Cerebral Palsy Alliance Singapore

CPAS was established in 1957 and delivers integrated programmes, services and advocacy with passion, integrity, care and excellence to maximise functional independence across our clients' life stages. Our core values are: Hope | Empowerment | Aspiration | Respect | Trust. The following are our staff development and career development strategies. Training is led by the Learning, Development & Consultancy (LDC) department and extends to caregiver education. Staff Development: • Annual Learning Needs Plans for all staff • Professional Mandatory Certification • Onboarding & On-the-Job Training (OJT) • Coaching and Mentoring • Academic Sponsorships & Scholarships • Study Awards • Peer Learning – Articles and Insights sharing. Career Development: • Internal Growth Emphasis • Clear Career Pathways • Transparent Promotion Criteria • Talent & Succession Planning

Sector

Community, Social and Personal Services

Company size (resident workers)

300-399

Models of Excellence

These models highlight the different ways organisations create opportunities for their employees, based on how they hire, develop and retain their workforce.

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Main Occupations

These are the common occupations found within this company.

01Child Care Workers And Teacher Aides
02Teaching and Health Professionals

EXCELLENCE BENCHMARK

Understand the data behind how organisations are recognised. The benchmark is based on five broad metrics - pay, progression, retention, hiring and gender parity - and their sub-metrics, with scores intepreted relative to overall and industry averages.

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Bottom 20%20-40%40-60%60-80%Top 20%

Pay

Measures how competitive and rewarding an organisation’s pay outcomes are, taking into account both wage levels and wage growth over time.

Wage

Measures how an organisation pays relative to the market for the same occupation, adjusting for age and experience.

Wage Growth

Measures how quickly employees’ wages increase over time compared to similar workers elsewhere.

Progression

Measures how well employees progress in their careers, both within the organisation and when they move on to roles elsewhere.

Leaders from Within

Measures the share of top wage earners at an organisation who rose through the ranks internally.

Advancement Beyond

Measures the share of employees who left the organisation and moved on to roles with significantly higher pay.

Advancement Probability

Measures the likelihood that employees achieve a promotion as indicated by a significant wage jump.

Lateral Mobility

Measures opportunities for employees to move across functions or occupations.

Hiring

Assesses opportunities an organisation offers to non-degree holders and job seekers with less prior experience.

Degree Barriers

Measures the proportion of workers hired without at least a bachelor’s degree.

Career Entrants and Re-Entrants

Measures the proportion of hires with fewer than three years of prior experience, including those returning after a break.

Retention

Measures how well an organisation retains its workforce over time as compared to other organisations.

Entry Retention

Measures the share of new hires who remain after one year.

Continuous Retention

Measures the share of existing employees who remained in the organisation on a year-to-year basis.

Gender Parity

Assesses how balanced outcomes are between men and women across pay and promotion.

Advancement Parity

Measures the difference in promotion likelihood between men and women.

Wage Parity

Measures how differently an organisation pays for the same occupation between men and women.

Career Opportunities at Cerebral Palsy Alliance Singapore

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