We are excited to announce the expansion of Human Technologies Singapore, now operating under the new name, Human Technologies Thailand, as part of its strategic growth plan. As a leading SaaS company specializing in workforce management tools, Human Technologies Thailand aims to revolutionize how businesses in Thailand optimize their human resources.

Human Technologies Thailand, previously known as Huubap Pte. Ltd., brings its expertise and commitment to innovation, efficiency, and customer success to the Thai market. With a strong focus on delivering comprehensive software solutions, Human Technologies Thailand helps businesses streamline their workforce management processes, enhance productivity, and drive sustainable growth.

At the core of Human Technologies Thailand’s offerings are its three robust systems within KING OF TIME, their flagship software. These systems include the Time Attendance System, Leave Management System, and Schedule Management System. Through these user-friendly and intuitive modules, businesses can effectively track employee attendance, manage leaves and time-off requests, and create optimized work schedules.

By leveraging the power of the KING OF TIME suite, Human Technologies Thailand equips businesses with the necessary tools to simplify complex workforce management tasks. The software provides a centralized platform that enhances operational efficiency, reduces administrative burdens, and ensures accurate and reliable data management.

Human Technologies Thailand understands the importance of providing exceptional customer service. Their team comprises dedicated professionals with a deep understanding of workforce management, ready to support businesses throughout the implementation and utilization of the KING OF TIME systems. With a strong presence in Thailand, Human Technologies Thailand is committed to building lasting partnerships with businesses across industries and helping them achieve their workforce management goals.

As Human Technologies Thailand embarks on this new chapter, they are excited to collaborate with businesses in Thailand, empowering them to optimize their workforce, improve operational excellence, and unlock their full potential. Stay tuned for more updates as they continue their journey of transforming the way businesses manage their human resources.

Most people are familiar with  Grab for either their food or transport services. Have you heard of Grab for Business before? We are here to introduce that

Grab for business is a corporate solution for combining and simplifying corporate expenses for business transport, express delivery, corporate gifts and package deliveries.

With Grab for Business, you can save time and effort on expense reporting. Staff, managers and HR will save the hassle on a monthly basis! Companies will be able to set parameters they want to manage policies and payments; even between groups of employees by group or department.

Get in touch: ext.natsumi.tao@grabtaxi.com

• the automated reporting system will help companies to gain insights into ground transport usage
• hassle-free expense reporting
• company is relieved of the verification process

• Grab for business has the widest delivery fleet in the region and their expertise in application booking, payment, reporting and tracking is leading the industry
• Optimised to manage single or multiple concurrent deliveries
• All deliveries are automatically insured*

• Refilling the pantry is now a breeze with a wide range of goods, gifts and essentials to offer
• Purchase only with trusted restaurants and mart merchants
• Ease of organising company events

• For corporate gifting at annual events or employee anniversary
• Digital gift cards that is practical to everyone!

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If you would like to find read more interesting HR-related articles like this as well, please visit: https://www.reeracoen.sg/en/articles

Before the advent of the Covid-19 pandemic, the definition of hybrid work takes on many shapes. However, the most coined Hybrid work arrangement (in full) is now almost exclusively referring to a work schedule that allows the employees to work remotely on a frequent basis.

This arrangement was necessitated during the pandemic but was also a huge push for companies to experiment and adapt quickly to the situation. Many operations still have to continue and businesses all over the globe did a baptism by fire in order to survive.

Now that the situation of the pandemic has reached a stabilisation phase, can businesses truly revert to its original state? Are there only cons of hybrid work arrangement or are there enough pros as well for companies to consider continuation of staggered work schedules?

We first see what the employees feel about hybrid work and their preferred work arrangement in a recent survey done by Milieu Insight:

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Preference for remote work is not going anywhere

Having the flexibility to work remotely appears to be the prevailing choice among employees in Singapore with most (78%) leaning towards a hybrid schedule. Employees are far less enthusiastic about going all in on one environment: Only 12% would prefer working from the office all the time, and 10% want to work remotely full-time.

Besides the majority (90%) indicating they can save time and money on commuting to and from work, those on hybrid work arrangements also highlighted improved work-life balance and a less stressful working environment as perks of working from home (WFH). With more time and fewer office stressors, on average, those currently on a hybrid work arrangement seem to experience a boost in their quality of life.

Making hybrid work a success

With the hybrid model designed for flexibility of working remotely, while still offering structure, stability, and social advantages, we wanted to understand employees’ primary motivation(s) for going into work.

We can see that employees have various reasons for a hybrid work arrangement and at a significant 78% of those surveyed. We are expecting the dynamics of attracting and recruiting talents to change and adapt to this. Companies that are aligned to the preferences of the masses would likely have first-say in picking from a larger pool of candidates. Reeracoen Singapore, with a wealth of professional recruitment experience and a strong team of consultants, will be able to match suitable job seekers to business clients who are seeking to attract the best talents for their companies. With a fuss-free 5 step consultation process, the job applicant only need to (1) register an online account with Reeracoen Singapore; (2) go for a customised career counselling with one of our friendly consultants; (3) attend interviews with prospective companies; (4) and the consultant will negotiate for the best offer ; (5) finally, embark on the dream career!

Successful placements have been made across a wide range of hot industries from Information Technology to Banking and Finance amongst many others, with attractive roles such as Programme developer to digital marketer.

Any forward-looking CEO and business owner should be taking their time out to consider how this shift could affect their industry and operations. Being a leader means always being ready for change and then effectively managing it when it happens. The hybrid, work-from-anywhere workforce is here for the foreseeable future, and employees want employers to adapt and evolve quickly and intelligently. It may seem straightforward, but the CEO must also look for the tools that can provide the employees to work better remotely.

How would my employees conduct meeting? How would my employees communicate as a team? How to keep employees engaged?  There must be a playbook and leaders should work with the HR team to formulate key guidelines so that managers and their teams are clear on what’s required. My company at Huubap have been doing hybrid work arrangement even before the pandemic. I will be sharing a little about what worked for us.

Some cloud services and collaboration software that could make remote work even more efficient– The Google Suite and Slack combination is something that my company is using.

Google Docs can allow multiple employees  to work on the same document at the same time and see each other’s progress and changes in real-time. Additionally, any updates made are immediately reflected on everyone’s copy. This could mean a lot for things like updating SOPs or official documents. This greatly reduces the number of e-mails required and the managers can monitor without disrupting and asking for updates from the staff who is working on the files thus improving work efficiency!

For Slack, our teams have created several channels to better segregate and organise the communications. It is a far superior communication for intra-company than using E-mails. Furthermore, we made use of custom emoticons and included Giphy functions to make things more interactive and fun within the team. You may also explore apps and add-ons to encourage staffs to be more proactive and help each other. One such app that we use at Huubap is called Karma. There is a leaderboard for members who receive the highest “karma” by receiving thank you or certain emoticons. This is just one of the many ways that companies can foster an interactive online work environment.

But with a hybrid work arrangement, the managers would also need to be able to better manage and monitor the movement of the employees. This is where KING OF TIME, a product of HUUBAP comes in handy. KING OF TIME helps to manage time attendance, leave, and also schedule management as well.

The highlight of KING OF TIME is that it is highly customizable, and companies will be able to set-up according to their HR policies.

Some examples:

• We can set different OT rates for different time periods. You can have 1.5x from between 6-8pm and 2.0x rate from 8-10pm.
• It can be adapted for flexible work schedule so that employees can start work at any time if they fulfil the required working hours for the day.
• If they have a fixed routine like Mon-Wed WFH and Thurs-Friday to work from office, KING OF TIME can be used to reflect that as well. Staff can also apply to make schedule changes that is subjected to Manager’s approval. In this way, the manager will always be notified.

With the daily data available, managers can easily have an overview on the workforce condition with a single portal. That is, who called in sick, who is working from where and started work at what time. Without a tool like KING OF TIME, managing the employees would be more hindering (if they had to message/e-mail to ask). Reducing the amount of communications necessary for operations would mean less interruptions to actual business projects and bring value to the customers and the underlying.

All in all, we can see that companies have advantages to quickly adapt new policies but must not forget to equip the workforce with the necessary tools. The right tool for the right work (in the right environment too) would improve efficiency. We hope that you have gained some useful takeaways and it helped get you excited to look out for these ‘new tools’ to implement hybrid work in your workplace!

5 Things High-Performing Teams Do Differently

When it comes to building extraordinary workplaces and high-performing teams, researchers have long appreciated that three psychological needs are essential: autonomy, competence, and relatedness. Decades of research demonstrate that when people feel psychologically fulfilled, they tend to be healthier, happier, and more productive.

Of those three essential needs, relatedness, or the desire to feel connected to others, has always been the trickiest for organizations to cultivate. It’s one thing to attract talented employees — but how exactly do you get them to like each other?

Covid has made fostering relatedness all the more difficult. While working from home has been a boon for autonomy, empowering many to decide when and where they work, a lack of physical proximity to colleagues has made it exponentially more challenging to create close personal bonds.

Yet new research suggests that the highest-performing teams have found subtle ways of leveraging social connections during the pandemic to fuel their success. The findings offer important clues on ways any organization can foster greater connectedness — even within a remote or hybrid work setting — to engineer higher-performing teams.

Over the summer, my team at ignite80 partnered with the communication software company Front to survey 1,106 U.S.-based office workers. Our goal was simple: to determine what high-performing teams do differently.

To identify members of high-performing teams, we had respondents (1) rate their team’s effectiveness, and (2) compare their team’s performance to other teams in their industry. Workers who scored their team a 10 out of 10 on both items were designated members of high-performing teams, allowing us to compare their behaviors against everyone else’s.

So, what do high-performing teams do differently? Our study revealed five key differences, all of which highlight the vital role of close connection among colleagues as a driver of team performance.

High-Performing Teams Are Not Afraid to Pick Up the Phone
While telephone calls are becoming increasingly less common in the workplace in general, that’s not the case among high-performing teams. Our research found that they tend to communicate more frequently in general, and are significantly more likely to communicate with colleagues using the telephone than their less successful peers (10.1 vs. 6.1 calls per day on average).

This makes sense. Recent studies have found that while most people anticipate that phone calls will be awkward and uncomfortable, that’s a misperception. Not only are phone calls no more awkward in practice, they also tend to strengthen relationships and prevent misunderstanding, contributing to more fruitful interactions among teammates.

High-Performing Teams Are More Strategic With Their Meetings
It’s no secret that poorly run meetings contribute to employee dissatisfaction, drain cognitive bandwidth, and cost organizations billions.

Our findings indicate that high-performing teams avoid the common pitfalls of poorly run meetings by incorporating practices shown to foster more productive gatherings. Specifically, they are significantly more likely to require prework from participants (39% more likely), introduce an agenda (26% more likely), and begin with a check-in that keeps team members apprised of one another’s progress (55% more likely).

By ensuring that time together is both efficient and collaborative, high-performing teams don’t just make better use of their meetings — they also set the stage for more fruitful interactions, contributing to better relationships.

High-Performing Teams Invest Time Bonding Over Non-Work Topics
From a managerial standpoint, it’s easy to frown upon workplace conversations that have nothing to do with work. After all, what good can come from employees spending valuable work time chatting about a major sporting event or blockbuster film?

However, research suggests that discussing non-work topics offers major advantages. That’s because it’s in personal conversations that we identify shared interests, which fosters deeper liking and authentic connections.

Within our study, we found that high-performing team members are significantly more likely to spend time at the office discussing non-work matters with their colleagues (25% more) — topics that may extend to sports, books, and family. They’re also significantly more likely to have met their colleagues for coffee, tea, or an alcoholic beverage over the past six months.

In other words, the best teams aren’t more effective because they work all the time. On the contrary: They invest time connecting in genuine ways, which yields closer friendships and better teamwork later on.

High-Performing Teams Give and Receive Appreciation More Frequently
A key reason the need for relatedness contributes to better performance at work is that it makes us feel valued, appreciated, and respected by those whose opinions we prize. It’s why recognition is often a more powerful motivating force than monetary incentives.

Within our study, members of high-performing teams reported receiving more frequent appreciation at work — both from their colleagues (72% more) as well their managers (79% more). Critically, they also reported expressing appreciation to their colleagues more frequently (44% more), suggesting that within the best teams, appreciation doesn’t flow from the top down. It’s a cultural norm that’s observable in peer-to-peer interactions.

High-Performing Teams Are More Authentic at Work
Within our study, members of high-performing teams were significantly more likely to express positive emotions with their colleagues. They reported being more likely to compliment, joke with, and tease their teammates. In emails, they were more likely to use exclamation points, emojis, and GIFs.

Interestingly, however, they were also more likely to express negative emotions at work. We found that they were more likely to curse, complain, and express sarcasm with their teammates.

Why would expressing negative emotions at work yield more positive performance? It’s because the alternative to expressing negative emotions is suppressing them, and suppression is cognitively expensive. It involves expending valuable cognitive resources attempting to hide emotions from others, leaving less mental firepower for doing the work.

Previous studies have shown that authenticity contributes to workplace well-being and individual performance. Our research suggests it lifts team performance as well.

Needless to say, there are times when expressing negative emotions at the office isn’t helpful or appropriate. What this finding suggests is that, to the extent that team members experience the psychological safety to express their full range of emotions with their colleagues, overall team performance tends to benefit.

In sum, our study’s findings suggest that creating a high-performing workplace takes more than simply hiring the right people and arming them with the right tools to do their work. It requires creating opportunities for genuine, authentic relationships to develop.

Fostering close connections among teammates need not be expensive or time-consuming. By incorporating simple, evidence-based practices that yield better communication, more productive meetings, and deeper friendships, every workplace has the ability to fuel people’s basic psychological need for relatedness and lift team performance.

Article by: Suresh Sambandam is the CEO of Kissflow, the first unified digital workplace platform for organizations to manage all of their work.

It’s no secret that the Covid-19 pandemic was the catalyst for millions of employees moving to remote work over the last year. Now, however, as we have lived in this workplace experiment for many months, the limitations (and benefits) of remote work have become clear.

For one, we’ve seen the trend of business leaders overcompensating for the isolation and decreased visibility across teams — unfortunate trends that stem from popular remote models with too many online “collaboration” tools. As a result, employees are swimming in a sea of distractions, communicating with co-workers across multiple applications from Slack to Box to Google Workplace and everything in between. There’s a lot of communication but no real collaboration.

However, as remote work and hybrid models are becoming a more permanent fixture for so many organizations even beyond the pandemic, business leaders have been forced to reevaluate the efficacy of the workplace tools they implemented at the beginning of the pandemic.

In those early stages, leaders may have adopted software marketed as collaboration tools as a desperate attempt to keep teams connected. Now, though, many are realizing that having so many tools across platforms actually does more harm than good by overloading team members, preventing productivity and costing a lot of money that impacts bottom lines. We found that employees are also seeing the effects, with nearly half of North American workers surveyed confirming that more tools complicate their work lives. Instead of those tools, leaders must now look for solutions.

Conduct An Audit 

Today’s organizations across in-person, hybrid and remote jobs are using many tools to communicate, but is true collaboration happening alongside that communication? There’s a difference. In order to realize collaboration that improves productivity, business leaders need to first do an audit of all the tools they currently use. What purposes are you using your tools for? Which ones are the most successful? Which ones can be removed with little impact on your employees’ day-to-day?

Once those questions are answered, consider where the gaps are. You may have tools for file sharing, chat/instant message and workflow, but does your team need tools for anything else? Would one solution for project management help teams be more productive?

Build A Lean Suite 

Once it’s determined what your employees need to do their work, consider the number of tools you’re introducing. Right now, there’s no one-size-fits-all rule for online collaboration tools because there are just too many options.

Neil Miller, the host of The Digital Workplace podcast, stated: “You need to build a suite of tools to handle all your use cases. But build the smallest suite necessary. Most organizations are over-using collaboration software. They end up with a lot of feature overlap. You are forced to check five different systems to make sure you are not missing out.”

To address this cognitive overload, Miller suggested sticking with “fewer tools that do the job well enough. Someone is going to miss out on their favorite tool, but it’s a necessary move.” However, he does say to be flexible with tools that enable job functions.

“Designers and engineers may need collaboration tools that are much more advanced than everyone else,” he wrote. “Set clear boundaries on when the specialty tools are used and who needs access.”

Choose Digital Options That Reflect The Skill Set Of The People Managing Them

In larger, more traditional organizations, IT professionals typically have ownership of decisions and management of tools. However, the tides are changing — especially in a hybrid world.

With this shift in responsibilities, less IT-savvy decision-makers might be overcomplicating the tech buying process for themselves by choosing tools that require greater knowledge to set up and manage. Instead, consider exploring low-code or no-code collaboration solutions that require little to no programming skill sets. This could make the management process easier and help increase productivity across the board.

Make A Culture Commitment To True Collaboration

Choosing and managing technology that fosters collaboration is no easy feat, but it’s a necessary one—especially as our working world becomes more and more reliant on hybrid and remote models. As companies start to return to their “new normal” post-Covid-19, this is a perfect time to reset, reevaluate and recommit to making sure that employees have the right tools (though not too many tools) and that the emphasis on making these tools work permeates throughout the organization.