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This, Lynette Lim, Director of Human Resources, Transport Capital says, is a cornerstone of the organisation's overall approach.
Every employee is unique — both in and out of the workplace. Despite recognising this, keeping up with ever-evolving diverse needs is easier said than done.
For Transport Capital, taking care of its teams is just as important as taking care of its clients, as Lynette Lim, Director of Human Resources, Transport Capital (pictured above), affirms. The organisation therefore integrates a comprehensive approach to employee wellbeing, promoting overall health and happiness. There is also active collaboration between leadership teams and line managers to promote participation in such wellness initiatives.
Its culture also supports professional development, with a conscious effort to move away from top-down, company-mandated training or setting rigid targets for training hours.
In this interview with Arina Sofiah, Lim talks about how the integration of wellbeing initiatives with the organisation's broader HR objectives is a cornerstone of its approach.
Q Transport Capital prides itself on several standout programmes for employees, such as the corporate health insurance, annual wellness benefits, and hybrid work arrangements. Can you share how these programmes have evolved over time to meet changing employee needs?
At Transport Capital, our commitment to employee wellbeing is reflected in our continuously evolving programmes designed to meet the dynamic needs of our workforce. Initially, our corporate health insurance focused on covering medical expenses, hospitalisation, and surgery. However, recognising the importance of comprehensive care, we have since expanded our coverage to include major critical illness, dental care, life term insurance, and personal accident protection. Additionally, our health insurance is extended to cover employees' dependents under the age of 25, ensuring peace of mind for our employees and their families.
We recognise that every employee is unique. Hence, our annual wellness benefit empowers team members to select what suits them best — be it Traditional Chinese Medicine (TCM), massages, fitness classes, or other wellness options.
Moreover, we understand that employees lead diverse lives outside the workplace. Our hybrid work arrangements, initially introduced in response to the pandemic, have now become a permanent feature due to their popularity and positive impact on work-life balance. With the upcoming recommendations for flexible work arrangements from the Ministry of Manpower (MOM), we are well-positioned to embrace these changes, recognising their benefits for our employees' wellbeing. However, we know that having policies in place is not enough.
To ensure our initiatives remain relevant and beneficial, we have implemented automated monthly happiness surveys to gather insights into our employees' needs and preferences.
Q How does your holistic approach to employee wellbeing translate into the day-to-day practices within the organisation?
Whether it's prioritising physical wellness or mental wellbeing, we integrate a comprehensive approach to employee wellbeing into our workplace through initiatives that promote overall health and happiness. We are committed to fostering an inclusive culture where diverse workforce along with different perspectives are not only welcomed but also respected. Our flat organisational structure, open communication channels, and open office concept contribute to a sense of belonging and comfort within the workplace.
To support work-life harmony, we offer flexible options such as time-off for medical check-ups, work-from-home arrangements when needed, and various leave entitlements. These measures ensure that our employees can recharge and spend quality time with their families, maintaining a healthy balance between their professional and personal lives.
Q How do you ensure these options are inclusive and accessible to all employees, considering diverse needs and preferences?
Inclusivity and accessibility are at the heart of our wellbeing programmes. Our annual wellness initiatives are thoughtfully designed to cater to the diverse needs and preferences of our employees. Whether they prefer pilates, yoga, or relaxing TCM massages, employees have the freedom to choose the activities that best benefit their wellbeing.
While our employees based at our Singapore headquarters are covered by group term life insurance, our international colleagues have traditionally been covered by regulatory medical insurance in their respective countries. However, recognising the importance of comprehensive exigency planning, we have expanded our term life insurance coverage to include our foreign employees. This enhancement ensures that all employees, regardless of location, are equally supported and protected.
Q At the same time, in what ways are you working with your leadership team and line managers to ensure participation and utilisation of your wellness benefits and initiatives, such as the desk-exercise?
We actively collaborate with our leadership team and line managers to promote participation in our wellness initiatives. One of our key strategies is through our Green Committee, which includes members from various functions: Partners of the firm, marketing, and other departments. The Green Committee meets monthly to discuss and plan our sustainability strategy, which also includes the team's social aspect. We work on creating engaging campaigns and promotional materials to raise awareness about these benefits such as desk-exercises, biodiversity walks, Veganuary, Mental Wellness Month, etc.
The Green Committee plays a pivotal role in aligning our wellness initiatives with our business goals and enhancing communication across the organisation. By involving diverse functions, we ensure that our initiatives are well-rounded and resonate with different employee groups.
Q You shared how professional development opportunities are integrated into the organisation culture. Walk us through how you identify and take into account the varied professional development needs of your employees.
At Transport Capital, we've consciously moved away from top-down, company-mandated training or setting rigid targets for training hours. Instead, our approach during the annual year-end performance review is comprehensive and employee-focused, aimed at supporting individual growth. The process begins with employees completing a self-assessment, reflecting on their achievements, challenges, and areas for improvement. This empowers them to identify their own development needs and engage in open discussions with their managers.
While we prioritise personal development, the company also identifies training opportunities to enhance competencies in emerging areas such as AI and sustainability, which are increasingly important in our evolving workforce.
By aligning personal development goals with strategic development initiatives, we ensure our employees are supported, well-equipped, and prepared to meet both their professional aspirations and the future demands of the company.
Q Could you provide examples of how you integrate wellbeing initiatives with broader HR strategies and organisational objectives? How do you collaborate with other departments in doing so?
Certainly. Integrating wellbeing initiatives with broader HR strategies and organisational objectives is a cornerstone of our approach at Transport Capital. One of the ways we achieve this integration is through our flexible work arrangement, which supports employee wellbeing by offering flexibility and work-life balance. This policy not only enhances individual productivity, but also aligns with our strategic goal of attracting and retaining top talent in a competitive market. When it comes to working with other departments, collaboration is essential for the successful implementation and sustainability of our wellbeing initiatives.
Here’s how we work together:
Finance department
We work closely with our finance team to secure the necessary budget for our wellbeing programmes. The finance team helps us track the return on investment by analysing metrics such as reduced absenteeism, lower healthcare costs, and improved employee retention. This financial analysis is crucial for demonstrating the tangible benefits of our wellbeing programmes and securing ongoing support from senior leadership.
Marketing department
Another example is how HR works closely with the marketing team in effectively communicating our wellbeing initiatives internally. This includes designing visually appealing materials, crafting compelling messages, and leveraging various communication channels such as email newsletters, intranet posts, and social media. By effectively communicating our wellbeing initiatives, we ensure that employees are aware of and motivated to take advantage of the available resources.
Green committee
We have established a Green Committee that includes members from various functions, including management, finance, marketing, and operations. This committee is tasked with promoting sustainability practices that also enhance employee wellbeing. For instance, the committee organises events like 'Bike to work' days, office recycling programmes, and community wellness events. This cross-functional collaboration ensures that our wellbeing initiatives are aligned with our corporate social responsibility goals and resonate with a broad spectrum of employees.
Q Have you noticed a difference in your workforce having implemented these initiatives?
Absolutely. Since implementing these initiatives, we've seen a noticeable improvement in employee morale and engagement. Our team members are more motivated, productive, and happier overall. The positive feedback we receive regularly confirms that these initiatives are making a meaningful difference in their work and personal lives.
Q How do you measure the success of your wellbeing initiatives in improving employee satisfaction and productivity?
We measure the success of our wellbeing initiatives through a combination of quantitative and qualitative metrics. On the quantitative side, we track key performance indicators such as absenteeism rates, employee turnover, and participation rates in wellness programmes. We also monitor productivity metrics and performance outcomes to see if there's a correlation with our wellbeing efforts.
Qualitatively, we gather feedback directly from employees through regular surveys, focus groups, and one-on-one meetings. We look at employee satisfaction scores, engagement levels, and overall morale to gauge how our initiatives are being received. Additionally, we review anecdotal evidence and success stories shared by employees to understand the personal impact of our programmes.
By combining these data points, we can continuously refine and improve our wellbeing initiatives, ensuring they effectively enhance employee satisfaction and productivity.
As we always say: "We're in the business of people" — this means that taking care of our team is just as important as taking care of our clients. Their wellbeing is the cornerstone of our success, and when they thrive, our entire organisation thrives.
Lead image / Provided
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