Implementation Guide for SMEs to Adopt

Tripartite Standard on Flexible Work Arrangements

Content
1 Introduction
1 Introduction
Flexible work arrangements (FWAs) contribute to a supportive
2 Checklist for Signing
and conducive work environment. They benefit both employers
Tripartite Standard on FWAs
and employees as:
3 Definition of Types of FWAs
a) Employers can better attract and retain employees,
including back-to-work individuals, and become nimbler 4 Steps to Implement FWAs
in manpower deployment.
5 Step 1 - Appoint a Senior
b) Employees can become more productive and achieve Management to Champion
good work and personal outcomes. FWAs

This implementation guide is designed in accordance with the 6 Step 2 - Communicate FWAs
specifications in the Tripartite Standards on Flexible Work Offered
Arrangements and it provides the practical references which 7 Step 3 - Evaluate FWAs
Small Medium Enterprises (SMEs) could consider adopting when Requests
implementing effective work-life strategies.
8 Step 4 - Train Supervisors
FWAs refer to variations from usual work arrangements. These 9 Case Studies
include:
i. Flexi-load (e.g. part-time or job-sharing)
ii. Flexi-time (e.g. staggered hours and compressed work week)
iii. Flexi-place (e.g. telecommuting)

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2 Checklist for Signing Tripartite Standards on FWAs
My organisation has appointed a member of the senior management to champion FWAs

Employees are informed about the types of FWAs offered by my organisation, the process to request
for them, and the expectations on responsible use of FWAs

Outcomes of FWA applications are documented and communicated to the employees in a timely
manner

If a request for FWA cannot be granted, supervisors should engage employees on the reasons and
where possible, discuss suitable alternatives that better meet the needs of both employer and
employee.

Supervisors are trained to:

(i) Objectively evaluate employees’ applications for FWA; and

(ii) Set work expectations, manage and appraise employees on FWAs fairly based on work
outcomes

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 3 Definition of Types of FWAs

3 Types of FWAs
FWAs Description
Part-time Work* An arrangement in which employees work reduced hours on a regular basis. Part-time employees normally
work less than 35 hours in a week, including those who work less than a full day all week or only some days
per week.
Staggered Time An arrangement where employees can vary their daily start and end times to suit their work and personal
commitments.
Compressed An arrangement in which an employee works full-time hours, e.g. 40 hours in a week, in fewer than the
Work Schedule* normal number of days per time period. There are various types of schedules used for compressed work
schedule.
Telecommuting A flexi-place arrangement in which the job is performed at a location other than the workplace using
information and communication technologies. It may be on a situational or episodic basis, i.e. need-based;
or core, i.e. a routine, regular and recurring basis.
Job Sharing* An arrangement that allows two or more people to share the responsibilities of one full-time position, with
each of them working part-time. They usually work at different times during the day/week or alternate
weeks, and may have a time of overlap to maintain continuity. The work may be divided by function,
geography, time or workload etc., depending on the arrangement.
Creative This refers to a work schedule or roster which is a deviation from the industry norm. It may be
Scheduling implemented to accommodate existing employees’ personal and family needs and/or to attract potential
employees with life stage needs that do not fit into the traditional work schedule or roster practised in that
industry.
Employee Choice An arrangement that allows employees to plan their own work schedules and determine their day(s) off.
of Days Off Balloting may be used to ensure that the daily operations run smoothly and to determine fair allocation of
day(s) off for employees.
Flexible Hours An arrangement where employees are contracted to work a certain number of hours over an accounting
(Flexi-Hours) period, e.g. a 20-hour workweek, and they can work at any time of the day, as long as they complete the
stipulated hours within the workweek.
Flexi-Shift This refers to an arrangement in which employees specify the days and/or hours they can work, and are
scheduled accordingly, e.g. some caregivers of school-going children may opt to work specific hours in the
day, i.e. 3-4 hours in the morning or afternoon while the children are at school, or during weekends when
other caregivers are available.
Interim Work This refers to hiring an employee on a part-time or full-time basis for a specific period of time, or to
complete a specific project. Interim workers cut across all levels from senior management to rank-and-file
employees. Seasonal work and project-based work are some examples of interim work.
Phasing In Or Out An arrangement in which employees who are joining or leaving an organisation move from a part-time
position into a full-time position or vice versa. In some cases, employees are given the flexibility to
determine how many hours and when they work to ease their transition into/out of a full-time position.
Phased An arrangement to meet the needs of employees nearing retirement age who want to continue working
Retirement but in a different capacity.
Project-based An arrangement in which someone is engaged to complete a specific project. The contract may be based
Work on a set time frame/duration, or task/KPI-based.
Retirees Cover for An arrangement in which organisations engage their retired workers to return to work on an ad hoc or
Workers On Leave short-term basis when they require manpower.
Seasonal Work This refers to hiring staff during peak seasons to supplement existing staff strength, or hiring part-time staff
to work over a certain period of time to cover the work of existing staff, e.g. hiring more retail staff during
festive seasons, or hiring staff to work on weekends to relieve existing staff.
Shift-Swapping An arrangement that allows shift-workers to trade shifts with one another when the need arises. This
enables shift workers to arrange their schedule to meet their personal needs and family responsibilities.
Time Bank* An arrangement in which the employer and employee agree on a fixed number of work hours over a
specified time period (weekly, monthly, quarterly), e.g. 24 hours a week. Additional hours are accumulated
in a time bank and taken as time-off in-lieu.
Weekend Work This arrangement optimises the use of part-timers who may only be available on weekends, e.g.
homemakers or students, and is helpful for industries that have difficulty finding staff to work on
weekends.
Source: https://www.worklifeworks.sg/ToolsResources/Work-LifeMenu/FlexibleWorkArrangements/Pages/Default.aspx
*Employers administering these FWA would have to take note on the compliance to the Employment Act– Time banking, compressed
workweek, Part-Time, JSI, annualised hours

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 4 Steps to Implement FWAs

4 Steps to Implement FWAs

Step 1 Step 2 Step 3 Step 4

Appoint a member
Communicate FWAs Train Supervisors
of the Senior Evaluate FWAs
offered to
Management to requests
employees
champion FWAs

Role of the FWA

champion is to: Allows employees FWAs requests
Create a direct to understand the should be evaulated
communication scope of FWAs and objectively. Ensure the
with employees to how they can If a request for FWA objectivity and
better understand benefit from FWA cannot be granted, accountability of
their needs so as to schemes. supervisors should the supervisors to
create suitable Communicate the engage the ensure smooth and
FWAs. eligibility criteria, employee to effective
Draft FWAs policy application process explain the reasons, implementation of
and request form and expectations on and explore other FWAs
and put in place responsible use of suitable alternatives
infrastructure FWAs where possible.
required

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 5 Step 1 - Appoint a Senior Management to Champion FWAs

5 Step 1 - Appoint a Senior Management to Champion FWAs

What are some of the expectations of the appointed FWA champion?

• Advocate adoption of FWAs at the workplace;
Who can be appointed as a FWA
• Understand employees’ work-life needs, identify suitable FWAs and
champion?
implement FWAs;
• Preferably a member of the • Ensure employees are informed of available FWAs and application
organisation’s senior procedures;
management (e.g. Director • Ensure system is in place for employees to apply and for evaluation to take
or equivalent) place; and
• Companies with a flat • Ensure supervisors are equipped with adequate knowledge regarding
hierarchy could appoint an FWAs.
employee who can influence
decision-making for FWAs Some work areas that the appointed FWA champion can lead include:
and implement the FWAs • Implementing and reviewing organisation’s FWA policies and processes;
strategies in the company and
• Planning and organising events and activities to educate employees on
FWA usage

5.1 Review Employees’ Needs and determine FWAs to be offered

➢ Perform profiling to understand the demographics of the workforce
➢ Understand the needs of employees through one-on-one discussions with employees,
surveys or focus group discussions
➢ Review suitable FWAs and be open to suggestions on FWAs that could meet the
employees’ needs

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 5 Step 1 - Appoint a Senior Management to Champion FWAs

Workforce Profiling
Workforce profiling refers to mining information within an organisation, especially its existing employee
records. It provides organisations with an indication of the areas of priority for work-life programmes and can
yield information on trends and changes which could be used to adjust work-life programmes. Some questions
may include:
How many employees are/have No. of Employees Proportion of Workforce

near retirement?

young parents?

parents of more than one child?

single parents?

elderly parents?

dependants with healthcare needs?

men or women?

married or single?

pursuing further education?

• Which part of the business has greatest difficulty recruiting employees? What could be the reasons?
• What are the existing health problems and costs?
• What is the absenteeism rate?
• How much medical leave is being consumed?
Source: https://www.worklifeworks.sg/ToolsResources/GuidetoWork-LifeImplementation/Pages/Step-2.aspx

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 5 Step 1 - Appoint a Senior Management to Champion FWAs

Suggested Employee Survey Questions

Work-life Needs Yes No

I need to send my children to be cared for by others /childcare centres/school.

I need to fetch my children home.

I need to occasionally take care of my parents at home.

I need to take care of my new-born at home.

I wish to spend more time with my family while maintaining my work responsibilities.

I have to attend classes after work.

I prefer working day shifts due to personal health considerations and commitments.

I require occasional time-off to attend to personal needs.

I would like to have more time to attend to my personal needs during weekends.

I have health conditions and I am in the midst of recovery.

I am pregnant with some conditions (e.g. morning sickness) and I would need to go for medical checks
occasionally.

My wife is pregnant and requires my assistance at times.

I would like to start/end work earlier/later.

I need to occasionally attend to my child with conditions at home. E.g. autism, overactive, etc.

I am taking work related part-time studies and may need to complete assignments or have meetings
with group mates for group projects at times.

I liaise with overseas clients or stakeholder at times. Due to time-zone difference, I have to be
available after working hours and have to sacrifice the time spent with my family.

Others (please specify):

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 5 Step 1 - Appoint a Senior Management to Champion FWAs

5.2 Pilot FWAs (Optional)

➢ Consider conducting a smaller-scale pilot to assess effectiveness of the FWAs
➢ During the pilot, provide a channel of engagement with employees (e.g. feedback
channel) to make refinements if necessary

5.3 Draft Policy

➢ Policy should include:
(a) Purpose of FWAs
(b) Types and definition of FWAs to be offered to employees.
(c) Guidelines of eligibility, application and usage
(d) Any other special requirements pertaining to company’s policy that employee
should take note

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 5 Step 1 - Appoint a Senior Management to Champion FWAs

Flexible Work Arrangements Policy (Sample)

1. Introduction
Flexible Work Arrangements (FWAs) offer employees with greater flexibility to manage both their work
and personal commitments, while offering the organisation a smart and efficient way to achieve business
goals.

1.1 Purpose
This policy aims to ensure that staff and supervisors are aware of the types of FWAs available in the
organisation and understand the roles and responsibilities involved in the application and approval
process. However, employees should understand that the availability of such arrangements is
subjected to the organisation’s operational requirements and individual circumstances.

2. Types and definition of FWAs Offered

The following FWAs are offered to staff. Should a staff wish to apply FWAs that are not available in the list,
you may wish to discuss with your supervisor to explore alternative arrangements.
[To list the FWAs and its definition from 3 – Definition of Types of FWAs]

3. Guidelines of Eligibility Application and Usage

3.1 Eligibility
FWAs are only offered to staff that have passed their probationary period.
[Optional: Due to the job nature, the FWAs on e.g. telecommuting shall not be made available to xx
department.]

3.2 Application
All FWAs requests must be made [by email or letter/by filling in an application form that is available from
HR department/line manager/name of individual/the intranet].

Any request made must include:

Types of FWAs, the changes that the employee is seeking to their terms and conditions (e.g. hours of
work), date from when the proposed change to come into effect and its duration, reasons for request
and ways to stay contactable etc.

Supervisor shall evaluate and inform the outcome of the request within 21 days of application.

3.3 Usage Rules

[To select the relevant rules]
• Staff is required to seek permission or discuss with their supervisor before starting FWAs
• Supervisors who approve the FWAs for their staff should ensure that their department is
adequately covered and the needs of internal and external stakeholders can be satisfied without
adverse impact to the organisation
• Staff must possess the appropriate equipment to allow the job to be performed away from
principal place of employment
• Staff must work in their regular office hours, have a contact telephone number and be available to
remain contacted for the regular business day
• Staff will be in compliance with all applicable IT, security, privacy and confidentiality policies and
procedures
• Staff is required to take reasonable care of their own health and safety
• The organisation’s operational needs shall take precedence over FWAs
• The organisation reserves the right to withdraw or refuse staff request to FWAs at any time
especially when found that there is an abuse of the FWAs.

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 5 Step 1 - Appoint a Senior Management to Champion FWAs

5.4 Draft request for FWAs form and Supervisor’s evaluation form
➢ Request form should include:
(a) Types of FWAs requested
(b) Changes that the employee is seeking to their terms and conditions (e.g. hours of
work)
(c) Effective date of proposed changes and its duration
(d) Reasons for request and
(e) Ways to stay contactable etc.

Sample Form for Employees to Request FWAs and for Supervisors After Evaluating FWA Request

Request for Flexible Work Arrangement (FWA) Form

To be completed by Employee

1. Details on FWA Options requested

□ Part-time Work □ Staggered Time □ Telecommuting □ Job Sharing (etc.)

• Starting time of work: _______________________________ Ending time of work: ______________________
• Working days: ______________________________________________________________________________
• Working Location: ___________________________________________________________________________
• Other information: __________________________________________________________________________

2.
Reasons for request : __________________________________________________________________________

3. Duration of FWA
• Start date: _______________________________________ End date : _____________________________

4.
Ways to stay contactable: ______________________________________________________________________

_________________________ ________________
Name and Signature Date

Form After Evaluating Request for Flexible Work Arrangement (FWA)

To be completed by Supervisor [Applicable if Supervisor decides to approve the request for FWA]

1. Details on mutually agreed FWA Options

□ Part-time Work □ Staggered Time □ Telecommuting □ Job Sharing (etc.)

• Starting time of work: _______________________________ Ending time of work: ______________________
• Working days: ______________________________________________________________________________
• Working Location: ___________________________________________________________________________
• Other information: __________________________________________________________________________

2. Duration of FWA
• Start date: _______________________________________ End date : _____________________________

3.
Mutually agreed ways to stay contactable: _________________________________________________________

4. [Applicable if Supervisor decides not to approve the request for FWA]

Reasons for rejecting staff’s request : _____________________________________________

_________________________ ________________
Name and Signature Date

Source: Tripartite Advisory on Flexible Work Arrangements by Tripartite Committee on Work-Life Strategy –
Annex A-2- Sample Form for Employees to Request FWAs & Annex B-2- Sample Form for Supervisors After Evaluating FWA Request

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 5 Step 1 - Appoint a Senior Management to Champion FWAs

5.5 Put in place infrastructure required

➢ Ensure the relevant infrastructure e.g. IT are in place to administer the selected FWAs

5.6 Review FWAs Effectiveness

➢ Regularly review the effectiveness of FWAs and make adjustments where necessary to
meet business and employees’ needs
➢ This can be done by seeking regular feedback from supervisors and employees
➢ Fine-tune the policy and usage guidelines

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 6 Step 2 – Communicate FWAs Offered

6 Step 2 - Communicate FWAs Offered

6.1 Communicate FWAs Policy (in 5.3) to Employees on:

➢ Eligibility criteria
➢ Application process
➢ Expectations on responsible use of FWAs
➢ Evaluation criteria (for supervisors’ use) and
➢ Timeline for supervisors to respond to such applications

6.2 Communication Channels include:

➢ Email / Memo
➢ Department briefing / staff meeting
➢ Staff handbook/ HR or intranet portal

Illustration of the process of requesting and implementing FWAs.

Action 4
Action 3
Implement
Communicate FWAs
outcome
Action 2 within 21 days
Supervisor from FWAs
evaluate the request
request for FWA
& fill in form
Action 1
Employee request
for FWA through
request form

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 7 Step 3 – Evaluate FWAs Requests

7 Step 3 - Evaluate FWAs Requests

7.1 Use the form after evaluating request for FWA (in 5.4) to document outcome of evaluation.

Pointers for Supervisors to Consider When Evaluating FWA Requests

Suitability of Job for Proposed FWA

1. Can the required work deliverables and standards be met under the proposed FWA?
2. Does the proposed FWA allow the employee to interact with his/her supervisor and/or peers?
Suitability of Employee for Proposed FWA
3. Can the employee work independently in the absence of supervisors/ co-workers?
Work Performance and Requirements
4. Is there mutual agreement on how the employee’s performance will be evaluated on the proposed
FWA? [Performance evaluation and development plan sample form can be downloaded from
https://www.tafep.sg/performance-evaluation-development-plan]
5. Is there mutual agreement on the expected work deliverables and standards?
Compensation, Benefits and Overtime
6. Is the proposed FWA likely to affect the compensation, benefits, and/ or overtime of the employee? If
so, does the employee understand and accept any changes that are likely to result due to the
proposed FWA?
Safety and Equipment
7. Is the proposed alternative workplace location safe for the employee?
8. Is there mutual agreement on the extent of provision of work tools, equipment (e.g. laptops), and
reimbursement of work-related expenses (e.g. broadband subsidies)?

Source: Tripartite Advisory on Flexible Work Arrangements by Tripartite Committee on Work-Life Strategy - Annex B-1- Pointers for
Supervisors to Consider When Evaluating FWA Requests

7.2 If a request for FWA cannot be granted, supervisors should engage the employees and explain the
reasons for not being able to grant them the request. Where possible, explore and discuss suitable
alternatives.

Examples of alternative arrangements if FWAs cannot be granted.

EXAMPLE 1:
In the manufacturing industry where machines run at specific times, it is often not feasible for employees to work
on a staggered time schedule. In such cases, companies may choose to retain employees (e.g. older employees
who are considering retirement) by choosing a part-time strategy instead. Some companies may allow part-time
employees to work five shorter days covering lunch breaks or peak periods. This also allows companies to
economise during off peak hours.

EXAMPLE 2:
In the retail sector where weekends are often peak periods with highest customer traffic. More salespeople would
be needed to meet customers' demands. However, the potential pool of employees willing to work on weekends
is usually
Source: small and often demands higher remuneration. Such industries could consider creating different schemes
https://www.worklifeworks.sg/ToolsResources/Work-LifeMenu/FlexibleWorkArrangements/Pages/Part-TimeWork.aspx
that allow for weekend work targeting at specific groups of workers (e.g. students and housewives).

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 8 Step 4 – Train Supervisors

8 Step 4 - Train Supervisors

8.1 Train supervisors to:

➢ Objectively evaluate FWA applications based on the needs of the job and employees
➢ Communicate application outcomes within a stipulated timeline
➢ Set work expectations, manage and appraise employees on FWAs fairly based on work
outcomes
➢ Manage agile, flexible and mobile workforce by changing mindsets, building trust, rapport
with and empathy for employees
➢ Maintain code of conduct, accountability and effectively help to resolve employees’
challenges and personal commitments through implementation of FWAs

8.2 Examples of training programmes/resources on evaluating FWA requests and implementing

FWAs at the workplace
➢ Supervisors may be trained on-the-job, or preferably in a structured setting. Such training
can be in the form of workshops, courses or briefing sessions and can be held in-house or
taught/facilitated by an external vendor.

8.3 Content of FWA training programmes for supervisors can cover:

➢ Features and benefits of common types of FWAs;
➢ How to evaluate a FWA request fairly and objectively, including key factors for
consideration;
➢ How to establish suitable work arrangements (e.g. working hours, reporting arrangements)
and clear, performance-based work targets or deliverables for the employee; and
➢ How to assess the performance of the employee fairly based on the agreed deliverables

8.4 Employers can approach the Singapore National Employers Federation (SNEF) and TAFEP for
more information on FWA workshops for supervisors.
SNEF TAFEP
Enquiries Enquiries
Website: www.snef.org.sg Website: tafep.sg
Phone: 6827 6927 Phone: 6302 7114/6302 2770
Email: [email protected] Email: [email protected]

8.5 Employers may also refer to the following resources for more guidance:
• The Tripartite Advisory on Flexible Work Arrangements (FWAs) provides a step-by-step guide
for organisations, supervisors and employees on FWA implementation and management.
• Work-Life Works! is a one-stop integrated portal containing extensive content and
knowledge resources including the various types of FWAs and leave schemes available, and
the range of key benefits offered by work-life programmes. The portal also offers case
studies of companies that have successfully implemented FWAs.
• The WorkPro Work-Life Grant (WLG) provides funding support for employers to implement
and sustain FWAs.

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 8 Case Studies

CASE STUDY 1: Melaleuca Southeast Asia (S) Pte Ltd

Background
Melaleuca is a Health and Wellness company that manufactures and distributes nutritional,
pharmaceutical, personal care, facial care, home hygiene, and other wellness products. The
company delivers superior-quality products directly to their customer through a full-service
catalogue and Internet shopping system. This revolutionary system changed the way hundreds
of thousands of people shop, by eliminating the need for a middleman and reducing marketing
and distribution costs. This enables the company to spend more on research and high-quality,
ecologically sensible ingredients, while maintaining reasonable prices.

Since 1985, the company’s mission is to enhance the lives of those they touch by helping people
reach their goals. Melaleuca deeply cares for its employees and customers, and is committed to
making their employees happy in their workplace. Having happy employees to serve customers
would mean that the customers too would be happy and satisfied.

Challenges faced
The company recognised that they have a multi-generational workforce. Each employee has their
own work-life needs, be it taking care of their children and elderly parents, or taking on part time
studies. Some employees can arrive at the office early, while others may find it difficult to be on
time due to traffic conditions or the need to settle personal matters before work. Melaleuca
believes that it is important to ensure that employees' well-being and work-life needs are met.

Implementation of Flexible Work Arrangement

After being briefed and informed by SNEF on the Tripartite Standards, Melaleuca reviewed the
employees’ profile and their needs and implemented a few types of flexible work arrangements
(FWAs) such as staggered hours. The company believes that staggered hours provides better
work-life balance which enable employees to be able to adjust their reporting time according to
their lifestyle needs. For employees that needed to send their children to school, they could
choose to report to work earlier and get off work earlier to pick up the children. For younger
employees, they could prefer to report to work at the later time to avoid traffic congestions at
peak hours.

However, in order to avoid the abuse of the FWAs, the company put in place a biometrics system
for tracking reporting time and for security purposes, and had communicated the work
expectations of using the FWAs and the trust that the company has placed on every employee
to deliver their work outcome.

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 8 Case Studies

Outcome
Melaleuca recognises that with the implementation of staggered hours, there would be a shorter
period when all employees would be present, but the management was able to accommodate the
timing and only call for meeting after the last staggered hour. Besides staggered hours, the company
was able to grant other FWAs requests when employees’ need arises. Melaleuca identified that when
employees were able to meet their private commitments, they were able to focus and perform even
better at work.

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 8 Case Studies

CASE STUDY 2: Skillsforce Management Consultancy Pte Ltd

Background
Skillsforce Management Consultancy Pte Ltd was established in 1998 as a placement agency and
a professional HR consultancy firm offering recruitment and human capital solution services. Its
services include recruitment/executive search, human resource outsourcing/support and
receptionist resource centre.

Skillsforce emphasizes on the passion, commitment and competency of its staff to deliver reliable
quality services to their clients and candidates. The company is committed to building long-term
relationships with their clients, therefore they rely on a dedicated, professional and trustworthy
team to ensure that they develop an in-depth understanding of the clients’ businesses, corporate
culture and are attuned to the challenges they face.

Challenges faced
Skillsforce recognises that every employee has unique needs that may require different solutions
to effectively manage their work and personal lives. There are employees with childcare or
eldercare arrangements and there are employees who stay in the western and northern part of
Singapore where commuting time takes longer especially during peak hours.

Implementation of Flexible Work Arrangement

After been informed by SNEF about the Tripartite Standard on Flexible Work Arrangements and
how to implement effective flexible work arrangements, the company decided to embark on this
work-life journey. Skillsforce devised a menu of types of flexible work arrangements that include
staggered time which gives the employees the flexibility to choose a timing that most suit their
lives without compromising the organisational needs.

Due to its relatively small workforce, the Skillsforce is extremely nimble and flexible to customise
FWAs to fit employees’ specific work-life needs. For example, an employee who has young school
going children was granted flexible working hours beyond the usual flexible work arrangement.
The company allowed her to work on flexible hours such as reporting to work later than the
staggered starting hour to settle her children and going off work earlier when she needed to pick
up her children from school as and when required. At times, when her children are not well, the
company granted her request to work from home.

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 8 Case Studies

Outcome
Feedback from employees was positive as employees are better able to balance working hours
requirements and family commitments. This work arrangement is most favourable among employees
with young schooling children.

Skillsforce understands that managing a mobile workforce may not be an easy task and there could
be potential misuse of FWAs. However, the company puts their trust in the employees to work more
effectively and productively when flexibility is granted to the employees to manage their personal
commitments.

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 Implementation Guide on Flexible Work Arrangements

This implementation guide is designed to be aligned with the specification in the Tripartite Standard
on Flexible Work Arrangements and references are made from the following sources:

• Tripartite Advisory on Flexible Work Arrangements by Tripartite Committee on Work-Life

Strategy
• Flexible Work Arrangements for Better Business Results by Tripartite Alliance for Fair and
Progressive Practices (TAFEP)
• Work-Life Works! portal by the Tripartite Alliance for Fair and Progressive Employment
Practices (TAFEP)
• Flexible Work Arrangements by Ministry of Manpower (MOM)

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