There is no doubt that staff responses helped to shape the content of this year’s conference – thanks to pre-event engagement surveys, as well as the questions received from Pigeonhole and Workplace Rooms. Our Management sat down for a chit-chat session with staff during the In-Conversation segment, and here were some of the takeaways.
When asked which ABC trait he best identified with, ‘Collaborative’ turned out to be the one that resonated most with CEO. The past year unfolded a fantastic display of how our WOG works, with a spirit of teamwork that strongly came to the fore during the crisis. ACEO(C) shared the same thoughts, as we portrayed the spirit of collaboration every day by bringing our different skills to the table – all for one same purpose. By believing in the meaning of our work, we collaborate to achieve the common goal of making HDB an even better organisation for our customers and ourselves.
As we have so many work areas that are hardly standalone, DCEO(B) reminded us about the value of working closely across Groups. The pandemic tested our ability to move forward, but we proved that we were ‘Agile’ and pivoted as the situation evolved. Change is a constant, as pointed out by DCEO(E). Thus, we have to continually be involved in changes for the better and be ‘Bold’ in the way we approach the new normal.
Due to the changes brought about by the pandemic and the nature of our job roles, working from home may not be an option for everyone, especially for colleagues involved in essential work and services at work sites or frontline offices.
Regardless of where we may be working from, DCEO(B) encouraged us to take pride in our jobs and recognise that the work we do, while different in scope, makes a valuable contribution to HDB as a whole. CEO was on the same page, as he acknowledged the challenges that COVID-19 has brought with it, but it was up to us to press on and overcome the adversities. When you believe and find meaning in the work you do, you will want to continue doing it and make a difference. Despite the difficulties we may face in our different job roles, DCEO(E) reassured everyone that Management would support us each step of the way.
Despite the dark clouds that gathered over us during the pandemic, there was a silver lining. Our efforts to be digital to the core have been accelerated as many of our internal processes as well as transactions with customers have gone digital. This again highlighted the importance of getting ready for the future – and both our DCEOs agreed that COVID-19 presented a great opportunity for us to move more of our services online, as well as review our strategies on how best to deliver our services to customers, who had become more familiar and comfortable transacting with HDB via digital modes.
As for public officers, there were several gains from this pandemic that should be locked in -- and as mentioned by CEO, one of them was the greater focus on mental wellness in the Public Service. With teams set up to look deeper into these issues, CEO was positive that the solutions would go beyond COVID-induced measures, and he was hopeful that more could and would be done – especially with the rolling out of new initiatives such as flexible work arrangements throughout WOG.
After more than a year of remote working, CEO shared that a combination of working from home and office seemed to be the best option as we move into the new normal. The nuances from face-to-face interactions and spontaneous conversations cannot be entirely replicated with virtual meetings. Thus, flexibility would be key in the workplace of the future, as we seek to strike a good balance between maintaining business continuity, staying light on our feet to respond to disruptions, and working together as One HDB and One Public Service.
