Director: Dedicated staff work better

  • Business
  • Monday, 26 Jul 2004


COMPANIES should look at developing a workforce that is not only competent but also engaged and willing to go the extra mile for their success. 

International Survey Research Pty Ltd (ISR) project director Gabrielle Ostrognay said engaged employees had a strong bond of attachment to their organisation. 

“They support its strategy and ways of doing business, they are proud to work for it, and they are motivated to work hard to help it succeed,” she told StarBiz. 

Ostrognay will be among the speakers at the three-day Asia HRD Congress 2004 themed Powering People Development Through Best Practices organised by Specialist Management Resources Sdn Bhd at the Sunway Pyramid Convention Centre, Petaling Jaya, starting today.  

About 1,000 people, including human resources development practitioners, trainers, CEOs and decision makers from 28 countries in Asia-Pacific and the Middle East, are expected to attend the congress. 

ISR is a research and consulting firm that specialises in the creation of customised surveys and tools to help organisations improve human capital performance. 

Ostrognay, who is based in Australia, said companies that focused solely on the bottom-line would soon lose the hearts and minds of their employees. 

“ISR’s research shows that top performing employees – those that an organisation can least afford to lose – are motivated by the behaviours of effective leaders and the opportunity to grow and develop with their organisation.  

“Workforce development is critical for enhancing organisational leadership and bringing about the engagement of employees,” she said. 

ISR (Singapore) regional director Edmund Siah said Asian companies could also look at developing their “employer branding,” a HR development approach which had been widely implemented in Europe and the US.  

“Even for those that treat this seriously, employer branding means different things to different companies."  

He said some considered employer branding a way of attracting and retaining its best people, some others did it to build engagement and allegiance in their organisations, while there were those who saw it as a way of getting the best out of its human capital.  

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