Empowering People, Enabling Impact: Tasek Academy’s Journey to Work-Life Excellence

How a culture of flexibility, care, and autonomy drives well-being and performance in a social service organisation.

15 Sep 2026 Case studies Work-life harmony Best practices

Profile

Organisation

Tasek Academy and Social Services Limited (Tasek)

Founded in 2014, Tasek Academy and Social Services is a Singapore-based non-profit organisation dedicated to supporting socially disadvantaged children, youths, and families. It focuses on developmental and enrichment programmes strengthening self-belief, developing skills, and offering mentoring.

Industry

Health and Social Activities

Employment size

36

Employment profile

Programme staff, administrative and executive staff

Business Case

Tasek recognises that social service work often demands irregular hours, emotional resilience, and a high degree of commitment from its staff. Being client and beneficiary-focused, staff adapt their work hours to align with programme requirements, which include evenings and weekends. To support employee well-being and sustain high-quality service delivery, the organisation has embedded flexible work arrangements (FWAs) and a culture of autonomy at its core. 

  • Hybrid work arrangements: Staff have the flexibility to work remotely or onsite, with only essential administrative roles requiring a regular office presence to support operational needs
  • Flexible work hours: Employees adjust their schedules to align with programme requirements, including evening or weekend activities
  • Leave benefits and time-off: Family care leave, ad-hoc time-off for personal emergencies, exam leave (subject to programme requirements)

Implementation

FWAs to Meet Organisational Needs

Tasek’s approach to FWAs developed organically, shaped by the realities of the social service sector and the evolving needs of its growing team. Initially, FWAs was practised informally whereby individuals exercised flexibility in their work schedules which required them to work in the evenings and weekends due to work requirements. As the team expanded, more team protocols were established to maintain the flexibility required to deliver work outcomes and achieve operational effectiveness. These established protocols helped to ensure better co-ordination and understanding among team members (e.g. when an employee works from home, another employee has to be in the office to main operations). These practices are anchored on trust and accountability by employees to achieve the organisation’s outcomes.

Integrating Flexibility into Different Roles

Tasek recognises the importance of flexibility at work for all employees, regardless of their roles, and adopts creative and practical solutions to make FWAs accessible to all.
For administrative roles requiring on-site presence, FWAs are implemented through shared coverage and team coordination. By distributing responsibilities across two staff members, Tasek ensures continuous on-site support while allowing employees to alternate between remote and office-based work.
 
As for programme staff who often lead initiatives that occur in the evenings or on weekends, flexibility is built into their work schedules, allowing them to determine their start and end daily schedules or swap duties to accommodate evening or weekend work commitments. Supervisors consider these schedules when planning meetings, such as shifting morning meetings to later timings, giving staff opportunity to rest. When programmes or home visits extend into the evening, staff are encouraged to adjust their start times the following day rather than adhering to a strict 9-to-5 schedule.
 
By balancing operational needs with staff well-being, Tasek fosters an environment where employees can thrive professionally and personally.
 
Fostering a Culture of Autonomy and Accountability

Tasek recognises that the effective implementation of FWAs requires a culture of autonomy and accountability. Rather than enforcing top-down policies, staff and supervisors are empowered to determine the best work arrangements for their teams, with the clear expectation that outcomes for beneficiaries are achieved. Flexibility is balanced by accountability. Programme staff, for example, have clear and specific targets such as the number of beneficiaries engaged or home visits completed monthly. By focusing on deliverables, Tasek reinforces that employees are recognised and evaluated based on results, rather than how they carry out their day-to-day tasks.
 
This high level of trust enables employees to deliver outcomes while managing personal responsibilities even during a typical work day. For instance, accompanying a parent to a medical appointment without needing to take formal leave. However, to maintain openness and transparency in such instances, employees are expected to keep their supervisors informed, remain accessible and log the event in their calendars. Such protocols are implemented to support an open culture anchored on trust and accountability and ensures work objectives are met while supporting individual needs on family caring. In such instances, employees may also put in the extra hours to accommodate the unofficial hours off work so that deliverables are not compromised.
 
Building Resilience in Emotionally Demanding Work

Recognising that its mission-driven work can be emotionally demanding, Tasek places strong emphasis on supporting the holistic well-being of its employees. Self-care and peer support form key pillars of its work-life strategy. To support staff in managing the emotional demands of their roles, Tasek provides resources, including:

  •  “We Care” Committee: A staff welfare committee comprising representatives from each department organises monthly activities, team bonding sessions, and well-being initiatives such as craft workshops; where employees are encouraged to share their hobbies or skills during lunchtime sessions. The committee also organises activities during festive occasions to foster team bonding and celebrate cultural traditions. These activities aim to strengthen connections among staff and foster collaboration across teams. Through regular engagement and shared experiences, it builds trust, strengthens team cohesion, and creates a supportive work environment that contributes to employee engagement and retention.
  • Mental Health Resources: Staff have access to a mental health application that offers confidential support, counselling services, and resources on mental well-being. Employees who require additional support may access e-counselling, helping them manage stress and maintain their well-being while continuing to perform effectively at work.

Leading with Trust and Empathy

Tasek’s leadership team adopts a people-centred approach, balancing organisational needs with employees’ well-being and personal responsibilities.
 
Managers require in-office presence only for essential meetings, trusting employees to manage their schedules and workloads responsibly.
 
Leadership also maintains open communication with staff to ensure that workplace practices keep pace with the demanding nature of social service. Many staff work beyond the official hours as they have strong passion for their work which impact lives. However, leadership recognises the need to manage “burnout” at work. Hence, based on staff feedback, Tasek introduced guidelines for digital mindfulness to provide clear parameters between work and personal life. Because social work, such as crisis intervention or evening youth programmes, often occurs outside of traditional hours, these guidelines help staff “unplug” by discouraging non-essential contact during designated off-days. This has strengthened employees’ ability to disconnect fully and recharge, reinforcing the importance of protected personal time.
 
This people-centred approach also extends to how leaders support employees through significant life changes. When staff experience major life transitions, such as new parenthood or caregiving responsibilities, leaders proactively initiate conversations on alternative work arrangements such as a temporary 4-day work week, to better support their needs. By normalising these conversations, leadership signals that life changes are not ‘career hurdles’ but expected phases that Tasek is committed to supporting.
 
Through empathetic implementation of work-life programmes, leaders set a clear example for managers and staff, demonstrating how a people-centred approach can support both work commitments and personal responsibilities.
 

Outcomes

At Tasek, a tailored and people-first approach towards work-life harmony enables the organisation to remain responsive to staff needs while maintaining strong operational outcomes. This commitment supports employee well-being and contributes to staff retention. Key outcomes of Tasek’s work-life strategy include:

  • Low employee attrition: Only two staff departures in the past two years, both on amicable terms.
  • High staff satisfaction: Employees consistently cite flexible and hybrid work arrangements as key reasons for staying, with regular feedback indicating strong morale and motivation.
  • Positive employer branding:
    • Recipient of the Tripartite Alliance Award (Work-Life Excellence) 2025
    • Recipient of the People’s Association Community Spirit Merit Award 2023
Recognising that its mission-driven work can be emotionally demanding, Tasek places strong emphasis on supporting the holistic well-being of its employees. Self-care and peer support form key pillars of its work-life strategy. To support staff in managing the emotional demands of their roles, Tasek provides resources, including:
“We Care” Committee: A staff welfare committee comprising representatives from each department organises monthly activities, team bonding sessions, and well-being initiatives such as craft workshops; where employees are encouraged to share their hobbies or skills during lunchtime sessions. The committee also organises activities during festive occasions to foster team bonding and celebrate cultural traditions.
 

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