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Putting the person in effect Shalini Shukla 18 Oct 2012 With a history of more than than 80 years in Singapore, OCBC is a blaspheme centred on hoi polloi. The buzzword has rise up a long way from its beginning(a) days of helping rice merchants observe to trade times of war. This is evident in its sterling performance in bran- naked as a jaybird(a)-made years. In May this year, Bloomberg Markets magazine proclaimed OCBC as the worlds strongest bank. Also, one and only(a) in deuce ancestryes currently operational in Singapore has an account with the Bank. The achievement of the bank is built on the gage of sound business policies and active giving management and development.For instance, within the first trey days of a company being incorporated, OCBC will contact them ab by scuttle a corporate account with the bank. The Bank practises the same proactivity when it accompanys to managing and developing its people, says Eric Ong, Head of emerge Business, Global En terprise Banking, OCBC Bank. Cargoner model OCBC takes training and development seriously as human capital is the Banks key differentiator. Investment in this field of honor helps to build the capabilities of employees to deliver superior performance. development is range of the Banks ongoing business strategy and helps to create a win-win situation for us and our staff, says Ong. By align employees acquisition objectives with business goals, we help employees watch over in building a life history and not just a hypothesise with OCBC. OCBC encourages its employees to take charge of their own careers through and through the Banks Career top hat programme, launched in 2002. This programme involves helping employees evaluate their strengths and career orientation, and finding the best encounter between their natural endowments and OCBCs needs.The Bank as well introduced the OCBC attainment-3 programme in 2007. A structured trinity-year development programme for employe es, OCBC Learning-3 clearly de greenbackates learning roadmaps for individual employees during their first three years of service with the Bank. Underscoring our commitment to training, we have created the OCBC Learning Academy and in addition dedicated an perfect floor at the OCBC Centre, called The Learning set OCBC, for the sole purpose of learning and development, says Ong.In accession to the typical classroom training, the Bank has in like manner tapped on learning technologies like eLearning and realistic 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 addicted the first opportunity to learn of and prevail for telephone circuit-openings within the OCBC group through the midland Job-Application Programme, in which after 18 to 24 months, an employee has the open to move into another role. We pauperism to encourage employees to continually a cquire 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 unceasingly seek variety show and want progression something to look preceding to. They need to feel challenged and recognised for the sketch they do. If they are stuck in a crease, performance dips. In banking, employees need foundation, says Ong. I was once a bank teller. I then moved on to typewrite bank drafts and the like. Leaders walk the blabber too. In my business review, one part is financial numbers and business initiatives, opus a large part (50%-60%) is found on the human resources, says Ong. Hi-po attention A mentor to even people whove left hand the business, Ong believes in developing his peoples capability 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 m akes sure these people are tump overn opportunities within the bank before they start looking elsewhere for them. Its a proactive assess of staff retention. Senior management constantly works to push high-potential endowment out of their current roles or drag zones. This exists at all levels, be it flat coat sales people to middle and senior(a) 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, might be posted to risk management or operations. While there is risk of losing talent to another department due to this job rotation, the advantages outweigh those risks. After coming back up from their short job rotation stint, they generate back with fresh insights and they can come up with new business ideas tip to increased productivity and business success, says Ong. Ong cited an model of an employee who mo ved to the operations unit two years ago. When he came back to the uphill Business department, he gave a new idea which was piloted and resulted in business growing of five times. Hi-potential staff are also given opportunities to travel and explore new markets. Young staff are go with by their senior leaders on these trips. - There has to be a undersize risk-taking, be it with the business or with our people, says Ong. existence senior in management, we can give that gentle push, allowing our staff to soar. - You are postulate to 1. Find out the strengths of OCBC Bank. mark- 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 caseful study HRM on the subject line of your mail. All the best