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Enhanced work life grant

Get rewarded for providing flexible work arrangements (FWA) to your employees

Why should I consider flexible work arrangements?


Good FWAs programmes provide a competitive edge in recruitment beyond just compensation.


In a competitive environment where talents are scarce, companies are able to retain talents, and preserve knowledge and know-hows



Engaged employees provides for a highly motivated workforce beyond a financial contract with their employers.


FWAs provide for higher retention, saving time and money spent on recruitment and training of new hires.

What are the Types of flexible work arrangements?

An arrangement in which employees can vary their daily start and end times to suit their work and personal commitments.

There should be at least a 2-hour window, e.g. starting work between 8 am and 10 am and correspondingly leaving the office between 5 pm and 7 pm, for the staggered start and end times. Typically, there is a core time, say 10 am till 4 pm, during which employees must work. There is usually an accounting period, typically a week or a month, within which the full number of hours is worked but where the employee has discretion about when those hours are worked. In some cases, an excess of deficit hours can be carried over to the next accounting period.



  • Retain valued employees with other personal commitments
  • Extend operating hours enabling better customer service or managing assignments across regions
  • Match staff hours with workflow requirements


  • Facilitate work and life outcomes
  • Increase sense of job control and autonomy
  • Reduce commuting time if travelling to work during off-peak hours
An arrangement in which employees work reduced hours on a regular basis – normally fewer than 35 hours in a week. Some common practices for part-time work include hiring part-time employees during peak periods or when work needs to be done only at particular times. Increasingly, employers are offering women the opportunity to return to work on a part-time basis to allow them to see to childcare arrangements or allowing older employees to work on a part-time basis leading up to retirement. Part-time employees exclude temporary staff who work normal hours, workers who work on weekends only (or during peak periods), as well as employees on a compressed work week or flexi-time schedule. Some examples of part-time arrangements are as follows:

  • Working every day but with fewer hours
  • Working normal hours but fewer days
  • Alternate work periods such as one week on and one week off
  • Working during weekends (to cover high-volume periods)
  • Combination of the above schedules



  • Tap on wider talent pool of back-to-work mums or older workers
  • Retain valued employees with personal life changes
  • Match staff hours with workflow requirements



  • Facilitate work and life outcomes
  • Phased retirement possible for mature workers
  • Smoother workforce re-entry after a career break
A flexi-place arrangement in which the job is performed at a location other than the workplace using information and communication technologies. It may be need-based – on a situational or episodic basis, or core – on a routine, regular and recurring basis. Some common locations in which telecommuters work include the employee’s home, smart work centres, satellite offices, the client’s office, as well as cafes and other suitable locations where employees might work while between meetings instead of going back to the office.


  • Increase employee productivity
  • Attract and retain valued employees
  • Reduce disruption to work • Reduce office rental costs
  • Tap on segments of workforce for whom flexibility is critical to their employment



  • Facilitate work and life outcomes
  • Eliminate commuting time
  • Increase sense of job control and autonomy
  • Maximise peak productivity periods
An arrangement in which an employee works his/her full-time hours (e.g. 40 hours in a week) in fewer than the normal number of days per period. When designing schedules for a Compressed Work Schedule, it is important to note that there are statutory guidelines governing the hours worked and periods of rest required for employees covered under the Employment Act.
An arrangement that allows two or more people to share the responsibilities of one full-time position, with each of them working part-time. They usually work at different times during the day/week or alternate weeks, and may have a time of overlap to maintain continuity. The work may be divided by function, geography, time or workload.

What is enhanced Work-Life Grant?

The Work-Life Grant was introduced in 2013 to support employers in providing FWAs. It was further enhanced from 1st July 2018 to incentivise more sustained adoptions of FWAs.

IIt consists of two main components:

Flexible Work Arrangement (FWA) Incentive

Up to $70,000 per company (disbursed in tranches of up to S$40,000 over three years) to reward companies for sustaining work-­‐life friendly workplaces.

Job Sharing Incentive for PMETs

Up to $35,000 to compensate employers for implementing job sharing as they may incur higher costs (i.e. coordination, hiring and employees’ benefits)

Any Case studies?

Premier Law considers its small employment size an advantage in exercising greater flexibility towards its employees’ work-life needs. With strong support from management in enabling staff to fulfill both their personal and career goals, this has helped to foster an attitude of trust and openness in the firm and resulted in an efficient and driven team of employees.



Industry: Professional, Scientific & Technical Activities

Employment size: Above 10

Employment profile: Legal professionals and administrative staff

Featured work-life programmes:

Flexible Work Arrangements

  • Telecommuting
  • Part-time work

Leave Benefits

  • Unrecorded time off for family/personal matters



In today’s competitive hiring climate, Premier Law LLC (Premier Law) believes that its greatest asset is an efficient and driven team of employees. Employee satisfaction is a key priority as a happy employee is more motivated to give their best at work. The management understands the value of offering a healthy work-life environment as an edge in talent management.



Premier Law’s decision to intentionally foster a strong culture of trust and offering flexibility in implementing work-life options has clearly reaped rewards for the firm. Creating a conducive environment for flexible working arrangements has allowed Premier Law to retain and attract experienced and capable employees.

With multiple stores operating long hours daily, Helen Accessories’ work-life strategy has successfully retained quality employees while keeping sales revenue up in the highly competitive retail sector.



Industry: Wholesale & Retail Trade

Employment size: Above 70

Employment profile: Retail staff (mostly women with children), managers and supervisors

Featured work-life programmes:

Flexible Work Arrangements

  • Staggered time
  • Part-time work



Helen Accessories utilises flexible work arrangements (FWAs) as it makes business sense and allows management to show concern for its employees’ personal responsibilities and retain them in a tight labour market.

Towards this end, the management tries to deploy employees to the outlet closest to their residence for their convenience. Employees are also consulted on the shifts that best suit them and the roster is regularly reviewed to accommodate possible changes to their needs.


Helen Accessories has enjoyed the benefits of their work-life strategies. Many employees who started as part-timers have converted to full-time positions as they know that management cares for their welfare. This has also resulted in a relatively low attrition rate, commendable in an industry with high turnover, with a third of their workforce having a tenure of at least 5 years.

Why Partner The Resource Group (TRG)?


TRG has a team of accredited HR consultants with experienced in Flexible Work Arrangement to achieve Work Life Balance in work place.


One of the Enhanced Work-­‐Life Grant requirements is to adopt the Tripartite Standard on FWAs at the point of claims. This means formalising FWAs Policies in your company’s HR Policy and someone from Senior Management to Champion FWA in the Company. TRG’s HR consultants are experienced in partnering SMEs in their HR Capability Development Grant (CDG) which involves formalising their HR policies, processes and systems. Therefore, TRG can partner you in a “through-­‐put” project to incorporate your piloted FWAs into your HR policies, processes and systems.

TRG’s team has substantial experience in advising clients in their grant application hence you will be able to navigate your grant applications efficiently and without any hassles.



Headcounts FWA Consultancy Fee (Higher of)
Each Employee on FWA $500
Minimum Billing $3,000


  • For clients with 8 employees, the fees would be $500 x 8 = $4,000
  • For clients with 4 employees, the fees would $500 x 4 = $2,000 < $3,000. Hence fees = $3,000


Cash flow

Period Item 3 staffs 6 staffs 15 staffs
Month 1 1st invoice (refundable deposit) -$500 -$500 -$500
Month 3 Application approved
Month 3 – 7 Kick off consultancy for FWA Formalisation and Documentation -$1,500 -$1,500 -$3,500
Month 14 Claim Submission -$1,000 -$1,500 -$3,000
Month 15 Year 1 FWA Incentive disbursement from MOM: $2,000 x number of eligible employees on FWAs $6,000 $12,000 $30,000
Month 26 OPTIONAL: Engage TRG to assist in claims submission for Year 2. (Clients can prepare the claims submission on their own) -$1,000 -$1,000 -$1,000
Month 27 Year 2 FWA Incentive disbursement from MOM: $2,000 x number of eligible employees on FWAs $6,000 $12,000 $30,000
Net Gain $8,000 $19,500 $52,000

I’m interested. What should I do next?

Send in your interest below and a consultant will reach out in 24 hours time to schedule a free consultation.

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