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UOB-SMU Asian Enterprise Institute

Karen Lur

  • Founder - Coach2nurture HR Professional
  • Mentor & Coach
Expertise
Human Resource Management, Development and Transformation

About Karen

Karen has more than 25 years of work experience in the Human Capital Management and Development across varied multi-national and local organisations in both consulting and regional HR operational roles. Prior to being a HR Mentor and Coach, Karen held a Director role with Manulife Insurance Singapore leading and managing the human resource and office services functions and the Regional HR Manager role with Manpower Inc. Asia office overseeing the human resource function in Singapore, Malaysia, Philippines Thailand, India, Hong Kong and China.

Karen believes in collaborating closely with the Business not only to support the business but also drive People engagement and development as well as organisational change to build organization capability to attain the Vision, Mission and yet embracing the Core Values. To-date, she has mentored and supported more than 40 local enterprises to build their HR capability through developing and implementing progressive HR practices to grow, develop and retain their talent. She is also a trained ICF Coach supporting senior leaders to strengthen their leadership competencies as well as career transition. 

Karen is a certified Senior Professional by IHRP, an ESG Skillsfuture Mentor and a member of Panel of Expert supporting potential local enterprises on a SCALE-Up programme to elevate their HR capabilities. Karen is also certified by TUV SUD as a Professional Singapore Certified Management Consultant (PSCMC) and Associate Adult Educator by Institute Adult Learning.

 What can you ask me?

1. Any topics on Human Resources Management, Development and Cultural Change

2. The role of Human Resource to support the business strategies and at the same time creating a fruitful and meaningful employee experience

Answered Questions

Common Questions asked by SMEs

Q: I am a start-up and our main focus is to grow the business. When and what HR fundamentals should I need for a start? When do I need to start considering having a HR Professional on board?

At the start

  1. Base on the business strategy you have in mind, draft the organisation structure and the job roles
  2. Draft the Job Description to facilitate hiring and selection of the employee of a good fit as well as ensure that the job scope is clear to the Employee
  3. Ensure that the employment contract is in compliance with MOM Key Employment Terms (KETs) in addition to the legal terms drafted by the lawyers.
  4. This should follow by an Employee Handbook which outlines other Employment Conditions, Leave, Salary and Benefits Guidelines; Code of Conduct and Workplace Guidelines

As you grow

  1. As the Organisation grow to about 8-10 employees, develop a performance management system to define Key performance indicators and desired attributes to enable motivation and recognition
  2. Develop learning and development process and guidelines to facilitate learning and career growth
  3. When you attain a staff strength of 25-30 employees, hire an experience Human Resource Professional (about 3-4 years) to manage the HR fundamentals and employee relations and support the business growth.
Answered by Karen Lur on 23 Jul 2021 09:08

Common Questions asked by SMEs

Q: I am a 2nd generation helming the organisation, as I scale, how do I build the right culture and instil the desired behaviours in the organisation?

  1. Firstly, it would be good to define the type of organisation culture you would like to instil by defining your Organisation Values
  2. From the Values, you could define the core competencies with the desired behaviours and attributes you would like all employees including leaders to have
  3. Incorporate the Values and Core Competencies in the On Boarding process for the new hires to set the expectations of the culture and behaviours
  4. Incorporate these core competencies in the performance management process to accord the importance and recognise desired behaviours
  5. Plan a quarterly Value in Action (VIA) programme to recognise employees who walk the Values and demonstrate the desired Behaviours
Answered by Karen Lur on 23 Jul 2021 09:07

Unanswered Questions

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