STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL V1.0 • October 2023 Manager’s Handbook
STRICTLY PRIVATE & CONFIDENTIAL 2 To Seek Approval for the Manager’s Handbook Proposed by: Nurlina Mohd Mydin Head, People & Culture Jointly Approved by: Peggy Lee Chief People Officer
STRICTLY PRIVATE & CONFIDENTIAL 3 Table of Content ❑ Talent Acquisition - Hiring & Onboarding 9 - 18 • Recruitment Journey • Roles & Responsibility • Recruitment Process • Stage of Recruitment Process • CHIEF Move Process • CHIEF Move Guidelines • CHIEF Move Application • New Hire Journey until Confirmation A 30-60-90 Day Plan • Contact Info – Talent Acquisition ❑ Performance Management 19 - 34 • Types of Employee’s Evaluation - Probation & Confirmation • Principal Terms and Conditions • Probation/Contract Renewal Process • Roles & Responsibility • Types of Employee’s Evaluation - Goal Plan & Year End Evaluation • Performance Management Framework • Roles & Responsibilities • SMART Goals • Scorecard Cascade • Overview of Individual Scorecard Matrix • Internal Transfer in the Performance Cycle • What is Promotion? • Promotion Criteria • UEMS ACHIEFvers Portal • Contact Info – Performance Management
STRICTLY PRIVATE & CONFIDENTIAL 4 Table of Content ❑ Culture 50 - 55 • Culture & Communications Approach • What is our UEM Sunrise Culture? • UEMS High Growth Culture • Home of CHIEFs Portal • Contact Info – Culture ❑ Talent Management 56 - 64 • UEM Sunrise Talent & Succession Overview • Evolution Talent & Succession Management Journey at UEMS • UEM Sunrise Talent & Succession Management Cycle • UEMS Talent & Succession Management Approach • UEM Sunrise CHIEF All Star Team (CAST) • Talent Development Journey • Roles & Responsibilities • Contact Info – Talent Management ❑ Learning & Development 35 - 49 • Learning Approach • IDP Concept – Employee vs Manager • Learning Guide • Individual Development Plan (IDP) • CHIEF Learning Aspiration Questionnaire (CLAQ) • Learning Opportunities • Training Requisition Form (TRF) • Online Management Paper (OMP) • Learning Request – Internal Training • Learning Request – External Training • UEM Sunrise Core Competencies • CHIEFs Learn • LinkedIn Learning Platform • Contact Info – Learning & Development
STRICTLY PRIVATE & CONFIDENTIAL 5 Table of Content ❑ Rewards & Operational Excellence 65 - 81 • UEM Sunrise Rewards Philosophy • How are your Rewards determined? • UEMS Total Rewards Positioning & Offerings • Medical & Hospitalisation Benefits • Hybrid Working Arrangement (HWA) ➢ Payroll Administration • Salary, Overtime & Claims Administration • Overtime Eligibility • Overtime Request Process ➢ Leave & Claims Management • Oracle Fusion System • How To Approve Staff Claim • How To Approve Staff Leave Application • CHIEF Happiness Officer Handbook • Contact Info – Rewards & Operational Excellence ❑ Off-Boarding 82 - 85 • Types of Termination • Notice of Termination • Off-Boarding Process ❑ Industrial Relations - Consequence Management 86 - 93 • Performance Improvement Plan (PIP) • Performance Improvement Plan Cycle • Performance Improvement Programme (PIP) • Type of Misconduct • Type of Punishment • Grievance Procedures • Contact Info – Industrial Relations ❑ People Systems & Analytics - HCM Oracle System 94 - 96 • HR Systems Architecture • Contact Info – People Systems & Analytics ❑ Reference 97 - 99 • HRBP Contact • Feedback
STRICTLY PRIVATE & CONFIDENTIAL 6 Preface Welcome to the Manager's Handbook! This concise guide is designed to support you in your role as a manager at UEM Sunrise Berhad. It provides essential information and best practices to help you lead effectively, foster team growth, and contribute to our collective success. Our organisation is built upon the shoulders of managers like you, and your dedication and commitment to excellence are key components of shaping our future. We trust that this handbook will be a valuable resource on your journey to achieving both personal and organisational goals. Thank you for your unwavering dedication and the positive impact you have on our lives each and every day.
STRICTLY PRIVATE & CONFIDENTIAL 7 Executive Summary Talent Acquisition Industrial Relations Compensation & Benefits Learning & Development Performance Management Culture People Systems & Analytics Talent Management The UEM Sunrise Manager's Handbook is a comprehensive resource that equips managers with a deep understanding of the entire HR spectrum and processes within our organisation. This handbook encompasses critical aspects of People management, empowering managers to lead effectively, foster employee growth, and contribute to our collective success. Key Highlights
STRICTLY PRIVATE & CONFIDENTIAL 8 Manager’s role in Employee’s Lifecycle Organisation Structure Performance Management Learning & Development ➢ Clarity of roles and responsibilities ➢ Team Productivity Talent Acquisition ➢ Job Descriptions ➢ Interview Skills ➢ Candidate Experience ➢ Onboarding ➢ Probation and Confirmation ➢ KPI Setting & Cascade ➢ Giving and Receiving Feedback ➢ Performance Evaluation ➢ Learning Guide ➢ Training Needs & Plans (CLAQ) ➢ Individual Development Plan (IDP) ➢ Online Learning (LinkedIn Learning) ➢ Learning Initiatives (Academies, etc.) Talent Management Industrial Relation Culture & Engagement Rewards & Recognition ➢ Managing poor performance ➢ Managing grievances and discipline ➢ Harmonious Workplace ➢ Talent Identification ➢ Talent Development ➢ Succession Planning ➢ UEM Sunrise Culture ➢ UEM Sunrise Values ➢ Employee Engagement (VOC) ➢ Culture Engagements ➢ CHIEF Champions ➢ Understanding of the policy and procedures of employment terms & condition. ➢ Promotes Work Life Balance - HWA
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Hiring & Onboarding
STRICTLY PRIVATE & CONFIDENTIAL 10 Recruitment Journey Onboarding Program conducted to new employees to familiarize them with the Organization’s Vision and Mission, culture, business & products Sourcing • Job postings (Internal & External) by TA COE • Profile review & share CV to HM • Interview arrangement Interview • HM & PBP Conduct Interview • Interview Guide • Decision to Hire by HM Offer • Assessment • Background Check • Offer Negotiation • Pre-Employment Medical Check Up • Extend Offer to candidate Staff Requisition HM raise staff requisition on Oracle Recruiting Cloud (ORC) HM = Hiring Manager TA COE = Talent Acquisition Team : [email protected] HRIT = People HRIT Team : [email protected] PBP = People Business Partner
STRICTLY PRIVATE & CONFIDENTIAL 11 Oracle Recruiting Cloud (ORC) Roles & Responsibility HM = Hiring Manager HRIT = People Systems & Analytics: [email protected] PBP = People Business Partner Things to do: Organisation Chart must be updated and approved To share the updated Organisation Chart to HRIT To request position code to HRIT via Position Request Template To share the position code to HM via email Raise the requisition in Oracle Recruiting Cloud (ORC) based on the position code ORC User Guide HM PBP HM
STRICTLY PRIVATE & CONFIDENTIAL 12 Process Improvement via Oracle Recruiting Cloud (ORC) Recruitment Process Log in to Oracle HCM, Select My Team > Hiring and follow instruction in ORC User Guide To upskill hiring managers and provide guidance on the hiring changes To digitalize the recruitment process via system To improve end user experience in the recruitment process that involves Recruiters, Hiring Managers and Candidates
STRICTLY PRIVATE & CONFIDENTIAL 13 Stage of Recruitment Process Job Requisition System Manual Hybrid Sourcing Job Application Screening Interview - Scheduling Interview - Feedback Selection - Internal Parity Selection - Assessment Selection - Provisional Job Offer Selection - Background Check/ Pre-Examination Medical Check Up System Offer – Create Job Offer Offer – Approve Job Offer Offer – Extend Job Offer Offer – Accept or Decline Job Offer Move to HR Manual
STRICTLY PRIVATE & CONFIDENTIAL 14 Internal Job Posting (IJP) CHIEF Move Process 1 Update your Individual Development Plan (IDP) and have a conversation with your line manager 2 View CHIEF Move > Opportunity Marketplace on Oracle HCM for internal job postings (IJP) 6 If successful, discuss with your line manager about the transfer date and timeline from your current to new role 5 If you are shortlisted, you will be invited for an interview 3 Update CV with the most current experiences & project achievements 7 4 Refer to CHIEF Move Guidelines and apply for the suitable job on Taleo Job Search 8 If accepted, fill in and get approval for Transfer Form If you declined / unsuccessful, you may continue with your current role How to Succeed in an Internal Job Interview
STRICTLY PRIVATE & CONFIDENTIAL 15 Internal Job Posting (IJP) CHIEF Move Guidelines ELIGIBILITY Employee eligible to apply for the positions in IJP include: a) Confirmed employee who has been in their current position/role for at least 18 months. b) Meet each position’s minimum criteria. c) Perform their current jobs satisfactorily. d) Employees have the option to apply for positions at their current job level or one level higher through lateral transfer. Positions one level higher are subject to a 3-6 months performance evaluation by the hiring manager. e) Apply to People & Culture (P&C) by the closing date as stated in the posting. f) In most cases, the selection panel will be the hiring manager of the position and P&C Business Partner (for Manager and above positions). g) When an internal applicant lives in a different region, P&C may consider relocating the staff on a case-to-case basis. h) If relocation is not possible (e.g., relocation expenses are not included in the budget), the location of the position will be mentioned in the job posting. Non-Eligibility for CHIEF Move Application: a) Employee who served less than 18 months in the role/position (newly hired or transferred). b) Graduate Trainees c) Working on key activities and critical to the delivery of a project. d) Fixed Term Contract employees, unless with approval from HoD and CPO.
STRICTLY PRIVATE & CONFIDENTIAL 16 Oracle Recruiting Cloud (ORC) CHIEF Move Application Step 1 : Log in to Oracle HCM, Select Me > CHIEF Move Step 2 : Opportunity Marketplace > HM / Staff may view the available Internal Job Posting Step 3 : HM may refer an employee to apply CHIEF Move
STRICTLY PRIVATE & CONFIDENTIAL 17 A 30-60-90-day plan New Hire Journey until Confirmation Guide new hires the ropes by introducing them to tools and projects and setting smart goals The Learning Stage The Training Stage The Accountability Stage 30 Days 60 Days 90 Days • Orientation 1st & 15th of the month • Account/Laptop Handover • Familiarisation Employee Portal (Home of Chiefs & HR System Introduction for New Joiners) • Oracle HCM System Activation after 26th of the month & next month salary • Rewards & Benefits for MiCare & Claim • Complete Staff Profile • UEMS Product Information • Set SMART Goals • Probation period begin Assign employees bigger responsibilities and improve collaboration between them and the existing employees Hold them accountable for their work and encourage them to accomplish projects with limited guidance • Hands on & Hands off regardless of the role, responsibilities and department • Set clear expectation regarding goals and deliverables • Familiarisation with job scope, SOPs, team members, cross functional team • Discussion with Line Manager for Probation Evaluation • Confirmation of Employment for Executive and Non-Executive • Proposed IDP and attend any related learning & development programme Strategies for your First 90 Days in a New Job
STRICTLY PRIVATE & CONFIDENTIAL 18 Contact Info – Talent Acquisition Syarifah Anith Adila Syed Rozhan Executive, People & Culture (TATM) [email protected] Nur’Ain Abdul Rahim Executive, People & Culture (TATM) [email protected] Rohayawati Mohd Zain COE / Senior People Business Partner (TATM) [email protected]
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Performance Management
STRICTLY PRIVATE & CONFIDENTIAL 20 HCM Oracle Types of Employee Performance Evaluation Types Document Employee Category Probation/Confirmation/*Contract Renewal Duration • Executive Level (UE1 and above) 6 Months • Non-Executive Level (UN1-UN5 & UNT1-UNT4) 3 Months • *Subject to Contract of Employment Performance Module 1. New Hire 2. Fixed Term Employee Goal Plan/KPI Setting Goal Module Confirmed Employee Performance Evaluation (Year End Evaluation) * Employee to select the correct “Review Period” Performance Module Confirmed Employee
STRICTLY PRIVATE & CONFIDENTIAL 21 Confirmation of Employment 1 2 3 4 New employees shall be required to serve a probationary period upon joining, during which time your performance shall be reviewed for confirmation The probationary period is up to six (6) months for executives and three (3) months for non-executives Employees shall be informed in writing of your confirmation or extension of probation. In the absence of a confirmation letter, you shall continue to be on probation until otherwise informed in writing by the Company The Company may at its discretion extend the probationary period for up to another six (6) months for executives and three (3) months for non-executives Principal Terms and Conditions
STRICTLY PRIVATE & CONFIDENTIAL 22 Probation/Contract Renewal Process Confirmation of Employment Employee SelfEvaluation • KPIs/KRAs Manager Evaluation • Line Manager’s Approval First Approval • Head of Department/ • Division Head HR Approval • Head of People & Culture • Performance Management Status Confirmation of Employment Extension of Probation * Important Notes 1. Managers and employees should hold regular feedback sessions to ensure deliverables are met 2. Line managers must approve probation evaluations for extensions to the system 3. Line Manager to evaluate and recommend for confirmation/end of contract Issuance Extension of Probation letter to the respective employee * Things to do Action Required: Talent Acquisition Issuance Confirmation Letter/End Contract for the respective employees Issuance of non-confirmation/nonrenewal contract Issuance Letter of Confirmation Termination of Service Issuance Letter of Termination
STRICTLY PRIVATE & CONFIDENTIAL 23 Roles & Responsibility Confirmation of Employment Performance: Employees are expected to understand and meet the performance expectations set by the company. Communication: Employees should maintain open and transparent communication with their line manager. They should seek clarification when necessary and actively engage in discussions related to their performance and development. Onboarding and Orientation: Line managers are responsible to introduce the employees to the company culture, policies, procedures, and their job responsibilities. Performance Evaluation: Regularly assess the performance of probationary employees, provide constructive feedback, and set clear expectations regarding goals and deliverables. Support and Guidance: Provide necessary support, guidance, and resources to probationary employees. They should ensure that employees have the necessary tools and information to perform their job effectively. Training and Development: Identify areas where employees require training or development and encourage learning and growth during the probationary period. Communication and Feedback: Maintain open lines of communication with probationary employees and make decisions regarding the continuation or termination of employment at the end of the probation period. Learning and Development: Employees should actively participate in training programs, seek feedback, and make efforts to improve their skills and knowledge relevant to their position. Compliance: Employees must adhere to the company's policies, procedures, and code of conduct. They should follow the rules and regulations established by the organization. Employee Line Manager
STRICTLY PRIVATE & CONFIDENTIAL 24 HCM Oracle Types of Employee’s Evaluation Types Document Employee Category Probation/Confirmation/*Contract Renewal Duration • Executive Level (UE1 and above) *6 Months • Non-Executive Level (UN1-UN5 & UNT1-UNT4) *3 Months • *Subject to Contract of Employment Performance Module 1. New Hire 2. Fixed Term Employee Goal Plan/KPI Setting Goal Module Confirmed Employee Performance Evaluation (Year End Evaluation)* Performance Module Confirmed Employee *Note : Employee to select the correct ‘Review Period’
STRICTLY PRIVATE & CONFIDENTIAL 25 Performance Management Framework Goals (KPIs/KRAs) Planning • Agree on performance objectives and set goals, targets & expectations • Discuss development opportunities & career aspirations via Individual Development Plan (IDP) Module Final Review Periodic Review • Two-way feedback • Discuss & update progress in the system via Goals • Update objectives and targets to stay relevant Reward & Recognition Performance Planning Final Review Performance Monitorin g PERFORMANCE MANAGEMENT CYCLE Calibration & Rewards • Assess how each team members fare relative to others via Divisional/Departmental Calibration session • Assess how employees fare relative to others via MCM Calibration session Oracle HCM > Goal Module Oracle HCM > Goal Module Oracle HCM > Compensation Module> Calibration Module Oracle HCM > Performance Module • Review past performance via the Performance Document Module • Review development progress and gaps • Performance rating • Continuous Monitoring You can view details of Performance Management Framework at Home of CHIEFs 2023 ACHIEFvers Performance Management Framework.pdf
STRICTLY PRIVATE & CONFIDENTIAL 26 Roles & Responsibilities Goal Planning Tracking/ Monitoring Final Evaluation • Identify goals • Set SMART goals • Schedule a meeting with LM • Submit your goals, including their specifics, metrics, and timeline in HCM Oracle • One–to–one session with subordinate to review and discuss the draft goals planning • Ensure the alignment of the goals planning • Approve goals submission in HCM Oracle • Continuously track your progress • One-to-one session with your Line Manager to review and revise irrelevant goals. • Submit changes in HCM Oracle for approval • One–to–one session with your subordinate to review their progress • Ensure the goals are still relevant/Approve any changes • Discuss development opportunity • One–to–one session with your Line Managers to discuss on your achievement • Complete & submit your Self-Evaluation in HCM Oracle • One–to–one session with your subordinate to discuss and endorse their achievement • Verify the legitimacy of their accomplishment • Approve performance submission in HCM Oracle Employee Line Manager Confirmed Employee • Permanent & Fixed Term • Probationer who are confirmed by 31 Dec for that particular year (eligible for performance assessment and rewards calibration) Who should carry out Performance Evaluation?
STRICTLY PRIVATE & CONFIDENTIAL 27 What is SMART Goals SMART Goals S A R Method M T Specific • Clearly define what you want to achieve. Be precise and concise • Ask yourself : What exactly do I want to accomplish? • Example: Increase monthly sales revenue by 10% Measurable • Establish concrete criteria or metrics to measure your progress. • Ask yourself: How will I know when the goal is achieved? • Example : Measure the revenue growth percentage monthover-month Achievable • Ensure that the goal is realistic and attainable based on your resources, capabilities, and constraints. • Ask yourself: Is this goal within reach, given the available resources? • Example: A 10% increase in monthly sales is attainable based on historical performance and market conditions." Relevant • Ensure that the goal is aligned with your job responsibilities and organizational objectives. • Ask yourself: Does this goal contribute to the organization's overall success? • Example: "Increasing sales revenue is directly relevant to the company's growth targets Timeline • Set a clear timeframe for achieving the goal. • Ask yourself: When will this goal be accomplished? • Example: Achieve the 10% increase in monthly sales revenue within the next fiscal year. Setting Team & Employee Goals Using SMART
STRICTLY PRIVATE & CONFIDENTIAL 28 Scorecard Cascade Corporate scorecard • Financial • Operations • Transformation, People & Organization • Customer Corporate Scorecard Employee’s KPIs must directly support the immediate supervisor’s overall deliverables or objectives (E.g.: Revenue, PATANCI, New business KPIs) KPIs at each employee levels must be relevant, but may not always be mathematically linked between levels (E.g.: Achievement of PATANCI targets linked to cost savings/ optimization/ control activities) Different teams with similar roles or job responsibilities with significant influence on the performance of the team KPIs can share the same KPIs or targets KPI cascade or translate 1 2 3 1) Support 2) Linkage 3) Shared Divisional Scorecards Head of Divisions & Departments Individual Scorecard 1. Key Performance Indicators (KPIs) • Alignment to Corporate/ Division Scorecard/Job Specific A. Financial B. Operations C. Transformation, People & Organization D. Customer 2. Core Competencies 3. CHIEF Values Jan - Feb Mar Apr
STRICTLY PRIVATE & CONFIDENTIAL 29 Overview of individual scorecard matrix 70% 40% 30% 20% 20% 100% 30% 60% 70% 80% 80% CEO UE7 - UE9 UE4 - UE6 UE1 - UE3 NonExecutive 2023 Corporate Scorecard Divisional / Individual job related KPIs In alignment with Corporate Scorecard’s Perspectives • Financial • Operations • Transformation, People & Organisation • Customer CEO-1
STRICTLY PRIVATE & CONFIDENTIAL 30 Things To Do Internal Transfer in the Performance Cycle CHIEF Move/Internal Transfer Goal Setting/Planning Performance Monitoring Performance Evaluation Rewards 1. Provide input to the New Line Manager during Performance Evaluation. Employee New Line Manager Previous Line Manager Roles & Responsibility 1. Revise the old goals 2. Discuss new goals with new Line Manager based on the new role 3. Submit new goals in the system before Performance Document activation. 1. Discuss new goals with the respective employee 2. Approve the new goals setting submitted in the system. 3. Responsible for the final evaluation for the respective employees Important Notes: 1. If CHIEF Move occurs after Goals Setting submission in the system, the employee must revise the goals before Performance Document (Year End) is activated. 2. Employees can carry 50% of their previous goals if the CHIEF Move occurs in the middle of the year 3. It is advisable for the respective employees to complete their performance evaluation manually with the previous line manager and update it in the system. Click link to access 2023 Goal Planning Excel Template 4. It is advisable not to exercise a CHIEF Move once the Performance Evaluation has been activated. 5. HRBP to update HRIT on the final reporting structure for reporting changes.
STRICTLY PRIVATE & CONFIDENTIAL 31 What is Promotion? Employees who have fulfilled promotion criteria • Performance • Behaviour • Competency A progression to a higher grade where there is a box/ significant change to Technical Know-How Job Complexity and Accountability at a higher level than the current job for performing employees. • Career growth • Talent retention • Foster High Growth and Performance Culture • Reward Performance • Vacancy Management • Succession Planning • Job Vacancy /Job Expansion in Organisation Structure • Employee Capability WHAT WHO HOW WHY
STRICTLY PRIVATE & CONFIDENTIAL 32 Promotion Criteria Sustained Good Performance Rating Min. two (2) achievement of Solid Performer over last 3 years including the current year performance (3 STARS) Relevant Skillset Possess the relevant skills & qualification(s) needed for the job. Has the potential and ready to assume a higher role Possess the relevant skills Disciplinary Record No disciplinary action & no pending case and has not been subject to Performance Improvement Plan (PIP) in the past 12 months Years in the Present Grade Minimum 1 year of service in the present grade and position Employee Job Job Vacancy Promotion will be considered when boxes are available Job Expansion JD with additional role/task for the nominated position Job Evaluation Sizing of the job scope. Met the JE (Hay Point) for the nominated position. • Technical Know-How • Complexity • Accountability
STRICTLY PRIVATE & CONFIDENTIAL 33 UEMS ACHIEFvers (sharepoint.com) UEMS ACHIEFvers
STRICTLY PRIVATE & CONFIDENTIAL 34 Contact Info – Performance Management Muzliani Umar Zay COE / People Business Partner (PMIR) [email protected] Fetty Asmira A.Azman Executive, People & Culture (PMIR) [email protected] A Dayu Hussin COE / Senior People Business Partner (PMIR) [email protected]
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Learning & Development
STRICTLY PRIVATE & CONFIDENTIAL 36 Learning Approach UEMS Learning Approach CHIEF Champions (CC) Leadership Talent Development Focus to upskill as greater Company assets • Leadership Development Programme (LDP) • Coaching & Mentoring • Business Management • BoD Training • Thought hUb Main thrust to upskill and enhance the leadership virtue of the employees to lead self, team and organisation Essentials Basic knowledge to align with Companywide strategies • Onboarding • UEMS COI & COC • Core Competencies • UEMS Products • Sustainability & ESG • Technology + Digital • Project Management Solidify basic knowledge, align to the greater scheme of things and drive companywide strategies Academies Job specific knowledge that is critical to perform role effectively • Marketing & Sales • People and Culture • Digital • QASHE • Future Readiness Be the ‘Subject Matter Expert’ to partner and complement across the organization to perform role effectively Digital Online Platforms to enable and encourage #CHIEFsAlwaysBeLearning • LinkedIn Learning • Oracle HCM • A.I. & ChatGPT Leverage on the evolution of Technology to further the digitalization agenda and maximise the returns EDUCATE (Impart knowledge) ENHANCE (Improve knowhow) EVOLVE (Influence change) The Learning agenda is to upskill CHIEFs in competencies and trends and thrive on changes to stay ahead in the business and its competitors Framework / Guidelines / Policies
STRICTLY PRIVATE & CONFIDENTIAL 37 Employee vs Manager IDP Concept Benefits of utilizing IDP Drawbacks of ignoring IDP • Develop clear direction and expectation • Become more capable in performing current job • Enhance strengths and close development gaps • Gain more satisfaction from your personal/professional growth • Recognises strengths, needs and aspirations of team members • Discuss progress regularly to ensure employees have a clear understanding of their development path • Benefits personally as employees can undertake a broader range of activities • Gain energy from leading an engaged team • Unsure of development gaps or role of manager in supporting development needs • Potentially becoming complacent and lose competitive edge • Feel bored and unmotivated • Missed opportunity to tap on employee's strengths and close development gaps • Spend money on development intervention that do not address development gaps As an Employee… As a Manager… Individual Development Plan
STRICTLY PRIVATE & CONFIDENTIAL 38 Overview Learning Guide Individual Development Plan (IDP) • A self-directed development tool designed to chart your career and development plan • An opportunity to have an open and direct dialogue with your supervisor • A moment to pause and reflect on career goals that can get lost amidst daily activities CHIEFs Learning Aspiration Questionnaire (CLAQ) • CHIEFs Learning Aspiration Questionnaire (CLAQ) is a journey of identifying the training and development needs of CHIEFs • The primary objective of CLAQ is to identify performance gaps and to provide effective training to close those gaps. • This initiative will help to achieve UEMS strategic goals and objectives, and remain competitive in the respective industries Types of Training: Internal and External ❑ Internal Training: • In-house training for the employees of UEM Sunrise • An internal or outsourced trainer to conduct the sessions according to the training needs • Number of trainees are up to 30 per session ❑ External Training: • Public training program offered by a third-party training provider • Examples: conferences, online learning courses, workshops or seminars Training Requisition Form and Online Management Paper ❑ Training Requisition Form: • Approval request from Superior and Learning department on learning needs • Outlines the details of the proposed training program, e.g. duration, cost, and expected benefits to the employee and the organization ❑ Online Management Paper: • Provide insights, rationale, recommendations and financial implications of the training • Approval for training request
STRICTLY PRIVATE & CONFIDENTIAL 39 Click HERE to access IDP Guide Individual Development Plan (IDP) ▪ The IDP is designed to chart your career and development plan ▪ Book your supervisor’s time to discuss about your career aspirations and development areas ▪ Fill up your IDP to identify development areas and plan for development initiatives “What are my Career Goals? What are the Development Areas to reach them?” Below is a sample of focus area, development method and action plan :
STRICTLY PRIVATE & CONFIDENTIAL 40 Click HERE to access CLAQ Form CHIEF Learning Aspiration Questionnaire (CLAQ) “What Skills do I need to achieve my career aspirations?” ▪ The CLAQ is designed for the Learning Team to identify the skills and learning you require in line with your career goals ▪ Share your learning needs in order to close your development gaps ▪ Complete the Questionnaire for the Learning Team to recommend the relevant learning interventions The Top 3 Most Wanted Soft Skills Training ▪ Problem solving ▪ Impactful Communication & Presentation ▪ Planning & Organizing
STRICTLY PRIVATE & CONFIDENTIAL 41 Training Learning Opportunities “What are the Trainings available? How to Register for it?” Match your Training(s) to the individual development plan (IDP) Look out for available Training(s): A. internally or B. externally Find out if the Training is HRDC-certified
STRICTLY PRIVATE & CONFIDENTIAL 42 Click HERE to access TRF Training Requisition Form (TRF) ▪ Seek for approval from your Supervisor and Learning Team on your learning needs (for both Internal or External trainings) ▪ The purpose of the form is to outline the details of the proposed training program – e.g. duration, cost, and expected benefits to the employee and the organization. “How do I request for Trainings?” TRF Form:
STRICTLY PRIVATE & CONFIDENTIAL 43 Click HERE to access OMP Online Management Paper (OMP) ▪ Provide insights, rationale, recommendations, and financial implications related to the subject request ▪ Provide information that describes and relevant to the Learning request – for e.g. training brochure, course details, cost structure, trainer profile, participation list etc. (for Internal trainings where required) “How do I request for Trainings?”
STRICTLY PRIVATE & CONFIDENTIAL 44 Learning Request: Internal Training Step 1: Complete CHIEF’s Learning Aspirations Questionnaire (CLAQ). Click HERE to access Step 2: Complete IDP with superior approval. Click HERE to access user guide Step 3: Request training budget from Learning Team/HRBP Step 4: Complete Online Management Paper (OMP) and send approval copy and supporting details: (1) participants list, (2) training brochure, (3) quotation, (4) speaker`s profile, and (5) HRDC Grant ID (If HRDC Claimable) to Learning Team. Click HERE for OMP Guide and Log In HERE Step 5: Sourcing, Registration, and Payment (HRDC & Internal) will be supported by Learning Team. Learning requires 2 weeks turnaround time to process the request. Step 6: HRDC claim process will be supported by Learning Team. Balance of the amount that can`t be claimed needs to be approved by CPO. Step 7: Learning team will send a calendar invite and feedback evaluation form. Step 8: The venue, F&B, and Logistics will be supported by Learning Team based on CPO’s approval. Submit the request 2 weeks in advance. Step 9: Send the evaluation form to Learning team within 3 working days upon completion of the training
STRICTLY PRIVATE & CONFIDENTIAL 45 Learning Request: External Training Step 1: Complete CHIEFs Learning Aspirations Questionnaire (CLAQ). Click HERE to access Step 2: Complete IDP with superior approval for participants that are involved. Click HERE to access user guide Step 3: Discuss about an identified/aspired Training with the Learning Team/HRBP Step 4: Complete the External Requisition Form (ETRF) (Free or cost-incurred Training) with a superior signature. Click HERE to access Step 5: Submission of completed documents such as External Requisition Form (ETRF), Training Brochure, Quotation, Speakers Profile, and HRDC Grant ID (If HRDC Claimable) Step 6: HRDC claim process will be fully supported by Learning team. The balance amount that can`t be claimed needs to get approval from CPO. Step 7: Set own reminder to attend the public training. Step 8: Send the evaluation form to Learning within 2 weeks upon completion of the training
STRICTLY PRIVATE & CONFIDENTIAL 46 UEM Sunrise Core Competencies Organisational Agility • Development Opportunity • Understanding UEM Sunrise Products and Services • Learning Continuously This competency is about ensuring that employees are able to manage ambiguity by developing cross-functional knowledge and taking on development opportunities •Employees who functionally are knowledgeable and versatile •Appreciation and adoption of a coaching culture within the organisation •Organisational practices that can adapt to ambiguity in the market •An organisation that emphasizes and encourages continuous learning and development Organisational Leadership • Leading Strategically • Empowering Employees • Leading And Activating The Values This competency is about ensuring that employees develop their business acumen to achieve the organisation’s strategic objectives, while also upholding its values • Employees who are aware and attuned to the organisation’s strategy • Leaders who act in line with the organisation’s strategy • Managers who can develop and empower their subordinates • An organisational culture that reflects its values Stakeholder Management • Building Relationships • Collaborating Effectively • Sustaining Relationships This competency is about ensuring that professional relationships are built, leveraged, and sustained to meet organisational objectives. • Employees who are more empathetic with their stakeholders • The building of positive work relationships with stakeholders • The forming of strategic partnerships that help achieve the organisation’s objectives • Managers who encourage their subordinates to build their own professional networks Customer Centricity • Understand Customer Experience • Setting Customer Quality Standards and Meeting Them • Acing on and Incorporating Customer Feedback This competency is about ensuring that the organisation’s products and services meet internal and external customers’ needs by setting and meeting high quality standards • Organisational practices that are more attuned to the needs of modernday customers • Employees who understand and act on customer needs in a timely manner • Creation of future products and services that are more reflective of customer needs Innovative Capability • Cultivating Innovation • Implementation Solutions • Adopting Working Style That Encourages Innovation This competency is about building innovative capability within the organisation by acknowledging the importance of change and cultivating innovation in solutions and behaviours • Employees who are able to ideate and provide solutions to solve problems • Updated work practices that are more attuned to present day expectations • An acceptance for the organisation, and all its parts, to need to change and continuously improve However, when taken as a whole, they provide a comprehensive outlook as to what success would look like for UEM Sunrise
STRICTLY PRIVATE & CONFIDENTIAL 47 CHIEFs Learn Functional & Technical Learning UEMS Essentials Future Readiness Statutory Programmes CHIEF Champions Talent Development Programmes Coaching & Mentoring Digital Learning CHIEFs Learn #CHIEFsAlwaysBeLearning Supporting employees so that they learn new skills and become greater assets to the company • Business Management • Coaching Mentoring Online learning platforms to enable #CHIEFsAlwaysBeLearning • Learning Paths • LinkedIn Learning • Personal Development/Effectiveness • Leadership • Oracle Learning Platform • LS Human Capital • EC Council (Digital) • Job specific knowledge that is critical to effectively perform individual roles • Technical/Functional Competencies • Academies • Marketing & Sales • Customer Experience • QASHE • Finance • Human Resource • Contracts • Digital • External Trainings Essential knowledge that all CHIEFs need to attain that is aligned with companywide strategies • UEMS Onboarding • CHIEF @ Work • UEMS CoC • UEMS Products 101 • UEMS Company Overview • UEMS Core Competencies . Identified programs to equip the workforce with skills for the future • Agile • Thought hUb • Generative AI • Design Thinking • Metaverse Pool of Learning, Development and Culture change advocates who support CHIEFs growth Essential industry-specific knowledge that is of statutory requirements • Housing Development Act • Personal Data Protection Act • Corporate Directors’ Programme • CIDB Green Card • QLASSIC • ISO Awareness • LSS • OPA Long-term developmental programmesto harness potential and improve leadership bench-strengths • Executive Education • UEMS – Business Management Programme
STRICTLY PRIVATE & CONFIDENTIAL 48 UEMS LinkedIn Learning LinkedIn Learning Platform LinkedIn Learning App
STRICTLY PRIVATE & CONFIDENTIAL 49 Contact Info – Learning & Development Jared Chan Weng Keen COE / Senior People Business Partner (LC) [email protected] Annabelle Lau Lee Fong COE / People Business Partner (LC) [email protected] Nor Izati Syazwani Executive, People & Culture (LC) [email protected]
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