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After all, what people want is a healthy work-life balance, to be treated with respect, and to have a sense of empowerment, emphasises HR Lead, Jamie Ong.
This article is brought to you by HAVI Freight Management
As a global, privately owned logistics company, HAVI Freight Management (HFM) upholds the purpose of connecting people with products to create a better future. Even in the face of business and people challenges brought on by the external environment, the company continues to deliver on its promise to “do what’s right’ and “think big together”, not only for its customers, but also for its own employees.
Recognising that business and people are intertwined, HFM has been focused on the ‘Empowered People’ philosophy to seek alignment between the direction of its strategic imperatives, while ensuring a balance between business and people strategies.
This, therefore, sees the company building its people strategy upon its employee value proposition (EVP) as a foundation, supported by four pillars: ways of working, engagement, development, as well as rewards & benefits.
With people engagement and motivation being the constant themes, HR at HFM has partnered with the business, and led multiple engagement-focused actions to refresh workplace practices and enhance employee experience touchpoints throughout the employee lifecycle. These include revamping the onboarding process, creating more structured and regular communication channels, introducing flexi-work hours and a hybrid work model, and shifting mindsets to advocate for employee performance.
Psychological safety is also crucial to building an engaged workplace where people want to stay and strive. With this in mind, HFM has instilled a shared belief of encouraging people to express ideas and concerns, speak up with questions, and admit mistakes without fear of negative consequences.
All these efforts aim to create a transparent work environment and empower people at all levels. After all, what people want is a healthy work-life balance, to be treated with respect, and to have a sense of empowerment and a purpose aligning with the company, emphasises Jamie Ong, HR Lead, HAVI Freight Management Asia (pictured below).
“Honesty and authenticity are at the heart of our programmes, where people can feel listened to and connected with our company commitments,” she says. “Creating values that can impact the business positively is key!”
Some obvious impact of this strategy has been reflected in employee feedback, where people feel more positive and engaged. The improvement in employee engagement has resulted in a more stabilised workforce at HFM. Compared to 2021, the attrition rate has improved significantly.
With a more stabilised workforce, the company has moved from an ‘operations-heavy’ organisation to a more balanced structure, with resources deployed to functions like key account management, technology, and HR in 2024 without increasing headcount costs.
Sharing on attracting and retaining talent in today’s world of work, Ong agrees this can be challenging, especially in the supply chain industry, which doesn’t often take centre stage in the job market. As such, HFM has taken a more proactive approach to reviewing its talent pipeline on a regular basis to ensure a constant supply of talent, either through acquisition or building within.
Externally, the company has put focus on employer branding by participating in industry networks and activities, revving up its social media exposure, and working on campus relations to build a talent pipeline. Internally, HFM constantly improves its people policies, including performance management and rewards systems.
Drawing from her 20 years of HR experience, Ong always believes employer and employee relationships are mutual. Meanwhile, HR should no longer work in silos but be the backbone of the business, especially when people are the greatest asset of the company.
“I always believe people have options. We need to adjust ourselves to attract and retain talents or otherwise risk losing them.”
She furthers: “HR need not be complicated. Keeping things simple and transparent is key.
“As employers, we present our best selves and what we can best offer to our employees on their professional journey. It is then their option to stay with the one they feel most connected to and develop their careers with their employer.”
The thorough insights into talent’s expectations have not only earned HFM more engaged employees, but also industry recognition at Human Resources Online’s recent HR Distinction Awards. Speaking about this achievement, Ong affirms: “This is an important milestone for us, not just as HR, but as an organisation.”
Photos / HAVI Freight Management
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