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Putting the ‘person’ in personnel
Shalini Shukla 18 Oct 2012
With a history of more than 80 years in Singapore, OCBC is a bank centred on people. The Bank has come a long way from its first days of helping rice merchants continue to trade times of war. This is evident in its sterling performance in recent years. In May this year, Bloomberg Markets magazine announced OCBC as the world’s strongest bank. Also, one in two businesses currently operating in Singapore has an account with the Bank. The success of the bank is built on the back of sound business policies and active talent management and development. For instance, within the first three days of a company being incorporated, OCBC will contact them about opening a corporate account with the bank. “The Bank practises the same proactivity when it comes to managing and developing its people,” says Eric Ong, Head of Emerging Business, Global Enterprise Banking, OCBC Bank. Career framework

OCBC takes training and development seriously as human capital is the Bank’s key differentiator. Investment in this area helps to build the capabilities of employees to deliver superior performance. “Learning is part of the Bank’s ongoing business strategy and helps to create a win-win situation for us and our staff,” says Ong. “By aligning employees’ learning objectives with business goals, we help employees succeed in building a career and not just a job with OCBC.” OCBC encourages its employees to take charge of their own careers through the Bank’s ‘Career Best’ programme, launched in 2002. This programme involves helping employees evaluate their strengths and career orientation, and finding the best fit between their talents and OCBC’s needs. The Bank also introduced the ‘OCBC Learning-3’ programme in 2007. A structured three-year development programme for employees, OCBC Learning-3 clearly delineates learning roadmaps for individual employees during their first three years of service with the Bank. “Underscoring our...
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