Andrew Chan

While cautiously welcoming what many are now saying will be a year of recovery for the region’s hospitality and tourism sector, I caution employers to stay on their toes if they are to retain head count in 2010.

All signs are pointing to a much more positive 2010 and one which will be buoyed by some of the biggest events on the international calendar taking place in Asia. These include the Shanghai World EXPO in 2010 which runs from 01 May until 31 October as well as the Commonwealth Games which will be staged in New Delhi next October.

It should be remembered the huge demands the 2008 Beijing Olympic Games and the developments on Macau’s casino scene placed on regional staffing resources less than two years ago.

Add to the 2010 fixtures the developments taking place in Singapore – not only will the staging of this year’s Grand Prix mean an extra strain on local employment resources, the two integrated resorts at Marina Bay and on Sentosa are by far the biggest thing to happen in the history of Singapore’s hospitality and tourism.

I really don’t think a lot of people still fully understand how this will change the employment landscape of Singapore forever. We’re talking about adding 20,000 new jobs in the Singapore market and that is going to cause some serious ripples on the regional scene.

If employers don’t prepare themselves they’ll really struggle to retain and attract staff and we’ll once again find ourselves in the same situation we experienced before the GFR began to bite – a return to the ‘war for talent’ where an over abundance of available jobs far outstrips the supply of appropriate candidates.

The time has once again come for Singapore’s employers to address the challenges, the cornerstone of its approach to be based on a series of progressive HR strategies designed not only to retain employees, but also attract candidates from both traditional and non-traditional sources.

Well thought out staff strategies will be key to attracting and retaining talent in the region’s ever intensifying and highly competitive market if organisations truly want to succeed in 2010.

There can be no doubt whatsoever that 2009 was the most challenging year we as an organisation have faced in our 15 year history but all signs are pointing to a much more positive 2010 and TMS like everyone else needs to be prepared for the upturn.

With the mass retrenchment exercises going on across all industries of late, I find myself answering a similar question amongst expats in Asia.  Do I stay or do I go?

I sat for my first exams this week for my MBA in what must be close to a 15 year hiatus since the last time I’ve had to put pen to paper and really write something meaningful.  Sure I write every now and then, jotting down almost illegible scribble during the working day that even my PA struggle to comprehend, but to really write something where another person has to not only be able to read it, but has to give me marks for my work is a totally different and scary story.

The current economic crisis has put most business leaders between a rock and a hard place.  This downturn is obvious (unless of course you avoid turning on the TV, picking up a newspaper, or you’ve simply shut yourself out from talking to everyman and his dog), and the pressure on staff and productivity has never been greater. 

On the one hand, managers want to share information with line staff on the company’s performance and the potential challenges ahead hoping this will whip staff into a sense of urgency and hyperactivity that produces the results of two; but the message may also be interpreted by some to be grim and you may find yourself with staff dragging themselves into work just hoping their keycard still works and they don’t find an envelop left on their desk.   

Then we find companies who keep the message positive and upbeat, giving every assurance possible that the light through the tunnel is near, hoping the confidence instilled will produce a happy workforce that perform better knowing they’re in safe environment; but then again, these same companies may find the sense of urgency gone as those same staff feel too secure and we’re back to square one of pressing the panic button.

So, it’s certainly a fine tightrope to walk for business leaders.  What’s the right strategy for you?

First of all, apologies for my long silence.  Balancing work, studies and a social life is proving a little more challenging then first thought.  So it’s ironic that I’m currently preparing a paper on Time Management for my MBA.  Hopefully I can apply theory into practice soon.

I was on the speaking circuit today and was privileged to have been invited by the SKAL Club of Bangkok to present on the ubiquitous topic of GenY.  Those that know my work will know that this is an area I have expertise in and frequently asked to demystify what seems like for some an unknown entity from outer space.

It’s been an interesting few months though as I haven’t presented on GenY since the economic downturn, and this really is Generation Y’s first global crisis and in some countries their first recession.  However, whilst times have certainly changed, research would indicate that the mindset and general attitude of GenY hasn’t drastically altered.  The essence of what makes GenY’s is still the same.

After hearing about strategies on managing and retaining GenY, I was asked by a Baby Boomer in my audience today, why should they change to conform to GenY employees.  Why would they want to change the way they run their business just to satisfy the whims of employees, shouldn’t it be the other way around?  It was a good question and one I often get, but are we really asking Baby Boomers to conform?  Or is it through knowledge and understanding of what makes individuals tick that we can compromise for the sake of a successful business?

Like millions, I watched as the United States heralded their 44th President with the typical fanfare we can only expect of such an occasion from the Americans.  There could be conjecture on whether the celebrations were to welcome Barrack Obama, or to finally farewell George W.  I’d like to think it’s a bit of both.

In reality, the event has very little to do with me or my business, but somehow I couldn’t help but find myself drawn to the words of President Obama during his inauguration speech.  His message of hope inspired and certainly captivated, and for a moment I thought the world was going to be “ok” again.   

Unfortunately I turned my attention back to business and realized that President Obama wasn’t carrying a Magic Wand with him.