Dream Teams No Longer A Dream

1. Team Members

(HR) Shirley Tan, Angie Heng, Sarah Xu; (CEP) Kevin KB Ng, Chia Hsiao Ming, Tong Jo-tsze

2. Problem Statement

Organisational leaders and human resource business partners (HRBPs) struggle to optimise team structure and manage talent effectively despite having access to employee data. They need effective tools to analyse organisational structure, maintain balanced team compositions, identify high-potential staff, and make decisions on talent e.g., promotions and rotations for strategic team development, while avoiding structural inefficiencies and parity issues across the organisation.

3. Problem Formulation

These are examples of the problems that Kevin and Hsiao Ming, as organisation leaders, face:

1. Determining the readiness and priority of staff to be promoted or rotated
2. Identifying the staff on Govtech direct contract who meet the criteria for their contract to be renewed or for conversion to permanent roles
3. Generating a list of vacant roles in the division or department

4. Our Solution

As a proof of concept, we created a Pair Assistant to provide information and recommendations on HR matters, such as promotions, rotations, transfers, contract renewals and conversions to permanent roles.

Our solution takes into account the hard HR rules and customisable preferences to provide ranked recommendations for:

1. Promotion in order of decreasing priority:
2. Employees who are available for immediate and future transfers to other teams:
3. Employees to be prioritised for further development:

5. Impact

Enable the GovTech division/cluster leaders to make more optimal staff and organisational decisions relating to promotions, rotations, conversions to permanent roles, contract renewals, etc., via a data-driven approach, enhancing their ability to grow and retain talent to boost organisation performance, while reudcing the time and effort required.

6. Success Measures

Success may be measured with metrics such as:

1. Adoption a. The number and percentage of organisational leaders and HRBPs using the tool b. Their frequency of usage

2. User Experience a. Overall satisfaction b. Perceived value of the tool c. Perceived quality of recommendations d. Proportion of recommendations accepted e. Ease of use

3. Time savings for organisation leaders and HRBPs in comparison to the current manual effort

OR the Sean Ellis Test: "How would you feel if you could no longer use the tool?"

7. Future Steps

Beyond the hackathon, we may explore these directions for the project:

1. Operationalisation solutions, such as a suitable platform that can store confidential staff data and deliver even better results;
2. Expansion of the functional range of information and recommendations that the solution can offer, such as on team composition based on the function or mission of the team;
3. Expansion of the organisational scope to the whole of GovTech. This POC considers the organisation at team- and division/cluster-level. We will need to consider what optimisation at the whole of GovTech level means, and how this can be achieved through lower-level organisational movements;
4. Effort to drive adoption: This would entail the provisioning of documentation, demonstration and training to users to use the tool effectively.