The 's Bank : A Great Training Program For The New Employees

The training and development of employees in William Hill is imperative for the performance or the company as they are in a competitive market. William Hill has to inform workers to be aware of surroundings in the area that they work. Training and Development Training

The banks approach starts out that just about every other business in Singapore is dealing with or has an account with OCBC bank. The reason why the bank is so successful is because the bank was built and run on stick business policies and has active talent management and development (Shukla-Pandey, 2012).

The bank is different from all other banks and is known as one of the best company to work with because of its youth-oriented policy. It is a market-savvy private sector bank with a youthful image: the average age of its 37,901 employees

Bank of America's executive performance and retention strategy breaks down into the objectives set out in Figure 2.1 (Fisher and Congel, 2009, p. 22), 'attract, retain and develop great leaders.' This process occurs in distinct phases over the first 36 months of executive promotion but begins even before the new hire, if 'attracting great leaders' requires

Organisational context – Recruiting and selecting talent who’s attitude that ‘matches’ the organisations culture, is a factor that influences recruitment and selection. For example, the ‘right person’ for the organisation, can then develop a job around their skills and capabilities.

Wells Fargo is considered one of the largest financial institutions in the US and one of America’s largest employers with more than 150,000 team members. Wells Fargo is a successful financial institution because they grow with people and technology. Technology such as computers, cell phones, i-pods, webcams, and other new technology devices are reshaping the way we play, communicate, and plan our lives and where we work.

Resource and Talent Planning ensures that the organisation is able to identify and attract the key people with the capability to create competitive advantage to fulfil the ambitions of the business.

Talent management is a strategic process. Organizations use talent management to find, develop, and retain talented workers. According to the Project Management Institute, “proper talent management is a strategic competency - a blend of recruitment, professional development, succession planning and execution of best practices” (“Organization Talent Management,” n.d., para. 2). Successful

In 2006, GOCB was highly leveraged with as high as 85 percent. However, it managed to lower the debt ratio to 60 percent to retain shareholder confidence and ensure the bank’s eligibility for a B bond rating. Strong reputable brand name, financial strength, and a strategic fit were the three key ingredients why the GOCB’s 10 million shares had market value of P250 each which is 10 times the net income per share. This further boosted its market position to hold the top 20 spot with a total resource base of P35 billion as of December 2007, which comprised of 10% of the entire banking industry’s total resources.

Human capital management plays an important role in the recruitment process. It is essential for hiring, managing, training high performing employees. Human capital management is important for hiring the right talent, orienting him/her to the organization, making a new employee feel comfortable, training employees in order to constantly upgrade their skills, retaining employees and making employees self sufficient and prepare them for adverse conditions.

Talent management is the integrated and systematic process of attracting, engaging and retaining key employees and potential organizational leaders. The main objective of the talent management is employee performance evaluation.

The HRM activities includes recruiting candidates, selection, orientation, managing their behavior, performance appraisal, compensation, training and development, handling legal issues of employees, and safety (Suttle, 2016). These activities help the company to gain sustainable competitive advantage. From recruitment to safety of employees, HRM department is responsible to handling and managing employees activities. Moreover, the department also provide various career development opportunities to employees for engaging them as longer perspective (habeeb, 2009). Within the Enterprise, the HRM activities presented and focused to attract existing employees and retain them for longer duration. They provide opportunities for career development so in this way they are retaining them respectively. Their goals are achieved in competitive manner by the help of HRM activities because of managing activities in proactive

By recognizing that HRM must be an integral part of the business plan, OCBC has allowed it to be as much of a priority as any other aspect of their organization. When it is written at the top and is allowed to become a part of what the business stands for, when all management is included, it becomes a powerful tool. Delmotte, De Winne & Sels (2012) state “HRM is no longer the exclusive responsibility of the HR department, but rather the responsibility of a mix of actors inside and outside the organization, such as top managers, line managers, and external HR service providers (Valverde, Ryan and Soler 2006)” (p. 1502). OCBC uses a strategically planned approach to managing and developing their staff, its uniqueness is refreshing. They are always in the “recruit” mode, actively seeking viable employees. Once hired, they focus on the employee’s professional needs, offer extensive training and cross-training across their different entities and product offerings, even those in other countries. OCBC (2015) states “We want you to enjoy and take pride in your work, be passionate, driven and have fun - after all, joy does bring out the best in people. And we want nothing less. At OCBC, we believe that everyone should have the opportunity to succeed. No matter where you see yourself in the future, we want to help you get there” (www.ocbc.com, 2015). OCBC has a structured 3 year training program for each employee. In addition, they offer on-the-job training, in-house training and

Talent management starts with corporate strategy. It guides managers on decisions about what type of talent they need. The emphasis is on placing the right person for the right job. Through the annual institutional and worker review process emphasis should be placed on effectiveness of the worker on achievement of the objectives set in the performance (Edwards, 2010 Foster et al., 2010, Frimann, & Mønsted, 2012)).

The scope of this study is restricted to examining the manpower training and development needs at Zenith Bank Plc.