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PowerPoint Storytelling Sample (Management Trainee Program Review)
- 2. Industry Demand National Effort Retiring/Maturing Management Our Call To Action • Growing need for professionals with niche and specialized skills • Remain competitive in global market • To nurture strong Singaporean core • Combat experience drain (ageing population/career switchers) with knowledge/opportunity transfers • In 5 years, 17% of current Senior Management will reach retirement age • In 5 years, 58% will be > 50 years old
- 3. Objectives To attract best local talents with potential to Schenker Singapore To cultivate a strong community among management trainees To develop talent pipeline (i.e. from executors to strategists)
- 4. MT Maturity Model Be adept at day-to-day delivery (i.e. an executor) Become a project owner Take on a supervisory role Become a strategist To accomplish during MT program To accomplish after MT program
- 5. Program Overview & Elements Recruitment Orientation Core Function Graduation & Promotion Departmental Rotation Core Function for Final Assessment Mentorship Improvement Projects Professional Development (IDP) 2.5 years Management Dialogue Group Activities Self-Development Continuous Tracking Performance Assessment & Review =
- 6. Recruitment Approach Contract Signing December Application July to end-September Selection October to end-November How to recruit? How to select? What’s the timeline? • Career fairs • Online portals • University career talks • Networking sessions • CVAT • SHL • Written test Adding on in future: • Group interview/case study • 10 – 15 min presentation
- 7. Orientation Informal Exec Chat Facility Visits Intro to Schenker Event Calendar Group Activities Tech Support
- 8. Job Placement & Rotation Core Function Core Function for Final Assessment Departmental Rotation 1 year 4 months 4 months 4 months = Attend strategic meetings with all business units (Role: Secretary or attendee) 6 months Promotion: Senior Executive or Asst. Manager
- 9. Job Placement & Rotation Core Function Core Function for Final Assessment Departmental Rotation 1 year 4 months 4 months 4 months 6 months Promotion: Senior Executive or Asst. Manager = Coaches • Give thorough introduction of business unit/program • Provide professional guidance (e.g. knowledge, skills) • Assign department-specific projects
- 10. Job Placement & Rotation Core Function Core Function for Final Assessment Departmental Rotation 1 year 4 months 4 months 4 months 6 months Promotion: Senior Executive or Asst. Manager = Assessment= Performance Review Ideation Individual Development Plan
- 11. Development Route Map Aims • To develop competencies that will make MTs executors and/or strategists • To equip MTs with fundamental job- and/or business-related knowledge and skills • To nurture Schenker’s celebrated values, winning mindset and appropriate work behavior
- 12. Development Route Map: L&D Core Functional Executor Personal Strategist Leadership • Leadership • E.g. OBS, seminars, industry networking • E.g. Opportunities to lead teams • Foundational knowledge/skills needed to support the organization • Strategist competencies, methodology, tools • Personal development and self-discovery • E.g. Personality tests, discover strengths, leadership style • Executor competencies • E.g. Project management • Job-related knowledge/skills
- 13. Management Dialogue Improvement Projects Internal Social Media Development Route Map: Others • Biennial sharing session • 1 guest speaker per session + open discussion/Q&A • 3-4 project presentations • On-going • Work with Mentor (HOD) or Coach (Manager) • Train strategizing and executing • On-going exercise • Engage fellow employees • Increase visibility
- 14. Social/Networking Activities Department R&R D&D Staff Comm CSR University Career Fair Development Route Map: Group Activities
- 15. Future Plans Overseas Attachment Marketing Investment Continuous Tracking Assessment Centre Self-Discovery
Hinweis der Redaktion
- With the recent release of Logistics Industry Transformation Map (ITP) and the rising demand for specialists in the industry along with the change in demographics within our organisation, there is a need for us to build up a pool of local talent in order to remain competitive in the market. "The Logistics ITM will support enterprise-level efforts to transform and grow through productivity and innovation. It aims to nurture a strong Singaporean core through talent development." - Mr Iswaran, Minister of Trade and Industry (Industry) http://www.straitstimes.com/business/companies-markets/road-map-to-boost-singapores-role-as-global-logistics-hub “With growing customers’ expectations and rapid technological advancements, logistics companies today are continuously developing new capabilities and value-added services to stay competitive. Hence, there is a growing need for professionals with niche and specialised skills to innovate and deliver these services effectively.” http://slaebook.s3-website-ap-southeast-1.amazonaws.com/#p=5 In order to tackle these questions, it is important for us to build up a ready-pool of talent for the organisation to tap on.
- Comments: To nurture future talents Remove “Take up more job scopes etc” Things to do: 1. Statistics: Find out the demographics of our management level as well as E12 and above to show why is there a need to create a ready-pool of talents
- Comments: Vision should be one-liner, and should be before objectives This slide looks more like Mission What kind of people do we want to cultivate? What kind of leaders do we need and what skillsets/abilities do they need to encompass?
- Comments: Vision should be one-liner, and should be before objectives This slide looks more like Mission What kind of people do we want to cultivate? What kind of leaders do we need and what skillsets/abilities do they need to encompass?
- Comments: Change “Home Base” to “Core Functions” Change “Rotations 1, 2, 3” to “Departmental Rotations” Change visual representation of “Management dialogue, group activities etc” use fertilizers/water droplets to represent each trait
- Comments: Include Recruitment approach/key assessment criteria: e.g. what kind of recruitment process (e.g. presentation) Case study discussion Assessment centre Presentation Change Application months to “Q3” (instead of “Jul – Sept”) Things to decide once the proposal is being approved: Application methodology: Via online? Paper and pen? Elements to include in the application form: Preferences for the various units, etc.
- Intro to Schenker: Company overview Management team Mission, vision, values Policies Employee benefits (e.g. Flexi-Benefits) L&D opportunities Event Calendar: MT event calendar (e.g. Management Dialogue, networking sessions, social activities) Exec Fireplace Chat: 1. Informal presentation by 1-2 senior management on personal journey from school to current position Facility Visits: SLC, RHO SLC 2 SLC 1 Tech Support: Laptop Email set-up, log-in, Thumbprint access Landline name-change forms Intranet access
- Comments: Consider what’s the point of 1 week shadowing – waste MT’s time (bored) and waste salary Combine this slide and previous slide * Find new name to replace “Buddy”
- Comments: Consider what’s the point of 1 week shadowing – waste MT’s time (bored) and waste salary Combine this slide and previous slide * Find new name to replace “Buddy”
- Comments: Shadowing all departments (can observe different leadership styles) can change to attending business meetings (can observe decision-making process) Departmental exposure through departmental meetings (use trees/streetlamps as visuals) Shadow departments can take out + change 3 months to 4 months Assessment: Internal stakeholders involved: Mentor and Coach Review period: After every job rotation Objective: This is to provide mentor with the necessary information before doing the final performance assessment which will determine the MT’s promotion. 2. Performance Review, Ideation, IDP Internal stakeholders involved: MT and Mentor First review session: Before the commencement of job rotation Subsequent review sessions: To be reviewed after every job rotation 3.
- Things to do: 1. Statistics: Find out the demographics of our management level as well as E12 and above to show why is there a need to create a ready-pool of talents
- Note: For the list of training available, we will seek advice from Amy as she will have a better idea of the current training offerings.
- Seek Amy’s expertise – how does news-sharing sound?
- Discussions may take place at various facilities D&D, Staff Comm, CSR: Mentored by ER team University Career Fair: Join MPR at career booth Engage potential joinees at school seminars (Outreach)