Zw hr consulting alice speaker1

InterSearch China – ZW HR Consulting
ZW Annual HR Seminar
26th June 2015
HR Business Partner Positioning
Speakers Name: Alice Shi

Speakers Bio
Alice Shi
• First Vice President, Head of HR Business
Partner, United Overseas Bank (China) Ltd Co.
Accumulated around 10 years working
experience in HR Business Partner and Talent
Acquisition in banking industry and
headhunting firms. Graduated from Shanghai
University of Finance and Economics with
Master Degree majoring in international
economics.

Agenda/Talking Points
• UOB Introduction
• HRBP Positioning
• UOB HR Vision
• Talent Acquisition
• E-Recruitment System
• Staff Retention Plan
• Succession Plan & Talent Management
• Quarterly People Forum
• People Strategy – Example 1: PFS People Strategy
• People Strategy – Example 2: Channels People Plan
• People Strategy – Example 3: UOBC Middle Office & Client Support Review

UOB Introduction
UOB Group
• United Overseas Bank Limited (UOB) is a leading bank in Asia with a global network of more
than 500 offices in 19 countries and territories in Asia Pacific, Western Europe and North
America. Since its incorporation in 1935, UOB has grown organically and through a series of
strategic acquisitions. In Asia it operates through its branches and representative offices as
well as banking subsidiaries in China, Indonesia, Malaysia, the Philippines, Singapore and
Thailand.
• United Overseas Bank (China) Limited (UOB (China)) is a wholly-owned subsidiary of the
United Overseas Bank Limited (UOB), a leading bank in Asia. Headquartered in Shanghai,
UOB (China) was incorporated in the People’s Republic of China on 18 December 2007 with a
registered capital of RMB three billion.
• The bank’s far-sighted approach has seen it grow from strength to strength since its
inauguration on 2 January 2008. At present, there are more than 10 branches and sub-
branches in the major Chinese cities.
• UOB (China) scored highly with a triple A rating by the China Chengxin International Credit
Rating Co., Ltd., an affirmation of the Bank’s overall stability in the financial sector.
UOB China

HRBP Positioning
Strategic
Partner
Change Agent
Administrative
Expert
Employee
Champion
Future/ Strategic Focus
Day-to-Day/ Operational Focus
Process People

HRBP Positioning
• Recruitment:
 Cost control
 Focus on the quantity of the CV
 Never consult with HR for hiring decision
 Execution
• Budgeting & H/C Planning & Performance Mgmt
& Compensation
 “二传手”
 Collect & consolidate forms
• KPI Setting & SIP Design
 Be informed of new KPI/ SIP
• Staff Retention – not be involved
• No engagement except recruitment
• Mindset: short-term win
• Recruitment:
 Turnaround time
 Focus on the quality of the CV, find the right
person to the right position
 Share insight & expectation management
 Make whole year recruitment plan with BU
• Budgeting & H/C Planning & Performance Mgmt
& Compensation
 Be engaged/consulted in decision making
 Market intelligence sharing
• KPI Setting & SIP Design
 Share market intelligence/ Conduct market
survey
 Be engaged in KPI allocation / SIP design
• Design Staff Retention Plan together with BU
• Frequent engagement with BU: monthly meeting,
biz review meeting, Staff Town Hall, etc.
• Mindset: think long-term
Past Now

UOB HR Vision
UOB HR wants to be known as a trusted HR strategic partner.
This means that HR will enable change effectively through enhancing HR execution and
engagement skills, raising our credibility and expertise to meet business challenges.
Mindset
Think holistically and long term
• End to end, think beyond one’s
area of responsibility
• Address root cause and focus on
sustainable actions
Challenge the status quo
• Continuous improvement – There
is always a better way
• Have courage to take risk
Open-minded
• Seek first to understand
• Respect diverse views
Stay positive
• Have the endurance to work
through challenges
• Encourage and support each
other
Enabling Skills
• Engagement skills
• Internal Consulting Skills
• Change Management Skills
• Strategic Management Skills in
HR and Business
• Coaching Skills
• Critical Thinking and Problem
Solving Skills
Internal HR Environment
Open and honest in our interactions
• Say what you mean
• Be willing to give and receive
constructive feedback
Walk the talk at every level
• Mean what you say
• Keep your promises and deliver
your commitments
Supportive & collaborative
• Appreciate and value our team
mates
• Focus on team goal, not individual
goal
Reinforcement of right behaviours
• Be a positive role model to others
• Catch people doing right

Talent Acquisition
Talent
Acquisition
E-recruitment
System
H/C
Budgeting
& Planning
Work out
Recruitment
Plan with BU
Track Staff Cost
& CIR & BU
Productivity
Normal
Recruitment
Overseas
Recruitment
Program
MA
Program
PFS GO
Program
Recruitment Channel
Exploration & Annual
Review
University Relationship
Establishment &
Maintenance
Manage Line Manager’s
Expectation

E-recruitment System
Candidate
Database
Position Mgmt
JD Mgmt
Offer Letter &
Labor Contract
Auto-generation
H/C Mgmt
• Keep master JD to
ease line’s job
• Line mgr will review
and revise the JD for
all new hires
• Link with recruitment
websites, i.e. 51job,
zhaopin, yingjiesheng,
etc.
• CV template for
headhunting firms for
auto-uploading
• Tracking position
progress
• Record interview
feedback
• Offer letter auto-
generation
• Labor contract
auto-generation
• H/C report auto-
generation
• Track recruitment
status

Staff Retention Plan
事前事中事后
1. Provide interview skill training to
all hiring managers to make sure
hiring the right person to the right
position
2. Make retention plan for key staffs
together with BU (Refer to next
page)
• Tailor made whole year
training plan (involve TOD)
• Frequent communication
and well recognition
• Assign challenging project/
arrange rotation to give
him/her more exposure
Staff Retention Plan is designed as a holistic solution to help our BU to
retain the key staffs & Hi-po staffs and decrease our turnover rate
1. Identify if this staff who tendered
resignation is a key staff should be
retained, base on
• Performance & Potential
• Substitutability
• Market supplier & price
2. Several rounds exit interview to try
to persuade the staff stay in UOB
(Counter offer is not a good way to
retain staff)
• Team Leader
• Branch GM
• Country Function Head
• HR Head
• HRBP
• CEO
1. Conduct interview 2 – 3 months after
the staff resigns from UOB, which
will help us to get real feedback
regarding,
• Resignation reason
• Feedback about UOB
• Feedback about the
department
• Feedback about the
supervisor
• Feedback about our
remuneration
• Feedback about our training
• Attractive points of this new
position
• Other suggestion to help us
improve

Retention
Career
Development Communication
Recognition
Hi-po/KeyPositionHolder
Hot Positions in the market
0
∞
∞
Long-term Retention
Program
Quick Retention Plan
Hot Position: Branch Commercial Banking Team Leads, RMs
Staff Retention Plan – 事前
• Frank Zhang
• Brain Hu
• Suzette Tsang
• Sabrina Li
• Steven Zhu

Staff Retention Plan – 事中&事后
For Hi-Po and good performer, we should retain them via various methods:
• BU Exit Interview: Internal discussion about what we could offer for the staff first, e.g. challenging assignment,
promotion, new exposure, development program, etc. Several round exit interviews conducted by TL, CFH, GM
(if applicable)
• HR Exit Interview: HR Head (FVP & above)/ HRBP Head (AVP – VP2) /HRBP TL (Mgr & below) to conduct exit
interview and try to retain the staff; Try to understand the root cause of staff’s resignation and give feedback to
BU and help BU to improve accordingly
• Offer internal transfer opportunity by HRBP
• Exit Interview After staff left bank by HRBP: To understand the real leaving reason and provide potential
opportunity to re-hire good staff
4. Exit Interview After Staff left
Bank
3. Internal Opportunity
2. HR Exit Interview
1. BU Exit Interview
By TL, CFH & GM
By HRD/ HRBP
By HRBP
By HRBP

Succession Plan & Talent Management
9-Box Performance / Potential Matrix
Outstanding Competent
Needs
Improvement
Performance Rating
High
Medium
Realised
PotentialCategory
Valued Contributor
Corporate Key Talent
Valued Contributor
Valued
Contributor
Valued Contributor
Valued Contributor
Outstanding Competent
Needs
Improvement
Performance Rating
High
Medium
Realised
PotentialCategory
Valued Contributor
Corporate Key Talent
Valued Contributor
Valued
Contributor
Valued Contributor
Valued Contributor
Too early to rate (less
than 6 months tenure)
-
-
-
1. Talent Definition – Selection Tools

Direct Report 9-Box Matrix (DR) Succession Chart
Non-Direct Report 9-Box Matrix (Non-DR) Talent Inventory
Green Area
Green Area

2. Talent Screening
Country Talent Review / Function Talent Review / Group Talent Review
Country
Talent Review
Function
Talent Review
Group
Talent Review
Meeting Chair Country CEO Group Function Head Group CEO
Co-Chair Country HR Head Group HR BP Lead Group HR Head
Participants Country Function Heads Head Office Division Heads
and Country Function Heads
Group Segment Heads,
Group Function Heads and
Country CEOs (individually
with Group CEO & Group HR)
In attendance TOD TOD Head TOD/HR BP
Category of
Employees
Reviewed:
1. Direct Reports to Participants
2. Corporate Key Talent

3. Talent Development Program
Group Talent
High potential candidates (at the grade of SVP and above) and
successfully selected by group as top100 CKT
Country Talent
High potential candidates (at the grade of VP2 and above) and
successfully selected by country management as future successor of
CFH/GM/BM
Function Talent
All the rest high potential candidates as recommended

- Group Talent Development Program
1. Developmental Discussions
o Monthly DDs with identified corporate key talent (CKT) with senior management
o Two panels of three, comprising segment / function heads, facilitated by HR
o Opportunity for senior management to get to know corporate key talent group-wide
2. Executive Assessment / 360 Feedback
o Facilitated by third party, impartial view plus external market benchmark
o Additional reference point and development tool
3. UOB Leadership Program – ILP
o Project work at ILP further exposes CKT to senior management
4. Close Tracking of Individual Development Plan of CKT by Group HR
o Quarterly or half yearly progress review of IDP
o People Planning Process
o Half yearly process to review key open positions (MD and selected ED roles) and expat
assignments
o Group wide view and process to match corporate key talent with key positions, across all
segments, functions and countries

Evaluation
• 360 degree test
• Career behavior matching
• Training program (courses will be selected from annual training
catalogue under SEED module)
• Other special workshops for talents
• Cross-division / cross-function job rotation
• To attend selective high level meeting like quarterly UOBC Business
Meeting
• To be the mentors of MA
• Mentoring program (seniors will be talent’s mentors)
Training
Exposure
Leadership
- Country Talent Development Program
Tailor-made development program based on talent’s IDP form / CFH’s comment / HR
TOD’s design, including:

- Function Talent Development Program
• Function talent will be taken care of by function
• CFH should submit talent development proposal to HR
• HR will track the development plan and provide necessary support

Quarterly People Forum
Manpower &
Recruitment
Analysis
Staff
Discipline
Issues
HR Policy &
Program
BriefingMarket
Intelligence
• Staff Attrition Rate – By Function &
By Branch, Ranking, Comparison
with market data
• Staff Turnover Rate (– By Function
& By Branch, Ranking, Comparison
with market data
• Resignation Attribute – Voluntary
& Involuntary
• Resignation Reason
• Exit Interview Result Sharing
• Retention Program briefing
• Hi-po Staff Career Development –
training arrangement base on 3 main
areas for improvement
• Retention planning discussion for high
flight risk hi-po staff
• Staff discipline issue summary
for last quarter
• Share some classified successful
cases to equip them relevant
skills to handle staff discipline
issues
• Improvement Suggestion
• Promote or cascade HR policy or
program and let CFH/ Branch GM
help to further cascade down to all
staffs, such as
 Vision & Values
 Internal Referral Program
 PEAK
 CARE
• Recruitment Channels
• Ex-employer Distribution
• Corp Grade Distribution
• Geographic Distribution
• Education Background Distribution
• Recruitment Status Summary
• Senior management movement in
other banks
• Restructure of other banks
• Business movement
• KPI & revenue relevant info
• Etc.
Turnover &
Attrition
Analysis
Staff
Retention
PlanPeople
Forum

People Strategy
Example 1: PFS People Strategy
Step 1: Set Salary Band for PFS Sales Force
Position A B C D E
Hunter Role
ARM 3,000 3,200 3,400 3,600 3,800
RM 4,200 4,500 4,800 5,100 5,400
SRM 6,000 6,500 7,000 7,500 8,000
Farmer Role
APRM 6,000 6,300 6,600 6,900 7,200
PRM 7,500 7,900 8,300 8,700 9,100
SPRM 9,500 10,000 10,500 11,000 11,500
G1PRM 12,000 12,600 13,200 13,800 14,400
*Unreal salary band, just for illustration

People Strategy
Step 2: Career Progression Design
• Professional career path
• Management career path
ARM
RM
APRMRM TL SRM
PRM
SPRM
PRM TL G1 PRM
Sub-branch Mgr

People Strategy
Step 3: Set Auto-banding Scheme
ARM
RM
APRM
PRM
SPRM
Upgrade Criteria:
• Sales governance: no compliance issue & no serious
compliant case
• Professional certificate: Agent qualifying examination (AQE),
investment-linked policies paper (ILP)
• Customer quality: QNTB
• Revenue
• Interview (new)
Functional Title Upgrade & Salary Adjustment:
• Window open: every 3 months
• Performance evaluation: past 6 months

People Strategy
Example 2: Channels People Plan
CULTURE AND PRODUCTIVITY 2015 2016 2017
Build up multi-skill operation
team
•Setup robust operation training
framework including operation
skill, data manage skill and set
up service mindset
•Develop 3 stages of training
roadmap to align with team
development
•Train up collaboration mindset
and provide training on
concerned skill
Build Leadership Capabilities
•Strengthen junior and middle
level managerial capabilities in
people leadership via training
•Build career path ways for
Talents to visualized their
progression (esp. branch
operation team)
Execute Succession Plan
(extending to mid level)
•Develop talent through
rotations and other
developmental opportunities
•Work towards identifying and
grooming at least one functional
talent to be ready to assume
Business Function Head position
in next 3 to 5 years
Hire the skillsets with similar
mind shares
•Continue to strengthen people
capabilities through hiring and
training in selected areas that
support the business plan
•Setup online assessment to
screen candidates for the right
profiles
3 YEAR CHANNELS HR ROADMAP (1/3)
Execute Succession Plan
•Measure readiness of
talent in place for
succession
Acquire or build key skills such
as service & collaboration that
can support business growth ,
and develop strong talent
pipeline and succession plans

People Strategy
2015 2016 2017
Inculcate High performance
culture in the teams
•Rigor in promotions criteria
•Rigor in PIP (regular updates
with business)
Review and agree on the set
of productivity measures,
ensuring alignment with
country & Channels targets
•Setup productivity review
framework for both GM &
DGM
•Focus on collaboration
contribution
Review changes in
productivity measures due to
on-going changes in business
model and collaboration
Continue to embed high
performance culture
•Rigor in promotions
criteria
•Rigor in PIP (regular
updates with business)
Productivity Review –
extending to the Optimum
team size, layers of
management team, and
Sales & Non Sales mix ratio
•Focus on collaboration
contribution
High Performance
culture embedded
Improved Productivity
across the cities
Focus on productivity,
manage where we grow and
optimize mix.
Focus on collaboration
CULTURE AND PRODUCTIVITY

People Strategy
2015 2016 2017
Setup retention plan to keep
pace with competitive China
market
Monitor effectiveness of
retention initiatives
Set up retention targets &
quarterly reporting on
hotspots.
Realize benefits of
retention initiatives,
Fine tune new action
plans considering actual
reactions of talents
Retention more aligned
to market
Increase retention, focusing on
hotspots
CULTURE AND PRODUCTIVITY

People Strategy
What will make the biggest difference to business performance
People Plans
Shaping the organization through
conscious, future-focused strategic
resourcing & capacity building with
future requirements
Learning & Growth
Development of people as the
primary source of growth &
productivity. Creating a learning
organisation with continuous focus
on training,growth & career
development
• Build on people strategy needed to support our franchise growth
• Organization structure projection – headcount growth
• Develop bench strength to support future growth
• Review headcount plan for the next 3 years
• Build up one and two down talent pipelines
• Develop strategic local capabilities –
• Talent development to facilitate growth opportunities
• Robust succession pipeline
• Up-skilling – right people for the right job at the right grade
• Strengthen talent engagement
• Provide international opportunities (talent exchange/project/etc.)
for China’s local talents
Performance
Environment
Performance culture, measurement &
reward. Creating collective ambition
through inclusion, effective
management & adaptive leadership.
Pride & professionalism
• Continue effective reward framework in both tangible and
intangible ways
• To design more thoughtful “Loyalty Reward Scheme”
• Cultivate & reinforce our Vision and Values
Building Strategic People Agenda

People Strategy
 New ops staff
orientation
 On job training
 Monthly training on
new & updated P&P
 Semi-annual onsite
training
 Annual centralized
training & test
 Ad hoc training
 CSM attachment
program
 DGM development
program
0-6 months > 6 months > 12 months
*for potential talents
Entry Level Middle Level Advanced Level
*TTT program to develop CSM & DGM to be effective line trainers
Channels Academy Program Roadmap

People Strategy
Re-engineering
& Cost effectiveness
Service quality
improvement
Risk & Control
Balanced Assessment on DGM/CSM Performance
Scorecard
Universal / PBC Outlet WB Outlet
Productivity Services PeopleGovernance
• Manpower %
• PIB Convert %
• Txn per staff
• CIR (w/o sales)
• Etc.
• MSP Score
• Service/Ops
Complaint
• Service Excellence
Evaluation
• Internal Ctrl
• Anti-Fraud
• AML Ctrl
• Customer Data
Protect
• Staff Turnover
• Training
attendance% &
pass%
People
management
Bonus
point
Set clear DGM/CSM balanced scorecard to embed performance culture

People Strategy
Example 3: UOBC Middle Office & Client Support Review

People Strategy
Example 3: UOBC Middle Office & Client Support Review
Implementation Plan

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