Not recommended - Manager BOC Aviation Employee Review

The company benefits from strong business outlook, a respected market position, and exposure to a global scale. Employees have opportunities to work across regions, collaborate with diverse teams, and contribute to a business that continues to perform well. One of the organisation’s greatest strengths is its people. Colleagues are generally supportive, reliable, and willing to help one another. There is a strong sense of professionalism and ownership across many teams, which helps the organisation continue to deliver despite challenges. The workforce is also generally open to change and transformation. Guided by specific individuals in senior leadership and HR, employees are becoming more willing to embrace change and new ideas when there is clear direction and purpose.

Speaking as someone based outside Singapore, repeated bonus delays have become a major frustration. What should be a basic HR process now raises broader questions about execution, priorities, and the effectiveness of the CPO’s leadership. There is also a stark gap between visibility and engagement. Despite long haul “engagement” visits, meaningful interaction with employees remains limited. The CPO is often seen working from private meeting rooms rather than interacting with employees, creating the impression that being seen matters more than listening, understanding, and acting on employee concerns. What makes this particularly disappointing is that HR had made good progress over the past couple of years and was steadily rebuilding credibility with employees. That progress now appears to be going backwards.

Colleagues make the place a great one to work at

There appears to be a gap between stated expectations and what is consistently modeled at HOD level. Messaging around standards and accountability does not translate into day-to-day behaviors. At the most senior HR leadership level, execution is uneven. Key processes lack timeliness, and there are questions around the level of influence and impact relative to the role’s seniority. In addition, there seems to be very limited focus from her on people development and staff engagement which is nonexistent. From a strategic standpoint, the people agenda is not articulated. There is limited visibility on how business priorities are translated into HR strategy, and efforts come across as reactive rather than proactive. Better HOD leadership, clearer strategic direction, and stronger execution and efficiency would significantly improve effectiveness.