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Maybank Sustainability Report
2014
Employee
Engagement Platforms
2014 Goals
Progress
Performance Moving Forward
Provide multiple channels for
employee engagement and
encourage them to speak up.
The Ask Senior Management
(ASM) email channel is
another medium to clearly
send a message that bottom-
up communication in the
organisation flows directly to
the Group EXCO.
We maintained our diverse employee engagement channels and
increased face time in 2014 in order to familiarise employees with
the enhanced matrix organisation. We also launched innovative
engagement platforms, such as the V-chats and innovation week
challenge.
In 2014, 139 of ASM questions that went through the channel
triggered actions that had been successfully translated into new
ideas implemented on both staff facilities and office environment
as well as customer-impacting ones.
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Motivate our employees to
engage and collaborate to
ensure that their input is
transformed to actions and
improvements. Regionalisation
efforts will be strengthened
through platforms like myHR2u.
Our people are the key drivers in achieving
our mission to humanise financial services.
Engagement means employees know what their
business is trying to achieve, they understand
their role in that effort and feel motivated to play
a part in the company’s success.
It means employees are not only satisfied with their jobs, but also willing to
go above and beyond their job specifications. With the regional expansion,
we want to avoid our employees operating in silos. We have made various
efforts in developing Group-wide communication channels with meaningful
ways for our employees to have a say in how their workplace is managed.
Communication channels are central to our employee engagement and it
is our culture to have honest, open, and trusting (H.O.T.) conversations to
further our common goals. The Employee Engagement Survey (EES) saw an
employee response rate of 90% across the Group.
We assess the level of employee engagement in the organisation to
uncover strengths and improvement opportunities that would enable us to
nurture a culture that supports high performance which would bring about
the organisation’s desired bottom line. Apart from being an indicator
of the health of the organisation/sector/team, assessing employee
engagement is a vital and effective feedback mechanism among the many
feedback avenues we have in place. It provides staff a chance to speak
their minds anonymously.
When employees see the effort put into retrieving their opinions and
experience first-hand the right changes made within the organisation as a
direct result of those opinions, they will be encouraged to go the extra mile
to drive business performance for the future success of the organisation.
Outcomes of the EES are compared and tracked against historical
benchmarks to gauge the effectiveness of efforts made and against external
benchmarks to gauge how our effort in engaging employees stacks up
globally against other organisations.
In 2014, our Employee Engagement Index was at 82% and remained high
even with the new structural changes that occurred due to the matrix
framework. We received recognition as the only Malaysian-founded
organisation in the Towers Watson Global High Performing Company
Norm list for two years running. We met two criteria: (a) sustained superior
financial performance and (b) had superior human resource practices
benchmarked to other global high-performing companies.
Nora Abd Manaf, Group Chief Human Capital Officer receiving the Towers Watson Global High Performing Company award.
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On track/Completed
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Progressing
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Not on track/Did not complete