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Daniel Brandenberger, Head of Human Resources in Singapore and Senior HR Business Partner of WM Asia Pacific, shared how UBS AG Singapore provides employees with a more personal, seamless and rich experience.
UBS Singapore prioritizes employee experience by investing in the right tools and platforms to connect the right resources and talent. Its robust talent strategy emphasizes equity, sustainability and opportunities for all to thrive. Overall, its company culture is built around four pillars: diversity, equity and inclusion.
These pillars empower employees and contribute to their success; the team won the Silver Medal for Employer of the Year at the Singapore HR Excellence Awards (2023).
Daniel Brandenberger, Head of HR in Singapore and Senior HR Business Partner of WM Asia Pacific, shares how UBS Singapore Provide employees with a more personal, seamless and rich experience.
ask Congratulations on being the top performer at the HR Excellence Awards! How did your HR and people strategy contribute to your success this year?
At UBS, we align our goals with our HR strategy. We reimagine the power of investing to connect people and create a better world – Our powerful people strategy creates a better world for us all, emphasizing equity, sustainability and opportunities for everyone to thrive . Every day, our global HR teams connect people to share ideas and opportunities that really make a difference. As an employer of choice, we prioritize providing a great employee experience, investing in our people, and connecting the right resources and talent.
Diversity, equity and inclusion are an integral part of our company culture, and we actively promote these values. Our focus revolves around four key pillars:
- Build a strong pipeline of talent and future leaders.
- Be a proven leader in agile, diverse and inclusive work environments.
- Provide simplified human resources processes and services to UBS employees.
- Create a place for everyone to learn new skills and capabilities, align with HR priorities, and create impact for our customers.
Together, these pillars empower our people and contribute to our success. We want all our employees to be proud to work for UBS.
ask Looking back at your achievements, what aspects of HR initiatives are you most proud of and why?
Continuous learning is one of the fundamental driving forces for talent growth, and we continue to encourage all employees to continue to develop. Our goal is to make learning meaningful, easy and enjoyable for our employees so they can create greater business and customer value.
Some outstanding initiatives: Global Learning Week (GLC)which is built on the concept of peer learning, where employees demonstrate their knowledge and enthusiasm on different topics.
Singapore #UBSYouDay – Deliberately emphasize employee development, dedicating half a day every quarter to allow employees to free up and drive their own learning.
Learning Experience Platform (LXP) Personalize internal and external training recommendations based on individual needs and interests, resulting in engagement and views that more than doubled expectations.
The positive results of these initiatives reinforce our determination to build on this momentum. We aim to continue to promote and develop our learning content over the coming years to reach a wider audience of employees.
Q: What major obstacles have you faced in your HR journey? How did you overcome these obstacles to achieve excellence?
Labor mobility is one of UBS’s strategic initiatives to empower our people to take control of their careers and development. To help employees achieve this, we built Career Navigator, a one-stop shop for job openings, rotations, mentoring and learning opportunities.
A significant hurdle we face in terms of global labor mobility, especially in the wake of COVID-19, is generating interest and enthusiasm among employees to leave Singapore for overseas postings. In addition, as the economy recovers, the cost of moving employees across borders has increased significantly, primarily due to increased housing, air travel and transportation costs. Another obstacle faced is the increased demands placed on the development tasks of junior employees.
Both challenges put heavy pressure on HR teams to deliver tasks that are cost-effective, suitable for lower-level employees and safe. We collaborated with the Monetary Authority of Singapore (MAS) and the Institute of Banking and Finance (IBF) to relaunch and roll out the iPOST program in our Singapore branch. iPOST is a talent development program designed to increase the international exposure of junior to mid-level employees in Singapore.
This program and partnership with MAS and IBF have greatly helped us meet the challenge as we increase the number of short-term outbound postings for Singapore citizens from approximately 2 per year to 12 in the 2022/2023 period. Given the success of the program, we are setting goals for 2024 and beyond.
Q: How does your organization measure the success and impact of HR programs?
We continually strive to make UBS a better place to work, and our employee experience survey is a great source of ideas, opinions and feedback. Through this survey, we actively listen to our employees’ needs, allowing us to tailor solutions to address their concerns, and the results guide the development of initiatives to accomplish specific goals and targets.
Our Employee Wellbeing Survey is another survey designed to examine various aspects of overall employee well-being. The survey captured a variety of emotions such as overall happiness, workload, recognition, support, direction and confidence. It is sent to employees as samples on a quarterly basis.
These surveys serve as a vision for our HR program and provide us with a baseline for statistical comparison or analysis.
This structured approach allows us to quantify the success achieved and assess the impact of our measures, ensuring continuous improvement and making UBS a better place to work.
This structured approach allows us to quantify the success achieved and assess the impact of our measures, ensuring continuous improvement and making UBS a better place to work.
ask Given emerging trends, where do you see the HR/people function heading in the future?
Digitalization of HR remains a key trend and interesting topic in the industry. At UBS, we always strive to be at the forefront of providing the best possible service to our clients and employees. We proactively invest in the right resources, tools and platforms to ensure the best employee experience possible. Significant investments in HR technology streamline our processes and provide employees with a more personal, seamless and enriching experience. This approach is in line with our commitment to delivering on the UBS client promise: personal, relevant, on time and seamless.
As we embrace digital advancements, we expect the HR/people function to continue to evolve to meet the dynamic demands of the future.
Read more interviews on why organizations win trophies for their HR practices – head to our winning secrets section!
Lead Photo/HR Online
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