HR Corner Sowing the seeds of service excellence by Charles Mak A comprehensive internal training programme has led to greater business success Companies operating in the modern business environment realise that future growth depends on better than ever levels of service plus having a workforce and leaders who are committed to the ideals of the organisation. "The essential attribute in all our leaders is a natural and positive attitude towards customer service," says Sunny Yeung, general manager of Sino Land Company Limited, who simultaneously oversees the operations of the wholly owned subsidiary Sino Estates Management Limited. "Our aim is to achieve growth by grooming future leaders in property management and then expecting them to help us become the industry leader and preferred service provider for our customers." With this objective in mind, the company is now in the fourth year of its management trainee programme. To give recruits the necessary skills and knowledge in diverse areas of the property management business, this starts with an intensive eight-week 23-module course devised by an in-house "academy". Trainees must finish the entire programme, which includes 54 hours of lectures, over eight consecutive Saturdays, while picking up on-the-job experience during the working week. This arrangement has proved to be the best way of learning efficiently and effectively. "The programme is specially structured on a modular basis," says Mr Yeung. "While trainees take all of them, managers are welcome to participate in specific modules as a form of refresher training." The course comprehensively covers legal issues, maintenance, security aspects of property management, occupational safety, landscaping, and facilities management. Classroom discussions, interactive forums and site visits are used for different modules. To enhance the practical nature of the programme, lectures are given by senior Sino Land executives, as well as by external bodies from the Fire Department, ICAC, Labour Department, reputable law firms, and other professional and functional organisations. The next intake is set for October and, prior to that, the company is looking to add modules dealing with areas such as insurance, advanced interpersonal skills and dispute resolution. We aim to facilitate action, creative thinking and observation Dual benefits In an intensely competitive sector, internal training has been the key to effective recruitment, leadership succession and retention. "More experienced managers enjoy passing on their knowledge and insights to the next generation, and this also helps them to keep up to date and sharpen their own skills," Mr Yeung says. Employees new to the company acquire what they need for professional advancement and personal growth. "The programme is focused and concise," Mr Yeung adds. "Trainees can apply all the theories in a work environment and see what it takes to handle all kinds of day-to-day issues." On completing the programme, trainees are not given a grade, but each of them undertakes a service enhancement project. This is designed to test their creativity, flexibility and ability to cooperate with others. A senior management panel monitors their performance and assesses the final presentation of their ideas. The project serves as a test of presentation and communication skills, as well as of innovation and practicality. "Training should be geared towards the use of skills not just the memorising of information," Mr Yeung says. "We aim to facilitate action, creative thinking and observation. At the end of the programme, recruits should understand and be able to handle different issues." Head start After around a year, trainees who have performed well can be promoted to property officer. As they progress, they will take further mandatory courses in quality procedures in accounting and property management, corporate communications, energy audit, business etiquette and complaint handling. "If they also have the right attitude and aspirations, they can move up to roles like property manager or even centre or district manager in the years ahead," Mr Yeung says. The company expects to receive hundreds of applications for each intake of the trainee programme. Their focus, though, is on quality rather than quantity, so only the best candidates are likely to succeed. University graduates must get through a series of interviews, simulation exercises, role-plays, written and behavioural tests, all of which evaluate their attitude towards service and work. The company generally plans to recruit 20 trainees each time. The company regards quality staff as an invaluable asset and is looking to them to continue to improve service standards. "We will increase our investment in training and are confident that it will allow us to offer quality service that exceeds customer expectations," Mr Yeung concludes. Salient points Training programme grooms future leaders who can guide business growth Comprehensive training is the key to effective recruitment, leadership succession and retention Experienced staff pass on knowledge and insights to recruits and sharpen their own skills at the same time Ongoing mandatory training equips individuals for career progress Taken from Career Times 10 June 2005, p. 16 Your comments are welcome at [email protected]