Winning Secrets: HAVI Freight Management's hybrid work model is driven by involvement, accountability, and dynamism

It has become evident that one way of working doesn't please all employees, says Jamie Ong, Business Partner, People & Communications, HAVI Freight Management.

HAVI Freight Management's experts deliver thousands of customer shipments every day – reliably and safely – by road, rail, ocean, or air. The team also has proven credentials in future-proofing customers’ supply chains, equipping them to grow in a volatile global trading environment where just-in-time has become just-in-case.

This progress has been made possible by a people strategy that is anchored in the values of respect and value for all. 

At the third annual edition of Employee Experience Awards - Singapore in 2023, HAVI Freight Management won gold for 'Best Hybrid Work Model'.

To celebrate this milestone, we catch up with Jamie Ong, Business Partner, People & Communications, HAVI Freight Management, on empowering employees to be creative problem-solvers in a way that allows them to play a pivotal and rewarding role in meeting business objectives. 

Q How do you ensure your employee experience initiatives are aligned with your business objectives?

As a supply chain company, HAVI’s main objective is connecting people with the products they love. And internally, our people strategy is anchored in our values, 'respect and value all'. We find that empowering our people to be creative problem solvers lets them play a pivotal and rewarding role in successfully meeting our sometimes complicated objectives.

The results prove to be gratifying for all parties, and the unwavering support from our leadership team has been instrumental in driving greater involvement, accountability, and dynamism across functions. This shared belief has paved the way for transformative policies like the hybrid work model, showcasing our strategic alignment between employee experience and business objectives.

By investing in our workplace culture and cultivating a positive and engaging environment, we prioritise increased satisfaction, engagement, and growth opportunities for our employees and our business.

Q Can you provide examples of how the organisation has invested in the employee experience?

We’ve enhanced our onboarding experience and provided continued development through education and engagement initiatives. Noteworthy examples include our 'We Care' programme that encourages knowledge sharing and inclusion and reflects our corporate value, 'elevate customers and people'; while our partnership with LinkedIn Learning promotes a culture of education and advancement opportunity.

These efforts contribute to a culture of collaboration, resulting in improved employee performance. Our commitment to diversity, equity & inclusion (DE&I), creates a fair and equitable workplace that celebrates a welcoming environment for all.

And for instances where employees do not feel comfortable discussing issues with their colleagues, 'Speak Up' is an avenue for people to provide anonymous feedback.

We proudly maintain a stable and engaged workforce that knows HAVI cares; and therefore, they care for our customers, which has positively influenced our organisation as a whole.

Q What are some of the key challenges that you faced in implementing your EX initiatives, and how did you overcome them?

Over the past couple years, our challenges in implementing employee initiatives were mainly due to the rapidly changing environment of global instability and ocean freight bottlenecks that impacted business-as-usual. In our efforts to react with quick solutions, it became evident that one way of working wouldn’t please all employees.

Facing this challenge head-on, we had to reconsider the diverse needs of our multi-generational workforce, find solutions that would extract the best results from each group, and adjust our expectations accordingly. We recognised that by respecting the needs of each generation, understanding their concerns, and finding common ground, we could prioritise change agility while remaining aligned with our corporate value, 'think big together'.

Ultimately, the people team collaborated with our leadership team to embrace new ways of working, showcasing our collective commitment to positive employee experiences. By embracing these challenges head-on, we have fostered a more adaptable and inclusive environment that serves the needs of our entire diverse workforce and produces better results.

Q Do you have processes to measure the effectiveness of your EX initiatives, and what metrics do you use to evaluate success?

Measurement is crucial to ensuring our employee experience is positive and we are remaining true to our commitment to empower our people.

Key metrics we consider include half-yearly pulse surveys, employee turnover rate, and business performance.

We are pleased with our team for driving a positive trajectory since our initial baseline, which shows significant improvement in the overall employee experience reflecting our 'elevate customers and people' value commitment.

Qualitatively, the impact of our actions is a more communicative organisation, with employees invited to contribute their opinions and ideas. Such feedback is invaluable as it indicates employee engagement – and engaged employees are proven to be more committed over the long term. Appreciating and leveraging this feedback for improvement fosters a culture of respect within our workforce that makes us better.

Q Finally, what role do leaders and managers play in driving a beautiful employee experience, and how are they held accountable for the success of these initiatives?

Our leadership team sees it as their responsibility to lead by example, ensuring that our actions align with our words and values. They find it critical to get involved and do what’s right, and serving as role models for all colleagues, regardless if they are senior or junior.

By hosting webinars or Q&A sessions to highlight important topics, such as International Women’s Day, they share experiences and lessons learned to improve the journey of others. Their supportive approach is a catalyst for creating an exceptional employee experience where our workforce feels heard and appreciated.

Our framework for a remarkable employee experience has flourished by reflecting a willingness to change, fostering trust, and promoting transparency. This unwavering dedication to a positive employee experience is portrayed in improving employee survey results and increasing retention rates.

Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!

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