I will analyze the OCBC Bank by showing a clear description of their approach that is unique when it comes to developing and managing talents. I will also perform a comparison between OCBC bank and other organizations I know of on how they approach talent management as well as development. I will do an explanation of how the approach carried out by OCBC in the development of employees, and the management of talent has primarily contributed to the success of the firm. I will evaluate the degree to which the approach that is taken by OCBC to manage talents and employee development fits some of the other various industries and organizations including a couple of limitations if used elsewhere with no modification, and also do extensive research on the internet about OCBC. I will finally examine how OCBC has recently performed through the identification of what the bank has done less of, more of, or even different from other organizations in the human resource management area.

OCBC’s unique approach to the development and management of talent is well understood by first looking at how they attract and recruit talent generally. Talent recruitment entails three vital processes: Screening, attracting and carrying out a selection on potential employees with the purpose of extended consideration (Youssef and Stark, 2014 chapter 1). These three talent recruitment processes can be conducted in either recruitment agencies or the house. Advertising job vacancies and offers are the first recruiting process step. Screening is the process that follows advertising, and in this process, the ones involved in carrying out the recruitment processes use internal interviews, resumes, tests, application forms and other tools used for screening to make an identification of candidates who have qualified. A candidate is then selected for more consideration basing on his or her performance during the process of screening.

Regarding OCBC’s unique talent and development approach, successful and sound business policies together with active talent development and management are the basis of the bank (Channwal, 2015). The bank conducts the same pro-activities even in the management and development of its people. This report was directly from Eric Ong who is the Emerging Business Head in Global Enterprise Banking, OCBC Bank. Additionally, OCBC views development and training with the same importance it regards human capital, and this view makes the Bank different from other organizations. To them, investment in this field enables them to grow the employees’ abilities in the production of a powerful performance. Ong argued that one of the Bank’s progressive strategies of business is learning and that it assists in the creation of a win-win scenario for them together with the staff. The alignment of the employees’ learning objectives together with business targets in OCBC helps the employees successful in the generation and growth in a career rather than just employment (Channwal, 2015).

In the comparison of OBCB’s talent development and management to other various organizations, I will compare using my familiar past employer. Several activities are involved in the development process, and their purpose is the improvement of individual employee performance as well as an organizational group performance. For instance, OCBC has adopted various learning technologies aside from regular training in a classroom. They include learning technologies like virtual classrooms and e-learning. OCBC has tapped these learning processes with the purpose of encouraging employees in gaining new experiences steadily, abilities, information and career goals fulfillment at various career stages. This case is precisely the reason why Gen Y employees seek progression and change (Channwal, 2015). They feel the urge to be recognized and challenged for the tasks they perform. Performance dips when employees are ‘stuck in a rut’ In comparison to my previous employer, this case is opposite since there was no training, recognition, development or progression opportunity. We were then ‘stuck in a rut’ which was evident in the dip in the performance of our work. Success is a reflection of OCBC’s talent development and management methods but for my past employment lack of success was a reflection of our meager means.

OBCB’s talent management and development of employees have primarily contributed to the success of the Bank’s success as mentioned above. OBCB recently acquired the title of being the world’s most active bank. The Bank heads not only use a disciplined approach to lead the way in credit and risk management, but also through robust and effective initiatives in talent development through creating self-effort in talent grooming (Channwal, 2015). Its history of being more than 80 years in Singapore has made the bank a people’s centered bank. OCBC has risen from being a bank that began by assisting rice merchants’ progress during war times to being a business operational bank in Singapore.

I will evaluate the length at which OBCB’s talent management and approach fit other various industries or organizations including some limitations if used elsewhere with no modification. The bank’s talent management and employee development approach motivate its staff to manage and control their various careers using the Bank’s ‘Career Best’ initiative which was officiated in 2002. The program entails assisting the staff analyze and evaluate their strengths, realizing and looking for the ideal fit between the OCBC’s needs and their talents and also career orientation (Youssef and Stark, 2014, chapter 2). How the approach used by OCBC would tend to fit other industries and organizations would solely depend on the required modification and limitation of implementation. The difference in the forms of business is likely to cause the various firms to realize limitations if used in a different set up with no modification.

            I was able to get some of the additional information about OCBC on the internet and also carry out an examination on the performance of OCBC recently through the identification of what it has done more of, less of or differently from on the human resource management area. For instance, Barclays Bank has today announced its signed agreement with the Bank of Singapore and the OCBC Bank in selling out its Wealth and Investment Management (WIM) business in Hong Kong and Singapore (M2 Press wire, 2016). The OCBC Bank Group CEO Mr. Samuel Tsien said that they are anticipating the welcoming of new clients and various colleagues from Barclays’ WIM business in Hong Kong and Singapore into the OCBC group. He further added that they would ensure a smooth integration process as well as the support of the new clients’ needs from the Bank of Singapore through the provision of expanded network and product suite. He promised a continued career development to the new clients through an extended support platform.

References

Channwal, S. (2015). Putting the ‘person’ in personnel. Retrieved from

https://www.linkedin.com/pulse/putting-person-personnel-sunil-chhanwal

M2 Press wire (2016, Apr 07) Barclays announces further noncore disposal: Agreement to sell its wealth and investment management business in Singapore and Hong Kong to the bank of Singapore. Retrieved from https://search.proquest.com/docview/1778946090?accountid=32521

Youssef-Morgan, C. M., & Stark. E. (2014). Strategic human resource management: Concepts,                                                                                   

controversies, and evidence-based applications [Electronic version]. Retrieved from https://content.ashford.edu/