SBS been done by the pioneers. We are

SBS was first created in 1973 and
has gone through some mergers and re-naming process.  As we are already more than forty years old,
all due diligence in jobs evaluation and asserting benchmark jobs have already
been done by the pioneers.  We are glad
that they have laid down all foundations for us.  However, due to economy movements and changing
market demands, we have always been evaluating our Compensation and Benefits
Policies so that we can continue to stay relevant, remain attractive to
potential employees and at the same time retain our existing valuable
employees.

 

In our company, we ensure that
the compensation packages that we offered to employees are internally aligned
and externally competitive.  At the same
time, we have to ensure that the packages are sustainable so that we can ensure
job security to all employees who have come onboard with us.  We offer an excellent compensation package
that is commensurate with qualifications and experience.  Our pay mix includes basic pay, allowances
(varies with different job scopes), annual wage supplement and performance
bonuses.  Increments are performance
driven.  Not forgetting our list of
benefits on top of the current Statutory Acts, such as:

·        
Marriage Leave

·        
Compassionate Leave

·        
Dental Benefits

·        
Executive Health Screening

·        
Service Benefit (retirement)

·        
Ex-Gratia Payment Upon Death

·        
Group Personal Accident Insurance

·        
Holiday Chalets / Zoo Passes

·        
Scholarship Awards (to children of our
employees)

·        
Referral Incentives

·        
Etc

 

SBS Transit Limited is a
subsidiary of ComfortDelGro Corporation Limited.  Although ComfortDelGro has a worldwide employee
strength of approximately 22,000 (excluding all hirers), bulk of the headcount
falls in Singapore, at approximately 12,000. 
Of which, SBS has a total strength of approximately 10,000 and more than
half are front-facing employees.  As
such, customer service and product knowledge is extremely critical. 

 

We have a department that handles
all training of our employees.  They
worked hand in hand with the various departments to find out what type of core courses
are needed for the employees.  They also
come up with a list of soft skills for the employees to take to upgrade
themselves.  Every year, every employee
will also be scheduled to attend our customer service courses.  As for the front-facing employees, they will
have customer service courses tailored to their area of work.

However, this department does everything
but not teaching.  They plan, they source
for trainers or vendors, they facilitate, they gather feedback and assess
courses effectiveness.  ComfortDelGro has
8 businesses in Singapore. 

1.       SBS
Transit Ltd                                   –
Bus and Rail business

2.       Moove
Media                                   –
Advertising

3.       Driving
centre                                    –
where public learn how to drive

4.       ComfortDelGro
Engineering        – the garage for our
taxis and buses

5.       ComfortDelGro
Rent A Car          – where public and
employees rent their car

6.       ComfortDelGro
Bus                        – bus
chartering business

7.       ComfortDelGro
Taxi                        – transport
service

8.       Vicom
                                                  –
vehicle inspection centre

 

So, let’s create one more
business! The Training Centre.  The
training centre can help bring us closer to our Vision.  By training our employees in their core
skills and computer skills, they can better do their job.  By training them in their soft skills, we can
further develop their abilities.

 

Similar to SBS Transit, we always
use pay-mix method.  We believe in a
higher basic pay so that employees can feel secure in their job.  However, we believe in giving employees more,
in the form of allowances, annual wage supplement and performance bonus.

In SBS Transit, we have a hierarchical
job structure.  Employees can join us at
any level of the structure and work their way up.  Career progression is dependent on
qualifications attained, experience gained, abilities to learn, take on more
task or more complex task and contributions to the team or company. 

However, in the training centre,
this job structure might not be too suitable. 
This training centre is to be created to serve SBS Transit and maybe
other business unit.  We have a fix list
of courses that we need to roll out to our employees.  We will be hiring trainers specific to our
requirement. Thus, the job structures will most likely be of egalitarian
style.  In the example of a school, a
teacher who was initially hired for English, upon promotion, he/she will be
able to take on more tasks, and not more subjects.  Same concept for the training centre.  If we hire a trainer for language courses,
upon promotion, he/she will still not be able to take on Safety courses.  Thus, all trainers will be of almost equal
ranking, just taking on different courses. 

 

Training is not an easy job.  Although they do not have to find clients and
meet sales target, they still have the important role of delivering knowledge
to the employees.  They have to design
the class in such a way that the students will be able to take away important
knowledge that will be useful and important to their job.  We have to ensure that the trainers’ job
description is reasonable for every level in the job structure.

Initial phase, we need to collect
information about the job

 

(Please refer to the 2 charts
below)

 

 

Base on the above job and
department structure, the pay mix might be different from that of SBS
Transit.  As there are only 4 tiers to
this career progression, there might not be much that we can do in terms of
basic salary as the trainers will more or less be doing similar task with
colleagues of the same tier.  Thus, we
need to add in more variables in their pay package to motivate the trainers either
to take on more tasks or more classes. 
We have to let society and employees feel that the remuneration is fair
and at the same time it must be sustainable for the company.   Example as follows:

Now that we know how the
remuneration package is made up of, let us design the basic pay structure and
the salary range.  Employees are given
time to learn and grow in every grade. 
The higher the designation, the more complex it gets, thus there will be
more grades and for the employees to grow. 
With more grades, employees can be upgraded every few years so that they
will not feel stagnant in their position. 
Employees will be

Salary Grade

Job Title

Rank

Salary Range

Min Max Ratio

J1

Assistant Trainer I

Personnel

1400 – 2100

1.50

J2

Assistant Trainer II

Personnel

1600 – 2400

1.50

J3

Senior Assistant Trainer

Personnel

1800 – 2700

1.50

T1

Trainer I

Officer

1900 – 2850

1.50

T2

Trainer II

Officer

2200 – 3300

1.50

T3

Trainer III

Officer

2500 – 3750

1.50

T4

Trainer IV

Officer

2800 – 4200

1.50

S1

Assistant Senior Trainer
I

Executive

2600 – 3900

1.50

S2

Assistant Senior Trainer
II

Executive

3000 – 4500

1.50

S3

Senior Trainer I

Executive

3400 – 5100

1.50

S4

Senior Trainer II

Executive

3800 – 5700

1.50

S5

Chief Trainer

Executive

4200 – 6300

1.50

H1

AVP

Management

3500 – 5250

1.50

H2

AVP

Management

4000 – 6000

1.50

H3

VP

Management

4500 – 6750

1.50

H4

VP-SG

Management

5000 – 7500

1.50

H5

SVP

Management

5500 – 8250

1.50

H6

EVP

Management

6000 – 9000

1.50

 

We need to package the job and announce
our branding (ComfortDelGro / SBS Transit Ltd) to attract people to join
us.  Staff referral will also be one of
the good ways as our current employees will be able to share about the culture
and benefits of the company with the potential candidate.  As such, we will also reward the employees
with referral incentive upon confirmation of the new hire.  We can also appeal to the public by giving
out sign on bonus for the new hire. 

To conclude, the following will
be what the employees at the training centre can expect to receive:


Basic package

Ø  Basic
pay

Ø  Annual
Wage Supplement

Ø  Performance
Bonus

Ø  Overtime

 


Allowance & Incentives

Ø  Shift
allowance (hands on training can only be held after revenue hours)

Ø  Acting
allowance (taking on role of higher position)

Ø  Class
duration allowance (allowance varies for the length of training conducted)

Ø  Class
effectiveness incentive (base on class test / assessment results)

Ø  Hazardous
Duty Pay (for training to be conducted in the train tunnel)

 


Benefits (on top of statutory laws)

Ø  Marriage
Leave

Ø  Compassionate
Leave

Ø  Dental
Benefits

Ø  Health
Screening

Ø  Service
Benefit (retirement)

Ø  Retirement
Benefit

Ø  Ex-Gratia
Payment Upon Death

Ø  Group
Personal Accident Insurance

Ø  Holiday
Chalets / Zoo Passes

Ø  Flexible
Benefits

 


Tangible Service

Ø  Scholarships
awards (to children of employees)

Ø  Long
service awards

Ø  Retirement
award

 


Others

Ø  Referral
incentives

Ø  Sign
on Bonus

Ø  Retention
Bonus

 

This pay will be fair and
well-accepted by the employees and union as the company is giving more benefits
than legally required.  It is also
competitive in the market as ComfortDelgro does align the business and position
with what is going on in the market.  We
are able to have a sense of the current market senses via surveys by SNEF and
MOM.  Lastly, having well-trained
employees ensure that they are able to carry out their work with ease and
minimum frustration.  Happy employees
will translate into increased performance, which will push us even closer to
our Vision. 

 

Knowledge allows the employee to
carry out the work (which is moving
people safely).  With constant
training and upgrading of skills, we can ensure that our tools (buses and
trains) are always in good working conditions, which makes us the more reliable public transport provider.  By hiring the right people, even with a
higher compensation package, we can still safe money and maintain sustainable
as our turnover will not be high.  More
costs are actually being incurred during the advertising and training of new
employees.  If they left prematurely, the
company will not be able to reap the return on investment.  Less turnover and less major breakdowns
translate to more savings for the company which we can then pass it on to the
commuters to let public transport be affordable
to them.