FGV Annual Report 2012

A n n u a l R e p o r t 2 0 1 2 L a p o r a n T a h u n a n 91 To support this, Resource Committees were established at company level to ensure that the process of identifying talents is conducted rigorously and objectively. Resource Committees ensure that identified talents are put through development plans that are in line with the Group’s strategy and objectives. A leadership program, called the ‘First Line Manager Program’, targeted for potential ‘managers-to-be’, was then introduced with the first two batches started in late 2011. The program, conducted in collaboration with Australian Institute of Management and Asia e-University, has a specific aim in mind so as to provide the necessary mindset change in the transition from being an Individual Contributor (managing self) to becoming a First Line Manager (managing others) in respect of skills, time application and work values. As human capital management is crucial to business success, it is in the best interest of the organisation to attract and retain best equipped employees to drive forward the organisation. Apart from the employer branding initiatives that have and are currently being undertaken, more robust selection and screening processes have been adopted that include using the DDI Targeted Selection® interview method and the SHL personality and ability assessment. In addition, all trainee programs (cadet planter, cadet engineer, cadet supervisor, management trainee and accountant trainee) are further strengthened to ensure sufficient stream of qualified and capable human capital in the organisation. To cultivate a work culture that is pillared upon result and performance, the Online Performance Management System was introduced during the year under review. The online performance management system will ensure that all the processes involved in the performance management can be completed successfully and effectively. In addition, efforts on human resource cost containment was further enhanced via strict management of human resource costs such as training cost, medical cost and travelling cost. Efforts were also made to streamline the HR processes and policies, where applicable, throughout the Group that include continuous review of job grading and salary structure that supports a performance oriented culture and that are market-based in order to attract and retain key talents over the long term. In line with the Group Strategic Objective, continuous and systematic efforts to build capable talent pool of future leaders who are knowledgeable, skilled and ready to face challenges will continue to be a top priority. Bagi menyokong usaha ini, Jawatankuasa Sumber telah ditubuhkan pada peringkat syarikat bagi memastikan bahawa proses mengenal pasti bakat-bakat ini dijalankan secara cermat dan objektif. Jawatankuasa Sumber memastikan bahawa bakat yang dikenal pasti diberi pelan pembangunan yang sejajar dengan strategi dan objektif Kumpulan. Satu program kepimpinan yang dipanggil ‘Program Pengurus Barisan Pertama’ yang disasarkan untuk ‘bakal-bakal pengurus’ berpotensi, telah diperkenalkan dengan dua kumpulan pertama bermula pada lewat 2011. Program ini yang dilaksanakan dengan kerjasama Australian Institute of Management dan Asia e-University, mempunyai matlamat khusus untuk mengubah minda agar beralih dari menjadi Penyumbang Individu (menguruskan diri sendiri) menjadi Pengurus Barisan Pertama (menguruskan yang lain) dari segi kemahiran, penggunaan masa dan nilai-nilai kerja. Oleh kerana pengurusan modal insan adalah penting dalam menentukan kejayaan perniagaan, organisasi mempunyai kepentingan untuk menarik minat dan mengekalkan petugas terbaik dalam usaha memajukan organisasi. Selain daripada inisiatif penjenamaan majikan yang telah dan sedang dijalankan, proses pemilihan dan saringan yang lebih ketat telah diguna pakai termasuk penggunaan kaedah temuduga DDI Targeted Selection® dan penilaian personaliti dan keupayaan SHL. Di samping itu, semua program pelatih (kadet ladang, kadet jurutera, kadet penyelia, pelatih pengurusan dan pelatih akauntan) diperkukuhkan lagi untuk memastikan kecukupan aliran modal insan yang berkelayakan dan berkebolehan dalam organisasi. Untuk memupuk budaya kerja yang bertonggakkan hasil dan prestasi, Sistem Pengurusan Prestasi Atas Talian telah diperkenalkan semasa tahun tinjauan. Sistem pengurusan prestasi atas talian ini akan memastikan bahawa semua proses yang terlibat dalam pengurusan prestasi boleh dilaksanakan dengan berjaya dan berkesan. Di samping itu, usaha pembendungan kos sumber manusia terus dipertingkatkan menerusi pengurusan kos sumber manusia yang ketat seperti kos latihan, kos perubatan dan kos perjalanan. Usaha penyelarasan proses-proses dan dasar-dasar Sumber Manusia juga dilaksanakan, di mana wajar, di seluruh Kumpulan termasuk penilaian berterusan ke atas penggredan kerja dan struktur gaji yang menyokong budaya berorientasikan prestasi dan berdasarkan pasaran bagi menarik minat dan mengekalkan bakat-bakat utama dalam tempoh jangka panjang. Selaras dengan Objektif Strategik Kumpulan, usaha berterusan dan sistematik untuk membina kumpulan bakat pemimpin masa hadapan yang berpengetahuan, berkemahiran dan bersedia untuk menghadapi cabaran akan terus menjadi keutamaan terpenting.