This case describes work-life programmes (WLPs) implemented by the management of Changi General Hospital in Singapore since the late 1990s to 2005. Its Director of Human Resource, Yap Bee Cheng, hoped that flexible work options, support for staff and their families, and programmes for staff's physical, social and emotional well-being would make CGH a preferred employer. Yap learnt from Ivy Tai, Manager of the human resource management department that WLPs had contributed to overall improvement of key performance indicators (KPIs) of the hospital from 2003 to 2005. However, she noticed that the attrition rate of the operating theatre (OT) department was slightly higher than CGH's average. Further, absenteeism in the OT department had remained high in the organisation. Operating in a tight labour market for such skills, Yap and Tai wondered on ways to improve KPIs of the OT department as they faced a new external environment for the health care sector.