Lee Wenyong & Co. in the news
January 16, 2017
Organised by SME Centre @ South West, Wenyong conducted a SME Survival Reports workshop to 38 SME business owners from various industries, describing step-by-step walkthroughs of finance & HR data collection techniques, showcasing real SME examples & best practices of monthly finance & HR reports & templates.
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Event schedule:
2.00pm Registration + Networking
2.30pm Government Grants for SMEs by SME Centre@SMF
3.00pm SME Survival Reports workshop presentation by Lee Wenyong
3.45pm Tea Break
4.00pm Case Studies: SME Success Stories by Lee Wenyong
4.30pm Question & Answer
2.00pm Registration + Networking
2.30pm Government Grants for SMEs by SME Centre@SMF
3.00pm SME Survival Reports workshop presentation by Lee Wenyong
3.45pm Tea Break
4.00pm Case Studies: SME Success Stories by Lee Wenyong
4.30pm Question & Answer
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October 20, 2016
Mr. Lee Wenyong is an invited speaker at IDA's new ways of work conference, & together with Minster of State for Manpower Mr. Teo Ser Luck, the panel will be discussing how organisations need to change their cultures to engage millennials to ensure business succession & continuity.
Click on the link to register for IDA's New Ways of Work conference: Register
Click on the link to download speakers bios: Speakers bios
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September 26, 2016
We are proud to be featured in Channel News Asia, showcasing progressive work culture & practices. Channel News Asia Singapore was established in March 1999 by Mediacorp, & is an English language Asian TV News channel. Positioned to understand asia, it reports on global developments with Asian perspectives. Mediacorp is Singapore’s leading media company with the most complete range of platforms, spanning television, radio, newspapers, magazines, movies, digital & out-of-home media.
Click on the link to to read the full story:
http://www.channelnewsasia.com/news/specials/businessinsights/smes/ideasatwork/a-better-way-to-work/3138450.html?cid=cna_flip_070214
Click on the link to to read the full story:
http://www.channelnewsasia.com/news/specials/businessinsights/smes/ideasatwork/a-better-way-to-work/3138450.html?cid=cna_flip_070214
Human resource (HR) manager Sandra Chua Bee Yen, 44, reaches Lee Wenyong & Co at Paya Lebar Square where she works only after sending her kids to school and stretching out at a morning yoga class.
Meanwhile, Ms Chua’s colleague, Ms Annie Tai, is able to work on HR analytics reports and handle other HR matters from home — before squeezing in a manicure session in the evening.
But the 24-year-old who works full-time as a HR officer at Lee Wenyong & Co isn’t receiving the pampering. The budding manicurist will instead be creating nail art for an acquaintance. She does not want to miss any opportunity to pursue her passion and hone her craft.
Ms Tai is one of the approximately 16 staff — half of the employees — at Lee Wenyong & Co who do not show up at the office on a regular basis. Not that the firm’s lead partner Mr Max Lee Wenyong minds.
Working from home, cafes or co-share spaces rented from workplace solutions firm Regus, these employees have helped build Mr Lee’s four-year-old firm into one of the more successful providers of HR shared services.
These co-share spaces, or pay-per-use flexible workspaces, are located island-wide, including at public libraries in Toa Payoh, Geylang East and Jurong. The workspaces at public libraries are called Smart Work Centres (SWCs), and were set up by the Infocomm Development Authority in collaboration with the National Library Board in 2014. SWCs are run by Regus, and offer amenities such as meeting rooms and private workstations. Services like Wi-Fi, video-conferencing and photocopying are also available.
“Working at Lee Wenyong & Co offers me the best of both worlds. I get to earn a stable basic salary while following my passion,” said Ms Tai, the HR officer.
She added: “My colleagues and managers have been very supportive. I’m very lucky.”
While co-workers are geographically dispersed, they are linked by technology. Meetings take place on Google Hangouts. Documents from clients are scanned and uploaded to the firm’s cloud network, enabling online collaborations among employees in different locations.
“High performers want to be trusted. I don’t have to see them to know that they are working. If I don’t get complaints from our clients, that means everything is okay,” said Mr Lee, who prefers to rely on trust, not control, of employees.
His firm handles various tasks — from HR functions and accounting to tax advisory — for small and medium enterprises (SMEs) in the food and beverage, retail and construction sectors. “Ultimately, it’s the work quality that matters,” he said.
A paradigm shift
This was not a conviction that developed overnight. Stints at two multinational companies lasting eight years have shaped Mr Lee’s belief that work is more “a state of mind” and less a physical location.
The 35-year-old has been reimagining the office and reconfiguring work spaces since starting the firm in 2012. The result is a bold shift away from the traditional model and this might just become the standard for SMEs in the near future.
Flexibility has been incorporated in the company’s culture to address challenges faced by the Singapore employee as well as attract talent from a changing workforce that now includes older workers and millennials.
A six-hour workday offers employees control over work schedules and minimises work-life conflicts. They are free to work where and when they prefer, as long as the work gets done. Dealing with rush-hour woes, difficulty in finding time to take care of children or ageing parents, and running errands are things of the past.
“If my staff can’t take care of their family and themselves, they won’t be able take care of the business for me,” said Mr Lee.
Reaping the benefits
And the company is reaping the benefits of focusing on results rather than time spent at the office.
The use of co-share spaces helps the firm conserve cash flow and keep costs down. In addition, it received reimbursements of S$25,000 from the Government WorkPro scheme in 2014 for implementing flexi-work arrangements and family-friendly work practices throughout the workplace.
The flexibility has also proven crucial in the recruitment and retention of employees. The diverse workplace that Lee Wenyong & Co has become is made up of experienced baby boomers and working mums, as well as energetic and creative 20-something millennials.
“I don’t insist that my co-workers stay from 9am to 6pm, but I find them working longer hours. They want to reciprocate the trust I have in them and are very motivated,” said Mr Lee.
Trusting employees
Running an office of high performers on flexi-work arrangements is not without its snags. At times, employees maintain a gruelling pace and work for far too long, said Mr Lee. To pry his staff from work and their work space, employee-friendly initiatives such as monthly get-togethers are organised to prevent burn-out.
The reverse is also true. According to Mr Lee, he has had to tell those who abused the flexi-work arrangement and showed poor performance to leave. The firm relies on a rigorous hiring process that is intended to weed out all but the most suitable employees.
Despite the potential pitfalls, Mr Lee remains convinced of the value of his creation, and offers other business owners a perspective informed by first-hand experience.
“In the next three to five years, more companies will be forced to adopt something similar to what we are doing, whether or not they like it. Owners must be prepared to let go and trust their employees,” said Mr Lee.
June 1, 2016
In line with good corporate governance practices, Best World International, a listed SGX company based on Singapore, disclosed on its website that they have engaged Lee Wenyong & Co. to "design a renumeration framework that is aligned to its long term interests & risk policies".
Click on the link to Best World's page on renumeration for details: http://bestworld.listedcompany.com/remuneration_matters.html
Click on the link to Best World's page on renumeration for details: http://bestworld.listedcompany.com/remuneration_matters.html
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We are credited by Bestworld International in their 2015 annual report. Refer to pages 30 & 43.
In July 2004, Best World became the first direct-selling company to be public listed on the Singapore Stock Exchange. Founded in 1990, Best World International specializes in the development, manufacture & distribution of premium skincare, personal care, nutritional & wellness products. Their core business of direct selling oversees the distribution of their portfolio of products through a network of approximately 390,000 independent distributors & members in the 10 markets they operate in. Through their wholly owned subsidiary in the PRC, Bestworld also manufactures & distributes the Aurigen line of supplements in China through drugstores & retail outlets in 28 provinces of PRC.
Click here to learn more about Bestworld's investor relations.
May 13, 2016
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July 29, 2016
&
July 29, 2016
Organised by SME Centre @ South West, Wenyong conducted a SME Survival workshop to 117 SME business owners from various industries, showcasing real-time analytics dashboards from manufacturing, trading, construction, retail & F&B SMEs, providing practical solutions to maximise SME profitability through good HR practices using HR & P&L data.
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Event schedule:
2.00pm Registration + Networking
2.30pm Government Grants for SMEs by SME Centre@SMF
3.00pm SME Survival workshop presentation by Lee Wenyong
3.45pm Tea Break
4.00pm Case Studies: SME Success Stories by Lee Wenyong
4.30pm Question & Answer
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May 3, 2016
We congratulate Leicester City on their historic win of the English Premier League Season 2015/16.
Leicester City's sponsor is King Power, & King Power is our client for HR & accounting services.
The King Power International Group is Thailand's leading travel retail group, based in Bangkok. It is the biggest travel retailer in Thailand, with its own Duty Free shopping mall in Bangkok’s central business district covering over 12,000 square metres & branches at Suvarnabhumi Airport & major airports in Thailand.
The King Power Group employs over 7,000 employees & has become the first duty free retailer in Thailand’s Eastern seaboard with the opening of King Power Pattaya Complex in 2011. Recent developments include the expansion of branches in Don Mueang International Airport & Hat Yai International Airport.
It received the royal warrant from the King of Thailand in December 2009. The garuda statue in front of its headquarters symbolises that privilege.
We are extremely proud to have King Power as our client.
Leicester City's sponsor is King Power, & King Power is our client for HR & accounting services.
The King Power International Group is Thailand's leading travel retail group, based in Bangkok. It is the biggest travel retailer in Thailand, with its own Duty Free shopping mall in Bangkok’s central business district covering over 12,000 square metres & branches at Suvarnabhumi Airport & major airports in Thailand.
The King Power Group employs over 7,000 employees & has become the first duty free retailer in Thailand’s Eastern seaboard with the opening of King Power Pattaya Complex in 2011. Recent developments include the expansion of branches in Don Mueang International Airport & Hat Yai International Airport.
It received the royal warrant from the King of Thailand in December 2009. The garuda statue in front of its headquarters symbolises that privilege.
We are extremely proud to have King Power as our client.
May 2, 2016
We are proud to be featured in The Edge Singapore Magazine, showcasing the use of HR analytics & our Success Drivers. The Edge Singapore is part of The Edge Media Group & is the publisher of Malaysia’s best-selling & award-winning business & investment weekly, The Edge Malaysia, helping readers to make better business & investment decisions through key features that include:
You can download the PDF version of the story by clicking on the link below:
- Proprietary news from their team of journalists in Malaysia and Singapore,
- Business news from the region from their media partners in Indonesia, the Philippines, Thailand, Hong Kong & China,
- Global financial news from AFP, Bloomberg & Reuters,
- Tracking portfolios of market personalities,
- Stocks with Momentum picked by a proprietary algorithm powered by Anticipatory Analytics Sdn Bhd,
- Search platform for funds approved for sale in Malaysia & Singapore, based on a user’s investment criteria,
- Listing performances of top companies listed on FBMKLCI & STI, &
- Listing performances of Ringgit Bond Markets, which includes daily snapshots & weekly reports
You can download the PDF version of the story by clicking on the link below:
| edge_magazine_rethinking_hr.jpg |
Rethinking human resource management
Imagine you are being interviewed for a new job and have been given a 90-question online survey to complete. It might be worth taking the one hour to answer the survey if it is the Success Drivers Assessment provided by the human resource (HR) management company, Lee Wenyong & Co Holdings. That’s because the responses you give may well turn out to be more important in determining your employment than the job interview itself.
According to Max Lee Wenyong, HR director and partner at Lee Wenyong & Co Holdings, the Success Drivers Assessment was designed to help small and medium-sized enterprises (SMEs) owners hire staff more effectively by ensuring the new candidate would be a suitable fit with the rest of the team.
First, he says, the SME will identify its top-performing employees to take the 90-question survey. Their responses will be profiled for similarities, and those of potential hires will then be matched against that profile. For instance, for one of Lee’s clients in retail, he found that the effective operations managers in the company answered 14 questions in exactly the same way, so if there were a vacancy for another operations manager, the company would hire the candidate who gave the exact same answers.
That said, Lee was quick to point out there is nothing special about the questions in the survey. Employees in different companies are likely to respond differently, as every company’s culture is different, and that determines the profile of their top employees. “The SME owners will always build a type of culture in the company, and from there they will like or dislike certain types of people, based on their approach to the business.
So what we find is that the people who tend to stay and get promoted in their organisations always have the same approach. “It’s not a personality test,” he says with a laugh. “The Success Drivers Assessment is about how team members work with one another, so it’s very contextual within that group of people.”
A team of five writers from Enterprise took the Success Drivers Assessment to determine its accuracy. The survey results were able to pick out which of the team members was the most ambitious, most easily contented, and those closest in terms of their work behaviour. By charting the responses on a few graphs, it was also able to accurately pick out the ones who would be able to work together and those who would not.
For instance, the correlation matrix shows how different people related to another person in the group in different areas, such as personal work style and team reactivity. The darker the blue of the boxes, the closer those two people were; the lighter the boxes, the more different the two were. In another graph, known as the band plot, the more different the two persons, the more yellow areas there would be.
While it was difficult to quantify the effectiveness of the survey, the fact that Lee’s clients continue to request for its use is already a testament of its effectiveness. “This is a time-consuming process and does slow down the hiring decision, which in the SME context could potentially cause them to lose their potential hire because the turnover is so fast. But what happens is, they are delaying their hiring decision to see the results of the survey, to ensure that the person they are hiring is not a mistake,” he says.
“We typically look at either the super-high performers, or the super-low performers to know that this is the profile that we definitely don’t want to hire.” The assessment serves another purpose — providing SME owners with insights into the needs of their employees. By making use of the survey results, SME owners would know whether their staff prefers to start work later, needs to work uninterrupted, or prefers to be more or less involved in decision-making, for instance. “Because we know the boundaries of each person, we know what lines not to cross, especially for high performers. Once you cross those lines, some things cannot be unsaid,” Lee says.
The assessment was created over a four-year period, since the company was founded in 2012. “The questions came from the team’s experiences working at MNCs and looking at the questions that really matter to high performers. It was actually longer than this, but if it is too long people get survey fatigue, so we tried to keep it down to 90. And we’re trying to do more to pare it down further. It’s an iterative process, so what started as 150 questions is now down to 90,” Lee reveals.
Doing HR differently
When Lee started Lee Wenyong & Co Holdings, he wanted to take a different approach by looking at HR management in the context of the entire business.
“We provide an HR analytics framework, and what’s interesting is that we make use of our customers’ profit and loss data to make better HR decisions. Because ultimately, if there is no business, if the business is not monetising, or if the business has no revenue, then there are no salaries to speak of, and there are no jobs to speak of,” he says.
Lee provides his customers with what he coined a “performance blueprint”. As he explains it, when Lee Wenyong & Co signs on a new client, his team goes on site to learn about the company’s operations, document its work processes, and understand its key performance indicators. From there, the team then helps to design and structure work-process flows that will achieve the necessary KPIs. With that, each of their clients is then able to log in to the proprietary L12 SME Analytics Dashboard to view their two-monthly performance reports: KIM and PAM.
“We don’t call it an HR report or HR analytics, because it sounds very technical, very cold, and we don’t want our clients to be scared of it. KIM is the abbreviation for ‘KPI Monitor’, and PAM is for ‘people analytics monitor’,” Lee explains.
“So in KIM, you have things like capacity utilisation, delivery in full on time, confirmation in full on time. These are very business metrics, not really related to HR. But we built it for [our customers] anyway because they need to use these operational metrics to measure whether their service staff is meeting service-level standards based on the expectations of their clients.
“Then from PAM, we will calculate things like human capital value-add — which is the true profit divided by the number of employees you have — and what we want to see is a trend. Is it trending upwards year on year, or is it trending downwards year on year? We also look at average employee tenure over time — is this average employee tenure getting higher or lower?”
The company now serves 92 clients from a wide range of industries, and is one of the Spring Singapore- appointed HR shared service providers, sharing access to outsourced HR operations services, HR advisory services and HR IT systems and administrative support.
As an added service to his customers, Lee also offers them the L12 HR platform for free. L12 HR is an online platform for SMEs to perform their payroll, claims and leave application functions online. “It’s not very sexy,” admits Lee. “It’s a platform where people go into to look at their payslips, apply for leave and claims. We have it because many SME owners still do this using pen and paper, and it doesn’t really work. This is entirely free. This is something that we’ve already invested in, so there’s no point making people pay for it. What we’re trying to gun for is adoption, and ultimately from there, we can hopefully help SME owners manage their costs a little bit better.”
The technology behind the Success Drivers Assessment KIM and PAM is the Visual Analytics platform by global analytics technology provider SAS. “Our portfolio of solutions ranges from data management, such as data governance and master data management, to analytics, such as forecasting time series, predictive modelling using data science, to optimisations and now, visualisation,” explains Lee Tian Lee, general manager for sales at SAS.
“Right now, one of the trends we see is in self-service analytics, which is more approachable, where we hide the complexity of the data science behind the tool. You add the data inside, and we provide the end-to-end data management and analytics visualisation. There’s a big shortage of data scientists, because it’s very expensive to hire them, so we want to make analytics more accessible to all organisations.”
The Visual Analytics platform helps to speed up the data analysis work done by Lee’s HR management firm. “They are like a bicycle. With them, everything is accelerated,” he says. “We can do the same in Excel, but it would take us a million hours. With SAS visual analytics, it just takes us a couple of seconds or minutes.”
SAS’ Tian Lee adds that the business model of Lee’s firm makes the SAS Visual platform more accessible to SMEs. “Our software is not that expensive, but not all SME owners can afford it; plus, they may not be able to interpret the data on their own. So Max [Lee] fills in a gap by buying the platform, creating this additional value and making it affordable for SME owners. In a way, I’m happy he came in to fill in the void.”
Emphasis on staff
Lee puts emphasis on his staff’s welfare and well-being. Beyond treating them well within the work environment, he also insists that they get enough breaks outside of their work and even allows them to make use of work hours to pursue their personal interests, such as music, whenever they feel a need for it. Even his decision in engaging SAS had a human interest element to it.
“I remember I came across SAS when I was in junior college… this article in Time magazine. There was a particular marketing director who was suffering from cancer, and what he did was, he took a break from work. I remember that Jim Goodnight [SAS’s co-founder and CEO] said to him, ‘Take as long as you want. Once you have recovered, your job will be waiting for you’.
“I don’t know why I remembered that, but when we started this business and we wanted to go with a partner that would treat its staff right — because we have got to walk the talk — this was a main driving factor.
“These are some of the tips that we tell SME owners and managers — how to effectively manage people. You want to get the best out of your employees? Then it’s not about giving them KPIs — it’s really to win them over first. Then they would be willing to put in the effort, the hours and the commitment for you.”
This article appeared in the Enterprise of Issue 726 (May 2) of The Edge Singapore.
Mr. Lee Wenyong serves on the Executive committee of the SAS User Group in Singapore.
Imagine you are being interviewed for a new job and have been given a 90-question online survey to complete. It might be worth taking the one hour to answer the survey if it is the Success Drivers Assessment provided by the human resource (HR) management company, Lee Wenyong & Co Holdings. That’s because the responses you give may well turn out to be more important in determining your employment than the job interview itself.
According to Max Lee Wenyong, HR director and partner at Lee Wenyong & Co Holdings, the Success Drivers Assessment was designed to help small and medium-sized enterprises (SMEs) owners hire staff more effectively by ensuring the new candidate would be a suitable fit with the rest of the team.
First, he says, the SME will identify its top-performing employees to take the 90-question survey. Their responses will be profiled for similarities, and those of potential hires will then be matched against that profile. For instance, for one of Lee’s clients in retail, he found that the effective operations managers in the company answered 14 questions in exactly the same way, so if there were a vacancy for another operations manager, the company would hire the candidate who gave the exact same answers.
That said, Lee was quick to point out there is nothing special about the questions in the survey. Employees in different companies are likely to respond differently, as every company’s culture is different, and that determines the profile of their top employees. “The SME owners will always build a type of culture in the company, and from there they will like or dislike certain types of people, based on their approach to the business.
So what we find is that the people who tend to stay and get promoted in their organisations always have the same approach. “It’s not a personality test,” he says with a laugh. “The Success Drivers Assessment is about how team members work with one another, so it’s very contextual within that group of people.”
A team of five writers from Enterprise took the Success Drivers Assessment to determine its accuracy. The survey results were able to pick out which of the team members was the most ambitious, most easily contented, and those closest in terms of their work behaviour. By charting the responses on a few graphs, it was also able to accurately pick out the ones who would be able to work together and those who would not.
For instance, the correlation matrix shows how different people related to another person in the group in different areas, such as personal work style and team reactivity. The darker the blue of the boxes, the closer those two people were; the lighter the boxes, the more different the two were. In another graph, known as the band plot, the more different the two persons, the more yellow areas there would be.
While it was difficult to quantify the effectiveness of the survey, the fact that Lee’s clients continue to request for its use is already a testament of its effectiveness. “This is a time-consuming process and does slow down the hiring decision, which in the SME context could potentially cause them to lose their potential hire because the turnover is so fast. But what happens is, they are delaying their hiring decision to see the results of the survey, to ensure that the person they are hiring is not a mistake,” he says.
“We typically look at either the super-high performers, or the super-low performers to know that this is the profile that we definitely don’t want to hire.” The assessment serves another purpose — providing SME owners with insights into the needs of their employees. By making use of the survey results, SME owners would know whether their staff prefers to start work later, needs to work uninterrupted, or prefers to be more or less involved in decision-making, for instance. “Because we know the boundaries of each person, we know what lines not to cross, especially for high performers. Once you cross those lines, some things cannot be unsaid,” Lee says.
The assessment was created over a four-year period, since the company was founded in 2012. “The questions came from the team’s experiences working at MNCs and looking at the questions that really matter to high performers. It was actually longer than this, but if it is too long people get survey fatigue, so we tried to keep it down to 90. And we’re trying to do more to pare it down further. It’s an iterative process, so what started as 150 questions is now down to 90,” Lee reveals.
Doing HR differently
When Lee started Lee Wenyong & Co Holdings, he wanted to take a different approach by looking at HR management in the context of the entire business.
“We provide an HR analytics framework, and what’s interesting is that we make use of our customers’ profit and loss data to make better HR decisions. Because ultimately, if there is no business, if the business is not monetising, or if the business has no revenue, then there are no salaries to speak of, and there are no jobs to speak of,” he says.
Lee provides his customers with what he coined a “performance blueprint”. As he explains it, when Lee Wenyong & Co signs on a new client, his team goes on site to learn about the company’s operations, document its work processes, and understand its key performance indicators. From there, the team then helps to design and structure work-process flows that will achieve the necessary KPIs. With that, each of their clients is then able to log in to the proprietary L12 SME Analytics Dashboard to view their two-monthly performance reports: KIM and PAM.
“We don’t call it an HR report or HR analytics, because it sounds very technical, very cold, and we don’t want our clients to be scared of it. KIM is the abbreviation for ‘KPI Monitor’, and PAM is for ‘people analytics monitor’,” Lee explains.
“So in KIM, you have things like capacity utilisation, delivery in full on time, confirmation in full on time. These are very business metrics, not really related to HR. But we built it for [our customers] anyway because they need to use these operational metrics to measure whether their service staff is meeting service-level standards based on the expectations of their clients.
“Then from PAM, we will calculate things like human capital value-add — which is the true profit divided by the number of employees you have — and what we want to see is a trend. Is it trending upwards year on year, or is it trending downwards year on year? We also look at average employee tenure over time — is this average employee tenure getting higher or lower?”
The company now serves 92 clients from a wide range of industries, and is one of the Spring Singapore- appointed HR shared service providers, sharing access to outsourced HR operations services, HR advisory services and HR IT systems and administrative support.
As an added service to his customers, Lee also offers them the L12 HR platform for free. L12 HR is an online platform for SMEs to perform their payroll, claims and leave application functions online. “It’s not very sexy,” admits Lee. “It’s a platform where people go into to look at their payslips, apply for leave and claims. We have it because many SME owners still do this using pen and paper, and it doesn’t really work. This is entirely free. This is something that we’ve already invested in, so there’s no point making people pay for it. What we’re trying to gun for is adoption, and ultimately from there, we can hopefully help SME owners manage their costs a little bit better.”
The technology behind the Success Drivers Assessment KIM and PAM is the Visual Analytics platform by global analytics technology provider SAS. “Our portfolio of solutions ranges from data management, such as data governance and master data management, to analytics, such as forecasting time series, predictive modelling using data science, to optimisations and now, visualisation,” explains Lee Tian Lee, general manager for sales at SAS.
“Right now, one of the trends we see is in self-service analytics, which is more approachable, where we hide the complexity of the data science behind the tool. You add the data inside, and we provide the end-to-end data management and analytics visualisation. There’s a big shortage of data scientists, because it’s very expensive to hire them, so we want to make analytics more accessible to all organisations.”
The Visual Analytics platform helps to speed up the data analysis work done by Lee’s HR management firm. “They are like a bicycle. With them, everything is accelerated,” he says. “We can do the same in Excel, but it would take us a million hours. With SAS visual analytics, it just takes us a couple of seconds or minutes.”
SAS’ Tian Lee adds that the business model of Lee’s firm makes the SAS Visual platform more accessible to SMEs. “Our software is not that expensive, but not all SME owners can afford it; plus, they may not be able to interpret the data on their own. So Max [Lee] fills in a gap by buying the platform, creating this additional value and making it affordable for SME owners. In a way, I’m happy he came in to fill in the void.”
Emphasis on staff
Lee puts emphasis on his staff’s welfare and well-being. Beyond treating them well within the work environment, he also insists that they get enough breaks outside of their work and even allows them to make use of work hours to pursue their personal interests, such as music, whenever they feel a need for it. Even his decision in engaging SAS had a human interest element to it.
“I remember I came across SAS when I was in junior college… this article in Time magazine. There was a particular marketing director who was suffering from cancer, and what he did was, he took a break from work. I remember that Jim Goodnight [SAS’s co-founder and CEO] said to him, ‘Take as long as you want. Once you have recovered, your job will be waiting for you’.
“I don’t know why I remembered that, but when we started this business and we wanted to go with a partner that would treat its staff right — because we have got to walk the talk — this was a main driving factor.
“These are some of the tips that we tell SME owners and managers — how to effectively manage people. You want to get the best out of your employees? Then it’s not about giving them KPIs — it’s really to win them over first. Then they would be willing to put in the effort, the hours and the commitment for you.”
This article appeared in the Enterprise of Issue 726 (May 2) of The Edge Singapore.
Mr. Lee Wenyong serves on the Executive committee of the SAS User Group in Singapore.
May 1, 2016
SPRING Singapore has extended Lee Wenyong & Co.'s appointment as a pre-qualified HR service providers for HRSS. Our new appointment is from 1 May 2016 to 30 April 2017.
Lee Wenyong & Co. is a pre-qualified HR shared service provider in the areas of:
1) providing outsourced HR operations services,
2) provision of HR advisory services, &
3) providing HR IT systems & administrative support.
SMEs can receive funding support of up to 70% of qualifying costs, including a one-time set up cost & monthly HR subscription cost capped at 12 months.
Please click on this link to learn more about how SPRING HR Shared Services (HRSS) can help your SME company improve & optimize HR operational efficiency.
Lee Wenyong & Co. is a pre-qualified HR shared service provider in the areas of:
1) providing outsourced HR operations services,
2) provision of HR advisory services, &
3) providing HR IT systems & administrative support.
SMEs can receive funding support of up to 70% of qualifying costs, including a one-time set up cost & monthly HR subscription cost capped at 12 months.
Please click on this link to learn more about how SPRING HR Shared Services (HRSS) can help your SME company improve & optimize HR operational efficiency.
| spring_appointed_hr_shared_services_providers_2016.pdf |
April 19, 2016
We were featured in Computer Weekly, describing how we deploy HR & Accounting analytics for our SME clients in Singapore, including using analytics to determine the best candidate to hire for the job, & SKU rationalisation.
Please click on this link to read the article: Singapore SME makes HR analytics affordable for other small companies
Alternatively you can read the article below (article credited to Computer Weekly).
Please click on this link to read the article: Singapore SME makes HR analytics affordable for other small companies
Alternatively you can read the article below (article credited to Computer Weekly).
Singapore SME makes HR analytics affordable for other small companies
A small business in Singapore has made it possible for other small and medium-sized enterprises (SMEs) to access powerful analytics for human resources (HR) without the high price tag, through a shared service.
Lee Wenyong & Co uses its L12 SME analytics dashboard, powered by SAS Visual Analytics, to offer both HR and accounting analytics services to its SME clients. The company was the first SME in Singapore to deploy SAS Visual Analytics, having done so since 2012.
“Our clients are usually SMEs with annual revenues of more than S$3m and employing between 30 and 200 employees. They are in the retail, finance and banking, construction, medical, dental and trading industries,” said Max Lee Wenyong, HR director and partner of Lee Wenyong & Co.
“For an SME to survive in Singapore, a data-driven approach is required, especially in the area of HR where manpower costs are the largest recurring cost,” he said. Currently, 92 SMEs are deploying Lee Wenyong & Co’s analytics services on a monthly subscription basis.
For recruitment, the L12 SME analytics software completes talent assessments, where the answers from potential candidates are scored by comparing them to those of identified high performers in the company. For example, based on a candidate’s response, the correlation of working style and approach to problem solving can be determined against confirmed high performers. Similar working styles indicate that the candidate is likely to do well in the company.
The use of analytics for HR is a growing trend, said Helen Poitevin, principal research analyst at Gartner, who focuses on human capital management technologies. “Due to a very active talented marketplace in Southeast Asia, we anticipate that more and more organisations will be testing out these approaches [predictive analytics and machine learning] so as to increase their recruiting effectiveness and ensure a better quality of hire,” said Poitevin.
She explained that in recruitment, analytics can help to improve process efficiencies and optimise costs by analysing the best candidate, sourcing channels for specific types of roles, or monitoring the average time spent at different steps of the recruitment process.
“More challenging is the focus on quality of hire, as it can be difficult to determine a systematic measure for this – some will make do with looking at the new hire turnover to say that a quality hire is one who actually joins and stays with the organisation; others will look to more long-term promotion rates or the performance ratings earned by recent hires,” said Poitevin.
Besides HR, Lee Wenyong & Co also offers accounting analytics. The service was used by a dental clinic to analyse data captured in its patient registration and billing platform. Consequently, the team identified that the dental services sold in 2014 were largely low-value treatments, including scaling, polishing and fillings.
As a result of this knowledge the clinic decided to market high-value services, such as inlays, implants and crowns. In 2015, the clinic had fewer dentists but performed mainly high-value services, which resulted in a 62.7% increase in profitability compared with 2014.
April 1, 2016
We were invited to exhibit HR Analytics again at the SME Centre HR Conference 2016, which focused on the key themes of becoming more manpower-lean through business model innovation & transformation, enhancing workforce quality through capability transformation & adding value to employees’ careers, building a Singaporean core by hiring & training local talent.
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March 28, 2016
We are very proud to have our client, Konsortium, be featured in the Straits Times on March 28, describing how they use HR analytics to grow their travel business.
Please click on the link to read the story in Straits Times: Tour agency Konsortium invests in HR for sustainable growth
Alternatively, you can download the PDF version of the story:
Please click on the link to read the story in Straits Times: Tour agency Konsortium invests in HR for sustainable growth
Alternatively, you can download the PDF version of the story:
| tour_agency_konsortium_invests_in_hr_for_sustainable_growth_companies___markets_news___top_stories_.pdf |
Tour agency Konsortium invests in HR for sustainable growth
The tourism industry is a competitive one, with many tour agencies vying for business and trying to outdo each other with better travel packages and service. Konsortium Express & Tours Executive Director Joe Lim realised last year that one way to truly uplift standards at his firm and grow his business in a sustainable way was to invest in a better human resource (HR) strategy. He spoke to The Straits Times about his company's HR journey.
Why is talent important to your business?
People are the key driver of my business. When employees are in high spirits, they positively engage my potential customers to create more pleasant experiences for them and convert them into ‘paying’ customers who purchase our travel packages. No one will buy a holiday package from an unhappy sales representative as they are unhappy of the poor service rendered even before they go for the holiday!
What was lacking in your previous HR strategy?
Our approach to HR was very conventional. We hired HR executives who would administer payroll and leave and on my request, they would sometimes make changes to HR policies. This typically meant cutting costs and scaling back on employee benefits. While this approach saved money, it negatively impacted staff morale and sales suffered as a result.
We always cap HR costs as a percentage of sales but this would mean that the number fluctuates from year-to-year. When profitability is high, HR costs increases as we can afford more employee benefits and privileges. When the economy is slow like now, we reduce the cost-to-sales ratio to conserve cash flow and ensure the sustainability of the business.
So previously, whenever I lowered the cost-to-sales ratio, our HR executives would interpret it as a hiring freeze and this will cause friction between the HR and sales departments. The sales team complained about not hitting their sales targets as there were no sales representatives stationed at the counters but HR was unwilling to hire new staff to control costs. It was this refusal to hire that led to a drop in sales which then ultimately increased the cost-to-sales ratio.
And so you tapped on Spring Singapore's HR Shared Services (HRSS) programme in October 2015. The programme allows you to outsource some of your HR operational activities and leverage on IT to enhance your HR systems and processes. How has things changed since?
Prior to participating in the HRSS programme, we hired HR executives who did not see the implications extending beyond HR, bearing in mind the wider business needs. This negatively affected my business.
By outsourcing my HR operational activities, I now do not require an in-house HR executive to manage day-to-day operational HR activities like payroll processing and benefits administration for 50 employees.
Through the use of cloud-based HR info systems managed by the HR shared service provider, employees can now self-service and apply for leave, claim and manage attendance tracking online, resulting in time savings. Furthermore, due to the large SME client base that the HR shared service provider has, the provider was able to aggregate demand and offer all their clients additional benefits like discounted group medical and subsidized dental coverage, at no additional cost. Hence, I am able to provide my employees with better employee benefits without more cost to the company.
We are also able to access professional HR advisory services where the provider would use our data and HR analytics to advise and help us make important HR decisions.
What were some of the changes that Konsortium made as a result of the HRSS programme?
We started by studying our P&L and identified areas of the business that needed improvement. We studied and revamped our sales commission structure to incentivise greater sales. This means that the more sales a counter staff closed, the higher the percentage commission he would earn as compared to the previous model where a flat commission rate was given regardless of sales achieved.
Improvements in performance management was also made such that we can now track and measure staff performance through a monthly KPI and People Analytics metrics and monitor report. To cascade this down the levels, we held a KPI briefing for all nine department heads and managers to ensure that everyone was clear and aligned to the new performance measurement tracking structure. Today, with a glance of the document, I can have an overview of the progress made by my employees and company.
Has this also changed the way you recruit and train new hires?
New hires who join the company are immediately presented with the performance blueprint containing Konsortium's KPIs and process flows. This is so that employees know what they are hired to achieve, how to achieve it, and consistent reporting keeps employees informed if they are on track to meet their KPIs.
High performers are identified from the monthly reports, and these high performers are asked to complete a 90 questions “success drivers” questionnaire. From the answers given, we try to frame the profile of employees we want. This increases the chances of hiring the right candidate who would fit and excel in Konsortium.
Do you think your improved HR strategy is also helping you through the current economic slowdown?
Certainly yes. With HRSS, I am now able to focus on upskilling and continuously educating my counter staff, who can bring in my sales and tide us through this economic slowdown. In fact, to-date, Konsortium’s coach business is averaging more than 20 percent profitability, outperforming the industry.
March 1, 2016
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We were featured in the magazine HR in Asia on March 1, describing how we deploy analytics for our SME clients.
To read the article, you can either click on this link, or you can refer to the story below which is replicated from www.hrinasia.com. Case Study: Leveraging SAS Analytics to Transform HR Functions for SMEs Human resources (HR) play an integral role in attracting and retaining the right talent for any organization, regardless of size. Additionally, improving employment relations and providing a conducive working environment remains a top priority for HR departments. Singapore-based HR analytics firm, Lee Wenyong & Co., leverages SAS analytics solutions to offer Small and Medium Enterprises (SMEs) shared access to HR systems and services. By employing these analytics-driven systems, SMEs gain visibility over employee engagement and key business metrics, thus making better-informed HR decisions on performance management and ultimately increasing productivity. Hiring right with SAS Visual Analytics As the first Small and Medium Enterprise (SME) in Singapore to deploy SAS Visual Analytics (VA), Lee Wenyong & Co. utilized SAS analytics capabilities to provide rich insights into hiring the right fit. One such system currently in place is the Success Drivers Assessment™ that analyses a potential candidate’s information to determine if he/she is aligned with the job, working team and organization as a whole. |
“The challenge to recruit talent has been made all the more difficult with the increasing competitiveness in the marketplace today. By cutting though the noise and extracting the right insights from employee data, the probability of hiring the right fit for the job significantly increases,” said Max Lee Wenyong, HR Director and Partner of the firm.
Driving employee engagement and performance
Implementing the SAS VA solution was also largely driven by SMEs’ need to measure and track staff performance accurately. By contrasting employee performance against key business metrics, Lee Wenyong & Co. has helped SME clients to have greater visibility over performance management. This was done by extracting actionable insights from existing data, accurate KPIs are constructed such that employees’ performance are realistically assessed and measured against.
“SAS Visual Analytics allows insights extracted from data to be visualized as dashboards in a manner that is easily understood across the board in an organization, from the key decision makers to the field staff. With fair KPI measurements in place, employees are then motivated to work for rewards based on tangible factors, which ultimately contributes to growth of the company,” adds Lee.
SAS Visual Analytics
SAS Visual Analytics provides a complete platform for analytics visualization, enabling companies to identify patterns and relationships in data that weren’t initially evident. Interactive, self-service BI and reporting capabilities are combined with out-of-the-box advanced analytics so everyone can discover insights from any size and type of data, including text.
Driving employee engagement and performance
Implementing the SAS VA solution was also largely driven by SMEs’ need to measure and track staff performance accurately. By contrasting employee performance against key business metrics, Lee Wenyong & Co. has helped SME clients to have greater visibility over performance management. This was done by extracting actionable insights from existing data, accurate KPIs are constructed such that employees’ performance are realistically assessed and measured against.
“SAS Visual Analytics allows insights extracted from data to be visualized as dashboards in a manner that is easily understood across the board in an organization, from the key decision makers to the field staff. With fair KPI measurements in place, employees are then motivated to work for rewards based on tangible factors, which ultimately contributes to growth of the company,” adds Lee.
SAS Visual Analytics
SAS Visual Analytics provides a complete platform for analytics visualization, enabling companies to identify patterns and relationships in data that weren’t initially evident. Interactive, self-service BI and reporting capabilities are combined with out-of-the-box advanced analytics so everyone can discover insights from any size and type of data, including text.
August 1, 2015
SPRING Singapore has appointed Lee Wenyong & Co. to offer SMEs shared access to HR systems & services, including HR advisory services. This enables SMEs to outsource some of their HR operational activities & leverage on IT to enhance their HR systems & processes.
Lee Wenyong & Co. is appointed by SPRING Singapore as a pre-qualified HR shared service provider in the areas of:
1) providing outsourced HR operations services,
2) provision of HR advisory services, &
3) providing HR IT systems & administrative support.
SMEs can receive funding support of up to 70% of qualifying costs, including a one-time set up cost & monthly HR subscription cost capped at 12 months.
Please click on this link to learn more about how SPRING HR Shared Services (HRSS) can help your SME company improve & optimize HR operational efficiency.
Lee Wenyong & Co. is appointed by SPRING Singapore as a pre-qualified HR shared service provider in the areas of:
1) providing outsourced HR operations services,
2) provision of HR advisory services, &
3) providing HR IT systems & administrative support.
SMEs can receive funding support of up to 70% of qualifying costs, including a one-time set up cost & monthly HR subscription cost capped at 12 months.
Please click on this link to learn more about how SPRING HR Shared Services (HRSS) can help your SME company improve & optimize HR operational efficiency.
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May 1, 2015
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We are credited by Bestworld International in their 2014 annual report as "a human resource analytics company to help Bestworld explore & design a suitable long term incentives plan & implement a remuneration framework that is aligned to the long-term interest & risk policies of Bestworld". Refer to page 44, listed under guideline 9.6 (b).
In July 2004, Best World became the first direct-selling company to be public listed on the Singapore Stock Exchange. Founded in 1990, Best World International specializes in the development, manufacture & distribution of premium skincare, personal care, nutritional & wellness products. Their core business of direct selling oversees the distribution of their portfolio of products through a network of approximately 390,000 independent distributors & members in the 10 markets they operate in. Through their wholly owned subsidiary in the PRC, Bestworld also manufactures & distributes the Aurigen line of supplements in China through drugstores & retail outlets in 28 provinces of PRC. Click here to learn more about Bestworld's investor relations. |
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April 22, 2015
We were invited to exhibit HR Analytics at the SME Centre HR Conference 2015. The chosen theme of “Building the Winning Team” focused on the need for SMEs to appreciate the importance of good HR practices. With the tightening of labour policies in Singapore, SMEs have to reinvent orthodox business management & human resource practices. Conference participants were exposed to the concept of HR as a core business contributor, & no longer as a cost centre.
The super talented team of Lee Wenyong & Co.
From left: Derica, Glen, Sandra, Yuhong, Alvin & Wenyong. 127 SMEs signed up for SME analytics at the conference. |
Wenyong conversing with Teo Ser Luck, Minister of Trade & Industry, on how to deploy analytics to SMEs.
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January 8, 2015
Lee Wenyong is approved by MOM to provide work-life consultancy & work-life training under the WorkPro Work-Life Grant, & is listed on MOM’s, SNEF’s and NTUC’s WorkPro websites.
The Work-Life Grant provides funding & incentives for companies to offer flexible work arrangements (FWAs) for employees. The aim is to help employees better manage work and family responsibilities, & enhance the pro-family environment in Singapore.
The Work-Life Grant consists of 2 components:
Companies can tap on either or both components. Please click on this link to learn more about the Workpro work-life grant for flexible work arrangements.
The Work-Life Grant provides funding & incentives for companies to offer flexible work arrangements (FWAs) for employees. The aim is to help employees better manage work and family responsibilities, & enhance the pro-family environment in Singapore.
The Work-Life Grant consists of 2 components:
- The Developmental Grant helps companies take steps towards implementing FWAs and other work-life programmes, and to defray part of the costs incurred.
- The FWA Incentive encourages companies to support more employees on FWAs and to provide and sustain work-life friendly workplaces.
Companies can tap on either or both components. Please click on this link to learn more about the Workpro work-life grant for flexible work arrangements.
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August 11, 2014
Lee Wenyong & Co. have been featured in The Straits Times in the Home section, & in STJobs.sg. The articles describe how Lee Wenyong & Co. allows employees to pursue their personal passions at the workplace, to boost productivity, maximize creativity, ensuring retention of high performers. Managers at Lee Wenyong & Co. manage outcomes, not behaviours. What Lee Wenyong & Co. practices is a prime example of how work has become such a big part of our lives, that all employees need to strike a balance. Since people spend so much time at work, there's no harm injecting leisure at work. It is about employers learning to trust their high performing employees.
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July 15, 2014
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Lee Wenyong & Co. have been published again, this time in HRM ASIA. The article recognizes Lee Wenyong & Co. as a supremely progressive, cutting edge employer who trusts employees, by viewing work as an activity, not as a destination; where employees are paid for the value they create, not for face time at the office.
We are the poster boys for Singapore's Smart Work Centre (SWC) initiative, which is a collaboration between the Infocomm Development Authority of Singapore (IDA), the National Library Board (NLB), & Regus.
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SWCs offer new working options for employees who wish to work near their homes without being actually in their house or office. In partnership with two Government authorities, Regus opened the first three SWCs at Jurong Regional Library, Geylang East Public Library & Toa Payoh Public Library on May 30.
Lee Wenyong & Co. was the first to sign up.
To read the article, you can either click on this link, or you can refer to the story below which is replicated from www.hrmasia.com.
Lee Wenyong & Co. was the first to sign up.
To read the article, you can either click on this link, or you can refer to the story below which is replicated from www.hrmasia.com.
The following news article is credited to www.hrmasia.com.
Getting savvy at Smart Work Centres
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We have all been inculcated with the theme of working from home in the quest for flexible work practices. But what about working near home?
That notion has now become a reality – Singaporean employees can now work nearby their homes without actually going to the office thanks to the launch of Singapore’s maiden Smart Work Centres (SWCs), the brainchild of workplace provider Regus, the Infocomm Development Authority of Singapore (IDA) and the National Library Board. These SWCs offer new working options for employees who wish to work near their homes without being actually in their house or office. In partnership with two Government authorities, Regus opened the first three SWCs at Jurong Regional Library, Geylang East Public Library and Toa Payoh Public Library on May 30. |
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The three centres, known as the Regus Express Centres, constitute a professional work setting aimed at catering different work designations. They are armed with typical office facilities, such as private workstations, meeting spaces, secure Wi-Fi, printing, copying and video-conferencing services.
Workers can opt for different options to access the Centres' pay-per-use facilities, ranging from by-the-hour charges to a monthly membership offering that provides unlimited access, without the need to commit to a long term lease.
“In an increasingly connected and networked world, our experience suggests that more and more people simply want more options in their lives,” said Paul MacAndrew, Country Manager, Regus Singapore. “As you might expect, there are cultural differences and local habits, which is why once we’ve set up a business centre in a new location, we always look to hire local people,” he added. “But broadly speaking, all our customers want the products and services that will enable to live and work in the style that suits them.”
Analytics company Lee Wenyong & Co is among the firms that have allowed its employees to utilise SWCs.
Crystal Chan, Analytics Manager, has given the thumbs up to the new way of working. “Being heavily involved in research activities, I can easily search for the reference books that I need from the library shelves, and conveniently retreat back to my private cubicle at SWCs to continue with my research work,” she said. “The integration of public libraries and SWCs has definitely made work a breeze for me, and I’m really glad and fortunate that the management has offered us the opportunity to utilise these facilities.”
Cost was deemed to be another important factor for Sandra Chua, HR Project Manager of Lee Wenyong & Co. “Because I can choose to work in locations according to my needs on each day, I actually save at least 70% of my traveling time and costs as compared to making fixed daily trips to the office,” said Chua. “Not forgetting the frustration one endures when traveling during peak hours.”
For Lee Tai Yun, another Analytics Manager with Lee Wenyong & Co, the SWCs are testament that quality output is the benchmark for all employees. “When meetings are required, we do it on Google Hangouts, which can be supported by the high-speed internet available in the SWCs, or even meet face to face there,” Lee explained. “What matters in this company is to deliver outcomes and not face time.”
Lee said that face time was often prioritised wrongly at work, as many managers do not understand that simply being in the office does not equate to delivering on KPIs or output. “What matters is a comfortable environment for the employees to work in, that maximises the employee productivity,” Lee added. “The trust in employees by the management to deliver despite the lack of face time also builds a bond, which is an intangible booster for the employees to be more driven to deliver."
Workers can opt for different options to access the Centres' pay-per-use facilities, ranging from by-the-hour charges to a monthly membership offering that provides unlimited access, without the need to commit to a long term lease.
“In an increasingly connected and networked world, our experience suggests that more and more people simply want more options in their lives,” said Paul MacAndrew, Country Manager, Regus Singapore. “As you might expect, there are cultural differences and local habits, which is why once we’ve set up a business centre in a new location, we always look to hire local people,” he added. “But broadly speaking, all our customers want the products and services that will enable to live and work in the style that suits them.”
Analytics company Lee Wenyong & Co is among the firms that have allowed its employees to utilise SWCs.
Crystal Chan, Analytics Manager, has given the thumbs up to the new way of working. “Being heavily involved in research activities, I can easily search for the reference books that I need from the library shelves, and conveniently retreat back to my private cubicle at SWCs to continue with my research work,” she said. “The integration of public libraries and SWCs has definitely made work a breeze for me, and I’m really glad and fortunate that the management has offered us the opportunity to utilise these facilities.”
Cost was deemed to be another important factor for Sandra Chua, HR Project Manager of Lee Wenyong & Co. “Because I can choose to work in locations according to my needs on each day, I actually save at least 70% of my traveling time and costs as compared to making fixed daily trips to the office,” said Chua. “Not forgetting the frustration one endures when traveling during peak hours.”
For Lee Tai Yun, another Analytics Manager with Lee Wenyong & Co, the SWCs are testament that quality output is the benchmark for all employees. “When meetings are required, we do it on Google Hangouts, which can be supported by the high-speed internet available in the SWCs, or even meet face to face there,” Lee explained. “What matters in this company is to deliver outcomes and not face time.”
Lee said that face time was often prioritised wrongly at work, as many managers do not understand that simply being in the office does not equate to delivering on KPIs or output. “What matters is a comfortable environment for the employees to work in, that maximises the employee productivity,” Lee added. “The trust in employees by the management to deliver despite the lack of face time also builds a bond, which is an intangible booster for the employees to be more driven to deliver."
May 23, 2014
Dear clients,
There are specific days in our lives to be proud of. Today is one such day for us.
We are honored & humbled to have our namesake company listed on the SAS website, & to be featured in their newsletter to international clients.
There are specific days in our lives to be proud of. Today is one such day for us.
We are honored & humbled to have our namesake company listed on the SAS website, & to be featured in their newsletter to international clients.
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SAS is consistently one of the best companies to work for according to Fortune magazine owned by CNN. In 2013 & 2014, SAS is ranked the No. 2 best company to work for worldwide.
And Lee Wenyong & Co. is a partner, featured on the SAS website. We are the company we keep, so all of us at Lee Wenyong & Co. are extremely proud to be associated as a technological partner to SAS.
In recent weeks, Lee Wenyong & Co. has been featured on various news channels, promoting our cause to bring analytics mainstream to the masses.
This is a dream come true for us.
- Lee Wenyong & Co. uses analytics to drive profitability, employee engagement, SMBWorld Asia
- Lee Wenyong & Co. the first SME in Singapore to deploy SAS Visual Analytics, Computerworld Singapore
- Lee Wenyong & Co. the first SME in Singapore to deploy SAS Visual Analytics, MIS Asia
- Lee Wenyong & Co. the first SME in Singapore to deploy SAS Visual Analytics, CIO Asia
This is a dream come true for us.
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I want to thank everyone who has been a friend & a client in the process, in shaping our environment that has led to this outcome. I am grateful to all of you, each in a special way.
Thank you.
Yours sincerely,
Lee Wenyong