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MAYBANKSustainabilityREPORT2013
Ourcareer
transitionprogramme
I started my career as a clerk in Pudu in 1973. I learnt the foundations of banking operations from my very first day. In those days, most of us were generalists and we
had to learn everything; unlike now. In 1981, I moved to the Head Office and joined the audit department. I was an audit trainer and went to branches to train
them. I was moved to Sarawak for a year and a half. There was no real dialogue with the bosses those days as the communication approach was largely top down.
The early 90s were the golden years of banking, not just for us but every bank in town. This of course didn’t last long and soon changing economic conditions forced
us to buckle up. At this stage, a lot of processes were automated and some jobs had to be redesignated. I was heading business process improvements during the
Asian economic crisis. I retired in 2007 and came back on contract in 2008. At this time, it was almost a different bank. With the House of Maybank, there was
collaboration, dialogue and various processes to ensure that we humanised our business. The younger generation at the Bank are given a myriad of opportunities to
grow their career.
Through our signature CTP, Maybank is one of the few organisations with a structured programme that redeploys staff who become redundant due to organisational
changes and is testament to our humanising philosophy. Staff in the CTP are offered necessary reskilling, training interventions, counselling and guidance to provide
them the agility to take on new roles in the organisation confidently and quickly. In 2013, our success rate of re-skilled staff being deployed stood at 50%.
For me, this a job that is truly humanising not only because of the impact we have on people’s lives but, as far as possible, we try to create win-win outcomes for
everyone. We have a family first policy and, as far as possible, try to keep families close. We also encourage movement beyond Kuala Lumpur as there is often a gap in
workforce numbers outside the capital.
I appreciate that the Bank still retains and values my services. There are a quite a number of us old timers and we love to catch up and reminisce.
Our Career Transition Programme (CTP) is a best in class employment practice and nurtures staff for a new phase of career growth.
KohMoo Yang
Head, Deployment and Productivity Improvement
I lead the Career Transition Programme.
My over 40 years of experience enables
me to truly understand the transformation
of the bank and the changes that have
occurred. My personal growth journey
with the bank truly influences my outlook
and has created the empathy needed to
undertake my job.
ahigh-performanceculture
Our leaders humanise leadership development under our “Leaders Teaching Leaders” programme
where our Group EXCO shares their leadership insights at our Maybank Great Leaders (MGL)
programme, High Impact Leadership (HIL) and Performance-Driven Leadership (PDL). EXCO’s
other learning engagements to sustain motivation levels amongst middle managers and
executives are the Leaders Luncheon and personalised sharing at formal classroom trainings.
Last year, we achieved a 44% (37% in 2012) realisation rate of identified successors taking on
mission critical positions. We have also seen an improved readiness in successors to take on
targeted position in one to three years of 70.6% (40% in 2012), instrumental in ensuring business
continuity and growth.
Through SEARCH (
S
trategic Visioning,
E
ngaging & Developing Leaders, Spirit of
A
chievement,
Cultivating
R
elationship,
C
ustomer Centricity and Innovation & c
H
ange), we were able to provide
an improved leadership competency measurement to identify potential future leaders.
Maybank is one of the few organisations that has a structured
programme to find a right job match for staff who becomes
redundant due to organisational changes. If the candidate is
unable to find a right job match, the staff is supported
with reskilling opportunities through our Career Transition
Programme (CTP). CTP is our own signature initiative aimed at
nurturing talents by providing the right support to grow and
excel in the organisation. The CTP is one of the ways that
Maybank demonstrate its commitment to humanising people
development and progression.
OURPEOPLE
G4-LA10
A Leaders Luncheon session
