Q: What workplace practices of the ‘new normal’ will continue in a post-pandemic era?
A: Some of these include flexible and remote working arrangements, and greater reliance on IT infrastructure.

We ensure that customer experiences are not compromised by focussing more rigorously on our customer service proposition. Despite technology changing lead times, meeting supply chain deliverables will be a challenge due to the pandemic. We will focus more on local manufacturing to reduce risks.

However, these practices may lead to the loss of the human touch as discussions may take place on a greatly reduced and distanced basis. Therefore, the management must ensure frequent communication in its attempt to retain loyalty.

Organisations will also question the need for additional people, structures and divisions. Meanwhile, according to World Economic Forum (WEF) estimates, half of all employees will pursue significant reskilling or upskilling by next year.

Q: And what are the main ingredients that contribute to a ‘great workplace’?
A: Leadership is one key success factor for a great place to work where company values translate into behaviours, and do not merely remain as words on corporate walls and annual reports.

According to research, managers or team leaders account for 70 percent of the variance in team engagement.

Building an emotional connection with employees will inspire them to go beyond the call of duty. Both organisation and leaders have critical roles in building a healthy culture – especially when the CEO and top executive team walk the talk of company values. This builds confidence and trust across the organisation.

Clear communication is essential. It’s quite a challenge for some of us to keep pace with audiovisual conversations at present despite the technological support.

Finally, creating an appreciation rich environment is also important because in most instances, this is severely underestimated.

All these factors combined enable us to challenge the status quo and create a culture of continuous improvement.

Q: How have corporate cultures transformed since early last year?
A: Corporate cultures would generally take many years to transform but last year led to the birth of multifaceted arrangements, which are integrated into the present culture. Employees remain engaged even though they work in isolated environments.

Part of this culture is the reliance on IT and IT readiness, and the willingness of employees to take risks cautiously while decision making has become faster.

Employees have also benefitted as they can now spend more time with their families than before. Singer’s key success factors are its strengthened connection with employees and the removal of hierarchical barriers.

Q: How do you view employee engagement in the context of nurturing a great workplace culture?
A: Both the top management and employees must understand the importance of employee engagement, and work together closely. If not, it will not work.

Everyone should be aware of what the corporate purpose, strategies and values are. The company must also demonstrate the value of caring for its employees. A collaborative environment and sufficient space for employees to voice their ideas and even negative or opposing views are essential.

COVID-19 has enhanced resilience among people, and strengthened the trust between the company and employees. They’re loyal and keen to return to their usual stride, and run faster – a reflection of employee engagement and an important aspect of a great place to work.

Q: Is organisational agility a priority for your company – and if so, what measures have been taken to ensure this?
A: We have embraced agility to meet both our customer and employee experiences especially during the pandemic.

Focussing on process improvements has assisted both internal and external customers, while our digitalisation journey over the last two years has significantly improved operational efficiency and effectiveness.

Operating 430 showrooms, more than 15 service centres and around 400 service agents enables us to provide an array of services to customers. Aided by data from machine learning and other productive solutions, swift decision making has created substantial value creation.

The other major interventions we have adopted are continuous improvement projects spearheaded by our Chairman.

Q: What is your take of the importance of addressing employees’ mental wellbeing?
A: Our core purpose to lead, elevate and enrich the lives of Sri Lankans requires that we win our employees’ hearts – by instilling the purpose of why they work for Singer.

To exceed customer expectations today, we’re compelled to work 24/7, all 365 days, which creates tremendous stress at all levels. Our leaders work close to the ground, prioritising the needs of both internal and external stakeholders.

Providing psychological support to our employees and their families has been important to us. To this end, leadership behaviour is the magnet for positive relationships within a growth organisation as employees become more confident that the company will be there for them always.

We’re all connected and must recognise that emotions are not problems to fix, but questions to explore and a challenge to strengthen us.

 

INTERVIEWEE DETAILS
Mahesh Wijewardene
Chief Executive Officer
Executive Director
Roshan Kulasuriya
Director – Human Resources & Business Integration
COMPANY DETAILS
Telephone:5400400
Email:singer@singersl.com
Website:www.singersl.lk