Rewards leaders may be familiar with the traditional Waterfall methodology, which is a linear approach to project management, following a rigid sequential process. While this can work well for projects with fixed requirements, it has several challenges, particularly in fast-changing environments that we are facing today.

One way to respond is to integrate Agile methodologies into the ways of working to allow better response times to market dynamics, not just for HR, but more for the business as a whole.

In this case study, Stanley Tok of M1 will discuss the following key aspects about transitioning to Agile methodologies:

• Defining the Agile ways of working, and the considerations for its implementation.
• M1’s experience in adopting the Agile ways of working, and strategies used to allocate resources, and other challenges.
• Impact of Agile on rewards – job grading, paying for skills, and modifications to career progression frameworks.

The health conditions of workers significantly affect workforce productivity. In fact, research shows employees with mental health issues often experience greater productivity losses than those with physical health conditions. 

Can organisations use available workforce data to make better decisions on wellness priorities to boost productivity?

Let’s find out in this session that talks about: 

• Taking stock of the data and dashboards available to gauge the state of mental wellbeing in the workplace. 
• Most effective forms of employer-led support that can detect mental health risks and urge affirmative action to address the issue. 
• Key factors to address in the EVP to promote wellbeing, career longevity, and sustained employee engagement.

Organisations across Asia Pacific have used total rewards programmes to attract and retain talent by offering a buffet of benefits to highlight the investment they make in their people. Despite the efforts, these strategies often fail, not only in addressing employees’ most important needs, but also in enhancing their overall employee experience.

A focus on people will enable organisations to redefine their total rewards programmes, ensuring that employees feel seen, valued, and cared for.

In this session, we come together to learn about:

• Why employee-centred care must be at the core of total rewards strategies.
• What offerings can maximise the effects of total rewards programmes to create environments where employees thrive.
• How recognition done well can make a difference in fostering positive mental health practices.

Flex benefits reimagined: The perks and perils of personalisation
Personalised benefit packages continue to be seen as a valuable factor in boosting employee satisfaction and retention. However, what has changed is that several organisations are pivoting to organisation-wide personalisation, rather than individual personalisation, in a bid to make the power of choice more cost-effective and optimised for maximum usage. 

Let’s shine a fresh spotlight on the topic of flexible benefits as we discuss: 

• Potential move from personal level benefits to company level flexible benefits, to improve utilisation and cost efficiency. 
• Advantages and risks of tailoring benefits to meet employee’s expectations in today’s multigenerational workforce. 
• Leveraging data and analytics to anticipate needs, tailor offerings, administer options, and track utilisation.

Mental health is no longer a sideline issue—it’s central to workplace safety, performance, and culture. In this fireside chat, Yee Deng Tan, CHRO at PWC Singapore joins Emma Harvie, Advisor at Achievers Workforce Institute, to explore how recognition and reward can be powerful levers in supporting the upcoming Workplace Safety and Health (WSH) guidelines in Singapore.

Together, they’ll unpack the new “Recognise, Refer, Reintegrate” framework—outlining how employee recognition can:

• Positively impact mental health,
• Foster psychological safety and openness,
• Encourage help-seeking behaviour, and
• Support confident return-to-work reintegration.

Insurance is often viewed as a cost burden, but strategically aligning healthcare benefits with productivity drivers can turn it into a cost-saving talent tool.

In this session, the following key points will be addressed:

• How organisations can optimally allocate their resources by shifting their focus from preventative care to strategic care.
• Examples of data-driven benefits design to tailor coverage to workforce needs and optimise employer-sponsored spending.
• The positive impact that a robust employee insurance programme can have on creating a “low attrition, high retention” workforce model.

With five generations in the workforce, organisations are faced with a spectrum of evolving needs, ways of working, priorities, and expectations. They are having strategic workforce conversations about not only when we work, but where and how. A new wave of flexible options is emerging to suit the diverse requirements of a multi-generational workforce.

In this session, we will discuss:

• How the shift away from “traditional” roles, titles, and responsibilities is impacting the considerations on the talent strategy, as well as benefits design and administration.
• Ways to balance the need to retain talent and develop skills, with the need to deliver business objectives and remain compliant.
• Actionable strategies for the creation of high-impact benefit programmes that resonate with today’s workforce.
• Adapting rewards strategies for diverse needs based on your corporate culture and priorities.

As organisations navigate rising labour costs in mature markets like Singapore, the rewards function needs to be restructured to balance workforce sustainability with business growth. Aligning financial prudence with talent retention strategies requires the alignment of multiple business perspectives.

In this session, we welcome to the stage a CEO/COO, Rewards head, and CHRO to discuss:

• Business considerations for C-suite leadership when managing operational costs in expensive talent markets.
• Strategies for building sustainable compensation models when population and productivity are not growing as fast as pay expectations.
• The short-term and long-term incentives that may generate employee loyalty alongside business growth.