SPRING Singapore

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SPRING Singapore

Logo of SPRING Singapore

Agency overview

Formed

1996

Preceding agency

Productivity and Standards Board (PSB)

Jurisdiction Government of Singapore

Headquarters

1 Fusionopolis Walk, #01-02 South Tower, Solaris Singapore 138 628

Agency executives

Philip Yeo, Chairman Png Cheong Boon, Chief Executive

Parent agency

Ministry of Trade and Industry (Singapore)

Website

www.spring.gov.sg

The Standards, Productivity and Innovation Board (Abbreviation: SPRING Singapore} is a statutory board under the Ministry of Trade and Industry of Singapore. It is the main agency for enterprise development, and it aims to enhance the competitiveness of enterprises to develop a strong base of dynamic and innovative Singapore enterprises. It is also the national standards and conformance body. According to SPRING Singapore, the agency helps to nurture a pro-business environment, facilitate the growth of industries and enhance innovation and enterprise capabilities of small and medium enterprises for better access to markets and business opportunities.

Contents
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1 History 2 Mission 3 Organisational Structure o 3.1 Departments 4 Portfolio 5 Scholarships 6 See also 7 References 8 External links

[edit] History
Formerly known as Productivity and Standards Board (PSB), it was formed as a result of the merger between the National Productivity Board (NPB) and the Singapore Institute of Standards and Industrial Research (SISIR) in April 1996. The purpose is to bring together the soft skills of productivity handled by NPB and the technical aspects handled by SISIR. In April 2002, it was renamed SPRING Singapore to signify the shift towards an innovationdriven economy, and its new role in promoting creativity to sustain growth for Singaporeans.[1]

[edit] Mission
As the national standards and conformance body, SPRING Singapore 'helps to lower technical barriers to trade, provide quality assurance for products and services and promote industry use of Singapore and international standards'.[2] SPRING Singapore's mission is "to raise productivity so as to enhance Singapore's competitiveness and economic growth for a better quality of life for our people".

[edit] Organisational Structure

SPRING Singapore is headed by Philip Yeo, former head of A*STAR. The directors in the board of directors include:[3]
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Chong Siak Ching Png Cheong Boon Mike Booker Roger Chia Thomas Chua Kee Seng RADM Lai Chung Han Kathy Lai Sou Tien Lim Boon Wee Leslie Loh Mak Keat Meng Viswa Sadasivan Saktiandi Supaat Tan Choon Shian Wong Toon King Janet Young Prof Charles F. Zukoski, IV

[edit] Departments
SPRING Singapore is divided into five departments: Enterprise Capabilities, Enterprise Promotion, Industry Development, Quality & Standards and Corporate Development.[4]

[edit] Portfolio
The agency has three areas of focus: productivity and innovation; standards and quality; and small and medium-sized enterprises (SMEs) and the domestic sector.[5]

[edit] Scholarships
In 2008, SPRING Singapore awarded their first batch of Executive Development Scholarships (EDS) - targeting at both Junior College and University students who are keen to be their own boss or to develop the SME Industry following graduation. The Management Development Scholarship (MDS) is also available to employees of SMEs who wish to pursue their Masters with a university on SPRING Singapore's list. Up to 90% of the course fees is subsidized by SPRING Singapore with the remaining 10% fully borne by the SME company. This scholarship comes with a bond of up to two years with the sponsoring SME company.

SME 21

What is SME 21? SME 21 is a 10-year strategic plan aimed at building up the capabilities of SMEs so as to enhance their contribution to Singapores competitiveness and economic growth. The three major outcomes of SME 21 for the year 2010 are :

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Doubling of productivity of the retail sector from $28,000 to $56,000. Trebling of local SMEs with sales turnover of $10million and above from 2000 to 6000. Quadrupling of local SMEs with e-commerce transactions from 8,000 to 32,000.

Why SME 21? Local SMEs are an important part of the Singapore economy. They comprise 92 % of total establishments, employ 51% of the workforce and generate 34% of the total value added. However, their productivity is only about half that of the non-SME establishments. The large number of low-productivity SMEs co-exists with a small number of more productive large, local enterprises and foreign MNCs. The key economic challenge is to manage this dualistic structure such that all enterprises can contribute to the growth of the economy. This requires that a concerted effort be taken to assist SMEs keep pace with the rest of the economy. SME 21 is intended to do this and is hence a critical part of the national plan to sustain Singapores economic growth. Challenges and Opportunities SMEs face structural weaknesses which lead to their poor productivity performance. These include:

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Weak entrepreneurial culture Insufficient management know-how and professionalism Shortage of professional and technical manpower Insufficient use of technology Outmoded, unproductive methods of operation Limited ability to tap economies of scale Small domestic market

Unless the SMEs overcome these weaknesses, they will not be able to compete in the new economy of the 21st century. The economic landscape in the next ten years will be shaped by the exponential growth of information and communication technologies, accelerating pace of scientific and technological changes, increasing extent of globalisation and changing patterns of market demand. These forces can be threats or opportunities for SMEs, depending on how they perceive and respond to them. SMEs that have operated under the old industrial paradigm will now have to transform themselves for the new paradigm of the knowledge-based economy (KBE). Becoming a key player in the KBE is about seizing opportunities, while overcoming threats. What is critical in the KBE is not size or high technology per se but the expertise to undertake knowledge-intensive activities, the ability to innovate, and the enterprise to identify and capitalise quickly on commercial opportunities. By exploiting opportunities, SMEs can leapfrog the bigger players in certain niche areas and enjoy more than the linear success that is possible in the industrial economy. To realise this, they need to build up distinctive competencies, exploit and harness technology and knowledge for growth, and establish strategic alliances with their customers, suppliers and even competitors to enhance their potential. Entrepreneurship will play a critical role in exploiting the opportunities presented by the changing economic environment.

Vision for SMEs in the 21st Century The overall vision of SME 21 is to create vibrant and resilient SMEs that will enhance Singapores competitiveness and economic growth. SMEs in the KBE will be:

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The new breed of SMEs will be world-class business entities with the following attributes:

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Three strategic goals form the core of the SME 21 vision.

Three-Pronged Approach to SME Development A three-pronged holistic approach will be taken in SME 21 to achieve the three goals. This comprises Enterprise-Level Strategies, Sector-Level Strategies and Broad-Based Strategies, as shown in the figure below.

source of entrepreneurship and innovation base of strong supporting industries and strategic partners for foreign SMEs and MNCs Manufacturers of high value-added products and global providers of professional services Robust domestic services sectors enhancing the quality of life in Singapore

Professionally managed organisation Excellence in process and customer service management Capabilities to create new knowledge and technology to develop high value-added products and services bility to compete globally

Goal One - Grooming Innovative High-Growth SMEs This goal aims to develop SMEs that can compete globally on a sustainable basis so that, over time, a steady stream of SMEs can reach world-class status. These SMEs will produce innovative products and services, use information and technology to add value to new products and services, develop and use brands to increase the knowledge component of their products, and have superior distribution channels. The result will be higher sales for the SMEs. The target is to treble the number of local SMEs with sales turnover of $10 million and above from 2000 to 6000 by 2010. Realising this target means that one in every 15 local SMEs will have the potential to become a large company. Goal Two - Developing Productive SME Sectors This goal aims to enhance the productivity of SMEs in the domestic service sectors by restructuring, revitalising and upgrading the sectors. Besides higher productivity, the utilisation of resources, particularly land and labour, will also be improved. The retail sector is one of the major domestic service sectors that will receive attention. The target is to double the productivity of the retail sector from $28,000 to $56,000 by 2010. At $56,000, the retail sectors productivity will be 70% of the current national productivity level. Goal Three - Creating a Knowledge-Based, Pro-enterprise Environment This goal aims to create an environment where the appropriate mindset for business is inculcated, entrepreneurship and innovation are encouraged, and barriers to organisational growth is eliminated. As a result, the creative capacity of SMEs will be improved. A key enabling factor is e-commerce, which will open up vast opportunities and remove the traditional barriers to SME growth. The target is to quadruple the number of local SMEs with ecommerce transactions from 8,000 to 32,000 by 2010. Achieving this means that one-third of local SMEs will have overcome the limitation of the small domestic market by plugging into the world economy.

Supporting the strategies are several programmes that will be put in place. These programmes are summarised in the table below

Enterprise-Level Strategies

Programmes 1. 2. SME Mentoring Programme to help SMEs map out strategic directions. SME Circles (EntreNet) to provide SMEs with learning partners. Entrepreneurship Education to equip entrepreneurs with management and leadership skills. SME Virtual University to provide IT and e-business courses to SMEs through the Internet. Business Excellence Framework to help SMEs manage their organisations professionally. National Best Practice Centre to help SMEs learn from and apply best practices. A pool of professional managers to help transform SMEs into professionally-run organisations. Assistance for SMEs to set up effective value and cost management systems SME Business Support Centres to offer a wide array of integrated business support services and advice to SMEs. Technology Network (TechNet) Programme to facilitate connections between aspiring technopreneurs, innovative SMEs, researchers and experts and venture capitalists. Technology Incubator Programme to provide SMEs with access to management assistance, finance, and business and technical support services. Strategic Business Planning self-help package to enable SMEs to develop their own strategic business plan. Innovative Business Concept Award to spur SMEs to continuously develop new business concepts.

Developing Entrepreneurs and Employees

3. 4.

1. 2. Managing for Business Excellence 3. 4.

1. 2. Harnessing Technology and Knowledge for Growth

3.

1. Designing New Business Models for Competitive Advantage 2.

Sector-Level Strategies

Programmes 1. Franchising and economic groupings as strategic tools to help domestic businesses become regional and global players. Shared services to help SMEs better manage their costs and resources, and focus on core activities. Business fusion groups for SMEs to share knowledge, experience and ideas, and leverage on each others capabilities. Industry Upgrading Programme to raise the productivity of tradable and non-tradable sectors. Upgrading assistance programmes to help domestic businesses overcome the disadvantage of size, build up capabilities to grow, leverage on the Internet to do business and be internationally competitive. A comprehensive range of measures to restructure, revitalise and upgrade the retail sector.

Facilitating Collaborative Partnerships and Strategic Alliances

2. 3.

1. 2. Upgrading Domestic Service Sectors 3.

4.

A wide range of programmes to upgrade the construction sector.

Broad-Based Strategies

Programmes 1. An "SME March" with month-long activities to convey the message that SMEs need to forge ahead and change their mindset. Media programmes to raise the profile of SMEs in Singapore. Awards for local enterprises enhanced to ensure their relevance and attractiveness to SMEs; and more competitions to encourage SMEs to develop new business ideas and models. Local SMEs promoted as preferred business partners to foreign companies. Business Angel Network to promote equity financing for innovative and high-growth firms. Business-to-Business Working Capital Matching Service to help SMEs in need of working capital to purchase raw materials or to fulfil a contract. SME schemes reviewed constantly to ensure their relevance and effectiveness in the knowledge-based economy. Economic Value Added promoted as a tool for measuring the effectiveness of capital usage. Business.Connect programme more widely promoted and enhanced. Singapore Connect publicised widely to more SMEs; and linkages with databases of other countries, as well as local and foreign industry associations and chambers, accelerated. Importance of branding promoted to SMEs; and a unique Singapore brand image developed for SMEs to leverage on as they explore new markets overseas. More SME Scholarships developed to groom local talent. Effective systems put in place to facilitate life long learning and skills development in organisations. Foreign talent tapped through various measures and programmes. Promising e-commerce SMEs identified and developed as role models. Adoption of business-to-business portals by SMEs encouraged and accelerated. One-stop SME portal for foreign and local SMEs created to access the required information and services easily. E-commerce infrastructure in Singapore developed. Economic twinning programmes with other countries identified and pursued to establish areas for SME collaboration. Concerted marketing effort to encourage SMEs to use Singapore as the conduit and venue for international

2. Promoting Entrepreneurship 3.

4.

1. 2.

Financing for Growth

3.

4.

1. 2. Facilitating Market Access 3.

1. 2. Strengthening Local Talent 3.

1. 2. Accelerating E-commerce (EC) 3. 4. 1. Promoting Singapore as an SME Hub

2.

3.

4. 5. 6.

transactions. Chambers of commerce and industry associations as information and networking platform providers for foreign SMEs to meet up with their local counterparts. A package of fiscal measures to attract foreign SMEs to locate in Singapore. SME community created to attract foreign SMEs to start their operations here. Financing for collaborations between foreign and local SMEs to take place.

Implementation of SME 21 The SME 21 plan will be implemented jointly by the government, chambers of commerce, industry associations and the private sector. A multi-agency SME 21 Implementation Committee, led by the Productivity and Standards Board (PSB), will be formed to oversee the implementation of the SME 21 recommendations. As the issues facing SMEs are multi-faceted and complex, strong commitment and active participation from all the SME stakeholders are critical to achieve the SME 21 vision and outcomes.

[Interviewing Skills #5] The STAR Technique to Answer Behavioral Interview Questions
Posted on July 15, 2008 by Nagesh Belludi

Introduction
Behavioral interviewing is a popular approach to assess the past experiences of a candidate to judge his/her response to identical situations on a future job. Essentially, behavioral interviewing is based on the premise that past performance in comparable circumstances is the best predictor of future performance. In place of asking hypothetical questions (E.g., How will you handle ,) interviewers ask specific questions (E.g., Describe a time when you had to ) to elicit concrete examples of desired behaviors from the past. For further details and sample questions, see my earlier article on behavioral interviewing.

6 Steps to Answer Behavioral Interview Questions

1. Listen to the question carefully. Commonly, behavioral interview questions tend be

longwinded and may sometimes sound vague (blame an overuse of adjectives, adverbs and trendy language.) Here is an example: Good problem-solving often includes a careful review of the substantial facts and weighing of options before making a decision. Give me an instance of how you reached a practical business decision by an organized assessment of the facts and weighing of options. 2. Ensure you understand the question before you begin to answer. You may paraphrase the question and ask the interviewer if you understand it correctly. If necessary, ask the interviewer to repeat the question. Do not, however, ask the interviewer to repeat every question the interviewer may question your ability to listen and comprehend. 3. Organize your answer. Allow yourself five to eight seconds to collect your thoughts and structure your answer. Interviewers appreciate this break they could use this time to drink some water, review their notes or rest their hands from note-taking. 4. State your answer. Attempt to conclude your answer in about three minutes. Three minutes is long enough to relate a story comprehensively and short enough to hold the interviewers attention. 5. Do not digress from your plan. Resist the temptation to think of new details as you state the answer. By sticking to the details and structure you had planned for, you can provide a consistent and well-reasoned answer. Be concise. Do not ramble on. 6. Answer follow-up questions. In response to your three-minute answer, the interviewer may pose follow-up questions. These questions can be confirming questions that require simple yes or no answers or clarifying questions that require brief answers.

Answering a Question: Use the STAR Technique to Narrate an Experience

In behavioral interviewing, every answer should specifically address the skill being addressed. Your answer should relate an experience from a previous job assignment, project, academic studies or community work. Present a diverse set of experiences. Suppose that you are asked six behavioral questions during a thirty-minute interview. Using a distinct context and/or experience for each question will help you portray a diversity of skills, interests and experiences. Begin by examining the question: what is the purpose of the question, what specific skill is the question trying to address? Then, pick an experience that you could describe to address the question at hand. In your mind, recollect specifics of your experience. Structure your answer and narrate your experience using the four steps in the STAR technique. 1. S for Situation : Commence your answer with the background to your experience. Detail the circumstances of your involvement. Provide sufficient detail to develop a context to the rest of your narration. 2. T for Task: Describe the challenge at hand: what needed to be done, what should have been done. Detail the outcome that was expected, constraints or conditions that needed to be satisfied. 3. A for Action: Elaborate your specific action in response to the challenge. Specify analytical work, team effort or project coordination. Use I and we statements as appropriate [more details here.] 4. R for Results: Explain the results of your efforts: what did you accomplish, what did you learn, how did your managers and team respond, how did your organization recognize you. Wherever possible, quantify your achievements and improvements e. g., 20% improvement in or reduced manufacturing costs by 1.5 million dollars per year .

An Example: Using the STAR Technique to Narrate an Experience

Consider a question suggested by authors Jack and Suzy Welch in a recent Business Week article on recruiting for leadership positions.

Question: Have you ever had to define yourself in the midst of criticism, and did you succeed?

Below is a concise four-step STAR answer to this interview question. This question illustrates the ability of the interviewee to listen to feedback, adapt as a manager and lead teams well. 1. S for Situation: My first job after business school was to lead a product development team at ABC Corporation. One of my responsibilities involved participating in weekly product planning meetings that decided on product features. After the meeting, I would meet with my staff and delegate the programming tasks. Since I am an experienced programmer, I would explain details of how each feature needed to be programmed. I expected my staff to write the programs in C++, test and debug. We seemed to work very well as a team. 2. T for Task: Three months later, my manager had collected feedback from my staff. In my performance review, my manager observed that I could improve my delegation skills. I was surprised to receive this feedback. I had believed that I was good at delegating given that I would detail my expectations of each staff-member and list every step he/she needed to work on. It believed my staff was productive and continually gained knowledge from my coaching. I thanked my manager for the feedback and promised to reflect on my delegating style and consider a change. 3. A for Action: I reflected on my delegation approach and realized two problems. Firstly, I assigned work to my staff only in terms of steps to take. I had habitually failed to describe the background of product features we wanted to develop and explain how their work would improve the overall product. My staff would do just what I had asked them to do. Secondly, in telling my staff how to complete each assignment, I was micromanaging. This may have tended to limit my staffs initiative and reduced opportunities to advance their programming skills. During the next staff meeting, I thanked my staff for the feedback and acknowledged I would change. Then, each week, I explained the context to every product feature we wanted to develop, described the task in terms of outcomes and asked my staff how we could approach each task. 4. R for Results: My staff was very excited about the opportunity to propose ideas, brainstorm and choose a preferred way of going about their work. It was no longer my idea they would work on; it was their own idea and their own approach. They were more enthusiastic about their work and realized they were an integral part of something bigger than themselves. During the next quarterly meeting, my manager praised me for empowering my team.

Concluding Thoughts

In answering interview questions, the best way to impress an interviewer is to discuss your credentials and accomplishments in terms of personal success stories. The STAR technique is probably the best method to structure answers to interview questions. By following this simple technique, you can narrate direct, meaningful, personalized experiences that best identify your qualifications.