Personal development

Why UBS’s HR priorities focus on personal development, employee engagement and well-being

UBS AG Singapore won the Gold Award for “Excellence in Digital Transformation” as well as Gold as “Employer of the Year” at the HR Excellence Awards 2021, Singapore.

In this interview, Daniel Brandenberger, Head of HR UBS Singapore, HR BP WM South East Asia & WM GFO APAC, UBS AG Singapore (pictured above) talks about creating a highly motivated workforce, where 90% of employees agree they benefit from a professional and respectful work environment.

Q What is your organization’s winning HR strategy and what steps have you taken along the way?

At UBS, our goal is to reimagine the power of people and capital to create a better world for all – a world that is fair, sustainable and gives everyone the opportunity to thrive. To remain an employer of choice, wwe want to fulfill our mission to supply a best-in-class employee experience, where we invest in our people and connect the right resources and talents. Oyou The UBS culture is inclusive, diverse and fair, with particular attention to the employees personal development, commitment and well-being.

Our HR strategy promotes “A New Way of Working” and positions our organizationation as an ideal place for employees to unleash their potential.

Our way of working together, is constantly evolving in these times of rapid change and transformation. the UBS’s agile working methods ensures this we can deliver better results faster, and transform the way our firm does things. We‘D proud to implement our new HR strategy and priorities, as we transform into a more agile and digital function and business.

Q How has this strategy helped you achieve your HR priorities, and what role has management played in helping to make this initiative a reality?

Our priorities and our HR mission focus on our people personal development, commitment and well-being. This year’s employee survey results show us that we have a highly motivated workforce. 90% of our employees agree that we provide a professional and respectful work environment. We also see high scores in all dimensions of supervisor effectiveness.

While during this challenging time, the support of our stakeholders and senior management helps us achieve our goals. We want vscreating a positive work environment and providing and effective HR services for employees. Management is very active in suggesting ideas to keep employees engaged and we have a bi-weekly meeting with leaders to quickly, flexible decisions on how we can support our Staff.

Q Unexpected roadblocks are an integral part of executing any initiative. What were some of the obstacles you and your team encountered during the deployment, and how did you manage to overcome them?

When COVID-19 shut down workplaces around the world, TIME teams took on the unique challenge of managing health, security wellto be employees in a purely remote environment. One of our the main hurdles have been taking personal, often sensitive processes and managing them virtually.

At UBS, our HR innovation activities are structured around knowledge, efficiency, experience and connectedness.

By using this disciplined framework to guide our digital transformation, we have been able to offer more detailed and targeted insights advice face to face and online. It is make this difficult time meaningful Easier manage, and we‘D well placed to adapt to the changing demands placed on us as a function.

Q As evidenced by the victory, this initiative has clearly produced amazing results. What was your game plan for measuring ROI? What achievements can you share with us on this front?

Creating real impact with tangible results is important to us, and it’s why we track employee sentiment through a bankextensive survey on an annual basis. Considering covid-19 benefits, we tracked the results through staff feedback collected in an open inbox on an ongoing basis.

Inot our internal investigation, our employees responded positively to questions related to empowerment to work, work environment aas good as learning and career opportunities within the company. were proud to beat the benchmark for financial services as well as successful organizationssration reference.

One of the most important findings is that an effective supervisor provides feedback and favors internal mobility. The learning opportunities offered by the firm rooms an important part too.

One of the main achievements for us, has been our focus to provide employment Opportunities through integration 300 graduate and mid-career hires inat our UBS pprogramme for andemployability and resilience, launched in 2020.

Q We are now seeing HR managing portfolios that were previously seen as falling short of their job description. In your opinion, what are the top three skills and qualities of a successful CHRO today?

The pandemic highlights the need for a more dynamic talent management model and more agile ways of working.

In my view, a great HR manager is a transformational leader, who champions agility, and uses data to analyze circumstances quickly at do good recommendation and decisions for the business.

The past year has brought challenges this few would have imagined. The acceleration of modernise and digitalscompanies, demanded from employees and employers a capacity to adapt to stay productive and profitable.


Picture / Provided

Read more interviews about why organizations have won trophies for their HR practices – head over to our Winning Secrets section!

Follow us on Telegram and on Instagram @humanresourcesonline for all the latest HR and workforce news from across the region!