What makes an employer unique to job seekers
What makes an organisation unique to would-be employees? The answer often lies in a specific company culture and a focus on employee experience for one Asian insurance giant.
The firm, which operates in Singapore, believes its appeal comes from being part of a team that is changing how people view insurance across the region. Since establishing its Singapore presence in 2016, the company has described itself as curious, empathetic, and innovative. It places a strong value on a learner mindset, encouraging employees to share ideas and be creative. This approach is designed to help teams create simpler, faster, and smoother experiences for customers.
To achieve this, the company has outlined five pillars that support a resilient culture. These pillars are not just internal goals but are meant to revitalize the workforce and create a positive workplace environment. The strategy focuses on how the organization functions on a day-to-day basis, from hiring to daily management.
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Building a resilient culture
One of the first steps involves building a diverse pipeline of talent. The company looks for individuals with a trailblazer mentality who are willing to challenge traditional norms. This focus on diversity and challenging the status quo is intended to improve the legacy associated with the insurance industry. It requires people who are ready to transform how things are done rather than simply maintaining the current state of affairs.
The second pillar focuses on operations. The firm aims to establish world-class people operations that use technology and data to ingrain change and improve program management. This means constantly looking at existing processes to smooth out any issues and make them better than they already are. By leveraging data, the company hopes to identify areas where teams can work more efficiently.
Leadership plays a critical role in this framework. The company is developing strong people managers and leaders who can engage their teams with empathy while maintaining a performance-focused mindset. In 2021, the management team increased the frequency of engagement between senior leaders and managers. This effort aims to improve rapport, encourage sharing, and support better collaboration across the organization. Individual training has also been used to help leaders become better people managers.
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The fifth pillar is dedicated to the employee experience itself. The company is creating a uniquely FWD experience for both new joiners and existing staff. This approach looks after emotional well-being and addresses standard career development needs and ways of working. This support has become especially relevant during the pandemic, where employees may face greater stress at home or in the office. By addressing these broader concerns, the company hopes to build a workforce that feels supported.
While these five pillars provide a roadmap for growth, the practical application of such a strategy involves handling complex human trends. A company that focuses heavily on empowerment and empathy must also ensure that performance metrics remain clear and unambiguous. If the line between supportive leadership and managing expectations blurs, it can lead to confusion rather than engagement. Therefore, the balance between the emotional needs of staff and the hard requirements of business results will determine whether this culture is sustainable in the long term.
If the company succeeds in doing these things well, it aims to be a place where people celebrate living and are highly engaged. The leadership believes that if FWD Singapore is to continue succeeding and be an employer of choice, it must create an environment where people are empowered and motivated to take initiative. This creates a cycle where satisfied employees drive better customer experiences, which in turn strengthens the company’s market position.
