Page 81 - Full Book_24.4.2021

In Retrospect

|
The Will to Suceed

|
Achieving a Leading Repute

|
Paving the Way for a Sustainable Future

TALENT
ENRICHMENT

77
Workplace of Choice

Talent enrichment and management has always been a priority across our
three subsidiaries. Maintaining a skilled and efficient workforce to achieve
our priority in the four core areas of financial, customer, business process as Training and development
well as learning and growth provided a long-term benefit to our subsidiaries.
Talent development plays an important role in our business strategy in managing Our subsidiaries continued to focus on
the important assets of the company. In the long run, we aim to increase training and development in 2020, leveraging Adhering to the Best Governance Practices
employee performance, attract top talent and sustain a continuous coverage of on digital channels during the MCO period.
critical roles by offering a healthy work culture and workplace environment that This included business roll-out sessions for
attracts and retains high calibre employees. Takaful Malaysia’s corporate agents, business
engagement session for sharing product
On this front, Bank Islam and Takaful Malaysia have consistently been voted as offerings, campaigns and operations related |
best company to work for and the year saw both once again receiving awards matters, and even an in-house Business English
toward this achievement. Both were ranked Most Attractive Graduate course involving a total of 70 Takaful Malaysia
Employers to Work for at the Graduates’ Choice Award (“GCA”) and Takaful employees to help improve Business English
Malaysia even made HR Asia’s Best Companies to Work list. Language skills among the participants with a
focus on business contexts and environments. Laying the Foundation for Financial Growth
Values Driven Culture
Virtual meetings and in-house trainings
Bank Islam has been dynamically working to embed its corporate TAAT combined with on-line knowledge sharing
(Think Customer, Act with Integrity, Advance Beyond, Take Charge) sessions are paving the way forward in
values in all policies, guidelines, framework and procedures throughout ensuing continuous training and development |
the year under review by addressing five key engagement drivers as critical while safeguarding the safety and health
enablers for culture change – enabling infrastructure, rewards & recognition, of our employees in light of the COVID-19
supervision, empowerment through autonomy, and communication. With this pandemic.
completed, actions plans for improvement opportunities in key HR processes
are ready to roll out in 2021. These involve enhancement of people to align to In total, the BHB group logged more Additional Information & Disclosure Summary
desired behaviours. than 136,000 training hours (BHB: 384,
Bank Islam: 124,758, Takaful Malaysia
Towards improving the Bank-wide employee engagement score to above 8,934 and BIMB Sec 2,021.5) for the year.
70%, impactful engagement programmes such as Divisional Town Hall, Over 7,000 employees participated in various
Weekly briefings and Monthly Bulletins are carried out, and there is continuous training and development programmes for |
monitoring of employee engagement at Bank-wide and divisional level. the year, which recorded a total investment of
An Employee Engagement Survey completed in Nov 2020 showed the over RM4.8 million.
achievement of an 81% Engagement Index. 24 th AGM Information