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move the person in personnel Shalini Shukla 18 Oct 2012 With a history of more(prenominal) than 80 years in Singapore, OCBC is a bank centred on people. The posit has come a long way from its first days of percentage rice merchants continue to trade times of war. This is evident in its sterling(prenominal) performance in recent years. In May this year, Bloomberg Markets magazine denote OCBC as the worlds strongest bank. Also, one in two billetes currently operating in Singapore has an neb with the Bank. The success of the bank is create on the linchpin of sound business policies and active talent way and development.For instance, in spite of appearance the first three days of a company world incorporated, OCBC will contact them about opening a corporate account with the bank. The Bank practises the same proactivity when it comes to managing and development its people, says Eric Ong, Head of Emerging Business, Global endeavor Banking, OCBC Bank. course frame clobber O CBC takes culture and development seriously as humans capital is the Banks key unlikeiator. Investment in this knowledge domain helps to build the capabilities of employees to deliver superior performance. Learning is part of the Banks ongoing business strategy and helps to create a win-win situation for us and our supply, says Ong. By aligning employees breeding objectives with business goals, we help employees succeed in building a career and not just a short letter with OCBC. OCBC encourages its employees to take charge of their own careers through the Banks Career Best architectural plan, launched in 2002. This programme involves helping employees evaluate their strengths and career orientation, and conclusion the best fit between their talents and OCBCs hires.The Bank also introduced the OCBC Learning-3 programme in 2007. A structured three-year development programme for employees, OCBC Learning-3 clearly delineates learning roadmaps for individual employees during th eir first three years of service with the Bank. Underscoring our commitment to training, we encounter created the OCBC Learning Academy and also dedicated 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 usual classroom training, the Bank has also tapped on learning technologies like eLearning and virtual(prenominal) classrooms. Through the use of Web 2. 0 and video conferencing technology the training programmes are now able to reach out to employees in different geographies. Employees are given the first opportwholey to learn of and apply for job-openings at heart the OCBC group through the Internal Job-Application Programme, in which after 18 to 24 months, an employee has the open to move into another role. We desire to encourage employees to continually pose advanced experiences, knowledge, skills and competencies, and allow individuals to fulfil their career aspirations at di fferent stages of their careers, Ong explains. This is in particular so for Gen Y staff who constantly facek change and want progression something to look forward to. They need to feel challenged and recognised 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 move on to typing bank drafts and the like. Leaders walk the talk too. In my business review, one part is financial numbers and business initiatives, time a large part (50%-60%) is based on the human resources, says Ong. Hi-po precaution A mentor to even people whove left the business, Ong believes in developing his peoples authority to the fullest. I meet with business heads and see if there are vacancies in which we can slot the high potential candidate in, he says. This makes sure these people are given opportunities within the bank before they start looking elsewhere for them. Its a proactive measure of staff retentio n. Senior management constantly flora to push high-potential talent out of their current roles or cherish zones. This exists at all levels, be it ground sales people to in-between and senior management level staff. We dont want staff to be too comfortable in their roles. They are not stint their potential, says Ong. We assign them to other departments for three to six months. My sales folks, for instance, might be posted to adventure management or operations. While there is risk of losing talent to another department due to this job rotation, the advantages outweigh those risks. by and by coming subscribe from their short job rotation stint, they come back with fresh insights and they can come up with new business ideas confidential information to increased productivity and business success, says Ong. Ong cited an example of an employee who moved to 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 tailfin times. Hi-potential staff are also given opportunities to travel and explore new markets. Young staff are accompanied by their senior leadership on these trips. - 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 winning push, allowing our staff to soar. - You are required to 1. Find out the strengths of OCBC Bank. Marks- 2. 5 2. - What do you learn from this case? Marks-2. 5 - Mail me back to abdullah. emailprotected com By 400pm of 17. 04. 13 Write Case study HRM on the subject line of your mail. All the best