Addressing the country s Talent Gaps a perspective

Transcription

1 HUMANISING FINANCIAL SERVICES ACROSS ASIA Addressing the country s Talent Gaps a perspective 19 September 2012 Nora Abd Manaf Senior Executive Vice President Head Group Human Capital 1

2 Outline of Presentation 1.(Re) Introducing Maybank 2. A scan of where the gaps may be 3.A Case Study : The Maybank s approach to address Skilled Talent Needs 2

3 (Re)Introducing you to Maybank! 52 Years Of Growth Total Assets RM451 BILLION Profit After Tax RM2.6 BILLION (6-Month Period) Human Capital 46,000+ MAYBANKERS Global Network 2,200 OFFICES Customers WORLDWIDE IN 17 COUNTRIES > 22 MILLION CUSTOMERS Public Ownership > 60,000 SHAREHOLDERS > 10.5 MILLION UNITHOLDERS 3

4 Most Valuable Company in Malaysia Company # of Shares Mkt Price Market Cap (Ranking as at 25 Apr 2012) (Mil) (RM) (RM Mil) PE Ratio (times) Dividend Yield (%) 1 Maybank 7, , Sime Darby Bhd 6, , CIMB Group Holdings Bhd 7, , Petronas Chemicals Group Bhd 8, , Public Bank Bhd 3, , Maxis Bhd 7, , Axiata Group Bhd 8, , Genting Bhd 3, , Tenaga Nasional Bhd 5, , IOI Corp Bhd 6, , /04/12

5 Top 5 Banks in ASEAN Total Assets (USD bil): 31 Dec 2011 Total Loans and Deposits (USD bil): 31 Dec 2011 DBS OCBC UOB MAYBANK CIMB Public Bank Bangkok Bank Krung Thai Bank Siam Commercial Bank Mandiri No.4 DBS UOB OCBC MAYBANK CIMB Public Bank Bangkok Bank Bank Mandiri Krung Thai Bank Kasikorn Bank No.4 Total Loans Total Deposits PATAMI (USD bil): 4 Quarters to Dec 2011 Market Capitalisation (USD bil): 25 Apr 2012 DBS 2,416 DBS 26.6 UOB OCBC Bank Rakyat Indonesia MAYBANK Bank Mandiri* CIMB Siam Commercial Bank Bank Central Asia* Public Bank 1,852 1,840 1,720 1,595 1,368 1,318 1,190 1,146 1,139 No.5 OCBC UOB Maybank Bank Central Asia Bank Rakyat Indonesia Bank Mandiri CIMB Siam Commercial Bank Public Bank No.4 5 *4 Quarters to Sep 2011

6 Our Demographics 46+ Thousand Inclusive of KE Gender Women 54% Men 46% Age Under 30 32% % 50+ 6% Women Senior management 29% Middle management 42% Tenure (years) Under 5 40% % % Ethnic mix Bumi 71% Chinese 20% Indian 5% Others 4% 6

7 A six-fold improvement in PATAMI since FY2009 Profit After Tax and Minority Interest (PATAMI) (RM million) Return on Equity (ROE) Analysts' Consensus: Net Profit (RM mil.) FY2012 5,061 RM 6 billion Rights Issue Launched House of Maybank Acquired Kim Eng 5,000 4,500 4,000 3,500 3,000 2,500 RM5.70 2,665 # RM7.85 3, % RM8.78 4, % RM % 2,583 20% 18% 16% 14% 12% 10% 2,000 8% 1,500 1, % 6% 4% 2% 0 FY2009 ended Jun 2009 FY2010 ended Jun 2010 FY2011 ended Jun month FP2011 ended Dec % PATAMI ROE Ave. Share Price Lower net profit due to impairment of investment in BII and MCB and MCB # PATAMI before impairment of investment in BII

8 Where our Talent Needs are Associate Companies Other Markets Saudi Arabia Anfaal Capital 18% Uzbekistan Uzbek Leasing Int. 35% Pakistan MCB 20% Bahrain 1 branch Papua New Guinea 2 branches China (1 branch in Shanghai & 1 Rep Office in Beijing provisional approval to convert to a branch) Associate Company An Binh Bank (132 branches). To increase branches to 150 Vietnam (2 branches) Exploring to open 1 additional branch. Kim Eng (7 branches) Treasury Centres New York London Hong Kong Treasury Centres Growth in selected assets and Treasury activities Singapore (22 branches) to focus on building strength in key products such as Auto & Housing Loan For Corporate/SMEs, to selectively grow customer base Kim Eng (3 branches) BII Mumbai (to open end 2011) Kim Eng Mumbai (1 branch) Laos exploring entry options Yangon rep office (to reactivate end 2011) BII (341 branches). To operate 450 branches & double ATMs to 1,500 by Merge Maybank Syariah Indonesia with BII Kim Eng (6 branches) Thailand Kim Eng (44 branches) ASEAN + Greater China Cambodia (10 branches). To open 11 th branch by end 2011 Philippines (50 branches). Further expansion of operations in Philippines Kim Eng (4 branches) Brunei (3 branches) 8

9 Group EXCO 9

10 A View of the Talent Supply & Demand Dilemma Total Enrollments in Higher Education have been on an Increasing Trend What about quality of candidates? Do we graduate MBAs or Managers? (Mintzberg, 2004) 10

11 Types of Knowledge & Value Added Contribution to Organizations Reflection of one own s thinking, feeling and behavior to develop new principles based on experiences of doing the job (knowledge builder) Gap between Knowing & Doing Abstract knowledge, rote learning without context & experience Are we prepared to close the gap? Source: Farouk, S. (2010). Investigating the Relationship between Emotional Intelligence and High Managerial Performance in Selected Corporations in Belgium and Malaysia. 11

12 What is a Quality Graduate? A Shift in Education Focus & Pedagogy is Needed 12

13 Taking a Step Further: From Pedagogy to Andragogy 13

14 Blending The Educational Approaches Lectures for conceptual inputs Cases to widen exposure Reflection to make meaning of all experiences Applying the learning Action Learning for new experiences Natural Experience Teachers as mentors to facilitate building of meaning, enlightenment, creativity & innovation Source: Mintzberg, H. (2004). Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development. 14

15 A Case Study: Weatherhead School of Management (WSOM) The faculty of the Case Western University at the Weatherhead School of Management (WSOM) decided to dramatically change the MBA program to become an outcomeoriented, competency-based and value-added program. Key Features: Self-directed learning of soft-skills Students were oriented to become Active Learners - student s learning responsibility to figure out what each feedback about themselves really means development of reflection, meta-cognitive abilities Faculty saw themselves as managers of learning rather than teachers liberalizing for the students, getting them to think about issues and situations in novel ways and to develop habits of the mind that stretch and expand their capacity to think and act creatively. As the self-directed learning content increases, the teacher centered activities reduce A Maybank Requirement of 70:20:10 15

16 Maybank s Learning & Development Approach Ensuring Better ROI for Maybank s Training and Development Budget How Executives Learn How companies spend on development today 25% of skills learnt through HARDSHIP 0% on HARDSHIP SUPPORT 20% on Mentor/ Coaching 10% on Training 10% on Deployment 10% on Coaching 70% on Assignment 80% on Training Source : McKinsey Korn Ferry Study Presentation 70% 20% 10% Source : Korn Ferry, Mc Kinsey Study

17 Accelerating Skilled Resource Needs and Succession Management through focused Talent Pipeline pools 17 Filling the Gaps from Every Level

18 Pulling them all together: The Transitioning Leaders to CEOs (TLC) Programme Multiple Channels: Top Team (TT) Presentation Face-to-Face Experiential

19 The Over-arching Guide Maybank Group Core Values Teamwork We work together as a team based on mutual respect and dignity Integrity We are honest, professional and ethical in all our dealings Growth We are passionate about constant improvement and innovation Excellence & Efficiency We are committed to delivering outstanding performance and superior service Relationship Building We continuously build long term and mutually beneficial partnerships 19

20 Maybank s Leadership Capabilities SEARCH Underpins the design of our leadership framework 20 Maybank ppt test pptx 31/10/11

21 Feedback is the Breakfast of Champions Inventory of Leadership Styles* (180 survey) Leaders need flexibility in their leadership style. - each in the right measure, with the right people, at just the right time. They need adapt to situations and roles as they change. * Hays

22 Feedback is the Breakfast of Champions Organizational Climate Survey* (180 survey) ILS is more effective when used with the Organizational Climate Survey (OCS), as this helps leaders to see the impact of their leadership behavior. The 6 dimensions of climate most strongly associated with performance outcomes are: * Hays

23 Performance Dashboarding Discipline in Human Capital Management Key talent matrices showing positive uptrend Pre-Transformation (2007) Baseline determination Transformation Foundation Year (2008) Strengthen policy and execution framework Transformation Growing Year (2009) Post-House of Maybank (2010/11) Build capability for sustainability Improve and Realize Competitive Advantage No. of MCPs Successor Pool Cover Ratio 0.2:1 1.4:1 2.2:1 3.4: 1 Ready Now % Not tracked 26% 32% 34% MCP vacancy risk 33% 30% 10% 6% % HP Successors Not tracked Not tracked 65% 57% % HP /total population Not tracked Not tracked 10% 11% Regrettable loss Not tracked Not tracked 42% 36% % of talents undergone intervention performed 7 at OT+ Not tracked Not tracked 85% 100% 23

24 Thank You 24

25 To have better visibility and hence able to be more targeted in terms of development, each talent is profiled against a set of high potential and role readiness criteria SEARCH Talent Class Business Cycle Scale & Scope Talent Developer Breadth of Experience Presence & Gravitas This is based on the individual s BEI scores against targeted levels validated externally by the Hay Group. e.g. This is the individual s Talent Class which is calibrated at their Sectoral level and concurred at GTR e.g. This is defined as whether the individual has experience in a specific business cycle e.g. This defines the scale the individual has previously or currently is managing e.g. The extent the individual is equipped, ready, willing and able to develop his/her team fostering high engagement and hence high performance e.g. This defines the diversity of experience geographies, managerial roles, technical specialist roles, cross-industry e.g. This looks at the extent of the individual s leadership poise and posture, inspiring confidence and command attention e.g. SEARCH means the individual meets the targeted levels of S, A and H but lagging in E, R and C 6 TCs HP1, HP2, CR, CC, UA and UP Start-up Growth M&A Significant Some Minimal Multiple functions P&L Large Team Significant Some Minimal Significant Some Minimal Geography Specialist Cross-industry Significant Some Minimal Strong Moderate Nearly There 25

26 Re-thinking learning and development achieving more with the same amount of training Regulator requirements (linearised) 26

27 Maybank Board of Directors Good mix of skills & experience Tan Sri Dato Megat Zaharuddin Megat Mohd Nor Chairman Dato Mohd Salleh Hj Harun Vice Chairman Dato Sri Abdul Wahid Omar President & CEO Tan Sri Datuk Dr Hadenan A. Jalil Dato Seri Ismail Shahudin Dato Dr Tan Tat Wai Erry Riyana Hardjapamekas Alister Maitland Datuk Mohaiyani Zainal Abidin Jamal Cheah Teik Seng Dato Johan Ariffin Shamsudin 27

28 Maybank s Leadership Development Curricula