development of greater competencies in shaping the future, rather than merely react to it.”
Angela, current position as Assistant Sales Manager
Started out as Sales Coordinator in 2013 for 5 years, took some time off to strengthen her skills before returning to SBS in 2020.
The case for now versus later
Hallauer beams, “It’s for the people, by the people. When an organization provides the guardrails and skill-building to generate ideation and empowers employees to design and develop solutions, solutions can scale and change sticks. Powerful and disruptive new forces are becoming more prevalent and are challenging the way organizations operate. Unless employees are engaged and supported, change efforts will inadvertently fall short.”
SBS’s focus on employee experience has been pivotal in strengthening the capabilities required to drive ongoing change. The gaining of deeper insights into employees’ strengths and using those insights to identify and develop future growth has led to SBS’s continual ability to execute promptly and produce results more quickly.
Related article: Emerging stronger from 2020