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Driven by the belief that sustainable retention stems from culture, not incentives, KOAS redesigned its HR approach around inclusivity, growth, wellbeing, and flexibility – creating a workplace where employees feel valued and connected.
For Kajima Overseas Asia (Singapore) (KOAS), retaining talent has never been about flashy perks or quick fixes. Instead, the organisation has built its people strategy on a simple truth: engagement grows from purpose and belonging.
With this belief, KOAS redefined its HR approach around four key pillars – inclusivity, development, wellbeing, and flexibility – to create a workplace where every employee feels valued and supported.
In this interview, Jessie Soh, General Manager (Finance & Administration), shares how this culture-first mindset has strengthened collaboration, deepened trust, and empowered teams to grow together.
These efforts have not only enhanced the employee experience but also earned KOAS the silver award for ‘Excellence in Retention Strategy’ at the HR Excellence Awards 2025, Singapore.
Q Tell us about your inspiring HR initiative – what sparked the idea, and how did you know it was the right path to take?
At KOAS, our HR initiative was inspired by a simple but powerful belief: retention stems from culture, not perks. We recognised that sustainable engagement required more than rewards — it needed a holistic, people-first strategy that prioritised purpose, growth, and wellbeing. The idea was sparked by our desire to ensure employees feel genuinely valued and connected throughout their career journey.
Grounded in four pillars — inclusivity, development, wellbeing, and flexibility — our approach was shaped through active listening and continuous feedback.
We knew we were on the right path when we saw greater engagement, stronger collaboration, and a growing sense of belonging across teams — clear signs that our culture-driven retention strategy was making a lasting impact.
Q Every journey has its ups and downs – can you share a challenge your team faced and how you worked through it together?
One of our biggest challenges was balancing diverse employee needs across different life stages and job functions, while maintaining fairness and flexibility. Early feedback revealed that a one-size-fits-all approach to retention no longer worked in today’s evolving work environment. KOAS tackled this by redesigning policies around flexibility, wellbeing, and development — introducing initiatives like milestone special leave and tailored learning pathways.
This collaborative, data-driven approach helped us build trust and fostered stronger connections between management and staff. The process reinforced our belief that true retention success comes from shared ownership and open communication between KOAS and employees.
Q What impact has this initiative had on your organisation so far, and what do you hope it inspires in the wider HR community?
We’re grateful to see encouraging results from our retention initiatives — stronger engagement, higher morale, and a growing sense of connection across teams. At the same time, we recognise that this is an ongoing journey, and there is still much for us to learn and improve. Employee needs continue to evolve, and so must we. We hope our experience encourages other organisations to also listen closely to their people, stay adaptable, and keep refining their approaches to build workplaces where employees can thrive and grow together.
Q Looking back, is there a moment, person, or value that kept you and your team motivated throughout the journey?
Our Managing Director was a key driving force behind this journey, continually advocating for initiatives that strengthen employee engagement and wellbeing. As he often says, management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could. His clear vision and commitment motivated us to keep refining strategies that better connect with and support our people.
The corporate planning team also played a vital role, providing strong backing and collaboration to ensure these initiatives were implemented effectively across the organisation. Their partnership reinforced the importance of our shared goal — enhancing engagement and creating a workplace where employees feel valued, motivated, and connected. Seeing these efforts positively impact our teams kept us energised and committed throughout the journey.
Q If you could offer one golden nugget of wisdom to HR professionals aiming for excellence, what would it be?
We wouldn’t call it wisdom — we see ourselves as still learning and evolving each day. Success in Human Resources is not just about managing resources; it’s about inspiring individuals to reach their full potential. The journey to improve employee engagement and retention is ongoing, and there is always room to grow.
What has guided us so far is a genuine commitment to listening to our people and adapting as their needs change. Every conversation, piece of feedback, and new idea helps us grow stronger together.
For us, success in HR isn’t about having all the answers — it’s about staying curious, empathetic, and open to continuous improvement so we can continue building a workplace where everyone feels connected and supported.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
Photo: Provided
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