HR Corner Business success based on people development by Charles Mak One major bank sees the all-round development of talented individuals as part of their mission Many local corporations are commendably active with their involvement in fundraising and charity events. However, some go a step further by also seeing the way they manage their day-to-day business as an opportunity to fulfil certain social responsibilities and make a long-term impact on the community. CITIC Ka Wah Bank clearly falls into this category. In the training programme set up for young recruits, they are making more than the usual commitment to developing talent. They have given themselves the ultimate mission of nurturing employees so that they can make a contribution not just to the industry but to society generally. As Eric Tai, the bank's vice president and head of service quality and people development, says, "We are known to clients, stakeholders and staff as a progressive banking corporation. That reputation comes in part from our efforts to develop talent for the industry and through our ability to groom future managers in a professional and progressive manner." Specifically, there is a one-year training programme, which began in 2003 with 15 recruits and, this year, is expected to take on more than 30. The bank believes it offers a very focused form of training, making it different from other such programmes. "We keep the focus on achieving the maximum effect for individual business lines," Mr Tai stresses. Every division The programme teaches trainees about each of the bank's major divisions – retail, wholesale, treasury and market, operations and technology, and group risk management. All the training relevant to each division is addressed in turn so that recruits understand the full scope of operations and get a feel for different career opportunities. This leads to greater all-round competence and, ultimately, more commitment to the work involved. The first four months include intensive classroom training, examinations for professional qualifications, and group projects and presentations to enhance team spirit and creativity. Following that, there is a six-month attachment to one division, giving practical, on-the-job experience in handling routine business matters. Two days are also scheduled for personal development courses which take trainees out of their comfort zones and force them to take risks and tackle unfamiliar challenges. Innovative activities that combine physical and mental tests make sure trainees benefit in terms of problem solving, team building and leadership skills. "These team-oriented activities create synergy," Mr Tai explains. "Instructors are hired to ensure safety and we take care of facilitation and debriefing." A mentoring scheme is also in place to offer advice on "softer" skills, which do not necessarily have to be work-related. "Mentors are there to provide general guidance on life, interpersonal communication and the bank's culture," Mr Tai adds. "It gives trainees a broader perspective and a stronger sense of belonging." This contributes to job satisfaction and the feeling of being welcomed within the organisation. Solid foundation To ensure that trainees progress steadily, their performance and competence are regularly assessed and examined. Those who successfully complete the programme can expect immediate promotion. "We offer them a solid foundation and a promising career," says Mr Tai. "After that, further moves will depend on their performance on the job. If they do well, it is one step to becoming an assistant manager, and a few more to being a vice president." In designing the programme, the bank was very conscious of career development opportunities. Realising how quickly the market changes and that a year's training might be insufficient, they have also emphasised the importance of lifelong learning for all staff. Target learning hours have reached five days a year. One obvious result of this commitment to people development has been the high employee satisfaction. "Promoting learning certainly has an impact on retention," notes Mr Tai. So far this year, over 1,000 applications have been received and the recruitment process is still ongoing. Selection is based on a combination of interviews, written and numerical tests, group discussions and a personality profile. Mr Tai cautions that applicants should be prepared for challenges and possess basic knowledge of the industry and the bank. "They need to prepare for tests, observation reports and performance evaluation," he says. "As future trainees, they will be expected to show certain soft skills as well as an ability to master the hard skills required of a professional in the industry. They have to show they are flexible and mature enough to get on in the business world." Salient points One-year training programme focuses on teaching about each business division Trainees get to see the range of career development opportunities The programme includes professional examinations, group projects and work experience Team-oriented activities create synergy and awareness of risks Mentoring scheme helps trainees acquire soft skills and a sense of belonging Commitment to lifelong learning creates stability and high employee satisfaction Taken from Career Times 1 April 2005, p. 16 Your comments are welcome at [email protected]