Winning Secrets: MCC Singapore's EX initiatives helped attain employee satisfaction of 90%

The company also tracks other employee metrics, such as participation rates in engagement and development programmes.

Over the past 20 years, MCC Singapore has progressed from a small company to the big enterprise of today. Currently, the organisation is undergoing a transformation from a real estate developer to an integrated urban operator, diversifying and digitalising its business.

At the third annual edition of Employee Experience Awards - Singapore in 2023, MCC Singapore won the respected silver award for 'Best Use of Recruitment Technology Tools'.

To celebrate this milestone, we catch up with Paulene Chong, Vice President - Human Capital, MCC Singapore on the importance of gauging insights into the effectiveness of initiatives in order to continually innovate and enhance the employee experience.

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

MCC Singapore's employee experience initiatives are tailored crafted to align with our business objectives, anchored by the 'H.E.A.R framework', which emphasises active listening and incorporating employees' feedback and voices.

The H.E.A.R framework encompasses four key elements:

• Holistic employer branding: Developing a positive employer brand that highlights our unique employee value proposition, enabling us to attract and retain top talent who align with our organisational goals and culture.
• Engagement and empowerment: Creating development opportunities and acknowledging achievements to cultivate a sense of purpose and fulfilment in the workplace.
• Agility: Cultivating an agile mindset and implementing agile practices that empower employees to swiftly adapt to changing business needs and contribute to strategic objectives.
• Retain and nurture: Sustaining employees by providing resources, growth prospects, and a supportive work environment to cultivate their skills and prepare them for the future.

By employing these comprehensive approaches, we ensure that our employee experiences directly contribute to our organisation's business objectives.

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

At MCC Singapore, we believe that employee experience is an investment, not a cost! As part of our strategic approach, we have been dedicatedly investing in employee growth and development to elevate the overall employee experience.

Here are some key examples:

Learning and development: Through our in-house e-learning academy, employees have convenient access to online resources for continuous learning and development. Additionally, internal leadership sharing sessions provide valuable insights and inspiration.

Career progression: Offering comprehensive career progression frameworks that outline clear growth paths. This includes on-the-job training, job rotation opportunities, mentorship, and leadership development programmes.

Culture and values: Fostering a strong company culture built on trust, collaboration, and team spirit, and achieving these through company events and active participation in corporate social responsibility programmes. These initiatives encourage meaningful connections among employees and contribute to the wider community.

These initiatives align with our unique employee value proposition (EVP), aiming to maximise individual potential while crafting an exceptional employee experience.

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

Indeed, we have encountered various challenges along the way in implementing our employee experience initiatives. One significant obstacle was the resistance to change among our employees, as many of them were so used to existing processes and routines where introducing new initiatives proved to be challenging.

To address this, we emphasised effective communication and transparency. By clearly communicating the reasons behind the initiatives and emphasising their benefits for both individuals and the organisation, we aimed to garner support and buy-in. Additionally, we actively engaged employees in the process, building trust and a sense of ownership in the changes.

Another challenge we encountered was sustaining engagement throughout the implementation process. To overcome this, we employed various strategies in which regular communication was key, keeping employees informed and engaged at every stage, celebrating milestones and achievements to keep the momentum going.

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

At MCC Singapore, we have key metrics in place to measure the effectiveness of our employee experience (EX) initiatives. This includes regular employee satisfaction surveys, which have consistently shown a high level of satisfaction, reaching an average of 90% over the last two years. We also track employee engagement metrics, such as participation rates in engagement and development programmes.

Performance indicators, such as productivity levels and goal achievement, are closely monitored as well. In addition, we gather feedback from employees and monitor the frequency and quality of employee recognition and appreciation. These measures provide us with valuable insights into the effectiveness of our initiatives and enable us to continually innovate and enhance the employee experience.

Moreover, our dedication to employee experience excellence has been recognised externally through accolades, such as being named as one of the 'Singapore's Best Employers' and 'Top Employers'. These awards serve as further confirmation of the positive impact our initiatives have had on our workforce.

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?

Leaders and managers play a crucial role in shaping a positive employee experience. They have the responsibility of creating a work environment that nurtures employee satisfaction, engagement, and wellbeing. This, in turn, contributes to increased productivity, higher levels of innovation, and overall organisational success.

Leading by example and championing employee experience initiatives, leaders and managers set the tone for the entire organisation and inspire their teams to excel.

Accountability is vital to the success of these initiatives, as leaders and managers are held accountable for driving positive employee experiences. This is achieved by aligning their performance evaluations with key metrics such as employee satisfaction, engagement, and retention. By doing so, the importance of prioritising the employee experience is reinforced, encouraging leaders and managers to actively contribute to its success.

With inspiring leaders at the helm, guiding the way, and motivated employees on board, we are confident that MCC Singapore can navigate smoothly towards our goals, establishing a strong foundation for long-term growth, sustainability, and success.

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

Photo / Provided by MCC Singapore