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MAYBANKSustainabilityREPORT2013
ahigh-performanceculture
In building a high-performance culture, we strive for our staff to continue to live
our values and reach their goals. Our core values, T.I.G.E.R. (Teamwork, Integrity,
Growth, Excellence & Efficiency, Relationship Building) are our essential guiding
principles for all our actions and a key driver to engageMaybankers in delivering
our ‘humanising financial services’ mission.
Our aim is to provide a meaningful career with personal growth and an enabling workplace. The 2012 Employee Engagement Survey enabled us to assess performance bars
across various aspects at the workplace. Amongst others, staff rated that management decisions are consistent with the values and that their contributions are appreciated.
This is in line with the high-performance culture we are nurturing as well as our GO Ahead Employee Value Proposition (EVP) which is designed to push our people to
Create, Grow, Lead and Fly.
TalentandLeadership
Our approaches to recruitment and talent development are
benchmarked against world-class best practices to ensure the efficiency
and effectiveness of our talent. Benchmarked against Saratoga
Institute’s leadership development audit (LDA), we have been rated at
global best practice for five out of seven aspects and good practice for
the remaining two. Our talent pipeline programmes target different
pools of talents from junior to senior leaders.
As far as possible we hire internally. Our target to grow our own talents
by filling eight out of every ten vacancies with internal talents was
achieved with more than 70% of vacancies filled internally in 2013.
Over 100 talents have been deployed in cross-border assignments and
regional projects as compared with 54 in 2012 and 11 in 2011. There were
25 long-term assignments in 2013 compared with 17 in 2012, attesting
to the success of our pipeline programmes to nurture our talents to
be agile and geographically mobile. Our holistic GO Ahead EVP has
significantly reduced our regrettable loss by over 33% since 2008. The
multi-tier recruitment strategy to ensure a strong talent pool continues
to garner interest amongst top talents in the region.
OURPEOPLE
OurCommitment
2011
2012
2013
Progress
To cultivate a high-performance culture, we
ensure that all staff are appraised
Every staff has
completed the
appraisal
Every staff has
completed the
appraisal
Every staff has
completed the
appraisal
We use appraisals as a key evaluation tool
and we always look for ways to improve our
appraisal. The conversation between staff
and Line Managers is part of the Performance
Management Cycle to ensure alignment of
business priorities, performance improvement
and staff development.
70%
Target: Through our Maybank GO Ahead EVP we offer a workplace
that extends beyond just a career. It is a home where each staff can
grow professionally and personally every day.
vacancies
filled internally,
progress against
our target of 80%
G4-LA11
