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From camaraderie to career progression: Polytechnic’s staff find support, balance and growth
Singapore Polytechnic backs its commitment with team-bonding activities, wellness programmes and career development pathways
The cycling interest group is one of the 22 employee-initiated groups within Singapore Polytechnic. PHOTO: DR TAN TUAN LIN
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Every year, employees at Singapore Polytechnic
The annual Fruits Party – complete with fun games and an emcee – is a highlight on the educational institution’s calendar, bringing together staff from different departments and schools to bond over a beloved Singaporean pastime: eating.
“It’s an event many of us look forward to,” says Madam Siti Fadilla, an executive at SP’s Pace (Professional & Adult Continuing Education) Academy. “Besides eating durians, we get to meet up with colleagues from other departments and have the chance to talk with them outside of work.”
This annual tradition, now in its third year, is just one of many initiatives SP has implemented to foster workplace camaraderie and bonding. SP is one of Singapore’s best employers ranked by The Straits Times and global research firm Statista
Other programmes on the calendar include Let’s Play, where half a day is specially set aside for staff to “go have fun”. Employees can sign up for a variety of sports and leisure activities, ranging from tennis and soccer, to baking and balloon sculpting. Throughout the year, there are also regular health talks and lunchtime wellness classes such as yoga and Zumba. These activities are organised by the SP Well-being Committee under the Department of Human Resources.
Staff mental health and wellness is a priority, too. The poly has appointed 49 Wellness Ambassadors who are certified Mental Health First Aiders across the 10 schools. These Wellness Ambassadors are trained to recognise warning signs and symptoms of mental health issues, including burnout, and to give initial support and guidance.
Supporting career growth
SP’s focus on employee well-being is not just about offering perks – it is also about fostering career development. The poly provides robust support for career growth through a substantial annual training budget and diverse career progression pathways, including job rotations and secondments.
Madam Fadilla’s 10-year career at SP illustrates this commitment.
The 45-year-old executive started off in the operations team before moving to a role in business development in 2024, taking on the role of account manager for the School of Architecture and the Built Environment, and the School of Computing.
In her current role, Madam Fadilla handles corporate clients, understanding their needs in order to customise course structures accordingly. It is a client-facing position that has proved challenging for the self-professed introvert – a stark contrast to her previous role at SP, where she was responsible for overseeing the maintenance of the Department of Technology, Innovation and Enterprise.
“The polytechnic has allowed me to experience significant career advancement opportunities and broaden my skill set,” she shares, noting her shift from administrative duties to stakeholder management.
Madam Siti Fadilla (back row, first from left) with her colleagues during SP’s Fruits Party. PHOTO: SITI FADILLA
Madam Fadilla credits supportive bosses for making the transition seamless: “They encourage us to move to different departments and tackle different job scopes.” She recalls that the handover process went smoothly and the person she understudied was always open to any of her questions.
While it is still a learning process, she says that her confidence and communication skills have improved significantly, and she has gained valuable experience in client and stakeholder management.
Madam Fadilla’s hard work has not gone unnoticed.
She was a recent recipient of the quarterly staff service award for her quick action in replenishing mineral water supplies during a school event. “I received appreciative compliments and e-mails from colleagues,” she says, adding that the award was the icing on the cake.
‘Nothing is that urgent’
These well-being initiatives and supportive workplace policies are not possible without strong and effective leadership – key to the success of any institution.
Dr Tan Tuan Lin, senior director at the Computing, Chemical and Life Sciences Cluster, says: “SP distinguishes itself through a deeply ingrained culture of care and a proactive approach to employee well-being.This goes beyond the inherent nurturing environment of an educational institution.”
He highlights how senior management leads by example, respecting personal time and actively participating in organisation-wide events. For instance, he makes a conscious effort to avoid sending e-mails on Friday evenings and weekends: “I will save my e-mails as drafts and send them only in the following week so that the staff can enjoy the weekend without worrying about work. Nothing is that urgent.”
Dr Tan also started the cycling interest group, a ground-up initiative and one of the 22 groups within SP. “We have close to 90 members in the group, and in our latest cycling event in February, almost one-third of them joined. Such non-work-related bonding activities cultivate a supportive and connected workplace, and foster a strong sense of belonging and collaboration,” he says.
He believes SP’s approach to nurturing staff helps build a workplace where employees feel valued, supported and empowered to thrive. “We are an institute of high learning,” he adds.
“Eventually, our aim is how we can contribute to the poly students. I must make sure my staff are well taken care of, and then they can, in turn, do the same for students.”
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