The way in which generational cohorts behave at the work place and perceive engagement may differ in many aspects. Millennials are best positioned to provide insights into how millennial employees are recruited and how they should be engaged in the work place. In the context of a human resources related issue proposed by a client organization (e.g., Millennial talent management and engagement, Employer branding and recruitment), participants from Singapore and Indonesia are to collaborate with each other to present proposals to the client organisation. These issues are reflective of human resources challenges faced by organisations today, as seen in the following articles:
https://hbr.org/2015/05/ceos-need-to-pay-attention-to-employer-branding
https://iveybusinessjournal.com/publication/the-millennials-a-new-gener…
https://hbr.org/2018/03/the-new-rules-of-talent-management
By the end of this course, students will be able to do the following:
- Identify relevant theories in talent management with a focus on millennial engagement and recruitment.
- Understand cultural principles and processes working in a cross-border (Indonesia vis-a-vis Singapore) setting.
- Develop effective skills to present proposals to respond to the needs of the client organisation.
Specialising in providing disability workforce in Indonesia, DKI endeavours to be the most preferred and trusted partners by clients and disability candidates. DKI provides an excellent disability workforce ready to work from different disabilities including physically, blind, deaf, etc. There is a jarring number of disabled workers in Indonesia (approximately 24 million), and they faced difficulties in gaining employment (and access to education) as local and international companies are not familiar with their capabilities and infrastructure that is needed to accommodate their abilities and needs. Understanding the perceptions of companies' hiring practices of disabled workers, students proposed strategies on how to change the mind-sets and influence hiring practices of organisations (start-ups, SMEs, governmental agencies and large conglomerates) to be more inclusive, and subsequently persuade organisations to hire DKI workers through employer branding ideologies.
Students suggested ideas on how PT Pagilaran can better attract talents to a 'less exciting' industry, including ways to how they can engage and retain their employees, which include millennials, Gen Y, Gen X and Baby Boomers, in the company.
The company would like to attract overseas educated Indonesian talent to work with the Indonesian office across all disciplines. SMU students proposed various strategies on how to attract and retain such talents, making the company the employer of choice among this young generation, specifically in Indonesia.
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