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CNA
19 hours ago
- Business
- CNA
From awareness to action: Creating workplaces where neurodivergent talent can thrive
Despite Singapore ranking among the top 10 countries globally for search terms like 'neurodiversity', 'do I have ADHD' and 'do I have autism', there is still room to improve in moving from awareness to action. Only 49 per cent of neurodivergent individuals feel safe disclosing their condition at work, while 64 per cent are unaware of measures that promote inclusivity. These findings come from a recent report by Boston Consulting Group (BCG), supported by SG Enable, Singapore's focal agency for disability and inclusion. Titled Neurodiversity and the Workplace in Singapore: Unlocking Potential, the report outlines how neurodivergent talent can help shape a more dynamic and inclusive business landscape, and how organisations stand to benefit from their unique contributions. Mr Sunil Chandrasekhar, managing director and partner at BCG, noted that with the right support structures, organisations can tap into the full potential of neurodiverse talent. 'Neurodivergent individuals bring strengths such as creative problem-solving and empathetic collaboration – qualities that are highly regarded in a fast-paced, purpose-driven corporate setting like BCG,' he said. Singapore is making steady progress towards its national goal of a 40 per cent employment rate for persons with disabilities by 2030, shared Mr Edward Chew, director of employment and employability at SG Enable. 'More employers are recognising the importance of inclusive hiring,' he said. 'But misconceptions about the capabilities of persons with disabilities, including those with autism, continue to pose barriers.' A common myth is that persons with autism are only suited for simple, repetitive tasks. In truth, many excel at pattern recognition and attention to detail, making them strong candidates for analytical roles. On top of technical strengths, persons with autism can lend a fresh, strategic lens to challenges. 'Their ability to listen objectively and think without bias can enhance collaboration and lead to clearer decision-making,' Mr Chew observed. Similarly, persons with attention deficit hyperactivity disorder (ADHD) demonstrate unique strengths, including hyper-focus, adaptability and multitasking abilities – qualities that help them thrive in fast-paced settings. In client-facing roles, persons with dyslexia can leverage their strong emotional empathy to connect with others. Their unconventional problem-solving skills and mechanical aptitude also enable them to excel in technical, hands-on work. To harness these qualities, employers should create environments where neurodivergent staff can thrive – starting with flexible work arrangements to reduce overstimulation and boost focus. Equally important is cultivating disability awareness in the workplace to challenge biases and build a culture of inclusion. According to the BCG report, 62 per cent of surveyed neurodivergent employees in Singapore said they had been misjudged as having a poor attitude – a perception that can stall careers and affect mental well-being. This creates a vicious cycle: Fear of judgment or rejection keeps many from speaking up. 'Without disclosure, employers don't act, and without action, stigma persists,' said Mr Chandrasekhar. To advance the inclusion and development of neurodiverse employees, the BCG report recommends a structured approach centred around four core elements: Leadership commitment, structured offerings and policies, community affiliation and career pathways. Driving lasting change starts at the top. Leaders must actively champion inclusive practices, noted Mr Chandrasekhar, who heads the AccessAbility team at BCG Southeast Asia – a community that drives initiatives related to neurodiversity, physical disability, chronic illness and mental health across all six offices in the region. Initiatives include awareness campaigns, professional counselling, peer communities for neurodivergent individuals and caregivers, and one-to-one mentorship programmes. Mr Chandrasekhar added that leaders should intentionally weave inclusion into everyday interactions, such as asking team members how they work best, rethinking team routines and creating space for different working styles. Amplifying lived experiences is crucial, too. Leaders can spotlight the stories of neurodivergent employees through company talks and articles, or involve them in shaping support structures that build workplace inclusivity. This not only cultivates an environment of understanding but also deepens the sense of community and belonging. Structured offerings and policies are another core element. These include fair and inclusive recruitment, progressive employment practices, disclosure channels for neurodivergent employees to seek help and practical workplace adjustments such as accessible environments featuring designated quiet spaces or sensory-friendly zones. Beyond internal efforts, organisational leaders in Singapore can harness the country's robust network of agencies, advocacy groups and institutional partners to develop integrated career pathways that enable neurodivergent individuals to advance and achieve long-term success. For instance, SG Enable administers the Open Door Programme, which offers grants for job redesign, training, recruitment and job support – all aimed at helping businesses foster inclusive workplaces. Companies that have successfully integrated neurodiverse employees into their workplaces can receive the Enabling Mark, a national accreditation framework developed by SG Enable that has recognised over 200 companies for demonstrating strong outcomes in disability-inclusive employment. UNLOCKING THE NEXT STAGE OF WORKPLACE INCLUSIVITY Citing developments like the Enabling Masterplan 2030 and support from agencies such as SG Enable, Mr Chandrasekhar expressed confidence that Singapore could become a regional leader in neurodiversity inclusion within five years. To realise this vision, he stressed the need for deeper cross-sector collaboration – uniting the Government, employers, educators and social service agencies to create a truly inclusive ecosystem. SG Enable, for instance, has introduced community-based initiatives like Enabling Service Hubs, which bring resources closer to the homes of persons with disabilities, as well as the Enabling Village, Singapore's first inclusive community space. 'Partnerships with social service agencies help promote disability inclusion and raise awareness in the broader community,' said Mr Chew. In addition to collaboration, Mr Chandrasekhar added that enabling more neurodivergent individuals to rise to leadership roles could help redefine inclusive leadership. Mr Chew also offered a powerful reminder that inclusion isn't just about policies – it's about perspective. 'What is needed most is a shift from sympathy to empathy,' he said. 'With the right roles, environments and mindsets, individuals from diverse backgrounds don't just fit in – they flourish, contributing meaningfully and enriching the workplace.'
CNA
3 days ago
- Business
- CNA
Commentary: It wasn't Piyush Gupta. But it was very LinkedIn
SINGAPORE: Every day, millions of LinkedIn users post stories and photos, hoping to impress future bosses, recruiters and clients with their personal brand. After all, it is no longer enough to put up your resume on the world's largest professional network. Users are expected to regularly showcase their work achievements, societal impact and important people they know. But when does it go too far? On May 19, a LinkedIn post appeared under user Janney Hujic's name showing a photo of herself with a man tagged as former DBS CEO Piyush Gupta. The post claimed Ms Hujic had bumped into Mr Gupta at a cafe in Bali and they spoke for a few minutes. The post also claimed that Mr Gupta had praised the all-women expedition to Mongolia Ms Hujic was organising to raise funds for the Goh Chok Tong Enable Fund. Then, the real Mr Gupta commented in the LinkedIn post, 'Sorry to disillusion you. That isn't me!' It turned out the man is a 58-year-old teacher who lives in Bali. To make matters worse, SG Enable said that her company was not an authorised fundraiser for the Goh Chok Tong Enable Fund. LinkedIn users had a field day. Some criticised Ms Hujic and others posted photos of themselves with the real Mr Gupta. One user wrote: 'This is peak LinkedIn', alluding to the hubris and humblebragging that plague the platform. The post in question was left up for days before Ms Hujic's account was deleted on May 24. Ms Hujic has since alleged that the post , who demanded money to remove it. LINKEDIN TACTICS THAT MAKE ME WINCE But even before the facts came to light, I found the post cringe-inducing with dramatic sentences such as: 'What struck me wasn't just the legendary career - transforming DBS into a global digital banking leader - but the humility and presence with which he carried himself. No entourage. No airs. Just quiet conviction.' The post promoted the expedition by borrowing Mr Gupta's fame: 'He smiled and said, 'What an incredible opportunity - for women of any age - to step outside the office and into something truly meaningful.'' Do people speak like that? I get it. It is hard to stand out on a platform with over a billion users, including heavyweights like Bill Gates who has 38 million LinkedIn fans. But in the wanton pursuit of LinkedIn fame, many users resort to content tactics that beggar belief. For example, there are LinkedIn influencers who like to boast about making a lot of money. The pitch often goes like this: 'Here is how I went from US$100 to US$1 million in one year in my new online business'. Or 'You can become rich like me too, if you take up my course on how to become a LinkedIn content creator.' Initially, such posts can inspire awe and envy, especially for those new to LinkedIn. After a while, the same spiel appears too frequently and you realise these people often have little else to offer. Then, there are those who keep posting irrelevant selfies. LinkedIn's algorithm appears to boost our visibility when we put up photos of ourselves, but some users go overboard – all their posts contain well-photoshopped selfies, regardless of the content. We already encounter too many pointless selfies on Instagram and TikTok. Please don't do this to LinkedIn. Finally, there are the insensitive posts from people who survived a retrenchment exercise. Layoffs have become more common, and people are less shy to share how they have been retrenched. But it feels inappropriate when their unscathed colleague writes on LinkedIn about how sad they feel about the layoffs, what a loss of talent has occurred, and they promise to be a pillar of support for those who need it. In my opinion, if you are really sincere about helping your retrenched colleagues, you should reach out to them directly. NO SHORTCUTS IN PERSONAL BRANDING Despite all the cringey things that people do on LinkedIn, I am still a big advocate for the platform's benefits in providing job and business opportunities. It has helped me to land several jobs, and it is a constant source of learning. Personal branding is about creating authenticity and appeal, and you can do it without causing any facepalms. First, always write posts that offer value to your network. It is perfectly fine to post the accolades that you have garnered at work (as long as they are true!), but we don't get awards every week and you don't want every post to across as a brag. To have enough interesting content to keep engaging your network, strive to share valuable information and learnings - lifehacks, insights into solving particular problems, or the latest news that is relevant to your industry. Second, don't compare. It is too easy to feel pressured by what others do on LinkedIn. Whether it is taking wefies with famous people or showing photos from their latest stage appearances, this can turn into a game of one-upmanship. Rather than feel FOMO (the fear of missing out), focus on improving yourself and sharing what you have learned in the process. Or talk about the wins of your colleagues and friends – it is always better to praise others rather than yourself. Finally, spend more time networking instead of writing posts. While it is exciting to receive likes and positive comments on your LinkedIn posts, it is even better to connect with users directly and ask them out for coffee. LinkedIn started out in 2003 as a platform to connect businesspeople, but in recent years, it has evolved into a social media platform. Many users, including myself, probably spend too much time reading and writing posts when we should be building real-world relationships. So, if you see me in a cafe, let's have a real chat - no need to post a picture of us on LinkedIn. Ian Yong Hoe Tan is a strategic communication lecturer at the Wee Kim Wee School of Communication and Information, Nanyang Technological University. He has more than two decades of experience working in the media and technology industries. He is a LinkedIn Top Voice and has spent 15 years on the platform.
Straits Times
4 days ago
- General
- Straits Times
Forum: Make accessibility the norm for assistance dog users
We thank Mr Ivan Ong for the public support for guide-dog users (Let guide-dog users move with dignity, May 21) and we are deeply encouraged to see growing public support and understanding of guide dogs and assistance dogs. We are also pleased to witness the widening of public access to eventually include mobility assistance dogs and hearing dogs here in Singapore. While the growing empathy towards guide dogs and assistance dogs in Singapore is encouraging, now is the time to turn awareness into action. Guide dogs and assistance dogs are not pets – they are rigorously trained, essential and trusted as they provide their users with independence, safety and dignity. Despite legislation allowing them in public spaces, misconceptions persist. Under the law, guide dog handlers are permitted to enter public spaces like restaurants and malls, and public transport. Yet, we continue to receive regular reports of denial of entry. This also includes hospitals. While we recognise that access to sterile areas like operating theatres or intensive care units may not be feasible, and that is common sense, there is no hygiene risk when it comes to non-clinical areas like lobbies, waiting rooms and pharmacies, with guide dogs and assistance dogs groomed to high standards. While Guide Dogs Singapore and K9Assistance continue to engage in community outreach, we cannot do this alone. Businesses, public agencies and service providers must join in the effort to train staff on how to interact with customers who have guide dogs or assistance dogs, clearly state guide-dog-friendly and assistance-dog-friendly policies at entrances, and call out discriminatory practices when they occur. When cases involving local advocates for guide dogs and assistance dogs are shared publicly, it calls attention to invisible barriers many face daily. We invite more organisations across sectors to collaborate with us to help improve staff training, and foster a culture where accessibility is the norm, not the exception. It is about recognising that guide dog and assistance dog users have the same right to move freely, eat where they choose and live with dignity like everyone else. We deeply appreciate the work of organisations like SG Enable that support the role of guide dogs and assistance dogs in our society. Their support has been instrumental in enabling us to extend the reach and impact of our missions, bringing independence and dignity to persons with disabilities. Vanessa Loh General Manager Guide Dogs Singapore Cassandra Chiu Executive Director K9Assistance More on this Topic Forum: What readers are saying Join ST's Telegram channel and get the latest breaking news delivered to you.
Straits Times
18-05-2025
- Business
- Straits Times
Forum: Support schemes set up for families of persons with disabilities
We are encouraged by the recent commentary on caregivers (Caregivers need more support: We owe it to them, May 15), and the response by Forum writer Lim Jui Seck (Happy to help those with special needs dependants with estate planning, May 16). As Mr Lim pointed out, customised estate planning is critical but often overlooked in providing long-term security for these families. For families with persons with disabilities, planning for the future can be challenging, as it involves ensuring their loved ones are financially supported and well cared for, even after the primary caregiver is no longer around. We would like to share the following support structures for these families. Special Needs Trust Company (SNTC), a wholly owned subsidiary of SG Enable, provides trust services specifically designed for these families, ensuring that funds set aside for their long-term care are professionally managed and disbursed according to the family's wishes. Special Needs Savings Scheme, administered by SNTC, allows parents to nominate their CPF savings to be paid out in regular, managed payouts to support their loved ones after their passing. Gift Of A Lifetime (Goal) helps parents purchase a $100,000 term plan, ensuring the proceeds are directed into their child's SNTC trust account upon their death. Goal supports lower-income families by sponsoring the initial $5,000 deposit to set up an SNTC trust account, and providing matching top-up donations of up to $5,000, helping families build a robust financial safety net. As announced in Budget 2025, lower- and middle-income families will also benefit from a dollar-for-dollar matching grant of up to $10,000 for top-ups to the SNTC trust accounts, providing even greater support for long-term financial planning. From January 2026, the Government will also expand the coverage of the Matched Retirement Savings Scheme to include persons with disabilities of all ages. Eligible persons with disabilities can receive a dollar-for-dollar matching grant of up to $2,000 a year, with a lifetime limit of $20,000, from the Government on cash top-ups received in their CPF Special Account. SG Enable is also setting up the Future Care Planning Resource Centre at the Enabling Village. This centre, to be launched at the end of the year, aims to support caregivers by connecting them with trusted experts in legal, financial and care planning. As the needs of persons with disabilities and their families continue to evolve, these support structures are essential for providing greater peace of mind, assurance and long-term security. By raising awareness of these resources and encouraging early planning, we can empower families to navigate the journey of future care planning with greater confidence. Lee May Gee Chief Executive Officer SG Enable More on this Topic Forum: What readers are saying Join ST's Telegram channel and get the latest breaking news delivered to you.
Straits Times
14-05-2025
- Business
- Straits Times
Local F&B group grows its team by creating space for diverse abilities
Mr Cowen See, who has mild autism, has been working as a service staff at Astons Group since July 2024. PHOTO: THARM SOOK WAI BRANDED CONTENT Local F&B group grows its team by creating space for diverse abilities It's helping more differently-abled employees thrive at work, with support from one bank's inclusive employment initiative It's lunch time. A queue of hungry diners stretches outside homegrown steakhouse Astons Specialities at Punggol Coast Mall. In the kitchen, chefs race to plate up meals. Service staff weave through the packed dining area to deliver the orders. Every table needs something. And still, the orders keep coming. For most food and beverage (F&B) staff, this is just another busy shift. But for Mr Cowen See, who is 22 and has mild autism, it can feel like a sensory overload. People with autism may have heightened sensitivities to noise, stress and other stimuli. Mr See started working as a service staff at Astons Group in July 2024. His responsibilities include making drinks and getting food from the kitchen onto diners' tables. This is his first job after graduating from APSN Delta Senior School in April 2024. His manager, Mr Charles Liong, 51, has learnt to watch Mr See's expression for signs of feeling overwhelmed. When that happens, Mr Liong and the team would offer support, by helping him handle some of the customer requests. They would leave about 10 orders for Mr See to complete on his own, Mr Liong explains. With support and encouragement from his colleagues, Mr See says he is able to focus on completing each order with accuracy and care. PHOTO: THARM SOOK WAI Mr See is one of nine new differently-abled hires at Astons after the company joined UOB's inclusive employment initiative, called The Unlimited, in 2022. Astons Group is one of the companies participating in The Unlimited. Jointly launched by UOB, SG Enable, Autism Resource Centre (ARC), Movement for the Intellectually Disabled of Singapore (Minds) and SPD, the initiative aims to promote inclusive employment as a sustainable business solution. The Unlimited is the first inclusive employment collaboration among the public, private and people sectors in Singapore. Since 2019, it has created 77 jobs for persons with disabilities across various industries. The catalyst In Singapore, the employment rate among persons with disabilities aged 15 to 64 years has increased from 28.2 per cent in 2019 to 33.6 per cent in 2024, according to data from the Ministry of Manpower. Under the Enabling Masterplan, Singapore aims to increase the figure to 40 per cent by 2030. But challenges remain, says Mr Edward Chew, director of Employment and Employability at SG Enable, the focal agency for disability and inclusion in Singapore. He points to two major barriers: lingering misconceptions about the abilities of differently-abled individuals, and a lack of knowledge among employers on how to support differently-abled staff in the workplace. UOB is one organisation working to bridge these gaps through The Unlimited. Drawing from its own experience, UOB launched the initiative in 2019 to introduce small and medium-sized enterprises (SMEs) to the benefits of inclusive employment. The bank's journey with inclusive employment began in 2013, when it started hiring persons with autism at UOB Scan Hub – its nerve centre for checking, digitising and archiving customer documents. Ms Gan Ai Im, who heads UOB's The Unlimited, explains that the move was initially a response to a shortage of workers with specific skillsets. These include attention to detail, high levels of focus and a commitment to accuracy. Today, differently-abled employees make up 36 per cent of the workforce at UOB Scan Hub. '(We've seen) productivity increase by over 100 per cent, and 50 per cent lower attrition rate within 1.5 years of onboarding differently abled colleagues to the department,' says Ms Gan. Building on this success, UOB created The Unlimited in an effort to become a 'private sector catalyst' in inclusive employment. The bank's main role is to connect SMEs to the broader ecosystem of support and resources available for inclusive employment. For SMEs grappling with manpower shortages, inclusive employment offers a win-win opportunity: alleviating labour pressures while making a positive social impact, Ms Gan points out. Since piloting the programme in 2019, the bank has engaged over 220 corporate clients through networking and sharing sessions, spotlighting the tangible benefits of forming an inclusive workforce. '(We also) partnered clients across various industries to (help them) become successful inclusive employers,' Ms Gan says. The spark Astons' inclusive hiring journey began after an introductory session organised by UOB's The Unlimited in June 2022. It was here that Mr Aston Soon, chief executive officer of Astons Group, heard firsthand about the experiences of Thong Siek Food Industry, one of The Unlimited's pilot clients. Thong Siek employs persons with disabilities at its seafood product manufacturing facilities. Inspired by Thong Siek's vision and long-term commitment to inclusive employment, Mr Soon's takeaway was that businesses keen to hire persons with disabilities can rely on a variety of support. Motivated, Astons signed up for The Unlimited. With the programme's help, it identified roles across production, administration and service that could be suitable for differently-abled workers. The company's management team attended a training course at SG Enable to learn how to integrate differently-abled persons into the workplace. By early 2023, says Mr Soon, Astons had onboarded nine differently-abled employees across roles like service staff member, admin assistants and a production floor worker. 'The Unlimited helped us to identify and match suitable talents that will complement our business needs, and provided step-by-step guidance on the inclusive employment journey,' he adds. 'We were also given advisory support on financial grants and schemes, and information on how to simplify our workplace and processes where required, benefitting both employees with and without disabilities.' Astons' decision to formalise its inclusive hiring strategy through The Unlimited enhanced a culture that was already taking root within the company, which runs 14 outlets under the Astons Specialities brand. Even before this, Astons had been hiring differently-abled over the years. Currently, it employs around 20 differently-abled staff, mostly in service, production and administrative roles. Beyond serving food, Mr See also prepares drinks at Astons Specialities at Punggol Coast Mall. PHOTO: THARM SOOK WAI The ecosystem Through The Unlimited, UOB connects their corporate clients with SG Enable, the charity and focal agency for disability and inclusion in Singapore. It was set up by the Ministry of Social and Family Development (MSF) in 2013. Together, UOB and SG Enable then work with ARC, Minds and SPD to identify suitable candidates for the job roles. SG Enable also provides employer advisory, training and funding support for companies hiring persons with disabilities, says Mr Edward Chew, director of Employment and Employability, SG Enable. One key initiative is the Open Door Programme (ODP) that encourages employers to hire, train and integrate persons with disabilities. ODP was launched in 2007 by MSF and Workforce Singapore, a statutory board under the Ministry of Manpower. Under ODP, employers can apply for course fee support and grants to redesign job roles, buy equipment and modify their workplace to accommodate persons with disabilities. People with disabilities can receive up to one year of job matching and employment support from trained job coaches. Another scheme, the Enabling Employment Credit, launched in 2020, provides wage offsets to companies that employ those with disabilities. 'These efforts help employers build more inclusive workplaces while unlocking a broader talent pool,' Mr Chew says. For employees like Mr See, the impact goes beyond securing a job. He has found a sense of belonging. 'I feel happy working at Astons as my manager and staff support me very closely, and I am able to ask for help when I need it,' he shares. Even during busy periods, the encouragement and trust he receives keep him motivated. 'My manager said that I complete orders very well,' says Mr See. 'I do this at my own pace but more importantly, always accurately.' This is the fifth of a six-part series titled 'Right by you', in partnership with 'Right by you' is a series that explores how organisations drive meaningful impact for communities, customers and employees. Join ST's WhatsApp Channel and get the latest news and must-reads.
