And then there were 900.
Since a blurb for The Sunday Times' Find A Job column started appearing in newspapers last month, the e-mail has been flying in fast and furious, totalling 900 at the latest count.
Job seekers, and their resumes, came in all forms.
Applicants ranged from hopeful fresh graduates and people keen on a mid-career switch to retrenchees giving the job search a last shot, as well as foreigners based here.
Several people sent in their resumes with lengthy cover letters and scanned copies of all their educational certificates.
A few others left their personal details in the main body of the e-mail rather than as a separate text document.
Some in the design field submitted colourful slideshows of their background, work experience and previous work samples.
Some resumes ran to more than 10 pages, while others were in file formats that could not even be opened.
According to human resource experts, a poorly written resume can often doom a job search even before it begins.
'A resume is like a movie trailer. It should show just enough of the interesting parts in the most attractive manner possible to make viewers want to pay to watch the whole thing,' said Mr Paul Heng, managing director for human resource firm Next Career Consulting.
Mr Josh Goh, senior manager of corporate services at HR consultancy GMP Group, said that now is an especially important time to make sure you have a properly done-up resume.
He added that 'a good resume helps to position the job seeker as a prime candidate among the huge pool of applicants', particularly in this current economic climate where there are more job applicants to each job vacancy.
His firm has seen an increase of about 30 per cent to 40 per cent in applications for every advertised job vacancy in recent months.
A good resume is one that accurately summarises one's abilities and achievements in a concise, comprehensive and chronological manner, said Mr Paul Lee, a talent resourcing manager at Cargill, an international agricultural, food and risk management firm.
As recruiters like him typically sift through 20 to 40 resumes a day, with less than five minutes spent on each one, an ideal resume should be kept to about two to three pages long.
Five pages is the maximum, and only for those with longer or more varied work histories.
Another common mistake most job applicants make is not customising one's resume for the position applied for.
'Some job seekers think the more experience and skills they put in a resume, the higher chances they will have of being hired. This is not true. Recruiters will look out only for things relevant to the job position you have applied for,' said Mr Philippe Capsie, the country manager of HR firm Manpower Singapore.
Often, this may even leave a bad impression on recruiters.
Mr Stephen Tjoa, the executive director of human resources at accounting firm KPMG, said he has received applications from people who would get his name right but mis-spell the company name or name a competitor company instead.
'It shows that the individual preparing it doesn't have a keen eye for details, which reflects poorly on that person's ability and accuracy as an accountant.'
Mr Tjoa said the most unusual resume he has come across in his 18-year career in recruitment was from a woman who sent in an A4-sized picture of herself in a swimsuit at the beach, together with her resume. She was applying to be an auditor.
'It did help her to stand out but it was attention of the wrong kind,' he said.
Under Ministry of Manpower guidelines on fair recruitment practices, employers should not stipulate age, race or marital status as a requirement for employment. Words or phrases that suggest any preference should also not be used in job advertisements.
Most HR experts agree that factors such as one's expected salary or photo should also be omitted except when specifically requested by recruiters.
A simple 'negotiable' when it comes to expected salary will suffice, said Ms Rita Ow, a regional human resource director for Avid, a global digital media technology firm.
She explained: 'Salary negotiation is usually the final stage of the recruiting process, not the first. When we have a vacancy to fill, we do have a budget and may exclude those resumes whose expected salary is way above the budget. Unless you will not consider any opportunity that is below your expected salary, don't put that in.'
Should one decide to put a photo at all - typically more relevant in sales and marketing positions - it should be an indoor shot not bigger than passport size.
'It is not unusual to see young job applicants including their leisure pictures, such as those taken on holiday or in a club. Job seekers must recognise that the resume is not a Facebook profile. They have to portray a professional image to the employer,' said Mr Goh.
While many assume that putting a more attractive picture can boost one's chances of landing the job, Mr Heng warned that this could be a double-edged sword.
He said: 'A female recruiter looking to hire an assistant, for example, may feel threatened by an applicant who looks younger and prettier than herself. It's theoretically unethical, but that's human nature.'
Sometimes, technology may be as much hindrance as it is help.
For example, one job seeker - a senior manager in his 50s - who wrote in to The Sunday Times has the word 'jellybean' as the user ID in his e-mail address.
While this may be fine for personal correspondence, HR experts recommend starting a separate e-mail account with one's name and surname as a user ID to seem professional. This would also help one keep track of ongoing applications and job offers.
Resumes should also be saved in the lowest Word document format to ensure that all recruiters are able to open them, regardless of their computers' operating system.
'Many people also like to convert their resumes into PDF file formats because they are afraid to have others edit their information,' said Mr Heng.
'But that's really unnecessary. Recruiters already haven't enough time to look through your resume; why would they be so free to tweak it?'
Monday, February 23, 2009
Sunday, January 11, 2009
Fast track to work-skills certification
AFTER more than two years in the industry, Mr Lee Kwang Meng, 51, finally received a certificate in landscape operations yesterday.
The whole process took just 41/2 hours.
He is one of the early beneficiaries of a new scheme set up by the Workforce Development Authority to give workers a faster and cheaper way to obtain work-skills qualifications.
Instead of having to spend over $200 and take more than a month off work for training, the shortcut allows those who have a few years' experience under their belt to get their certificate by taking a short test for $65. The test in the landscape sector involves activities such as cutting grass, planting trees and pruning.
The fast track to qualifications received the thumbs-up from workers. 'I'm very happy. It was fast and gave me an opportunity to upgrade myself,' said Mr Lee, who worked as a lorry driver for more than two years before his love of plants drew him to landscaping.
Mr Lee and those taking the test with him met Senior Parliamentary Secretary (Manpower) Hawazi Daipi as he toured the Centre for Urban Greenery and Ecology in Bishan. It was set up by the National Parks Board last year to offer training in landscaping and horticulture.
Mr Hawazi paid a visit to get a first-hand look at how the centre and the skills training programmes were coming along.
He said: 'The annual value of the industry is huge. I was informed earlier it was something like $1.7 billion in 2006, and it will grow because there is greater consciousness of creating green environments around company premises and condominiums, and we want our city to be green.'
The whole process took just 41/2 hours.
He is one of the early beneficiaries of a new scheme set up by the Workforce Development Authority to give workers a faster and cheaper way to obtain work-skills qualifications.
Instead of having to spend over $200 and take more than a month off work for training, the shortcut allows those who have a few years' experience under their belt to get their certificate by taking a short test for $65. The test in the landscape sector involves activities such as cutting grass, planting trees and pruning.
The fast track to qualifications received the thumbs-up from workers. 'I'm very happy. It was fast and gave me an opportunity to upgrade myself,' said Mr Lee, who worked as a lorry driver for more than two years before his love of plants drew him to landscaping.
Mr Lee and those taking the test with him met Senior Parliamentary Secretary (Manpower) Hawazi Daipi as he toured the Centre for Urban Greenery and Ecology in Bishan. It was set up by the National Parks Board last year to offer training in landscaping and horticulture.
Mr Hawazi paid a visit to get a first-hand look at how the centre and the skills training programmes were coming along.
He said: 'The annual value of the industry is huge. I was informed earlier it was something like $1.7 billion in 2006, and it will grow because there is greater consciousness of creating green environments around company premises and condominiums, and we want our city to be green.'
Thursday, January 8, 2009
Get more out of GST
N TOUGH economic times, GST authorities such as Customs are arguably likely to increase scrutiny of filings and compliance, particularly refunds. The levels of audit activity are likely to rise. Authorities may be less willing to grant concessions and simplifications in relation to GST issues on restructuring and mergers and acquisitions generally. There may also be less flexibility on interpreting rules/regulations to the extent that this could result in lower GST revenue. And historically, tax authorities worldwide have tended to be more aggressive in pursuing under-declarations of GST and in charging interest/penalties.
In an economic downturn, companies typically focus on getting back GST incurred on expenses more effectively and more quickly. They seek to postpone the time at which they need to account for GST on sales and/or net tax payable - to the extent possible within the spirit and the letter of the law. Companies also look to manage risk in their compliance processes, ensuring they file returns that are correct and on time. Furthermore, businesses tend to look for ways to structure transactions to prevent GST arising in the first place, even if the tax would be recoverable.
Managing indirect taxes well can be the key to unlocking real bottomline savings and improved cashflow.
Here are some best practices you can tap on to maximise GST recovery, manage indirect tax liabilities, improve compliance, enhance import/export processes and handle one-off transactions effectively.
1. Maximise GST recovery
Maximising GST recovery means managing accounts payable processes more effectively to accelerate claims in relation to tax on input costs - for example, earlier booking of invoices. At the same time, you should look to optimise the use of indirect tax simplifications and facilitations - for example, GST deferrals such as the Major Exporter Scheme in Singapore. Also, remember that when times are tough bad debts go up too - so introduce processes to claim GST bad debt relief efficiently. Do not forget that Singapore is not the only country with a GST or VAT - increase the frequency of foreign GST refund claims where applicable.
2. Manage indirect tax liabilities
It is important to tax-align your company's supply chains from a GST and duty point of view and examine ways to postpone GST payable, including simple strategies such as issuing non-GST payment demands instead of tax invoices. Look to eliminate charges subject to GST where possible. For example, set up a GST group to take inter-company charges out of the scope of tax. Consider, too, how your company can improve the timing and accounting for inter-company charges and invoices. Can you optimise the use of indirect tax simplifications and facilitations by using export companies, maximising VAT/GST zero-rating on exports of goods and services or by using call-off or consignment stock simplifications?
3. Improve compliance
Few companies spend much time or money evaluating the effectiveness of their ERP systems and accounting processes. Our experience is that those that do take the trouble to undertake such assessments find them very beneficial - an assessment of duty/GST compliance provides a view of what the company does well - and what it can improve on - in managing duty or GST. Recommendations and action points from such exercises could include return preparation/review procedure improvements, early or just-in-time filings and changing return periods.
4. Enhance import/export processes
Look at whether using Customs or GST warehousing arrangements to postpone or eliminate the incidence of indirect tax on transactions would affect your business. There may be options to optimise indirect tax simplifications and facilitations - for example, import duty/VAT/GST deferment accounts. This ensures documentation on/evidence of exports of goods and services is in order - a strict requirement in almost every country.
5. Handle one-off transactions effectively
Dealing with indirect tax on one-off transactions - acquisitions or divestiture of businesses, reorganisations etc - is always difficult. There are usually so many things to consider that tax, let alone indirect tax, is left until last. The important point here is to ensure that consideration is given to planning and structuring to eliminate indirect tax charges on such transactions - VAT/GST grouping on company reorganisations, use of transfer of going-concern simplifications etc. It is critical in reorganisations and M&A transactions to ensure that business operations continue as usual and, if possible, optimised from a duty/GST perspective - for example, ensure that indirect tax simplifications and facilitations such as licences and deferment accounts are in place by day one.
6. Manage your indirect taxes to ride through the economic storm
There are lots of things to think about on indirect taxes in hard times. Some of these things are practical, easy and common sense. Others require you to strategise and plan and may require input from analysts outside your company. My advice is that spending a little time organising your indirect tax affairs will serve you and your business well in the short, medium and long term. Remember that with adversity always comes opportunity - managing indirect taxes such as GST and Customs Duty well will better position you and your business for the good times that will inevitably come.
In an economic downturn, companies typically focus on getting back GST incurred on expenses more effectively and more quickly. They seek to postpone the time at which they need to account for GST on sales and/or net tax payable - to the extent possible within the spirit and the letter of the law. Companies also look to manage risk in their compliance processes, ensuring they file returns that are correct and on time. Furthermore, businesses tend to look for ways to structure transactions to prevent GST arising in the first place, even if the tax would be recoverable.
Managing indirect taxes well can be the key to unlocking real bottomline savings and improved cashflow.
Here are some best practices you can tap on to maximise GST recovery, manage indirect tax liabilities, improve compliance, enhance import/export processes and handle one-off transactions effectively.
1. Maximise GST recovery
Maximising GST recovery means managing accounts payable processes more effectively to accelerate claims in relation to tax on input costs - for example, earlier booking of invoices. At the same time, you should look to optimise the use of indirect tax simplifications and facilitations - for example, GST deferrals such as the Major Exporter Scheme in Singapore. Also, remember that when times are tough bad debts go up too - so introduce processes to claim GST bad debt relief efficiently. Do not forget that Singapore is not the only country with a GST or VAT - increase the frequency of foreign GST refund claims where applicable.
2. Manage indirect tax liabilities
It is important to tax-align your company's supply chains from a GST and duty point of view and examine ways to postpone GST payable, including simple strategies such as issuing non-GST payment demands instead of tax invoices. Look to eliminate charges subject to GST where possible. For example, set up a GST group to take inter-company charges out of the scope of tax. Consider, too, how your company can improve the timing and accounting for inter-company charges and invoices. Can you optimise the use of indirect tax simplifications and facilitations by using export companies, maximising VAT/GST zero-rating on exports of goods and services or by using call-off or consignment stock simplifications?
3. Improve compliance
Few companies spend much time or money evaluating the effectiveness of their ERP systems and accounting processes. Our experience is that those that do take the trouble to undertake such assessments find them very beneficial - an assessment of duty/GST compliance provides a view of what the company does well - and what it can improve on - in managing duty or GST. Recommendations and action points from such exercises could include return preparation/review procedure improvements, early or just-in-time filings and changing return periods.
4. Enhance import/export processes
Look at whether using Customs or GST warehousing arrangements to postpone or eliminate the incidence of indirect tax on transactions would affect your business. There may be options to optimise indirect tax simplifications and facilitations - for example, import duty/VAT/GST deferment accounts. This ensures documentation on/evidence of exports of goods and services is in order - a strict requirement in almost every country.
5. Handle one-off transactions effectively
Dealing with indirect tax on one-off transactions - acquisitions or divestiture of businesses, reorganisations etc - is always difficult. There are usually so many things to consider that tax, let alone indirect tax, is left until last. The important point here is to ensure that consideration is given to planning and structuring to eliminate indirect tax charges on such transactions - VAT/GST grouping on company reorganisations, use of transfer of going-concern simplifications etc. It is critical in reorganisations and M&A transactions to ensure that business operations continue as usual and, if possible, optimised from a duty/GST perspective - for example, ensure that indirect tax simplifications and facilitations such as licences and deferment accounts are in place by day one.
6. Manage your indirect taxes to ride through the economic storm
There are lots of things to think about on indirect taxes in hard times. Some of these things are practical, easy and common sense. Others require you to strategise and plan and may require input from analysts outside your company. My advice is that spending a little time organising your indirect tax affairs will serve you and your business well in the short, medium and long term. Remember that with adversity always comes opportunity - managing indirect taxes such as GST and Customs Duty well will better position you and your business for the good times that will inevitably come.
Friday, December 12, 2008
Healthcare training available for job switchers
Singaporean professionals who want to make a career switch to the healthcare sector will be given a monthly training allowance for the three years they spend on training to become registered nurses, physiotherapists, occupational therapists or diagnostic radiographers.
Under the Healthcare Professionals Conversion Programme (PCP) offered by the Workforce Development Agency (WDA), Ministry of Health and Nanyang Polytechnic.
Successful candidates will receive subsidised training under the Skills Programme for Upgrading and Resilience (SPUR). They will only have to pay a net fee of S$6,656 over the three-year period
As the PCP is offered on a place-and-train basis, WDA said trainees can be assured of employment after completion of training.
To further ease the financial burden of the three-year programme, each sponsoring hospital will provide trainees a monthly training allowance of S$900 per month for their first year, S$950 for the second year and S$1,000 per month for the final year of training.
Trainees must serve a three-year bond with their sponsoring hospital upon completion of training.
Those interested in finding out more can attend the Healthcare Career Preview Seminar at Nanyang Polytechnic on December 13.
Members of the public can also obtain more information about the Professional Conversion Programmes at the WDA website.
Under the Healthcare Professionals Conversion Programme (PCP) offered by the Workforce Development Agency (WDA), Ministry of Health and Nanyang Polytechnic.
Successful candidates will receive subsidised training under the Skills Programme for Upgrading and Resilience (SPUR). They will only have to pay a net fee of S$6,656 over the three-year period
As the PCP is offered on a place-and-train basis, WDA said trainees can be assured of employment after completion of training.
To further ease the financial burden of the three-year programme, each sponsoring hospital will provide trainees a monthly training allowance of S$900 per month for their first year, S$950 for the second year and S$1,000 per month for the final year of training.
Trainees must serve a three-year bond with their sponsoring hospital upon completion of training.
Those interested in finding out more can attend the Healthcare Career Preview Seminar at Nanyang Polytechnic on December 13.
Members of the public can also obtain more information about the Professional Conversion Programmes at the WDA website.
Saturday, December 6, 2008
Kaplan plan to open second city campus
ONE of the country's biggest private schools, Kaplan Singapore, has announced plans to build a second campus by next year as part of a wide-ranging expansion.
It has about 15,000 students at its Cuppage Road campus and is looking for room for 5,000 more students.
The president of the school's Asia-Pacific division, Mr Mark Coggins, said last Friday that Kaplan plans to target polytechnic graduates and international students to fill the spaces.
The second campus will be in the city and have 18 classrooms, on top of the existing 31 classrooms in Cuppage Road. The school plans to pick a location by early next year.
Kaplan, a wholly-owned subsidiary of The Washington Post Company, has over one million students and 27,000 employees in about 600 locations worldwide.
The Singapore campus offers financial training, accounting and business courses, among others.
The new campus will allow the school to offer more programmes in business, information and technology, finance and risk management.
Like most private schools, most of its programmes are offered through tie-ups with foreign universities. The school plans to take ownership of more courses by next year by offering degrees and diplomas from Kaplan University in the United States or Kaplan Business School, which has branches in three Australian cities.
Mr Coggins told The Straits Times he does not think the economic uncertainty gripping the world will affect Kaplan's expansion plans.
To attract international students, Kaplan set up 10 private schools in China which provide high school education to about 2,500 students. Such centres have also been set up in Vietnam, Myanmar and Indonesia to serve as a feeder to Kaplan campuses around the region, including Singapore.
'We have invested a significant amount outside Singapore as a conduit to bring students here.'
About 20 per cent of its students come from outside Singapore. The school plans to increase that proportion to 40 per cent. It also aims to attract more Singaporeans. It plans to offer more courses targeting polytechnic graduates who are unable to get a place in local universities.
'With the economic situation, there will be students who have affordability issues. We want to make sure they realise there is a great domestic alternative, offering the same as what they could get in Sydney or London.'
Kaplan acquired the Financial Training Company in 2003 and the Asia Pacific Management Institute in 2005, marking its first forays into Asia.
Kaplan Inc has expanded from an $80 million company in 1994 to a diverse education group with over $2 billion in revenue last year.
It has about 15,000 students at its Cuppage Road campus and is looking for room for 5,000 more students.
The president of the school's Asia-Pacific division, Mr Mark Coggins, said last Friday that Kaplan plans to target polytechnic graduates and international students to fill the spaces.
The second campus will be in the city and have 18 classrooms, on top of the existing 31 classrooms in Cuppage Road. The school plans to pick a location by early next year.
Kaplan, a wholly-owned subsidiary of The Washington Post Company, has over one million students and 27,000 employees in about 600 locations worldwide.
The Singapore campus offers financial training, accounting and business courses, among others.
The new campus will allow the school to offer more programmes in business, information and technology, finance and risk management.
Like most private schools, most of its programmes are offered through tie-ups with foreign universities. The school plans to take ownership of more courses by next year by offering degrees and diplomas from Kaplan University in the United States or Kaplan Business School, which has branches in three Australian cities.
Mr Coggins told The Straits Times he does not think the economic uncertainty gripping the world will affect Kaplan's expansion plans.
To attract international students, Kaplan set up 10 private schools in China which provide high school education to about 2,500 students. Such centres have also been set up in Vietnam, Myanmar and Indonesia to serve as a feeder to Kaplan campuses around the region, including Singapore.
'We have invested a significant amount outside Singapore as a conduit to bring students here.'
About 20 per cent of its students come from outside Singapore. The school plans to increase that proportion to 40 per cent. It also aims to attract more Singaporeans. It plans to offer more courses targeting polytechnic graduates who are unable to get a place in local universities.
'With the economic situation, there will be students who have affordability issues. We want to make sure they realise there is a great domestic alternative, offering the same as what they could get in Sydney or London.'
Kaplan acquired the Financial Training Company in 2003 and the Asia Pacific Management Institute in 2005, marking its first forays into Asia.
Kaplan Inc has expanded from an $80 million company in 1994 to a diverse education group with over $2 billion in revenue last year.
Local it grads with wide skills in demand
THERE is a growing need for software professionals who have intimate knowledge of commercial programs.
They are needed by organisations to support their enterprise-level software which are usually provided by vendors like IBM and Red Hat.
Organisations prefer to hire IT professionals with specific software expertise so that they can ease into the job quickly without having to spend extra time training.
"Having first-class software is one thing, you also need people equipped to fully exploit the software," said Koh Yang Uei, 41, managing director of software company Synergix Technologies.
Alan Ho, 33, Asean services manager for Red Hat Asia Pacific, echoes this.
"One frequent feedback was that there are no open source skills to support Linux operating systems in the market," he said, summing up the feedback he has obtained from his customers.
Tertiary institutions and vendors are scrambling to meet this need.
Nanyang Polytechnic has a Business Software Innovation Centre (below) to train students in IBM software like Rational WebSphere, which is used to integrate and build software infrastructure.
UniSIM has tie-ups with SAP Asia and Red Hat to teach students to use human resource, manufacturing systems and financial software as well as open source operating systems.
The Singapore Polytechnic and Institute of Technical Education (ITE) are partners in the Red Hat Academy programme teaching Linux and open source skills.
Cisco has a decade-old programme working with the polytechnics and ITE to train network professionals.
The training is either weaved into the curriculum or offered as electives.
ITE recently scored a coup by having some of its info-communication technology National ITE Certificate (Nitec) students attempt and make the grade in a professional certification - IBM Certified Solution Design ? Functional Tester.
Shafique Dawood, 33, an ITE info-communication technology lecturer, said: "We are meeting the market demand for software quality testers."
The idea is to implant commercial-level training that vendors would usually reserve for their customers into the students' curriculum.
Employers can now hire graduates with these skills straight from school and these efforts are paying off.
"Prior to their graduation, students already have a job offer," said Paul Tay, 36, country leader, Rational Software of IBM Singapore.
Synergix Technologies offered jobs to three ITE students who will graduate in December 2008. "They are young but they buzz with enthusiasm and really understand the software quality assurance process," Yang Uei said.
Yang Uei, whose workforce comprises of mostly university graduates, was impressed with how comprehensive ITE's training on quality assurance is.
He plans to pay the ITE graduates the same salary as he would a fresh polytechnic graduate - $1,800 a month.
The Infocomm Development Authority is also laying a future pipeline of industry-ready talent through its scholarship scheme for all aspects of infocomm talent. The number of IDA scholarships awarded has swelled from 12 in 2004 when it was launched to 48 this year. Brought to you by IBM Singapore
They are needed by organisations to support their enterprise-level software which are usually provided by vendors like IBM and Red Hat.
Organisations prefer to hire IT professionals with specific software expertise so that they can ease into the job quickly without having to spend extra time training.
"Having first-class software is one thing, you also need people equipped to fully exploit the software," said Koh Yang Uei, 41, managing director of software company Synergix Technologies.
Alan Ho, 33, Asean services manager for Red Hat Asia Pacific, echoes this.
"One frequent feedback was that there are no open source skills to support Linux operating systems in the market," he said, summing up the feedback he has obtained from his customers.
Tertiary institutions and vendors are scrambling to meet this need.
Nanyang Polytechnic has a Business Software Innovation Centre (below) to train students in IBM software like Rational WebSphere, which is used to integrate and build software infrastructure.
UniSIM has tie-ups with SAP Asia and Red Hat to teach students to use human resource, manufacturing systems and financial software as well as open source operating systems.
The Singapore Polytechnic and Institute of Technical Education (ITE) are partners in the Red Hat Academy programme teaching Linux and open source skills.
Cisco has a decade-old programme working with the polytechnics and ITE to train network professionals.
The training is either weaved into the curriculum or offered as electives.
ITE recently scored a coup by having some of its info-communication technology National ITE Certificate (Nitec) students attempt and make the grade in a professional certification - IBM Certified Solution Design ? Functional Tester.
Shafique Dawood, 33, an ITE info-communication technology lecturer, said: "We are meeting the market demand for software quality testers."
The idea is to implant commercial-level training that vendors would usually reserve for their customers into the students' curriculum.
Employers can now hire graduates with these skills straight from school and these efforts are paying off.
"Prior to their graduation, students already have a job offer," said Paul Tay, 36, country leader, Rational Software of IBM Singapore.
Synergix Technologies offered jobs to three ITE students who will graduate in December 2008. "They are young but they buzz with enthusiasm and really understand the software quality assurance process," Yang Uei said.
Yang Uei, whose workforce comprises of mostly university graduates, was impressed with how comprehensive ITE's training on quality assurance is.
He plans to pay the ITE graduates the same salary as he would a fresh polytechnic graduate - $1,800 a month.
The Infocomm Development Authority is also laying a future pipeline of industry-ready talent through its scholarship scheme for all aspects of infocomm talent. The number of IDA scholarships awarded has swelled from 12 in 2004 when it was launched to 48 this year. Brought to you by IBM Singapore
Look here before registering for schools in Singapore
1. Do your homework:
Get all the information you can about the schools.
Private schools that have a certification called CaseTrust For Education are qualified to recruit international students.
These have the foundation for good quality student welfare and protection practices and standards.
Indian students, along with those from China, Myanmar and Bangladesh, need to put down a $5,000 security deposit.
Some foreign students are allowed to work in Singapore for 16 hours a week during term time.
For more information, log on to www.ica.gov.sg
2. Accommodation:
If you are not staying at a student hostel at your campus, check with your school's International Student Office, notice boards and local newspapers for housing options and costs.
If you are using a housing agent, get recommendations from friends or relatives.
3. Budget, budget:
While it may be cheaper to study in Singapore compared to the UK and the US, cost of living here is higher than India.
Students should be prepared to spend between $1,500 to $2,000 a month on living expenses.
4.Tap your network:
Check with friends and acquaintances who are already studying in Singapore. They can give you tips about interest-free loans that universities offer, cheap accommodation or even a cheap lunch.
5. Talk to the locals:
It is always good to make friends with the locals and learn the culture. Have a sense of humour and be adaptable. You will enjoy your stay here more.
For more information about studying in Singapore, log on to http://www.singaporeedu.gov.sg
Get all the information you can about the schools.
Private schools that have a certification called CaseTrust For Education are qualified to recruit international students.
These have the foundation for good quality student welfare and protection practices and standards.
Indian students, along with those from China, Myanmar and Bangladesh, need to put down a $5,000 security deposit.
Some foreign students are allowed to work in Singapore for 16 hours a week during term time.
For more information, log on to www.ica.gov.sg
2. Accommodation:
If you are not staying at a student hostel at your campus, check with your school's International Student Office, notice boards and local newspapers for housing options and costs.
If you are using a housing agent, get recommendations from friends or relatives.
3. Budget, budget:
While it may be cheaper to study in Singapore compared to the UK and the US, cost of living here is higher than India.
Students should be prepared to spend between $1,500 to $2,000 a month on living expenses.
4.Tap your network:
Check with friends and acquaintances who are already studying in Singapore. They can give you tips about interest-free loans that universities offer, cheap accommodation or even a cheap lunch.
5. Talk to the locals:
It is always good to make friends with the locals and learn the culture. Have a sense of humour and be adaptable. You will enjoy your stay here more.
For more information about studying in Singapore, log on to http://www.singaporeedu.gov.sg
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