Embracing the perks of a credit card-free life – no late fee worries or overspending
SINGAPORE - I was at a networking lunch with the corporate communications team of a financial institution some time back.
One of them asked if any of us still did not own a credit card.
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- Straits Times
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When internal channels are insufficient or inappropriate, HR professionals can approach lawyers specialising in employment matters. ST PHOTO: JASON QUAH askST Jobs: Ever thought about who HR professionals get work-related assistance from? Journalist Megan Wee offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times' Headstart newsletter. Q: Human resources professionals are the go-to people for help at work, but who do they turn to when they face problems? A: Human resources (HR) professionals typically operate within established support frameworks that begin with direct supervisors – HR managers, directors or chief human resources officers, says Ms Sally Lee, head of people and administration at the Institute for Human Resource Professionals. 'These provide oversight for complex employee relations matters, policy interpretation and compliance issues.' If the issue escalates, departmental hierarchy would be followed with clear documentation to ensure sufficient risk management and transparency in decision-making, she adds. These formal guidelines emphasise maintaining confidentiality while ensuring appropriate oversight. However, situations where the source of professional difficulty involves direct supervisors or HR colleagues require a more nuanced approach. Organisations typically provide alternative paths, such as reporting to executives outside of the HR department. Employees could seek guidance via employee assistance programmes to address personal matters that may affect professional performance, notes Ms Lee. When internal channels are insufficient or inappropriate, HR professionals can approach lawyers specialising in employment matters. However, HR employees typically turn to internal supervisors or trusted external mentors to address more sensitive issues that may not be suitable for discussion outside internal networks, says Ms Lee. She adds that HR employees need to pay careful attention to professional boundaries and their communication approach if they raise an issue internally, noting: 'The most effective strategy involves framing requests for support in terms of professional development and collaborative problem-solving, rather than expressions of uncertainty or distress.' This involves articulating specific questions, providing relevant context without compromising confidentiality and demonstrating preliminary analysis of the situation. Crucially, Ms Lee stresses the importance of clearly documenting the process of seeking guidance, including records of advice given, the rationale for decisions made and the outcomes achieved. She notes that such documentation would support future decision-making and provide audit trails when necessary. Ms Lee notes that progressive organisations increasingly recognise the need for HR professionals to also have support structures comparable to that enjoyed by other departments. She points out that HR and supervisors typically conduct check-ins at the 30-, 60- and 90-day marks to align job responsibilities and expectations. These regular one-on-one meetings differ from standard performance reviews, as they should focus on professional growth, case management skills and organisational culture adaptation. These emphasise learning and confidence-building in complex decision-making, she adds. Ms Lee says companies with support systems for HR professionals typically see reduced turnover in such roles, improved decision-making and better risk management. She adds that companies need to first recognise the positive impact HR professionals can have on an organisation's culture and its employees. 'The organisations that understand this connection and invest accordingly position themselves for sustainable success in human capital management,' notes Ms Lee. Have a question? Send it to askst@ Join ST's WhatsApp Channel and get the latest news and must-reads.
Straits Times
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Me and My Money: Following in her father's footsteps to become her own boss
Ms Jasmin Tay is the founder of beauty salon Perky Lash. It has four outlets in Singapore and one in Malaysia. ST PHOTO: KEVIN LIM SINGAPORE – If entrepreneurship is a trait that can be inherited, Ms Jasmin Tay would be living proof of it. The love of entrepreneurship runs in her blood, as she takes after her father, who built his own textile firm to design and manufacture high-quality fabric. Check out the Headstart chatbot for answers to your questions on careers and work trends.
Straits Times
22-06-2025
- Straits Times
askST Jobs: What to do when you are passed over for a promotion in favour of a new hire
Learn all you can from your new boss as you chase a second wind. ST ILLUSTRATION: LEE YU HUI askST Jobs: What to do when you are passed over for a promotion in favour of a new hire Manpower correspondent Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times' Headstart newsletter. Q: I was passed over for promotion in favour of an external hire. Can I still hope for career progression? A: Many factors go into being promoted, so being passed over does not necessarily reflect your capability or potential, says Ms Aishah Jamall, senior consultant for commerce contract at recruitment firm Robert Walters Singapore. 'Instead of viewing the external hire as a competition, it could be an opportunity to reflect and identify areas where you can continue to grow,' she adds. 'What's more important is to always stay focused, seek clarity and further invest in your growth.' In today's rapidly changing landscape, where speed of transformation is critical, external candidates with relevant experience may be better positioned to execute initiatives quickly, notes Ms Linda Teo, country manager at ManpowerGroup Singapore. 'In contrast, an internal candidate may need time to develop the specific skills required for the new role.' Moreover, external hires can be seen as a way to allow a team to benefit from a different leadership style or ensure team members are supervised more objectively, unclouded by bias, Ms Teo adds. Ms Aishah notes: 'It's not always about who's better, but more about... complementing what's already there and helping the team move forward.' She adds that while it is natural to feel emotional and consider leaving after being passed over for a promotion in this context, it is often not prudent to resign right away. 'The existing team should take the opportunity to have an open conversation with their manager to understand why an external hire was brought in.' Team members passed over for the promotion can help secure their career progression by getting to know the external hire and understanding how he or she works, Ms Aishah suggests. 'This helps you see how their approach might differ from yours and gives insights into what might have worked in their favour,' she says. That said, employees should not give the impression that they are trying to appeal or argue against the decision to hire a new leader, even as they seek feedback, Ms Teo notes, adding: 'Apart from speaking to their manager, it may also be helpful for individuals to speak with a trusted colleague to gain another perspective. 'Employees are advised to maintain professionalism and a positive attitude with the new leader and their colleagues, as it is often beneficial for their long-term career trajectory.' She also encourages aspiring leaders to take initiative, contribute to the team and demonstrate a collaborative mindset. 'Demonstrating leadership through influence – such as mentoring peers, leading initiatives or contributing to team success – may also help build credibility and visibility. 'Additionally, gaining exposure to cross-functional teams or regional projects can broaden one's perspective and demonstrate versatility – qualities often valued in leadership roles.' Both Ms Teo and Ms Aishah suggest workers give the person who was hired to lead the team three to six months of settling-in time before deciding if he or she can be effective and whether quitting is the right option. Ms Aishah says: 'If the new leader shows signs of struggling, team members should take the initiative to seek clarity rather than jump to conclusions.' Ms Teo adds: 'This timeframe gives the leader an opportunity to understand team dynamics, align with the organisation's culture, and begin contributing meaningfully to strategic goals. 'During this time, team members can play a constructive role by offering support, sharing institutional knowledge, and helping the new leader navigate internal processes.' When deciding if quitting is viable, some points to consider include the availability of growth opportunities within the organisation, the work environment, and if there are external offers that align better with your long-term career goals, Ms Teo says. 'If, after discussion and reflection, the employee genuinely perceives limited growth potential and receives a compelling external offer aligned with their goals, making a move may be a well-considered next step.' Have a question? Send it to askst@ Check out the Headstart chatbot for answers to your questions on careers and work trends.
