OCBC’s Talent Development Approach
OCBC is among the most successful banks in Singapore, where one in two businesses have an account. The exceptional talent administration and development programmers in the bank are crucial to its success. OCBC takes employees’ development very earnestly as it uses human resources as the foundation of its success. OCBC develops its employees’ capabilities and skills, which enable them to perform exceptionally. Employee development in the ban is solely based on learning, where the employees’ training is aligned with OCBC’s business goals (Chhanwal, 2020) . Objective-oriented training helps mold employees to not only suit OCBC's aims but also developing their career s. The employees and recruits are invigorated to control of their professions via the “Career Best Program.” This program aids employee in assessing their strengths and flaws and identifying the areas that best suit their talents.
OCBC started the “OCBC Learning-3 program,” which is an organized program that takes three years and is used to improve employees’ skills. This program outlines the employees' learning curve in their first 3 years working at OCBC. This program is enabled by the OCBC Academy, the Learning Space, and the e-learning platform at OCBC. The employees and recruits from remote areas are also trained using Web 2.0 and teleconferencing technology. The rigorous employee training is reinforced by plenty of opportunities for employees at OCBC bank. Employees are granted a chance to apply for jobs in the bank via the “Internal Job-Application Programme,” which enables them to move to other roles after working for about 2 years in the bank (Chhanwal, 2020) . This program has allowed employees to gain new skills and experiences, which will enable them to fulfill their career goals at di fferent levels in their life. Generally, the keen interest and investment in employee training and development have made OCBC bank's human resource exceptional, which has promoted success in the bank.
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In 2012, OCBC developed a program 'OCBC Young Bankers, ' which recruits young talents aiming to join the banking sector. OCBC trains and absorbs them into its system (Careers: OCBC, 2020) . T his has helped tap young bankers and integrate them into the system, which increases experience in young bankers, hence increasing productivity and succession plans.
Comparison with Other Organizations
OCBC places emphasis on talent development of the management. It provides the employees with a platform for developing new skills and experiences by offering learning opportunities while also providing an opportunity to apply for jobs in the company after 18-24 months of service (Chhanwal, 2020) . However, other companies treat employee training and development as a secondary agenda. Recruitment is based on need and is based on the qualifications of the applicants rather than their skills (Cappelli, 2019) . Last year, I was an inte rn at Tetra Pak, a global powerhouse offering processing and packaging solutions to food products. The company has an excellent talent management program for recruits, which helped it develop a very competitive workforce.
The company trains talented and highly-motivated university graduates to join its workforce. Tetra Pak offers two ‘Future Talent’ programs in leadership and technical areas. The leadership program takes two years, where the leadership skills of selected graduates are developed to give them a broader knowledge regarding the international business environment. In the technical track, graduates are trained for one year in specialized schools, like Siemens, to streamline their engineering skills, which helps instill proper technical skills required by the company (About: Tetra Pak, 2020) . Employees further receive refresher courses while still working to keep them updated to the recent trends in the industry.
Although OCBC and Tetra Pak differ in their talent management programs, both companies value learning and equipping their employees with new skills and experience. Just like OCBC, Tetra Pak recently launched an e-learning platform for training supply managers. This platform aims to further supply managers' knowledge by equipping them with responsible sourcing competence throughout the organization (Sustainability, 2020) . This has helped both companies to have a competitive workforce, which has promoted success in their operations.
Talent Management in OCBC’s Success
OCBC's unique talent program aligns with its business goals. As a result of exceptional talent management and identification process through training, OCBC gets an opportunity to develop a workforce that meets its business goals. The training also helps the employees to perform exemplary well as the ‘Career Best’ program enables them to work in positions that best suit their talent. Through the Internal Job-Application program, training and internal job applications help OCBC maintain inner talents, which increases experience, loyalty, and value of service delivery by the employees. In addition, the annual talent management assessment allows OCBC to monitor employees’ talents to ensure continuous improvement and a suitable succession plan.
OCBC’s Program Application in Other Industries
OCBC’s talent development program is very efficient and can be easily implemented in other industries, such as processing and manufacturing. Continuous management of employees’ talents can help an organization manage to assess their creativity and innovativeness and identify ways to improve these skills over time (Stark & Youssef-Morgan, 2014) . This talent management program would promote the improvement of skills and experience in organizations by enabling them to hire and retain the most talented individuals to staff the organization (Hamid et al., 2011). Obtaining the best talent in the industry would increase the organization’s productivity.
Although the application of OCBC’s program would be beneficial to many organizations, it also has some shortcomings. The major constraint is that an organization in the manufacturing or processing industry would face the high cost of training employees. These industries are based on technical skills, which requires intense training and plenty of technical resources to implement training programs. In addition, the OCBC program would emphasize the engineering departments in these industries more, which would result in over prioritization. Over prioritization would result in loopholes in other non-technical departments, such as the management.
References
About: Tetra Pak . (2020). Retrieved from Tetra Pak Website: https://www.tetrapak.com/about/future-talent
Cappelli, P. (2019, May). Your Approach to Hiring Is All Wrong. Harvard Busines Review . Retrieved from https://hbr.org/2019/05/recruiting
Careers: OCBC . (2020). Retrieved from OCBC Group Website: https://www.ocbc.com/group/careers/young-bankers-programme.html
Chhanwal, S. (2020, June 21). Putting the 'person' in personnel. OCBC Bank .
Kamil, B. A., Hamid, A., Hashim, J., & Omar, A. (2011). A study on the implementation of talent management practices at Malaysian companies. Asian Journal of Business and Management Sciences, 1 (4), 147-162.
Stark, E., & Youssef-Morgan, C. M. (2014). Strategic Human Resource Management . San Diego, CA: Bridgepoint Education.
Sustainability . (2020). Retrieved from Tetra Pak Website: https://www.tetrapak.com/sustainability/our-approach#:~:text=At%20Tetra%20Pak%2C%20our%20approach,people%20and%20to%20protect%20futures.
