AYADURAI Jeyamalar (Jeya) Gathering of the A to Z Experience in Human Capital Management The following summarises the Human Capital Management experience gathered through the above positions: Appraisals Tailor-made 360 appraisals for various levels of senior management in the Asia Pacific region to meet performance requirements eg cross-functional marketing etc Benefits Management Initiated and shaped benefits for various legal entities in the Asia Pacific region Change agent Trained managers to be change agents; participated in both the public and private sector’s change management processes ( see Re-engineering, Work Improvement Teams) Diversity Starting from scratch, developed an Asia Pacific policies on Diversity, Harassment and Discrimination, taking into recognition the various legal and cultural requirements of the 12 countries UBS operates in Evolving businesses onto e-platforms Participated in developing the strategies to transition businesses onto e-platforms eg in Foreign Exchange trading, Human Resources ( automation of graduate job application processes, operations support etc ) Family Friendly Firm As part of the “Employer of Choice” objectives for UBS regionally, developed various strategies and implemented new initiatives (eg Flexible Work Arrangements, remote working etc) to help staff achieve better work-life balance Grievance Handling Developed the Grievance Handling policy for the Asia Pacific region - trained managers and supervisors in Grievance Handling Hubbing Managed the strategy and implementing the follow-through on a multi-million dollar hubbing grant from the Monetary Authority of Singapore for regional hubbing of staff Education and Development in Singapore International Assignee Management Managed the transfers, compensation and career development of staff all major financial centres Junior Talent Management Helped develop strategies for managing graduate trainees in their first five years with the organisation - with particular emphasis on retention after the first 2-3 years Key Management Development Helped develop programmes for key performers at senior management levels and conducted Leadership programmes for senior key performers Leadership Training Developed and conducted the full range of training programmes to strengthen leadership among staff in both the public and private sector - topics covered ranged from leadership, teambuilding, objective setting and assessment, decision-making, change management, work improvement etc Mentoring Helped develop the mentoring initiative in the region - currently the package that was drawn up is being used by various Human Resources staff to develop mentors and mentees around the Asia Pacific region - this programme has been well rated by staff and has strengthened the leadership abilities among managers Networks Set up a women’s network each, in Singapore, Australia, Hong Kong and Japan to help focus on issues faced by women to help optimise on talent and stem the depletion of female talent, especially at the senior management levels Organisation Development (OD) Over the last 20 years, the main focus has been in the OD area - tying in Human Capital management to bottom-line results and shareholder value, ensuring that a more holistic/systematic approach is taken in all Human Capital initiatives to ensure a climate/culture that is consistent with the company’s values and stated business drives Personality Profiling Used various personality type instruments for recruiting and training staff - helpful supplement in counselling work as well Quality Circles Pioneered the work improvement teams in the Singapore Civil Service Re-engineering Spearheaded various initiatives in the public and private sector to upgrade efficiencies - used skills learnt in mergers, downsizing activities as well Succession Planning Developed succession planning tools to help the company identify, develop and retain critical talent, weed out and replace non-performers at the strategic levels and identify at an early stage high performers who can then be groomed to take over from key performers Teambuilding This is also a key focus area for both the private and public sectors - used surveys, personality profiling and training programmes/workshops as tools to help reinforce teamwork, cross-selling and cross-product development Universities Relationships with universities in the Asia Pacific region have been key to help provide the graduate talent pool - pioneered various initiatives to maintain relationships with various universities Vision and Values Worked with senior management to develop the Vision and Values for the Asia Pacific region, cascade these values through the company and change organisational practices to reinforce strategic business shifts ( eg when the company goes regional or when the company needed to boost profits etc ) Wellness Programmes Initiated and helped develop the Staff Wellness programmes to help meet the company’s aim to be “Employer of Choice” “eXtra-curricular” activities Developed community outreach programmes to help reinforce the “community development” objective among staff - eg designed and conducted a series of programmes for disabled staff, starting with a “I Can Get That Job” programme. This programme was written up in the Straits Times and a couple of the participants ended up with job offers Youth This refers more to an attitude/state of mind than to chronology - the need to stay updated, in tune with changes in the business environment so that Human Resources practitioners stay nimble and respond to business/shareholders requirements, has been constantly reinforced over the years Zen in HR This is the last word in Human Capital Management - that there can be no end to the learning since organisational life requires constant change management. The need for practitioners to understand from within, human behaviour and needs set against the hard demands of a bottom-line is imperative - the ability to balance multiple/opposing demands is what distinguishes a good Human Capital Manager from an ordinary one.