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Maybank Sustainability Report
2014
>70%
vacancies filled
internally
8/10
To fill 8 of every 10
vacancies internally
Talent and
Leadership
Our Talent Management strategy helps us find the right talent and ensure
that our people excel both personally and professionally.
Executing a robust talent strategy enables us to harness the intellectual
capital in our diverse workforce. It enables us to design suitable pipeline
programmes feeding into different levels and specialisation pools, as well
as leadership roles. We deploy global best-practice processes in identifying
our talent pool, comparable to or better than top performing organisations
worldwide. In a Leadership Development Audit (LDA) performed by PwC
and benchmarked against Saratoga Institute’s global and regional standards,
we were rated at “global best practice” in six out of nine aspects, and at
“good practice” for the remaining three.
Our commitment
2012
2013
2014
Progress
All employees are appraised
annually in order to ensure
performance and employee
development.
100% appraised 100% appraised 100% appraised We use appraisals as a key performance tool and always look
for ways to improve the process. The conversation between
employees and Line Managers as well as the Personal
Development Plan (PDP) are part of the Performance
Management Cycle to ensure alignment of business priorities,
performance improvement and employee development.
We undertake various
productivity boosters to
enhance our performance.
Our productivity has trended
positively year-on year as we
aligned with key productivity
upliftment initiative such
as Profit Before Tax per
employee.
RM167,142
RM185,669
RM193,695
Sustaining high engagement levels is key to keeping productivity
high and realising a strong return on our investment in people.
Demonstrates the strong institutionalisation
of the
TalentManagement Framework
in theGroup.
Target
60%
realisation
Mission Critical Positions
Achievement of
70%
Our Talent Management Framework is based on the philosophy of ‘Recruit
right, Perform right, Develop right and Retain & Reward right’, and guides
career development within the Group. We are on track and internal talents
now fill almost 80% of vacancies.
We continue to achieve 100% completion of the multi-level talent reviews
introduced in 2009, namely Sector, Country and Group Talent Reviews in
the Group. These sessions play the critical role in spotting the right talents
for the right roles as well as develop these potential talents via our various
leadership acceleration programmes.
Succession realisation for Mission Critical Position measures the
effectiveness and the accuracy of the Group’s Succession Management
process. The right candidates need to be put into succession plans and
provided with the right development to ensure that they are ready when
Mission Critical Position becomes vacant. In doing so, we are attempting to
ensure that we continue to focus on realising internal talents’ potential to
take up pivotal roles within the Group.
G4-LA10, G4-LA11