Singapore Airlines (SIA) has set a three-year transformation plan aimed at regaining its market position into motion.CEO Goh Choon Pong wrote in a September company newsletter that this latest decision was made to ensure that SIA “continues to be a leader in customer service, and to claim market and financial leadership once again”.A total of 56 initiatives will be rolled out as part of the plan, to help “grow revenue, re-base cost structure and enhance organisational effectiveness”.These initiatives range from fuel burn reduction to self-service platforms that will “ease call centre volumes” and provide greater customer service efficiency.It is unclear if there would be any headcount reduction, but based on this latest announcement, that appears to be likely. Moreover, Goh had hinted at the possibility of staff cuts in public forums earlier this year.The plan has been five months in the making, as the airline opened a “transformation office” in May to review its business strategy after it recorded a surprising fourth-quarter loss in 2016.

Source: Singapore Airlines unveils huge restructuring plan; staff cuts looming | hrmasia

Singapore’s hotel industry can now boost its skills development efforts and talent pipeline with two new initiatives launched by the country’s Workforce Development Agency (WDA).

The Professional Conversion Programme for Professional Executives and the Skills Framework for Hotel and Accommodation Services were both announced on Hotel Day last Friday (September 23) to increase awareness of job opportunities and career pathways in the sector, and to equip the workforce with the necessary skills to support the transformation of the industry.

The Professional Conversion Programme for Professional Executives will further professionalise jobs in the services sectors.


Source: New manpower initiatives to transform Singapore’s hotel sector | hrmasia

Change management as it is traditionally applied is outdated. We know, for example, that 70 percent of change programs fail to achieve their goals, largely due to employee resistance and lack of management support. We also know that when people are truly invested in change it is 30 percent more likely to stick. While companies have been obsessing about how to use digital to improve their customer-facing businesses, the application of digital tools to promote and accelerate internal change has received far less scrutiny. However, applying new digital tools can make change more meaningful—and durable—both for the individuals who are experiencing it and for those who are implementing it.

Source: Changing change management | McKinsey & Company