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At a Glance
Implementing effective change and human capital management strategies are essential to organisations, but how many actually ensure that talents are properly managed and given the opportunity to learn the ropes at work? Recognising that change and a shift in mindset is needed in the workplace to drive employee productivity, Shine Precision Engineering (Shine Precision) embarked on a workplace transformation journey with the aim of reducing resistance to change amongst employees, and ensuring that both employees and new hires are given opportunities to learn on the job.In support of this objective, Shine Precision embarked on a Learning Enterprise Alliance (LEA) project under the NACE@IAL initiative in 2020.
Read on to find out more about Shine Precision’ s workplace transformation journey from the Project Sponsor, Aaron Teo.
Achievements
Through the workplace transformation project with NACE@IAL and IAL’ s Certified Workplace Learning Specialist (CWLS), we were able to achieve the following:- Adoption of redesigned workflow process maps across departments.
- Increased accuracy in reports and systematic work processes by production workers.
- Improvement in work performance of employees after training as they are made aware of the importance of following organisational process standards.
"Shine Precision is currently in line with Industry 4.0 to gear up for global competitiveness. We believe that it is vital to have a strong manpower resource in order to excel and further our business. Through LEA, our staff are able to continuously learn and upgrade their skills and competencies. This will help us to build a strong team of capable individuals who are future-ready."
- Mr. Aaron Teo, Managing Director
"The LEA journey has improved the mindset of the project team. They are now more aware of the importance of delivering high quality work performance and to always maintain consistency in accordance with organisational standards and processes"
- Mr. Joe Lau, Technical Director
Challenges
Prior to embarking on our workplace transformation journey, we found that our employees were resistant to change, had a fixed mindset and were unwilling to share technical skills and know-how to their subordinates. SOPs put in place were not stringently followed as well. Moreover, like most enterprises, teamwork and a sharing culture were lacking amongst the different work teams.Interventions
To strengthen teamwork, communications to employees on the importance of adhering to SOPs, and honing leadership skills of our team leaders to work cohesively with co-workers, the following interventions were put in place:- Conduct Learning Needs Analysis through interviews and surveys
- Identification of existing performance gaps of employees, team leaders, and department heads
- Creation of learning materials i.e., process maps and the RACI matrix mapping 4
- Implementation of Workplace Learning strategies, such as staff training, coaching and train-the-trainer sessions