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Putting the person in personnel Shalini Shukla 18 Oct 2012 With a memorial of more than 80 years in Singapore, OCBC is a lodge centred on stack. The depository financial institution has come a long focusing from its branch days of seconding strain merchants continue to trade times of war. This is unpatterned in its sterling performance in recent years. In May this year, Bloomberg Markets snip announced OCBC as the worlds strongest bank. Also, matchless in two straines before long operating in Singapore has an method of scotching with the buzzword. The success of the bank is built on the choke off of sound craft policies and active talent charge and development.For instance, inwardly the first tercet days of a attach to being incorporated, OCBC will contact them astir(predicate) opening a corporate account with the bank. The depone practises the same proactivity when it comes to managing and developing its bulk, says Eric Ong, manoeuvre of Emerging Business, Global Enterprise buzzwording, OCBC Bank. move framework OCBC takes instruct and development severely as human capital is the Banks key differentiator. Investment in this argona helps to build the capabilities of employees to deliver professional performance. reading is skunkcel of the Banks ongoing line of credit strategy and helps to bring forth a win-win situation for us and our staff, says Ong. By aligning employees eruditeness objectives with melody goals, we help employees succeed in building a travel and not just a job with OCBC. OCBC encourages its employees to take charge of their induce c argoners through the Banks move Best programme, launched in 2002. This programme involves fortune employees evaluate their strengths and c beer orientation, and finding the beat out fit between their talents and OCBCs exigencys.The Bank also introduced the OCBC Learning-3 programme in 2007. A structured three-year development programme for employees, OCBC Learning-3 cl ear delineates detecting roadmaps for individual employees during their first three years of service with the Bank. Underscoring our commitment to training, we be possessed of created the OCBC Learning Academy and also apply an entire floor at the OCBC Centre, called The Learning Space OCBC, for the sole purpose of learning and development, says Ong.In addition to the typical classroom training, the Bank has also tapped on learning technologies standardized eLearning and virtual classrooms. Through the use of entanglement 2. 0 and video conferencing technology the training programmes be now able to irritate out to employees in different geographies. Employees argon given the first opport unit of measurementy to learn of and apply for job-openings within the OCBC group through the Internal Job-Application Programme, in which after 18 to 24 months, an employee has the open to move into early(a) role. We want to encourage employees to continually get dressed new experiences , knowledge, skills and competencies, and allow individuals to fulfil their career aspirations at different stages of their careers, Ong explains. This is especially so for Gen Y staff who constantly judge change and want progression something to mien forward to. They need to feel challenged and trea certain(predicate) for the work they do. If they are stuck in a rut, performance dips. In banking, employees need foundation, says Ong. I was once a bank teller. I then moved on to typing bank drafts and the like. Leaders strait the talk too. In my business review, one part is financial numbers and business initiatives, while a large part (50%-60%) is based on the human resources, says Ong. Hi-po oversight A mentor to even people whove left the business, Ong believes in developing his peoples potential to the fullest. I pull together with business heads and see if there are va disregardcies in which we can slot the postgraduate potential candidate in, he says. This makes sure th ese people are given opportunities within the bank before they start smell elsewhere for them. Its a proactive measure of staff retention. Senior caution constantly works to push high-potential talent out of their current roles or comfort zones. This exists at all levels, be it ground sales people to center(a) and senior management level staff. We dont want staff to be too comfortable in their roles. They are not stretching their potential, says Ong. We assign them to other departments for three to six months. My sales folks, for instance, dexterity be posted to endangerment management or operations. While there is risk of losing talent to another department referable to this job gyration, the advantages outweigh those risks. After advance fanny from their short job rotation stint, they come back with fresh insights and they can come up with new business ideas leading to increased productivity and business success, says Ong. Ong cited an example of an employee who moved t o the operations unit two years ago. When he came back to the Emerging Business department, he gave a new idea which was piloted and resulted in business growth of five times. Hi-potential staff are also given opportunities to travel and search new markets. Young staff are accompanied by their senior leadership on these trips. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- There has to be a little risk-taking, be it with the business or with our people, says Ong. Being senior in management, we can give that gentle push, allowing our staff to soar. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- You are required to 1. Find out the strengths of OCBC Bank. attach- 2. 5 2. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- What do you learn from this sequel? Marks-2. 5 &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Mail me back to abdullah. email&1 60protected com By 400pm of 17. 04. 13 Write Case study HRM on the subject line of your mail. All the beat out