Latest news with #Headstart
Straits Times
3 hours ago
- Business
- Straits Times
askST Jobs: What to do when you are passed over for a promotion in favour of a new hire
Learn all you can from your new boss as you chase a second wind. ST ILLUSTRATION: LEE YU HUI askST Jobs: What to do when you are passed over for a promotion in favour of a new hire Manpower correspondent Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times' Headstart newsletter. Q: I was passed over for promotion in favour of an external hire. Can I still hope for career progression? A: Many factors go into being promoted, so being passed over does not necessarily reflect your capability or potential, says Ms Aishah Jamall, senior consultant for commerce contract at recruitment firm Robert Walters Singapore. 'Instead of viewing the external hire as a competition, it could be an opportunity to reflect and identify areas where you can continue to grow,' she adds. 'What's more important is to always stay focused, seek clarity and further invest in your growth.' In today's rapidly changing landscape, where speed of transformation is critical, external candidates with relevant experience may be better positioned to execute initiatives quickly, notes Ms Linda Teo, country manager at ManpowerGroup Singapore. 'In contrast, an internal candidate may need time to develop the specific skills required for the new role.' Moreover, external hires can be seen as a way to allow a team to benefit from a different leadership style or ensure team members are supervised more objectively, unclouded by bias, Ms Teo adds. Ms Aishah notes: 'It's not always about who's better, but more about... complementing what's already there and helping the team move forward.' She adds that while it is natural to feel emotional and consider leaving after being passed over for a promotion in this context, it is often not prudent to resign right away. 'The existing team should take the opportunity to have an open conversation with their manager to understand why an external hire was brought in.' Team members passed over for the promotion can help secure their career progression by getting to know the external hire and understanding how he or she works, Ms Aishah suggests. 'This helps you see how their approach might differ from yours and gives insights into what might have worked in their favour,' she says. That said, employees should not give the impression that they are trying to appeal or argue against the decision to hire a new leader, even as they seek feedback, Ms Teo notes, adding: 'Apart from speaking to their manager, it may also be helpful for individuals to speak with a trusted colleague to gain another perspective. 'Employees are advised to maintain professionalism and a positive attitude with the new leader and their colleagues, as it is often beneficial for their long-term career trajectory.' She also encourages aspiring leaders to take initiative, contribute to the team and demonstrate a collaborative mindset. 'Demonstrating leadership through influence – such as mentoring peers, leading initiatives or contributing to team success – may also help build credibility and visibility. 'Additionally, gaining exposure to cross-functional teams or regional projects can broaden one's perspective and demonstrate versatility – qualities often valued in leadership roles.' Both Ms Teo and Ms Aishah suggest workers give the person who was hired to lead the team three to six months of settling-in time before deciding if he or she can be effective and whether quitting is the right option. Ms Aishah says: 'If the new leader shows signs of struggling, team members should take the initiative to seek clarity rather than jump to conclusions.' Ms Teo adds: 'This timeframe gives the leader an opportunity to understand team dynamics, align with the organisation's culture, and begin contributing meaningfully to strategic goals. 'During this time, team members can play a constructive role by offering support, sharing institutional knowledge, and helping the new leader navigate internal processes.' When deciding if quitting is viable, some points to consider include the availability of growth opportunities within the organisation, the work environment, and if there are external offers that align better with your long-term career goals, Ms Teo says. 'If, after discussion and reflection, the employee genuinely perceives limited growth potential and receives a compelling external offer aligned with their goals, making a move may be a well-considered next step.' Have a question? Send it to askst@ Check out the Headstart chatbot for answers to your questions on careers and work trends.
Straits Times
a day ago
- Business
- Straits Times
Embracing the perks of a credit card-free life – no late fee worries or overspending
According to a study, more people in their 20s hold a credit card these days, with the number of them doubling in recent years. ST ILLUSTRATION: CEL GULAPA SINGAPORE - I was at a networking lunch with the corporate communications team of a financial institution some time back. One of them asked if any of us still did not own a credit card. Check out the Headstart chatbot for answers to your questions on careers and work trends.
Straits Times
5 days ago
- Business
- Straits Times
Can start-up success be taught?
Harvard Business School in the US state of Massachusetts. Demand for teaching in how to run a start-up is rising, prompting many universities to launch new courses. PHOTO: REUTERS On paper, tech entrepreneur Evan Moore seems a good advertisement for business degrees. While at Stanford's Graduate School of Business, he co-founded DoorDash, the US food delivery group now valued at more than US$70 billion (S$90 billion) and expanding fast, including through its agreed takeover of the UK's Deliveroo. Yet he has a frank admission about his time in education: 'Nothing I learnt at business school had anything to do with starting a business.' The reality, he says, is that 'while a number of incredibly successful founders and executives have gone to the top business schools, none are great because of the business school they went to'. Check out the Headstart chatbot for answers to your questions on careers and work trends.
Straits Times
15-06-2025
- Health
- Straits Times
askST Jobs: Dispel thoughts of work after hours with these tips
Ongoing interpersonal tensions, high workloads or lack of clarity in your job can create a 'lingering cognitive load' even after work hours. ST ILLUSTRATION: LEE YU HUI askST Jobs: Dispel thoughts of work after hours with these tips Manpower correspondent Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times' Headstart newsletter. Q: I find it hard to let go of work outside of office hours. What strategies would be helpful? A: Both personal factors and those related to the work environment can give rise to this feeling, says Dr Al Au, an organisational psychologist. 'Some people tend to prioritise work excessively or define themselves primarily by the work they do,' says Dr Au, a senior lecturer with the National University of Singapore. They may also worry about losing their jobs if they think they cannot meet work demands or if they do not perform well enough, or if they are perfectionists, he adds. Ms Natasha Mitter, a therapist with Talk Your Heart Out, an online and face-to-face therapy platform, says poor stress-regulation skills or the use of work to avoid personal stressors, such as relationship issues, can also contribute to the difficulty of letting go. The inability to let go could also come with the weighty sense of duty associated with your role at all hours, if, for example, you are a leader or caregiver, she notes. Additionally, ongoing interpersonal tensions, a high workload or a lack of clarity in your job can create a 'lingering cognitive load' even after work hours. Ms Mythili Devi, a counsellor with mental health platform Intellect, notes that the rise of remote and hybrid work makes it even harder to fully switch off as physical cues that once signalled the end of the working day, like leaving the office, have disappeared. 'Cultural or organisational norms may also play a role, where dedication may still be equated with constant availability, subtly encouraging employees to remain responsive after hours,' she says. Ms Mitter says: 'Psychologically, it's hard to let go when work stress becomes internalised – meaning it follows you not because you're being contacted, but because your mind stays in a loop of problem-solving, anticipating or self-criticising. 'For some, the brain starts treating work stress like a perceived threat.' As the feeling sinks in further, it is even harder to relax. Dr Au suggests setting reasonable daily work targets as a good starting point to help dispel that feeling. You can also remind yourself that other than work, you have other roles in your life and you need to engage them as well, he says. Ms Devi says: 'On a personal level, it helps to establish an end-of-working-day ritual that signals to your brain that work is over. 'This could be as simple as tidying your workspace, shutting down your computer or writing down any pending tasks for the next day – a small habit that can help clear your mind and reduce anxiety about unfinished work.' Setting up a dedicated workspace can be helpful for people working from home, she adds. Ms Devi also encourages these workers to physically leave their workplace, even if at home at the end of the day, as something as simple as a short walk can help your brain switch gears from work mode to personal time. 'You can also engage in activities that bring you into the present, such as exercise, creative hobbies or spending time with family.' Ms Mitter says that instead of trying to shut down thoughts about work, it may be better to acknowledge these thoughts and find out what is exactly making you feel this way, before gently redirecting yourself away from them. 'Explore whether part of the difficulty stems from beliefs like, 'I must always be responsible' or 'rest equals laziness'. Challenging these beliefs with evidence or compassion can help.' Jotting down to-dos and concerns at the end of each day in a notebook or a note-taking app can also help the brain feel more at ease, Ms Mitter adds Says Ms Devi: 'It's important to remember that stepping back from work doesn't mean you care less; it means you're giving yourself the time and space to recharge, so that you show up with energy and focus when it matters most.' Have a question? Send it to askst@ Check out the Headstart chatbot for answers to your questions on careers and work trends.
Straits Times
08-06-2025
- Business
- Straits Times
askST Jobs: What to do if it seems like you're sidelined from the start at a new job
While prolonged inactivity in a new job can quickly turn confusing and demoralising, there are valid reasons why a new hire might not be assigned work from the outset. ST ILLUSTRATION: LEE YU HUI askST Jobs: What to do if it seems like you're sidelined from the start at a new job In this series, manpower correspondent Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times' Headstart newsletter. Q: I just took up a new job, but my boss isn't assigning me any tasks nor training. Am I being set up to fail? A: While prolonged inactivity in a new job can quickly turn confusing and demoralising, there are valid reasons why a new hire might not be assigned work from the outset, says Mr Alvin Goh, chief executive of the Singapore Human Resources Institute. 'Sometimes, the hiring manager is not ready for the new joiner to start due to internal delays or restructuring.' Teams might need longer to integrate new hires than the timeline the human resources department has in mind, especially in multinational companies and those with complex reporting structures that interlace across seniority levels and departments, he adds. Echoing his views, Ms Loh Kaili, associate director at BTI Executive Search, says: 'Sometimes, new hires come in during a messy period when projects are stalled, headcounts were approved prematurely or teams are being restructured. 'Hiring managers may not know what to do next and will keep things at status quo.' New employees might also need to clock milestones such as probation evaluations or study modules before they can be assigned tasks, or in the case of some sensitive industries, clear security checks, both experts add. However, Mr Goh notes all these are typically short-term scenarios that should be resolved within weeks, not months. When someone repeatedly gets turned away after asking to contribute and offering their expertise over a prolonged period, it may point to a structural dysfunction or existence of personal bias against them, he adds. Some bosses may also be insecure, fearing that a new hire could grow to replace them, and intentionally set the new hire up for failure, Ms Loh notes. Still, feeling threatened by subordinates is definitely not a valid reason to withhold work, she adds. Mr Goh suggests that workers who have not received any assignments or training for more than several weeks should request a meeting with either the HR team, or a leader one level above their direct boss. However, he advises workers to signal their commitment to growing and contributing in their role, rather than complaining right away in the first such meeting. New hires should initiate structured conversations with their manager to hash out clear priorities and performance targets, says Ms Loh. She also suggests workers keep a record of their attempts to proactively request for work and seek clarity on their position. 'I would recommend the new hire to give himself or herself a clear timeline of around two to three months to observe if there is any improvement to the situation.' If there is no improvement, and workers quit within three months with little to no work experience to show for it, they may omit the stint from their curriculum vitae, she adds. Mr Goh also encourages job seekers to pre-empt any potential issues by asking prospective employers questions about what success looks like in the new job, what the onboarding experience will involve and what support is given to ensure new joiners start well. 'These questions not only help you gauge how prepared the team is, but they also signal that you are not just looking for a job but a meaningful runway to contribute.' Mr Jason Chua, a former assistant registrar at the Employment Claims Tribunals, who now teaches law at Temasek Polytechnic, says that it is possible, but unlikely, that withholding work or training amounts to constructive dismissal. Constructive dismissal is a type of unfair dismissal in which an employee is found to not have resigned voluntarily, but was forced to do so due to the action or inaction of an employer. Mr Chua notes that work may not be explicitly assigned to you because your employer might expect new employees to take the time to get to know their colleagues, observe them at work and understand where they fit into the work of the company. He also suggests that new joiners compare their workload with peers in the team, and ask their bosses if they could also help with the work their peers are doing. However, should employers or managers make explicit indications or statements that they are withholding work or training to drive an employee out of the role, Mr Chua suggests the employee could collate and gather evidence of such behaviour and words. 'This helps the employee to build a case to show that the employer, through his words or conduct, is seeking to drive the employee out of employment and, therefore, constructively dismiss the employee. 'If the employee can prove that he or she has been constructively dismissed, he or she can stop work, resign and claim for salary in lieu of notice from the employer.' Employers who have withheld work or training due to reasons such as an employee's nationality and age may also fall afoul of upcoming workplace fairness laws, Mr Chua adds. Have a question? Send it to askst@ Check out the Headstart chatbot for answers to your questions on careers and work trends.
