OCBC Bank Case Study (Research Paper Sample)

OCBC Bank Case Study
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OCBC Bank Case Study
The OCBC bank’s success story in recent ratings is attributable to the manner in which they handle their employees and trainees. The bank has a unique approach to talent managing and development, one that is based on the aim of maximizing human resource as a capital for output. This approach has an arguably significant bearing on the operation of the bank, since the training helps align the employee’s learning objectives with the institution’s productivity and efficiency objectives. By developing the skills of the workers, the bank naturally makes them loyal and duly motivated. There are several programs that encourage the employees to take charge of their jobs and use their talents to develop themselves as individuals. A few examples include the Career Best program-2002, and the OCBC Learning-3 package- 2007 (Sadeli, 2014).
The talent management programs are meant to assist the employees to identify their strongest abilities and take advantage of these talents to develop applicable skills in work doing. Through the OCBC Learning Academy and a section within the OCBC center (The Learning Space) the institution has taken employee training to a whole new level. The innovation centers allow for the employees to add to their skills in the target of the open position within the bank (Tsui‐Auch, 2004). This makes sure that these employees are heavily motivated to develop their skills and similarly, to work for the firm in the same gusto. The facilities on offer are heavily utilized by the employees and the learning staff for continuous renewal of skills, which all contribute to the eventual success of the entire workforce.
OCBC’s approach to talent management and development can be compared to other organizations, in terms of the use of similar or conflicting strategy. Starhub, a company, operating in a similar environment to OCBC, applies similar tactics to the bank, with modification on the training programs. The company has been recognized for having a very satisfying general client experience by the consumers in Singapore. In terms of service, Starhub meets the customer expectations by the use of high-quality products (mobile services) and an employee motivation program (Kuah, 2008). The company has a comprehensive job security program, which encourages the employees to take study leaves (it does not provide training). Similar to the bank’s technique, this mobile service provider is concerned for the employee’s potential and talent application, and consistently assesses how well the employees fit in their different departments and advices external training on some of these employees.
This approach has heavily contributed to the success of the firm for three main reasons. Firstly, employee motivation through skill enhancement is one of the main ones. By offering the employees training within their workstations, the company offers them the opportunity to fell optimistic about their career- since the present employer has ensured fast development of these careers. Furthermore, the job security that the employers in this case offer the employees make them feel permanent in their workplace. Job security is a major motivator to employees to have more productivity-since they are assured that they will be retained by the same employer. This makes them free to work to their best.
In addition to this, there is the Internal Job-Application Program by the OCBC group, which offers the employees the opportunity to work where they fell best placed. This opportunity is open for the personnel in training and those advancing their skills through the Learning Space. These factors have contributed heavily to employee efficiency, permanency and work ethic due to the motivation they receive. Employees of such a firm can be said to be loyal, since they have received all the career opportunities that are possible within their line of work. It is thus rare for employees to exit the program. All these collectively contribute to the efficiency, hard work, motivation and permanency of the OCBC staff (Sadeli, 2014).
The application of talent management by this institution is only appropriate to a limited range of firms, since not all organizations require similar employee training. The formulation of talent development is not applicable to industries in which the employees require high-level skill training for them to work, since it would not be viable to train these workers all over again. Furthermore, the employees may not feel similarly motivated to seek the tra...