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Founded in 2018, ONE Tax CM Pte Ltd has rapidly evolved into a respected corporate services provider, with operations in both Singapore and Johor Bahru, Malaysia. The firm offers a full spectrum of business services, including incorporation, corporate secretarial functions, accounting, taxation, and work pass facilitation, anchored in its Vision statement of "Elevating Businesses, Simplifying Solutions. Unlocking Compliance, Navigating Growth"
At a Glance
As the corporate services landscape faces increasing pressure from digitalisation, cost sensitivity, and shifting client expectations, ONE Tax CM recognised the need to evolve. Despite a dedicated team, ONE Tax CM identified the need for structured workflows, comprehensive documentation of internal processes, and enhanced managerial development among team leads to enhance service consistency and business scalability.
To achieve the identified needs for transformation, ONE Tax CM launched a transformative workplace learning project in 2024, in partnership with the Institute for Adult Learning (IAL), which supports the National Centre of Excellence for Workplace Learning (NACE) network through NACE@IAL. The initiative was designed to strengthen operational efficiency and employee professionalisation; two foundational pillars that support the organisation’s long-term growth, resilience, and ongoing commitment to service excellence.
Why Service Quality is the New Competitive Edge
| In service-oriented businesses, the quality of service extends beyond simply fulfilling functional requirements. It includes non-functional dimensions such as reliability, responsiveness, and adaptability, collectively referred to as Quality of Services (QoS). | Many service providers may deliver similar core functions, their ability to consistently meet these non-functional expectations sets them apart. |
In an increasingly volatile and competitive marketplace, these QoS attributes have become critical differentiators, shaping client satisfaction and loyalty. The study underscores the need for modern service workflows to be not only efficient but also agile, capable of adjusting to evolving demands without compromising consistency. |
Meaningful Reflections from the Field
“This project is essential for the company as it provides opportunities for the team to gather (from their busy schedules) to co-create processes and workflows. This is important for aligning practices between teams at different locations and is useful when onboarding new staff. We are excited to use the processes during the new staff orientation. It also provided a space to review and address challenges working with different clients. In addition, the project was extended to explore and start a culture of coaching within the company. “IAl Workplace Consultant Clare is very approachable and knows how to make the atmosphere relaxing so that the staff will be at ease and engaged during the session. Her cheerful character enables the team to open up to her and share their concerns with her. This is helpful to get the project going.
- Franco Ng, Director
“The guidance on preparing the workflow has improved my thought process, and I perform better at guiding the junior staff. The engagement with junior staff has improved, and they now understand how performance reviews can help them achieve their career and financial goals.
- Emily Chin, Assistant Manager
"The project was meaningful, and I learned something new. I’ve gained clearer understanding of our workflow and improved my ability to engage with clients and address staff concerns."
- Kee Wai Chong, Assistant Manager
“We now have a clearer understanding of employees’ concerns and challenges, along with a structured guide to support effective coaching."
- Yu Min, Assistant Manager and Team Lead (Johor Bahru)
From Insight to Action
The workplace transformation was not imposed top down but emerged through co-creation, grounded in the operational realities of those closest to the work. Guided by the NACE@IAL framework and with support from the IAL workplace learning consultant, team leads and senior leadership mapped out five detailed process workflows, co-developed four client-handling case study templates, and implemented a progress-tracking system that increased task visibility by 20 percent.The co-creation sessions not only surfaced latent organisational knowledge but also created a platform for collective ownership of the new standards. Importantly, the director’s active participation modelled the behavioural shift required to embed continuous learning in the organisation.
Read on to find out more about ONE Tax CM's transformation journey in detail below.
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Uncovering Opportunities for Organisational Enhancement
Through structured diagnosis, including staff surveys, group interviews, and coaching observations, the team was given the opportunity to uncover key areas for improvement that could enhance overall business performance. These included documenting workflows to ensure consistency in client handling, strengthening induction processes for new staff, and supporting team leads with coaching capabilities.These insights formed the basis for tailored interventions that aligned with operational realities and developmental goals. By surfacing these needs through a comprehensive and participatory approach, the team created meaningful, targeted changes that were both relevant and sustainable.
Integration of Workplace Learning Interventions
The team operationalised interventions by embedding them into daily routines. Process flowcharts became reference tools, client case guidelines informed service delivery, and team leads began piloting the GROW coaching model to support professional development. The IAL consultant provided targeted coaching to each team lead, including on-site sessions in Johor Bahru, to ensure contextual relevance and skill transfer.The result was more than a set of deliverables. It marked a cultural shift. Team leads conducted coaching sessions, standard operating templates were actively used, and cross-functional communication improved. Task tracking became transparent, and staff reported fewer clarifications needed between departments.
More significantly, the initiative served as a catalyst for building a coaching culture, preparing the organisation for the leadership demands that come with business expansion. With 14 staff now aligned under shared systems and expectations, the groundwork has been laid for scalable, repeatable excellence.
Building for the Future: From Framework to Mindset
The initiative at ONE Tax CM marked a pivotal moment in the company's learning journey. What began as a practical workplace intervention has grown into an organisational mindset that prioritises reflection, documentation, and structured coaching as part of day-to-day operations.
Team leads who once focused primarily on technical expertise are now stepping into growth-oriented leadership roles. With coaching practices woven into their management approach, they are cultivating accountability, encouraging peer learning, and enabling greater team empowerment. As the organisation prepares to welcome new hires, these foundations provide both stability and adaptability for future growth.
The introduction of the progress tracking tool has also driven more meaningful dialogue around workload planning, inter-team alignment, and client servicing, signalling the evolution of a more self-aware and strategically minded organisation.
Looking Ahead
As ONE Tax CM continues to grow, it remains focused on hiring more staff to support its business expansion. The customised workplace intervention developed through the NACE@IAL project has sufficiently addressed current learning needs and positioned the company to scale with confidence.
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