GRADUAN 2014 - Graduate Programmes by GRADUAN

GRADUATE PROGRAMMES Looking for a head start in your career? Thereâ&#x20AC;&#x2122;s no better place to build a strong foundation in your career than with a graduate or management trainee programme. This is your ticket to invaluable experiences, access to senior management, fast-track opportunities, guidance from mentors, exposure to different roles, and so much more. Our 20th issue puts the spotlight on some of the best graduate programmes from leading Malaysian organisations. Hear from HR leaders, programme graduates and management trainees on what to expect and how to get ahead.

SPOTLIGHT ON THE TOP GRADUATE PROGRAMMES IN MALAYSIA TAKING IT FROM THE TOP

CONTENTS C CO ON NT NTE TE TEN EN ENT NT NTS TS S

UP CLOSE WITH THE JAKEMAN Ruling the airwaves as Jakeman, chief executive officer of Astro Radio Jake Abdullah says being successful is also about improving the lives of others.

SERVICE WITH A SMILE From advertising executive to head honcho at the Golden Arches, Stephen Chew talks about why he’s lovin’ it at McDonald’s Malaysia.

10 LESSONS ON LEADERSHIP Dzameer Dzulkifli, Co-Founder & Managing Director of Teach For Malaysia shares his experience.

GRADUATES PROGRAMME INS AND OUTS

MANAGEMENT TRAINING 101 Your answers to commonly asked questions about management training programmes.

ACING THE MTP SELECTION GRADUAN ® gives you the heads up on the management training programme interview.

THE COOLEST MANAGEMENT TRAINING PROGRAMMES EVER! Take a look at some of the world’s best management training programmes and the reasons why they are the epitome of “dream jobs”.

MTP TERMINOLOGY DECODED GRADUAN ® makes sense of the jargons and terms used in management training programmes.

PUTTING THE SWOT ON YOU Confused about what to do after graduation? Try applying the SWOT analysis business tool on yourself to find the best career path for you.

BRANDING YOURSELF INTO A SUCCESS STORY GRADUAN Team shares a brilliant idea on how you can stand out from the hundreds of graduates in the job market.

GRADUATES PROGRAMMES CELCOM AXIATA - MANAGEMENT TRAINEE PROGRAMME

BRITISH AMERICAN TOBACCO (BAT) GLOBAL MANAGEMENT TRAINEE PROGRAMME

CIMB GROUP - THE COMPLETE BANKER™ PROGRAMME

FELDA MANAGEMENT TRAINEE PROGRAMME TAKING A HANDS-ON APPROACH

KHAZANAH - GRADUATE TRAINEE PROGRAMME

MAYBANK - GO AHEAD CHALLENGE

NESTLÉ - MANAGEMENT TRAINEE PROGRAMME

PUBLIC BANK - PB TALENTMAX PROGRAMME

RHB MANAGEMENT ASSOCIATE PROGRAMME

SHELL - GRADUATE PROGRAMME

SIME DARBY - MANAGEMENT TRAINEE PROGRAMME

TM - MANAGEMENT TRAINEE PROGRAMME

UEM - GROWING UP WITH THE UEM GROUP

TALENT TALK ACCENTURE - VAST OPPORTUNITIES

CITIBANK - TURNING AMBITION INTO ACHIEVEMENT

NESTLÉ - SWEET SUCCESS

SHELL - ADVANCING YOUR CAREER

Publisher Faris M Marie

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TAKING IT FROM THE TOP

Up Close With The Jakeman Service With A Smile 10 Lessons On Leadership

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TA K I N G I T F R O M T H E T O P

UP CLOSE WITH THE

JAKEMAN Ruling the airwaves as Jakeman, chief executive ofďŹ cer of Astro Radio Jake Abdullah says being successful is also about improving the lives of others. By Grace Chen

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TA K I N G I T F R O M T H E T O P

s CEO of Astro Radio, Jake Abdullah is responsible for nine radio stations and has close to 400 staff. To keep tab on things, he meets with team leaders three times a week. The four core topics he never misses during these discussions are content, as in what will reach the ears of the public over the radio airwaves; finance, as in how much money is being earned and spent; sales, as in how to earn more money for the station; and digital technology, because being relevant will decide if you are going to stay in business. As head honcho, he is also responsible for meeting key performance indexes for revenue. On his management style, Jake does not deny being a people-person is crucial to good leadership. “Employers must be generous with praises,” he offers. Born in Johor Bahru, Jake moved to Kuala Lumpur at age seven when his father, a clerk with Malayan Railway, was posted to Sentul. The family of five siblings stayed in Jalan Strachan in the house next to Datuk Marina Chin, the 1970s 100m hurdles star. Confessing to being a street kid, Jake started life as a deejay at age 15, mentioning managing director of Revival Music, Raymond Gargarin, as one of his early mentors. This, he reveals, was the era of mobile discos. The first gig he appeared in was for a hair salon launch in Jalan Alor. “I started spinning for mobile discos, getting paid RM10 a day. It helped I was big for my age. At 15, I was already a six footer. This was an age when people revered deejays and I thought, ‘This was something I can do for life,’” recalls Jake.

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Jake Abdullah

“I sympathise with young people who tell me they are pressured by their parents to pursue degrees in ƂGNFU VJG[ CTG PQV interested in.”

Having joined Astro in 1996, Jake describes his early days was like a fish taking to water. “I enjoyed it! I embraced it!” he enthuses. He takes credit as the first radio deejay to start mixing on air, “because I got bored sitting around with nothing to do for four minutes waiting for the song to finish. It was also good for the audience because they got to listen to more songs,” points out this father of three who got promoted no less than 10 times within two years. Admitting he had never gone for a position or asked his bosses for a raise, Jake instead chose to pursue knowledge and pushed himself as far as he could. “My trick was to simply be so good that the bosses cannot say ‘no,’” he says. Jake, a Federal Institute of Technology certificate holder in electrical engineering, now holds a doctorate in metaphysical sciences from the University of Sedona, Arizona. Upon reflection, Jake looks back at his career and surmises one reason he has been able to come thus far was not because he enjoyed basking in the glamour of being a deejay. He simply liked seeing people enjoy themselves.

“I sympathise with young people who tell me they are pressured by their parents to pursue degrees in ﬁelds they are not interested in,” says Jake. In his case, Jake reckons his best teachers were the people he had spent time with at work and play. Jake is one who believes success is in everyone. With adequate training and education, this can grow. A leader, adds Jake who gets up at 5am daily and goes to the gym three times a week, should not demand but lead by example instead. “Management is like playing football. No player can score a goal in isolation. You need teamwork. You also have to recognise your players’ abilities in order to place them in the right positions. Most importantly, a good leader should not rest in the laurels of past triumph. Remember, he is only as good as his last game,” says Jake whose name is linked to 1M4U, a youth volunteer organisation that reports to the Prime Minister of Malaysia, Dato’ Sri Najib Tun Razak. Of his thoughts about the younger generation, techies will be glad to know he is all for social media. “Why should we limit people from social media?” queries Jake who has no qualms about Facebooking his wife, though she is just sitting next to him at dinner. Citing the advantages of WeChat, FaceTime, Instagram and LinkedIn, Jake reveals he has played mentor to a younger generation who may otherwise not be able to have access to him at all. An example of a connection he made on LinkedIn recently was with one Xavier Mah, a young upcoming shoe designer. Meanwhile, you should know that Jake also plays Flappy Bird…

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This conviction was further buoyed by encouragement from his family. “My mother simply said, ‘Go and do anything you want to do but be great at it.’ Once I had her personal endorsement, I knew I could not just be a regular deejay. So, in 1988, I won the Malaysian DeeJay contest in Caesar’s Club. In the same year, I teamed up with fellow deejays Gabriel Chong and Mega to form Krash Kozz, a rap band,” recalls Jake.

TA K I N G I T F R O M T H E T O P

SERVICE 9+6* #

Smile

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Stephen Chew may not have become part of McDonald’s Malaysia, much less its Managing Director, had he not made a crucial decision to take a different path in his career. “I did a business degree in banking and finance at Monash University in Australia. But when I returned to Malaysia after graduation, I decided to join an advertising agency instead,” he recounts. “I was in the accounts servicing team, which gave me exposure and experience in creative, media as well as marketing areas. Most importantly, it made me realise that I have a passion and flair for marketing.” In particular, he relished the many opportunities the job gave him to meet different people from different industries. He felt they gave him a much broader view of life, business, and opportunities and challenges. In June 1996, Chew joined the marketing team of McDonald’s Malaysia as a Marketing Officer. “Working with McDonald’s is every marketer’s dream!” he enthuses. He successfully rose through the ranks over a 17-year period holding key leadership positions including marketing manager, senior marketing manager, director of marketing, and vice president - marketing, communications and consumer/business insights before assuming his current position in August 2013. Chew counts among the highlights of his career with the Golden Arches

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“the many campaigns that I helped to spearhead over the years, which has transformed the McDonald’s brand in Malaysia into the country’s favourite quick serve restaurant (QSR) brand.” One example of the success stories is the Prosperity Burger. Launched as a once-a-year Chinese New Year treat 21 years ago, it has become a true icon that Malaysians love and look forward to every year for the last two decades plus. He was also part of the team that kicked off McValue Lunch, which changed the lunch landscape. The programme placed McDonald’s as a competitive lunch-time option and in the process, cemented its brand leadership. “Other QSR chains and food players were quick to jump onto the bandwagon by offering discounted lunch deals as well,” he notes. The Breakfast Strategy, as it is called in McDonald’s, also took the brand to new levels. Putting yummy hash browns, Egg McMufﬁn and sausages along with coffee and tea on the breakfast table changed the way people thought about McDonald’s – and spanned more copycats too. Chew, together with the Malaysian team, can also claim credit for helping to drive McDonald’s Malaysia’s performance. “We have enjoyed nine consecutive years of positive comparable sales,” he shares. This is just one of his many accolades at McDonald’s. He picked up his ﬁrst award in 1997 at the Hamburger Marketing University for Best Seminar Group.

In 2003, he was recognised with the McDonald’s President’s Award, which is presented annually to the top one per cent of employees globally in the McDonald’s system. Recently, he took on the mantel of ‘professor’ of marketing at the Hamburger University in Chicago – a ﬁrst for a Malaysian. Chew went on to lead his team of students to win the Best Group Award. “I was honoured to have had the opportunity to coach and teach new marketing people from across the McDonald’s system.” During his tenure in marketing, he was also a member of the APMEA Creative Review Board, a group that helps to evaluate creative work from surrounding countries, helping to elevate and improve the overall standard of creative work in the region. Chew says his work and life philosophy can be summed up into the following: Work as though it’s your own money invested, do the very best with a positive attitude, be willing to work hard and work as a team, strive for excellence, operate with the right values (integrity and ethics), place the consumer at the centre of every

decision, don’t make work your life, and enjoy what you are doing. “Throughout my career, I’ve worked with different bosses, each with their own personality. I’ve learned to adapt to different working styles and this taught me what a good boss and a ‘not-so-good’ boss should be. This is a valuable lesson as it helped me understand what kind of a boss I wanted to be and what a good boss should ideally be like.” Challenges, he says, have also helped mould him as a person and leader. “Every business has its ups and downs. Facing them as well as the external headwinds, which we have totally no control over, are part and parcel of leadership. You learn to cope and to lead in times of adversity. “The challenging times have helped me realise that all things are possible if we have a positive attitude, remain focused on the consumer, and work as a team. One of McDonald’s founder Ray Kroc’s well-known sayings is: ‘None of us is as good as all of us’. Indeed, it’s the great teamwork that we have in the organisation that has led us to where we are today,” he concludes.

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Work as though it’s your own money invested, do the very best with a positive attitude, be willing to work hard and work as a team.

N O S N LESSO SHIP R E D A LE Õ `iÀ E alaysia

] y Õ M â

â> iiÀ Director of Teach For g in Manag perience. x e is h s re a sh

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SENSE OF POSSIBILITY IS NEEDED TO ACHIEVE THE “IMPOSSIBLE”.

TFM started out with a lot of naysayers. People often looked at Keeran (Keeran Sivarajah, Co-Founder of TFM) and me with doubt. The Ministry questioned our youth. The private sector questioned the Ministry’s intentions. At times, we questioned ourselves too. Of course we didn’t give up. We kept our focus on what “could be” as opposed to what “was done”. We sought out opportunities rather than problem, we sought out people who would believe in us and the mission but most importantly, we focused on the possibility of it all.

INTEGRITY IS THE HARDEST VALUE TO LIVE UP TO.

Along the way, I’ve disappointed donors, GXGP VJG /KPKUVT[ QH 'FWECVKQP QHƂEGTU That was alright because I had managed their expectations that we were nowhere near our goals. But when a team member brings up an email that I forgot to reply or a promise that I made over lunch that I could not live up to, that hurts as a

little bit of trust was lost and integrity is questioned. Trust is the foundation of any strong, high-performing team, be it an NGO or a classroom.

RESULTS ARE A FUNCTION OF HIGH EXPECTATIONS.

7 i Ã i wÀÃÌ ÃÌ>ÀÌi` Ìi>V }] 2013 Fellow Sarah Quek, chose to set a crazy goal of giving homework to her class of students who had never submitted their homework before. She made her expectations clear and told them how she would hold extra classes after school to help them. After two months of constant follow-up, Sarah began to see remarkable improvements in one of her weakest students, CX. CX had never completed her homework before, and had barely used more than two pages of her exercise book. After four months of hard work and homework, CX scored a 48 per cent in her monthly exam, which was the highest score she had ever obtained for any subject!

WIN-WIN IS ABOUT ASSET BASED THINKING.

Although both TFM and the Ministry of Education were excited to launch the programme in May 2010, it was delayed by six months as we were both caught up in a debate about who would implement the training. The Ministry of Education asked, “How can an NGO train teachers?” while we asked, “How can the Ministry train the future leaders we’ve recruited?” To break the deadlock, both parties needed to return to the principles of “Why” each of us wanted to launch the programme and relook at the training GRADUAN 21

TA K I N G I T F R O M T H E T O P

â> iiÀ âÕ y ] Ì i Õ `iÀ > ` Managing Director of Teach For Malaysia (TFM), was inspired to start Teach For Malaysia because he believes education is an important factor in unleashing the potential in every child – the key to addressing most of the world’s greatest challenges. For him, Teach For Malaysia is about providing education in areas where it’s needed the most while simultaneously developing leaders who will advocate and drive necessary systemic reform for long term success.

TA K I N G I T F R O M T H E T O P

component together with the question: â&#x20AC;&#x153;What can each of us bring to the table on how to train teachers and leaders?â&#x20AC;?

DONâ&#x20AC;&#x2122;T BE AFRAID TO DO MORE THAN DREAM.

I was one of those students who studied science in secondary school and then moved on to mechanical engineering because thatâ&#x20AC;&#x2122;s what â&#x20AC;&#x153;smart kids doâ&#x20AC;?. My teachers and parents taught me a lot about the world but no one taught me JQY VQ Ć&#x201A;PF O[UGNH 0Q QPG EJCNNGPIGF OG VQ Ć&#x201A;PF O[ FTGCOU + UVCTVGF TGĆ&#x192;GEVKPI QP my own dreams when I saw how successful and happy my brother was as he pursued an obscure degree in Zoology. I realized that developing people was what gave me the most joy and that gave me the conviction to dedicate my energy to TFM.

COLLABORATION IS THE ONLY WAY FORWARD.

Our achievements thus far would not have been possible without the strong support of the Economic Planning Unit, the Ministry of Education, or the corporate partners whom we have had the privilege of partnering with. These RCTVPGTUJKRU JCXG IKXGP WU UKIPKĆ&#x201A;ECPV leverage and support, and Iâ&#x20AC;&#x2122;m constantly thankful for this. It is equally important to me to highlight the collaboration that our respective family members have provided. Some have even fundraised among their HTKGPFU HQT UVWFGPV Ć&#x201A;GNFVTKRU YJKNG QVJGTU encourage their friendsâ&#x20AC;&#x2122; children to apply.

â&#x20AC;&#x153;RECEIVING FEEDBACK IS A PRIVILEGEâ&#x20AC;?. Shie Haur, our Director of

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Strategy & Operations, shared this with me one gloomy day. He said this after I walked out of a meeting in which Fellows were not thrilled at how the organisation was living up to its promise. I had viewed it as a judgement on the organisationâ&#x20AC;&#x2122;s integrity but Shie Haur pointed out that the Fellows wanted the best for the mission and how that could improve quickly as the suggestions raised were practical. So in turn, I ask you: Are you willing to be vulnerable enough to seek and receive feedback?

DIVERSITY IS ABOUT SUSPENDING JUDGMENT.

We live in a country of different races, genders, and social background. But

TA K I N G I T F R O M T H E T O P I don’t think many of us are ready for diversity of thought. When he was teaching, 2012 Alumnus, Soon Seng had a huge disagreement with his mentor about the way he taught grammar in English. Soon Seng thought his mentor was rigid and old-fashioned while she thought that he was not rigorous enough. After two weeks of friction, they eventually realised this was not healthy for their students and instead jointly developed a stronger method of teaching grammar.

PERSEVERANCE OR GRIT IS A SKILL.

One of the most memorable incidents was around the time when we were starting out TFM. I remember how it took us three years of continuous

engagement and multiple rejections from a large private company before Üi w > Þ ÃiVÕÀi` vÕ ` } vÀ Ì i ° Looking back, if I didn’t have that patience and grit to persevere through the challenges, we would not be able to scale up the number of Fellows we recruit and expand further.

HARD WORK IS THE ONLY LESSON IN LEADERSHIP.

Some people say, “work smart and not hard” but I say “why not both?” Imagine the amazing results you’ll get if you synergiszed that together. I wouldn’t have Lii >L i Ì i>À Ì i wÀÃÌ i iÃÃ Ã v wasn’t prepare to work hard. Don’t expect an A plus if you’re putting in C effort. GRADUAN 23

CUTTING-EDGE COMMUNICATIONS #U /CNC[UKCoU NGCFKPI VGNGEQOU EQORCP[ /CZKU KPXGUVU JGCXKN[ KP KVU UGTXKEGU CPF VGEJPQNQI[ CU YGNN CU KP VJG RTQHGUUKQPCNU VJCV FGNKXGT VJGO

axis Berhad is Malaysiaâ&#x20AC;&#x2122;s leading communications service provider, enabling customers to connect and communicate anytime, anywhere and from any device. 13 million customers choose to be with us as we stand for the best coverage, innovative solutions and excellent service.

Our high-speed network network footprint is the largest in the country â&#x20AC;&#x201C; enabling every Malaysian to enjoy our extensive range of data services such as mobile Internet browsing, social networking sites, downloading apps as well as a portfolio of KPVGITCVGF OQDKNG Ć&#x201A;ZGF and enterprise solutions. This is in addition to our voice calls, text and picture messaging services. Beyond connecting people with our services, we are passionate about making a positive impact to the community in which we operate in. Our corporate responsibility efforts aim to develop and enrich our community, customers and partners, creating a

fun place to work and advocating environmentally friendly practices. Our success relies on having an engaged workforce thatâ&#x20AC;&#x2122;s positive, passionate and collaborative, focused on giving an unmatched experience to our customers. GRADUATE DEVELOPMENT To give its high-calibre graduates the ideal platform for an outstanding career in management, Maxis has created a ITCFWCVG VTCKPGG RTQITCOOG URGEKĆ&#x201A;ECNN[ tailored to aspiring business leaders. The Maxis Management Associate Programme, or M-MAP, receives around 3,000 applications for just 20 places each year. Since the programme was launched in 2000, Maxis has taken on around 160 graduates, all of whom have gone on to become permanent employees. The M-MAP programme gives management associates, as they are MPQYP C Ć&#x201A;TUV RGTUQP KPUKIJV KPVQ VJG company while they decide in which part of the business they would like to work. The graduates work closely with senior managers to bring practical ideas to fruition, and in the process learn more about Maxis. â&#x20AC;&#x153;M-MAP is an outstanding platform for all aspiring leaders to explore the telecommunications industry,â&#x20AC;? says Saw Puay Shyuan, an M-MAP graduate who joined Maxis in September 2010. â&#x20AC;&#x153;The Ć&#x192;GZKDKNKV[ QH VJG RTQITCOOG CNNQYU WU to take part in projects that develop essential teamwork and leadership skills. The structure of the programme has exposed me to many different aspects of the business, which has honed my potential for taking on larger roles. The skills, knowledge and experience I gain

will increase my value to the h company and also to the larger community and the country as a whole.â&#x20AC;? NURTURING FUTURE LEADERS During the two-year M-MAP programme, management associates each spend six months working in three of the companyâ&#x20AC;&#x2122;s core divisions: customer service, business operations, and network and engineering. 6JG Ć&#x201A;PCN UKZ OQPVJU QH VJG RTQITCOOG are spent working on a project that impacts the business, giving the aspiring managers the experience of overseeing C RTQLGEV HTQO UVCTV VQ Ć&#x201A;PKUJ CPF DGKPI TGURQPUKDNG HQT RTQĆ&#x201A;V CPF NQUU The management associates also get the opportunity to experience working in other departments, such as marketing, UVTCVGI[ RTQFWEV FGXGNQROGPV Ć&#x201A;PCPEG and human resources, and spend time YQTMKPI KP VJG QHĆ&#x201A;EGU QH VJG QTICPKUCVKQPoU senior leaders. As well as gaining invaluable on-the-job experience, graduates on the programme also help organise the companyâ&#x20AC;&#x2122;s corporate social responsibility initiatives. In addition to the M-MAP programme, Maxis also offers industrial placements

to students in their penultimate year of study. Established in 2006, this programme enables Malaysian undergraduates studying locally and overseas to gain on-the-job exposure. Each student not only gains experience of working in a dynamic environment, but also gets the opportunity to hone their technical, social and communications skills to prepare them for their career in the industry. POSITIVE IMPACT Continuing its focus on education, Maxis also offers the Maxis Scholarship for Excellence Awards (MSEA) for both undergraduate and postgraduate students. Aimed at producing graduates who are globally competitive and able to generate new knowledge and innovation, the programme has enabled young Malaysians VQ DGPGĆ&#x201A;V HTQO CP GFWECVKQP CV UQOG QH the most prestigious universities at home and abroad. Since its inception in 2005, Maxis has invested RM37.9 million in this programme, and awarded scholarships to more than 200 Malaysians. Maxis is the only telecoms company in Malaysia to offer scholarships to its customers (and their children), yet another trait that sets this sector-leading company apart from its competitors.

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GRADUATE PROGRAMMES INS AND OUTS Management Training 101 Acing The MTP Selection The Coolest Management Training Programmes... Ever! MTP Terminology Decoded Putting The SWOT On You Branding Yourself Into A Success Story

G R A D U AT E P R O G R A M M E S I N S & O U T

Management

TRAINING 101 Your answers to commonly asked questions about management training programmes.

WHAT DOES THE MANAGEMENT TRAINING PROGRAMME (MTP) INVOLVE? The premise of most MTPs is on-the-job training. A management trainee will be rotated between several departments within the company, staying for a month or two in each department. If you are in an organisation with an international presence, you might even be given a chance to work in various divisions around the world.

develop and groom dynamic leaders for the future. Often, a good way of doing this is to let you hit the ground running. WHAT IF I CAN’T COPE? There is usually an element of coaching and mentoring in the MTP, with trainees being assigned to someone senior in the company. The coach, or mentor, will serve as a guide for them during their early months in the organisation, showing them good practices and work ethics. Guidance YKNN DG IKXGP QP URGEKƂE RTQLGEVU QT CP[ problems that crop up, enabling them to tackle obstacles in real time. WHAT WILL BE EXPECTED OF ME AS A MANAGEMENT TRAINEE? Trainees are expected to develop a broad understanding of the business as a whole. 6JKU DWUKPGUU CYCTGPGUU KU VJG ƂTUV UVGR towards industry awareness, both of which are crucial traits a future high-level executive needs to have.

WHAT WILL I BE DOING? You will be immersed in the day-to-day running of each department, and given real responsibilities to handle. The purpose of this expansive exposure is to 30 GRADUAN

In addition to learning how things work, trainees will also be expected to question the status quo. They have to learn to be innovative and think outside the box, and to brainstorm ways to bring about positive changes. In a progressive organisation, there may even be opportunities for candidates to challenge existing practices.

The formal training sessions serve as an effective bridge between the academic environment at university or college to a performance-based workplace. SO IT IS BACK TO SCHOOL AGAIN? Not really. The training is more extensive, expansive, and industry-relevant. Typically, trainees will be exposed to leadership, technical, and soft-skills training.

to handle. This will give them hands-on experience and technical knowledge on how the industry works â&#x20AC;&#x201C; from writing press releases to getting their hands dirty to set up a booth at an exhibition. WHY IS SOFT-SKILLS TRAINING NECESSARY? Soft-skills training covers a wide area of topics including people management, communications, negotiation, EQ, and the like. Future leaders are expected to not only navigate the business world with Ć&#x201A;PGUUG DWV CNUQ VQ DG CDNG VQ FGCN YKVJ the world around him with personal savvy. Leaders must know how to motivate their teams and in their turn, groom other worthy candidates.

WHAT DOES LEADERSHIP TRAINING INVOLVE? Companies are always on the lookout for future leaders. So it is only logical that leadership training is ingrained into MTPs. Trainees will be expected to take on key roles within a project, and possibly even lead a project. The objective is to test their mettle, so to speak. WHAT IS THE PURPOSE OF TECHNICAL TRAINING? Technical training gives the candidates a holistic view of the whole organisation, whether or not they choose to specialise in this area at the end of the programme. For example, if they join a manufacturing company, they will be allocated time to learn about the technical aspects of the business. If they join a developer, they will be posted on-site to get a real feel of the crux of the business. Usually, technical training comes in the form of projects. For example, if theyâ&#x20AC;&#x2122;re on rotation to the PR and marketing department of a beauty company, they will be given a product launch or an event

HOW WILL I KNOW IF Iâ&#x20AC;&#x2122;M ON THE RIGHT TRACK DURING THIS TIME? Trainees will be subjected to periodic RGTHQTOCPEG CRRTCKUCNU YKVJ C Ć&#x201A;PCN QPG upon completion. These appraisals will serve as checkpoints for trainees to get an idea of their progress and to determine if any additional training is PGGFGF KP URGEKĆ&#x201A;E CTGCU %QPUVTWEVKXG feedback is exchanged, enabling a smoother transition into the organisation at the end of the training period. GRADUAN 31

G R A D U AT E P R O G R A M M E S I N S & O U T

BUT Iâ&#x20AC;&#x2122;M TOLD TRAINEES STILL HAVE TO ATTEND CLASSROOM TRAININGS. Yes, the MTP is a marriage between the practical experience gained out on the Ć&#x201A;GNF CPF VJG DWUKPGUU CPF OCPCIGOGPV theories behind that experience.

G R A D U AT E P R O G R A M M E S I N S & O U T

ACING

6*' /62 5'.'%6+10 )4#&7#0 IKXGU [QW VJG JGCFU WR QP VJG OCPCIGOGPV VTCKPKPI RTQITCOOG KPVGTXKGY

With so many candidates eyeing a handful of positions, companies with management training programmes (MTP) have designed multiple stages of assessments to help separate outstanding talent from duds. / iÀi Ã Ã«iV wV v À >ÌÆ i>V company has its own unique process, types of assessment, and levels of selection. But be prepared to go on a À } À ÕÃ À `i vÀ ÃÌ>ÀÌ Ì w Ã ° Here is a look at the typical stages of the MTP selection.

Application Like any other job application, it all starts with a physical or online application. This Ã Þ ÕÀ wÀÃÌ V > Vi Ì «ÀiÃÃ Ã > i Ì count! Check – and double check – your cover letter and resume before posting or clicking send.

32 GRADUAN

Preliminary Selections Your resume caught someone’s eye and you’ve been called up for a phone or Û ÀÌÕ> ÌiÀÛ iÜ] À > wÀÃÌ VÕÌ iÛ> Õ>Ì ° Expect some basic assessments to evaluate certain competencies like language, mathematical reasoning and possibly, IQ. There might even be a brief interview. “Back in my day, we had to come to the vwVi > ` ` > ÌiÃÌ ÕÃ } «i > ` «>«iÀ] mind you!” laughs Mark Teoh*, a former trainee. “Now, we just ask the candidates to log on and do the test online.” Interview This is where things get “interesting”. You are considered for a position. At this stage, the company is looking at your personality and compatibility with the culture and team while assessing your capabilities so put on your best game face! This might be the stage before an offer is made, or it might be the beginning of several rounds of interviews. You could also be facing more than one interviewer, usually a HR personnel and the hiring manager. The panel interview – with representatives from various departments – is also becoming common. Group Assessment It is quite common for MTP selections to include a type of group assessment. Shortlisted candidates are brought together to work on exercises and activities that will spotlight certain

G R A D U AT E P R O G R A M M E S I N S & O U T

ACING

6*' /62 5'.'%6+10 )4#&7#0 IKXGU [QW VJG JGCFU WR QP VJG OCPCIGOGPV VTCKPKPI RTQITCOOG KPVGTXKGY

32 GRADUAN

qualities and capabilities – or lack of – such as leadership, pro-activeness, analytical thinking, enthusiasm, performance under stress, time management, ability to work in teams, and so on. / i v À v Ì iÃi ÃiÃÃ Ã Ã Ì wÝi`° Some companies have a rather elaborate selection process that involves multiple assessments and various levels of shortlisting. Candidates have to work on group projects, make presentations, meet senior management members, and the like. >V ÃÌ>}i v Ì i Ãi iVÌ vÕÀÌ iÀ Àiw iÃ the search, taking successful candidates closer to the few coveted positions while those who do not make it are shown the door. Think The Apprentice. In the real world: How British American Tobacco Malaysia selects candidates for its renowned Global Management Trainee programme. Application Send in a resume/CV online. Interview Attend interview with a manager from a chosen function and a member of the Human Resources team. Some reasoning tests might be required. Assessment Participate in group and individual exercises designed to assess a candidate’s skills and suitability. * Not the person’s real name.

The inside story: Jen Shin*, an MTP trainee graduate from a multinational company, shares her experience. “I started off with an interview with HR and representatives from various departments. It was actually quite enjoyable because they were friendly and informative. I was quite charmed by how nice and professional they were. When I got through that round, I had to attend an all-day assessment in which the hopefuls had to work in teams to solve real-life business problems. We had to come up with strategies and solutions, present them a panel of staff – again from various departments within the company – then defend our ideas. The bigger challenge really was working with the other candidates. You have to show you’re a team player yet stand out because essentially, you’re in competition with each other. I had a real show-off on my team who talked non-stop and contributed nothing! When I passed this, I was invited back to yet another round of evaluation – a sort of networking event with more staff members, some of them graduates of the MTP. It was a casual event, more mingling than interviewing, but we knew all eyes were on us. We had to ‘perform’. I only got offered a position in the programme after this stage. We started out with eight, but only Ì Àii v ÕÃ ÜiÀi w > Þ Ài`° The whole process was a great eye opener. It’s not easy working here. ÛiÀÞ i Ã > } }iÌÌiÀ] V w`i Ì] vocal, and full of ideas. Without going through every stage of the interview, I would not have fully understood what was expected of me. At every round, it was clear we had to impress, impress, impress. It’s a really thorough selection.”

GRADUAN 33

G R A D U AT E P R O G R A M M E S I N S & O U T

THE COOLEST

MANAGEMENT TRAINING PROGRAMMES... EVER! Take a look at some of the world’s best management training programmes and the reasons why they are the epitome of “dream jobs”. By Lauren Ling

et’s state upfront that this is by no means an exhaustive list or a ranking. We simply wanted to highlight some of the best management training programmes around, > ` Ì iÃi wÛi V>Õ} Ì ÕÀ iÞi° / >Ì Ã> `] Ì iÀi are a good number of other programmes that

34 GRADUAN

would make this list if space permitted – many of them found here in our own backyard! - Ü i Þ Õ½Ài ` i Ài>` } Ì Ã] ` y « through the rest of this book because we have a lot more about great management training programmes in Malaysia.

The company also has an integration programme called Lâ&#x20AC;&#x2122;OrĂŠal FIT (Followup and Integration Track), which runs for two years as a support programme for new employees. This global initiative recognises that every employee is unique, and therefore takes into account his or her experience, background and career goals. The programme helps employees acquire Ć&#x201A;GNF CPF RTQFWEV GZRGTKGPEG EWUVQOKUKPI meetings, trainings, discussions and onthe-job training through mentorship and individual guidance according to their needs.

Lâ&#x20AC;&#x2122;OrĂŠal: Beauty from the Inside Out

This beauty mammoth has always been known for the coveted position within its organisation. Not only is it one of the top beauty companies in the world, it has been known to inspire loyalty in its staff. We think it has something to do with its stellar management training programmes. Usually, the programmes require a fresh recruit to spend time in various departments of the company with a mentor for guidance KP VJG Ć&#x201A;TUV HGY OQPVJU KP VJG EQORCP[ +P Lâ&#x20AC;&#x2122;OrĂŠal USA and Lâ&#x20AC;&#x2122;OrĂŠal UK, candidates gain experience and skills through assignments

At every stage of the training period, there will be reviews and appraisals with a manager where strengths and FGXGNQROGPV PGGFU CTG KFGPVKĆ&#x201A;GF #DQWV 80 per cent of the training is conducted by Lâ&#x20AC;&#x2122;OrĂŠal employees, who pass on valuable internal know-how and specialist expertise. The key aim of the programmes is to identify your talent. Because of Lâ&#x20AC;&#x2122;OrĂŠalâ&#x20AC;&#x2122;s international network, the company strongly believes in fostering an international working environment, so ECTGGT OQDKNKV[ KU C FGĆ&#x201A;PKVG RQUUKDKNKV[ #V Lâ&#x20AC;&#x2122;OrĂŠal, a fast-track international career is within reach.

The Conde Nast Group: Media Giant

Who doesnâ&#x20AC;&#x2122;t want to work for Conde Nast, with titles like Vogue, GQ, Vanity Fair, Wired and more? Perhaps even better than the glamour that comes with the job is the reality that new recruits are taught the key aspects of a commercial

GRADUAN 35

G R A D U AT E P R O G R A M M E S I N S & O U T

KP CTGCU UWEJ CU Ć&#x201A;GNF UCNGU ECVGIQT[ OCPCIGOGPV OCTMGV TGUGCTEJ Ć&#x201A;PCPEG and marketing services. These real-life experiences are complemented by formal courses that further enhance a candidateâ&#x20AC;&#x2122;s knowledge.

G R A D U AT E P R O G R A M M E S I N S & O U T

media role in its graduate training scheme. Lest you think only those with editorial aspirations need apply, the programme actually trains marketing and sales whizzes (those interested in editorial go through different training.) The main areas are sales technique, marketing theory, copywriting and client relations. ;QW YKNN NGCTP CNN CDQWV UGNNKPI ENCUUKĆ&#x201A;GF advertisements across the entire range of titles published by the group. Skills that will be imparted include contracts negotiation with media buying agencies, relationship development with clients, and preparing topnotch sales pitches. Recruits will learn to read circulation, OCTMGVKPI CPF UCNGU Ć&#x201A;IWTGU CV VJG FTQR QH a button. During the training programme, your time will be spent developing knowledge of the publications, looking for new business leads, analysing and monitoring the competition, developing techniques for questioning, negotiation and objection handling, preparing sales pitches and presentations, cultivating clients, learning to close sales and of course, meeting sales targets. With such comprehensive training, you will be well equipped to move up to senior roles in the publishing empire. You will learn the inner workings of the lifestyle industry, as you have to deal with clients from various industries. The (media) world is yours for the taking!

McDonaldâ&#x20AC;&#x2122;s: Good Times, Great Opportunities

Like its burgers, McDonaldâ&#x20AC;&#x2122;s aims to please. In fact, it takes care of you even before you step into university if you are one of its employees. A lot of school-going teenagers work for the fast food chain. In the US, it is recognised by the American Council on Education (ACE) for its restaurant management curriculum.

36 GRADUAN

â&#x20AC;&#x153;

You will learn the inner workings of the lifestyle industry, as you have to deal with clients from various industries.

â&#x20AC;?

In the US, if youâ&#x20AC;&#x2122;re a student-employee, you could potentially earn a scholarship to further your studies. Of course, nothing compares to the prestigious Hamburger University, founded in 1961 by Fred Turner, the companyâ&#x20AC;&#x2122;s former senior chairman and HQWPFGT 4C[ -TQEoU Ć&#x201A;TUV ITKNNOCP 6QFC[ KV KU the companyâ&#x20AC;&#x2122;s centre of training excellence, honing the skills of its employees in operations, service and leadership. More than 5,000 employees or students attend the university each year, and to date, more than 80,000 restaurant managers, mid-managers and owner/operators have graduated from it. When you join McDonaldâ&#x20AC;&#x2122;s, you know it is committed to develop your talent to the highest standards. Its founder Kroc has always put his money on talent, and the Hamburger University continues this legacy. From the training you get at the university, your journey continues as you step into the restaurants. Further learning is provided at regional training centres, and you will also get a chance to be part of the leadership development programme where individuals are groomed at all levels of the organisation. As your competency grows, you are mobile within the company, as well as internationally, through its vast network of franchises and restaurants. McDonaldâ&#x20AC;&#x2122;s is the company that allows you to start at the lowest rung of the ladder, and reach for the stars.

Hotels around the world measure themselves to the standards set by The Four Seasons, a premier hotel chain that is renowned around the world. That is not surprising, considering the hospitality group commits itself fully to training its people. It believes in promoting talent from within, and has designed programmes to mindfully and strategically develop its managers to the highest calibre. Under its New Manager Orientation programme, new or newly promoted managers are put through a VCKNQTGF CPF OCPCIGOGPV URGEKĆ&#x201A;E TGIKOG Leadership training is done through its Steps programme, which helps new managers to develop people and work management skills. They will also receive a personalised FGXGNQROGPV RNCP VJCV FGVCKNU URGEKĆ&#x201A;E needs through methods such as mentorship, self-directed learning, on-line learning, job experiences and so forth. As further support, the company has an online learning resource library that KU RCEMGF YKVJ OCVGTKCNU s EGTVKĆ&#x201A;ECVG programmes from Cornell University, management resources from Harvard Business School, video interview with General Managers and access to Four Seasons experts.

Just Google It â&#x20AC;&#x201C; Google

#J )QQING 9KVJ KVU WVQRKC NKMG QHĆ&#x201A;EG grounds, its laissez faire management, its openness to ideasâ&#x20AC;Ś it sounds like career heaven! And thereâ&#x20AC;&#x2122;s a reason for that. From its humble beginnings, Google has maintained its casual â&#x20AC;&#x153;start-upâ&#x20AC;? atmosphere despite being the search-engine giant that it has become. Chief Executive Larry Page has started GoogleEDU, a learning and leadership development programme for formalising

â&#x20AC;&#x153;

Employees are even coached on how to negotiate better salaries!

â&#x20AC;?

learning at the company. Its objective is to continually teach employees what they need to keep the company in top form. Always a pioneer in whatever it undertakes, Google uses its strength in data to ensure VJG NGUUQPU VCWIJV Ć&#x201A;PF VJGKT YC[ KPVQ VJG workplace, and not just remain in the classroom. Employees are asked to review managers in order to suggest courses to managers instead of the other way round. It uses information gathered from employees to tailor courses to managers at different levels. It also continuously polishes the integration process of new employees, where decisions on promotions and raises are made by peers as well as superiors. In this way, it has broken down the barriers of hierarchy, TCPM CPF Ć&#x201A;NG 6JKU EWNVWTG HQUVGTU C URKTKV QH mutual respect and constant discussion as a personâ&#x20AC;&#x2122;s position is not the deciding factor in his or her success. Rather, the strength of his or her performance will determine a raise or promotion. One of the key courses offered at Â&#x153;Â&#x153;}Â?i 1 Â&#x2C6;Ă&#x192; Ă&#x152;Â&#x2026;i >LÂ&#x2C6;Â?Â&#x2C6;Ă&#x152;Ă&#x17E; Ă&#x152;Â&#x153; Â&#x2C6;Â&#x2DC;yĂ&#x2022;iÂ&#x2DC;Vi Â&#x2C6;Â&#x2DC; subtle ways. There are even classes targeted at specialties as well as career stage, as the company recognises the different needs of individuals as they move through the company. It also recognises that continuing education keeps employees passionate about the job at hand, or perhaps get them thinking about what other areas they could expand into. Employees are even coached on how to negotiate better salaries! Howâ&#x20AC;&#x2122;s that for instilling loyalty?

GRADUAN 37

G R A D U AT E P R O G R A M M E S I N S & O U T

The Four Seasons: The Hospitality Expert

G R A D U AT E P R O G R A M M E S I N S & O U T

Management training programmes (MTP) are riddled with jargons that often make little sense to fresh graduates aspiring to a trainee’s role. We demystify some of the more common terms used in such programmes to help you navigate the inner world of MTPs.

GRADUAN® makes sense of the jargons and terms used in management training programmes.

MANAGEMENT TRAINEE As a management trainee, you are a potential talent on a fast-track career path that eventually leads to a leadership role. Training usually comes with the end goal of equipping candidates with technical, general as well as people skills for a Ã«iV wV Ì i «iÀ `° ,i}Õ >À >ÃÃiÃÃ i Ì by a mentor or department determines the candidate’s level of competency. ROTATION To expose fresh graduates to the job scope and to discover their strengths, they will be placed in various departments, carrying out different job Ã«iV wV>Ì Ã° EXPERIENTIAL LEARNING A process that requires fresh graduates to learn by doing, observing and interacting in a real-time environment. Studies show trainees who are given the chance to practise what they have learned retain up to 75 per cent of the disseminated information.

38 GRADUAN

G R A D U AT E P R O G R A M M E S I N S & O U T SIMULATED LEARNING This is a role-play process that imitates real-world operations. Scenarios are enacted to put trainees’ knowledge and skills to the test in a simulated situation closely resembling reality. CLASSROOM TRAINING Considered as the most affordable way to impart an organisation’s values, goals and culture to a large number of staff at the same time, classroom training is a big part of the corporate learning culture, in MTPs and beyond. ON- AND OFF-JOB TRAINING On-job training takes place during operational hours where a trainee is given an overview of the department and jobrelated instructions while rotating between departments. Off-job training may require trainees to attend lectures, audiovisual conferences, or discussions and complete case studies after working hours. GROOMED TOWARDS MANAGEMENT POSITION

> ` `>ÌiÃ Ü Ì Ã } wV> Ì « Ìi Ì > >Ài often taken under a senior executive’s

wing, which promises better exposure although there are no guarantees that the candidate will be given a manager’s position at the end. In Japanese culture, such partnerships are revered, and require loyalty and years of dedicated service before assuming position. SCHOOL-TO-WORK TRANSITION EXPERIENCE With the understanding that fresh graduates are like empty canvases ready Ì Li w i`] ÃV Ì Ü À ÌÀ> Ã Ì programmes are designed to prepare trainees to meet the demands of working life. The goals of such experiences are to ensure fresh graduates emerge more matured, more responsible, and better motivated to face the challenges of working realities. SOFT-SKILL TRAINING While excellent academic results are crucial stepping stones to a successful career, so are social graces. Fresh graduates are usually given additional training in areas such as negotiation skills, time management, business etiquettes, and methods of fostering team spirit.

GRADUAN 39

G R A D U AT E P R O G R A M M E S I N S & O U T

CRITICAL THINKING AND DECISION-MAKING SKILLS In grooming future leaders, programmes will offer ideas on the tools and practices that will help trainees in decision-making through analysis, empathy, integrity, and fair-mindedness. INTERNAL WORK PROCESSES This refers to the inner workings of an organisation, which may include product design and delivery, customer support, supply chain management, and other daily operations that will involve the workforce, customers, and result in «À wÌÃ° WORK AND ORGANISATIONAL CULTURE A set of qualities that is a product of the company’s history and values set by an organisation for employees to embody. Its function is likened to a blueprint as to how everyone should coordinate their actions to achieve the company’s goals. REGIONAL EXPOSURE A trainee may be given a wider outlook on what is happening at the organisation’s operations in other states À V Õ ÌÀ iÃ Ü Ì > Ã«iV wV L Õ `>ÀÞ Ì familiarise themselves with the variety and scope covered by an organisation. MENTOR A role taken on by a more senior colleague to guide a trainee’s career and personal development. This often involves constant dialogue on the programme, and related challenges and assignments. INTEGRATION Integration aims to connect trainees to their real-work situations by introducing placements that are in line with the talents and strengths through 40 GRADUAN

links between training providers and employers. PLACEMENTS

iw i` >Ã Ì i >ÃÃ } } v > À> and responsibility in accordance to V> ` `>Ìi½Ã µÕ> wV>Ì Ã] Ì L>Ã V> Þ means that a trainee is employed as a staff in an organisation. CORPORATE ORIENTATION A familiarisation procedure where a trainee is given a background of the organisation’s history, work culture, hierarchy, regulations, disciplinary actions, and so on. TEAM BUILDING In team-building exercises, activities are designed to improve bonding between individuals in a group. The objective is to create better understanding and develop a united focus towards common goals. FAST-TRACK PROGRAMME An accelerated management training programme that is designed to prepare an individual for a leadership position within a short period of time. Usually reserved for high-performing candidates as programmes like these usually take on a dizzying pace. INTERNATIONAL MANAGEMENT ROLE A role that requires one to take on challenging assignments that can take place at any location around the globe. The roles are varied and trainees are ÀiµÕ Ài` Ì Li yiÝ L i] iÃ«iV > Þ Ü i the need for travel arises. CUSTOMISED TRAINING PROGRAMME Tailored to an organisation’s unique needs, topics cater to the message the management wants to impart to its trainees.

Confused about what to do after graduation? Try applying Ì i -7"/ > > ÞÃ Ã LÕÃ iÃÃ Ì Þ ÕÀÃi v Ì w ` Ì i LiÃÌ career path for you. Most of you would have learned about the SWOT analysis tool, widely used in businesses to examine strengths and weaknesses of internal environments, and opportunities and threats in external environments. Randall S Hansen and Katharine Hansen applied this handy tool to the job search process in an article, “Using SWOT Analysis in Your Career Planning”. As

it turns out, it works just as well for job seekers as it does for companies seeking direction for their business! Give it a try! Begin by answering the questions in Table 1. Your analysis should provide you with insights into some of the factors and aspects of your career planning that you can capitalise on, improve or analyse further in Table 2.

TABLE 1

INTERNAL

YOUR STRENGTHS U 7 >Ì >Ài Þ ÕÀ >`Û> Ì>}iÃ¶ U 7 >Ì ` Þ Õ ` Üi ¶ U 7 Þ ` ` Þ Õ `iV `i Ì i ÌiÀ Ì Ã «>ÀÌ VÕ >À wi `¶ U 7 >Ì ÜiÀi Ì i Ì Û>Ì } v>VÌ ÀÃ > ` yÕi ViÃ¶ U 7 >Ì >Ûi Lii Þ ÕÀ ÃÌ notable achievements? U 7 >Ì >Ài Þ ÕÀ ÃÕVViÃÃ attributes? U Ü ` Þ Õ i>ÃÕÀi Þ ÕÀ success? U 7 >Ì Ü i`}i À iÝ«iÀÌ Ãi will you bring to the company you join that may not have been available to the organisation before?

YOUR WEAKNESS U U U U

7 >Ì V Õ ` Li «À Ûi`¶ 7 >Ì ` Þ Õ ` L>` Þ¶ 7 >Ì Ã Õ ` Þ Õ >Û `¶ 7 >Ì >Ài Þ ÕÀ «À viÃÃ > weaknesses? U Ü ` Ì iÞ >vviVÌ Þ ÕÀ L performance? (These might include weakness in technical skill areas, leadership or interpersonal skills.) U / >L ÕÌ Þ ÕÀ ÃÌ unpleasant experiences in school or in any past jobs and consider whether some aspect of your personal or professional life could be a root cause.

GRADUAN 41

G R A D U AT E P R O G R A M M E S I N S & O U T

PUTTING THE SWOT ON YOU

G R A D U AT E P R O G R A M M E S I N S & O U T

TABLE 1

EXTERNAL

OPPORTUNITIES IN YOUR CAREER FIELD

U 7 iÀi >Ài Ì i «À Ã } prospects facing you? U 7 >Ì Ã Ì i ºÃÌ>Ìi v Ì i >ÀÌ» your particular area of expertise? U ƂÀi Þ Õ ` } iÛiÀÞÌ } Þ Õ can to enhance your exposure to this area? U 7 >Ì v À > ÌÀ> } > ` education can you add to your credentials that might position you appropriately for more opportunities U 7 Õ ` > « ÃÌ}À>`Õ>Ìi À another graduate degree add to your advantage? U Ü µÕ V Þ >Ài Þ Õ i Þ Ì advance in your chosen career? U 1ÃivÕ «« ÀÌÕ Ì iÃ V> V i from such things as: - changes in technology and markets on both a broad and `ÕÃÌÀÞ Ã«iV wV ÃV> i - changes in government policy Ài >Ìi` Ì Þ ÕÀ wi ` - changes in social patterns, « «Õ >Ì «À w iÃ] viÃÌÞ i changes, etc.

THREATS IN YOUR CAREER FIELD

U 7 >Ì LÃÌ>V iÃ ` Þ Õ v>Vi¶ U ƂÀi Ì i ÀiµÕ Ài i ÌÃ v À Þ ÕÀ `iÃ Ài` L wi ` V > } }¶ U iÃ V > } } ÌiV }Þ threaten your prospective position? U 7 >Ì Ã Ì i VÕÀÀi Ì ÌÀi ` i v À your personal area of expertise? U Õ ` Þ ÕÀ >Ài> v ÌiÀiÃÌ Li fading in comparison with more i iÀ}i Ì wi `Ã¶ U Ã Þ ÕÀ V Ãi wi ` ÃÕL iVÌ Ì internal politics that will lead to V y VÌ¶ U Ã Ì iÀi > Þ Ü>Þ Ì V > }i Ì i politics or to perhaps defuse your involvement in potential disputes? U Ü } Ì Ì i iV Þ negatively affect your future company and your work group? U 7 Þ ÕÀ vÕÌÕÀi V «> Þ provide enough access to new challenges to keep you sharpand marketable- in the event of sudden unemployment?

TABLE 2

INTERNAL

YOUR STRENGTHS Some factors that you may capitalise on to your advantage: U 7 À iÝ«iÀ i Vi U `ÕV>Ì > ` iÝÌÀ>VÕÀÀ VÕ >À activities U -ÌÀ } ÌiV V> Ü i`}i Ü Ì Þ ÕÀ wi ` U -«iV wV Ã vÌ Ã Ã i°}° communication, teamwork, leadership skills) U *iÀÃ > V >À>VÌiÀ ÃÌ V i°}° ÃÌÀ } work ethic, self-discipline, ability to work under pressure, creativity, optimism, a high level of energy) U ` V Ì>VÌÃÉÃÕVViÃÃvÕ networking U ÌiÀ>VÌ Ü Ì «À viÃÃ > organisation.

42 GRADUAN

YOUR WEAKNESS Some factors that you should improve upon: U >V v Ü À iÝ«iÀ i Vi U Ü *Ƃ] ÜÀ } > À U >V v } > Ã] Ãi v Ü i`}i À Ã«iV wV L Ü i`}i U 7i> ÌiV V> Ü i`}i U 7i> Ã Ã i°}° i>`iÀÃ «] interpersonal, communication, teamwork) U 7i> L Õ Ì } Ã Ã U i}>Ì Ûi «iÀÃ > V >À>VÌiÀ ÃÌ VÃ (e.g. poor work ethic, lack of discipline, lack of motivation, indecisiveness, shyness, too emotional)

EXTERNAL

OPPORTUNITIES Some external factors that you can utilise to your advantage: U * Ã Ì Ûi ÌÀi `Ã Þ ÕÀ wi ` Ì >Ì will create more jobs ( e.g. growth, globalisation, technological advances) U "«« ÀÌÕ Ì iÃ Þ Õ V Õ ` >Ûi Ì i wi ` LÞ i > V } Þ ÕÀ education (further studies) U "«« ÀÌÕ Ì iÃ Þ Õ V Õ ` >Ûi through greater self-knowledge, Ài Ã«iV wV L } > Ã U "«« ÀÌÕ Ì iÃ v À >`Û> Vi i Ì Þ ÕÀ wi ` U "«« ÀÌÕ Ì iÃ v À «À viÃÃ > `iÛi « i Ì Þ ÕÀ wi ` U >ÀiiÀ «>Ì Þ Õ½Ûi V Ãi provides unique opportunities U i }À>« Þ U -ÌÀ } iÌÜ À

THREATS Some negative external conditions, the impact of which you may want to control: U i}>Ì Ûi ÌÀi `Ã Þ ÕÀ wi ` that diminish jobs (downsizing, obsolescence) U «iÌ Ì vÀ Þ ÕÀ V i}i graduates U «iÌ Ì ÀÃ Ü Ì ÃÕ«iÀ À Ã Ã experience, knowledge U «iÌ Ì ÀÃ Ü Ì LiÌÌiÀ L hunting skills U «iÌ Ì ÀÃ Ü Üi Ì Ì ÃV with better reputations U "LÃÌ>V iÃ Þ ÕÀ Ü>Þ i°}° >V of advanced education/training you need to take advantage of opportunities) U Ìi` >`Û> Vi i Ì Þ ÕÀ wi `] advancement is cut-throat and competitive U Ìi` «À viÃÃ > `iÛi « i Ì Þ ÕÀ wi `° - Ì½Ã >À` Ì ÃÌ>Þ marketable U «> iÃ >Ài Ì À } «i « i with your major/degree

Note: The SWOT analysis table is adapted from the article, ‘Using SWOT Analysis in Your Career Planning’, by Randall S Hansen and Katharine Hansen

DEVELOPING A STRATEGY Do you now have a better idea about the career path that best suits you? The next step is to leverage the information you have gained through the analysis to develop a winning career strategy. Step 1 Determine your career objective U 7 >Ì Ã Þ ÕÀ `i> L¶ U 7 >Ì >Ài Ã i Ì iÀ « Ã Ì Ã Þ Õ could accept? U 7 >Ì Ã Þ ÕÀ wÛi > ` £ä Þi>À V>ÀiiÀ goal? Step 2 Develop marketing strategies U 7 >Ì >Ài Ì i V «> iÃ > ` organisations you’re going to target to obtain your objectives _ your ideal job?

U Ü Ü Þ Õ V Õ V>Ìi Ü Ì Ì iÃi wÀ Ã¶ Step 3 Develop an action programme According to marketing principles, marketing strategies should be turned into Ã«iV wV >VÌ «À }À> iÃ Ì >Ì > ÃÜiÀ > number of questions including: What will be done? Who is responsible for doing it? At the end of the day, you should have learned the most basic things about yourself, namely, your strengths and weaknesses. Such understanding of your º ÌiÀ > » Ãi v Ü `iw Ìi Þ Li iwÌ Þ Õ] whether in your daily life, personal goals or career plans. Good luck! GRADUAN 43

G R A D U AT E P R O G R A M M E S I N S & O U T

TABLE 2

G R A D U AT E P R O G R A M M E S I N S & O U T

BRANDING YOURSELF INTO A SUCCESS STORY GRADUANÂŽ Team shares a brilliant idea on how you can stand out from the hundreds of graduates in the job market. Think of McDonaldâ&#x20AC;&#x2122;s and Cola Cola and you will understand the power of branding. Branding is the combining of tangible and intangible traits and characteristics of a product to make it unique. Manufacturers and companies â&#x20AC;&#x153;brandâ&#x20AC;? products with a promise of its value â&#x20AC;&#x201C; that the product is â&#x20AC;&#x153;betterâ&#x20AC;? than those of their competitors in the market. But this promise must be delivered in order for the product to be marketed successfully.

YOU CAN BRAND YOURSELF

You can apply the concept of branding to yourself in your search for the right career. Branding, in fact, is essential to your career CFXCPEGOGPV CU KV JGNRU FGĆ&#x201A;PG YJQ CPF what you are, how â&#x20AC;&#x153;greatâ&#x20AC;? you are and why potential employers should hire you! Branding is all about building a name for yourself. If you donâ&#x20AC;&#x2122;t brand yourself, others will do it for you. So, be proactive, take the extra effort to establish yourself as a brand. In his book, The Brand You (Reinventing Work) : Fifty Ways to Transform Yourself from an â&#x20AC;&#x2DC;Employeeâ&#x20AC;&#x2122; into a Brand that Shouts Distinction, Commitment and Passion!, management guru Tom Peters wrote, â&#x20AC;&#x153;Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the

44 GRADUAN

importance of branding. We are the CEOs of our own companies: Me,Inc.â&#x20AC;? How do you go about building yourself as a DTCPF! 4GCF QP VQ Ć&#x201A;PF QWV

GAIN JOB EXPERIENCE

Building your brand starts with listing your past accomplishments and achievements from which you gained new and important experiences. This is the foundation for any career branding exercise. Take the time to plan and focus on what you want as a brand name for yourself. Assess your weak areas and develop a strategy to gain the right experience needed to overcome them. Experience can be gained through many through many different channels. Seek out internships, freelance jobs or volunteer your services to gain that necessary experience.

DONâ&#x20AC;&#x2122;T STOP LEARNING

9JKNG [QWT Ć&#x201A;TUV FGITGG KU PGEGUUCT[ VQ UVCTV [QW QHH KP [QWT ECTGGT CFFKVKQPCN SWCNKĆ&#x201A;ECVKQPU can help your excel and greatly enhance your career branding. Ask your employer for an GFWECVKQP TGKODWTUGOGPV DGPGĆ&#x201A;V DGECWUG some companies do offer this.

PROMOTE YOURSELF

Donâ&#x20AC;&#x2122;t underestimate the power of self-

For fresh graduates, your best promotion tool is your resume. So itâ&#x20AC;&#x2122;s to your advantage to spend time in understanding the fundamental aspects of writing a good resume and cover letter. List your key accomplishment, skills and education. Develop a portfolio of important documents, such as transcripts, awards, honours and testimonials. These are your branding tools, so use them to promote yourself. Employers wonâ&#x20AC;&#x2122;t know about your accomplishments and added value unless you tell them.

BUILD RELATIONSHIPS

The best â&#x20AC;&#x153;freeâ&#x20AC;? way of promoting yourself is through networking and the power of W-O-M or word-of-mouth. The people with whom you network, and these are basically your friends, colleagues, former employers, teachers and lecturers, will have a thing or two to say about your accomplishments. So keep your network strong and expand it by staying in contact with the people around you. Word-of-mouth is what people say about you. Make sure that your network knows of your most recent accomplishments and successes so that they will put in some good words of you.

PREPARE YOUR MARKETING STRATEGY

Now that you have a brand name, you must continue to improve and strengthen it. There are many competing brands (other graduates looking for a career, just like you!) that employers may choose from. The more you cultivate your brand, the more successful you will be in your career search and planning.

As in any business activity, preparation is perhaps the most important element in your branding strategy. The strength of your preparation will carry you through the entire job search process. This marketing preparation includes asking yourself the following questions: r 9JQ CTG [QW! s FGVGTOKPG [QWT UVTGPIVJU and weaknesses. r 9JCV FQ [QW YCPV! s FGVGTOKPG [QWT LQD and career interests. r 9JGTG FQ [QW YCPV VQ IQ! s FGVGTOKPG VJG career path you are going to take. r 9JGTG FQ [QW YCPV VQ YQTM! s FGVGTOKPG potential employers, areas to work in,etc. r *QY VQ OCTMGV [QWTUGNH! s IGV [QWT VQQNU ready: resumes, cover letters, portfolios, etc. r %QPVCEVU CPF PGVYQTM s WRFCVG [QWT database to learn of new job leads through your contacts and W-O-M.

WRITE A DYNAMIC COVER LETTER

Once youâ&#x20AC;&#x2122;ve done your marketing preparation, you can begin to write your cover letter. The keys to a successful cover letter are: r )GV VJG TGEGKXGToU PCOG TKIJV r # RQYGTHWN Ć&#x201A;TUV RCTCITCRJ s DTKGĆ&#x192;[ CPF concisely explain what you want. r (QEWU QP [QWT MG[ CEEQORNKUJOGPVU PQV your duties and responsibilities. r 0QV OQTG VJCP QPG RCIG r 7UG CEVKQP XGTDU r 4GSWGUV HQT CP KPVGTXKGY YKVJ C UVCVGF VKOG of availability.

DRAW UP AN EXCELLENT RESUME

A resume is a document that describes your education, work experience and skills. But again, what makes an excellent resume is marketing. You have to consider yourself a product, with the employer as the buyer â&#x20AC;&#x201C; why should the employer buy (hire) you? Your resume is a key marketing tool in your

GRADUAN 45

G R A D U AT E P R O G R A M M E S I N S & O U T

promotion. Even if you have a fantastic brand, no one will know about it if you donâ&#x20AC;&#x2122;t promote yourself well. And no one can promote you better than you can.

G R A D U AT E P R O G R A M M E S I N S & O U T

career search. To help your succeed, your resume should: r *GNR RQVGPVKCN GORNQ[GTU ENGCTN[ KFGPVKH[ and visualise you. r 2TQXKFG VJG TKIJV EQPVCEVU HQT GORNQ[GTU VQ reach you. r +FGPVKH[ [QWT ECTGGT UMKNNU KPVGTGUVU CPF strengths. r *KIJNKIJV [QWT GFWECVKQPCN UWEEGUU GU r 7UG CEVKQP XGTDU r $G UJQTV CPF EQPEKUG GURGEKCNN[ HQT HTGUJ graduates!

DEVELOP STRONG INTERVIEWING SKILLS

What you really need to ace your interview UGUUKQP KU EQPĆ&#x201A;FGPEG YJKEJ ECP DG learned. No matter how introverted you are, you can learn to master interviews or at least survive them! Practice makes perfect. Learn the basic rules, RTCEVKUG CPF TGĆ&#x201A;PG [QWT VGEJPKSWGU CU OWEJ as possible. Good marketing preparation will you to the interview, but it is the interview that will determine whether you are successful in getting the job. Some basic facts about interviews that you need to know: r 6JG Ć&#x201A;TUV KORTGUUKQP KU XGT[ RQYGTHWN s KV KU the key determining factor to a successful career search. r 6JG Ć&#x201A;TUV Ć&#x201A;XG OKPWVGU CTG VJG OQUV ETWEKCN s this is when you will be judged. r )QQF KPVGTRGTUQPCN UMKNNU CTG GZVTGOGN[ important. r &TGUU HQT UWEEGUU s MPQY VJG FTGUU EQFG QT how to dress professionally. r &QPoV LWUV DG TGURQPUKXG DWV FKURNC[ initiative as well. r 2TGRCTG UQOG DCUKE KPVGTXKGY SWGUVKQPU r 2TGRCTG UQOG SWGUVKQPU VQ CUM VJG interviewer. r &QPoV DG VQQ OQFGUV DGECWUG [QW CTG selling a product â&#x20AC;&#x201C; yourself! r &QPoV DG VQQ CTTQICPV GKVJGT

46 GRADUAN

â&#x20AC;&#x153;

Keep your network strong and expand it by staying in contact with the people around you. FOLLOW UP

â&#x20AC;?

#NVJQWIJ VJKU KU VJG Ć&#x201A;PCN UVGR QH [QWT ECTGGT UGCTEJ KV KU CU KORQTVCPV CU VJG Ć&#x201A;TUV UVGR +H [QW do not follow up after the interview, you might as well consider going back to square one, as the interviewer would have forgotten about you. When you follow up on your interview status, you are serving a crucial â&#x20AC;&#x153;wake-upâ&#x20AC;? call or reminder to the potential employer. How do you follow up? r +H [QW JCXG UGPV KP CP CRRNKECVKQP CPF havenâ&#x20AC;&#x2122;t received any response, call the potential employer and request an interview. r 4GOGODGT VQ TGVWTP GORNQ[GToU ECNNU r 4GURQPF KOOGFKCVGN[ VQ GORNQ[GTUo requests. r 9TKVG C p6JCPM ;QWq PQVG CHVGT VJG interview. r 9TKVG CP #EEGRVCPEG &GENKPG NGVVGT YJGP you receive job offers. Branding is essential to your career CFXCPEGOGPV CU KV JGNRU FGĆ&#x201A;PG YJQ CPF what you are, how â&#x20AC;&#x153;greatâ&#x20AC;? you are and why potential employers should hire you. For fresh graduates, your best promotion tool is your resume. Good marketing preparation will get you the interview, but it is the interview that will determine whether you are successful in getting job.

G R A D U AT E P R O G R A M M E S I N S & O U T

# $ ! ! !

" $ ! ! #

48 GRADUAN

GRADUATE PROGRAMMES Celcom Axiata - Management Trainee Programme British American Tobacco (BAT) Global Management Trainee Programme CIMB Group - The Complete Bankerâ&#x201E;˘ Programme Felda Management Trainee Programme Khazanah - Graduate Trainee Programme Maybank - Go Ahead Challenge NestlĂŠ - Management Trainee Programme Public Bank - PB TalentMax Programme RHB Management Associate Programme Shell - Graduate Programme Sime Darby Management Trainee Programme TM - Management Trainee Programme UEM - Growing Up With The UEM Group

G R A D U AT E P R O G R A M M E S

GROOMING BANKING TALENTS

Discover how you can build your banking career with CIMB Group through two innovative programmes designed to give you the best exposure and experiences. The Complete BankerTM Programme This structured and highly sought-after management trainee programme will help you build a strong foundation to become CIMB’s future leaders. It is aimed at giving you regional exposure while building the skills set required of a top-class universal banker. What are the objectives of The Complete BankerTM Programme? It is about building a sustainable talent pipeline. Through The Complete Banker™ programme, CIMB is grooming tomorrow’s leaders at the bank. How is the training programme structured? The programme will last for two years during which graduates will undergo classroom training and four structured rotations across the organisation before being permanently placed. They will also be exposed to the senior management team of CIMB, work alongside counterparts across the region, and participate in corporate responsibility activities. High performers will also be given the opportunity to take on stretch assignments that will see their careers grow beyond Malaysia. What sets this programme apart from other programmes offered by leading banks? CIMB Group is the bank of choice simply because you can create history with us! We offer great career opportunities in a broad spectrum of banking areas with wideranging exposure – both operationally and geographically. Headquartered in Malaysia, most of our decision-making is done here, 54 GRADUAN

unlike many of our foreign counterparts. So you will gain experience and get involved in everything from origination right up to execution whilst working alongside some of the best minds in the industry. We are also currently undergoing an exciting transformation. While cementing our footprint in ASEAN, we are also iÝÌi ` } ÕÀ Ài>V ƂÃ > *>V wV q Ü Ì the recent acquisition of selected RBS cash equities and associated investment banking businesses. This expansion will provide vast opportunities for graduates who aspire to grow their career with a robust and vibrant organisation. Our graduates have gone on to: U ÃÌ>L Ã Ì i > L ` > vwVi Ü Ì Ì i wÀÃÌ Ì Àii Þi>ÀÃ v } CIMB Group. U , Ãi Õ« Ì i À> Ã Ì ƂÃÃ V >Ìi ÀiVÌ À Ü Ì Ã Ý Þi>ÀÃ >vÌiÀ } Ì i organisation upon graduation. U i ÃiV `i` Ì À Õ« vwViÃ in Singapore, Sri Lanka, Indonesia and Thailand upon completion of the programme. “The Complete Banker™ Programme was helpful for me to experience what universal banking is all about, both in theory as well as on-the-job training. CIMB also has a reputation of employing competent staff, and it was good for my career development to surround myself with talented and driven people as a trainee.” James Gan, 28 Investment Equities: Equities Research, Asset Management Bachelor of Science in Mathematics & Economics, University of Warwick

Sub: CIMB Fusion – One Opportunity, Two Experiences The CIMB Fusion Programme enables fresh graduates to sign up for work with the CIMB Group and another world-class employer for a two- to four-year period, thus experiencing the diversity of two

different work experiences right at the start of their careers. On top of that, they enjoy the freedom of deciding which employer to go forward with at the end of the programme. This is the perfect opportunity for you to try different things in a structured manner while enjoying career stability!

Here’s how it works:

PwC

Accenture

Teach for Malaysia

Structure Year 1 & 2: PwC Year 3: CIMB Year 4: PwC

Structure Year 1: Accenture Year 2: CIMB

Structure Year 1&2: Teach for Malaysia Year 3: CIMB

Requirement Second Class (Upper) or equivalent in Accounting & Finance

Requirement Second Class (Upper) or equivalent from all degree backgrounds

HP Structure Year 1: HP Year 3: CIMB Requirement Second Class (Upper) or equivalent in IT Ài >Ìi` wi `Ã

ZICOLaw

DraftFCB

Structure Year 1: ZICOLaw Year 3: CIMB

Structure Year 1&2: DraftFCB Year 3: CIMB

Requirement Second Class (Upper) or equivalent in Law

Requirement Second Class (Upper) or equivalent from all degree backgrounds

“At the end of the programme, we will become an asset to not one, but two different industries and companies. I think that’s the best deal you can get!” Julian Cheong, 24 Account Executive, DraftFCB Malaysia BA Communication & Media Management – University of South Australia

GRADUAN 55

G R A D U AT E P R O G R A M M E S

TAKING A HANDS-ON APPROACH

Ahmad Fer-Rouse is introducing a new culture of high-performance and high-engagement at Felda Global Ventures to drive the business forward. By Elaine Tan / i Û iÜ vÀ č >` iÀ , ÕÃi½Ã vwVi on level 42 of the new Menara FELDA in the KLCC vicinity is breathtaking. But the senior general manager of human capital development at Felda Global Ventures Holdings (FGV) barely has time to enjoy it. He is too busy hitting the road to touch base with the company’s few hundred trainees scattered around the country. 58 GRADUAN

“Felda plantations are in areas you have never heard of! They are extremely remote. We have a joke that you can put together four prayers in one trip because you are travelling and it seems like the end is never in sight,” he laughs. But this does not stop him from going on-ground to meet the young cadet planters and cadet mill trainees, and

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“We are trying to move the staff mindset to a more commercial minded one because as a listed entity, we now have to drive performance for positive LÕÃ iÃÃ «>VÌ Ì vÕ w Ã >Ài `iÀÃ expectations,” Fer-Rouse explains.

check on their r progress. rse Nu He often er covers several la n t Cadet P plantations in a day, travelling round the country each trip, to shake as many hands and pat as many shoulders as possible. “You need to go on the ground to know what is going on,” he asserts. an yM

Fer-Rouse is driving human capital development at FGV with a handson approach – a motto that guides his career. As a marketing executive for Guthrie Latex USA, the then fresh graduate would sit at the pier for 18 hours pumping latex. “I told myself I had to do this so that when I get to management level, I would not tell someone to do something I’ve not done myself. But by that same token, no one can tell me it cannot be done because I’ve done it myself,” he says.

His aim is to introduce a culture of teach to learn, thinking out of the box, driving for performance, and high-engagement. It is an ambitious task but one that is w > Þ Ã Ü } ÀiÃÕ ÌÃ >vÌiÀ > ÃÌ Ì Àii Þi>ÀÃ° º À Ì i wÀÃÌ Ì i] > }iÌÌ } feedback that the quality of our trainees is improving! It is a journey and it is going to take time,” he admits. “This generation… you can tell them what you want but they don’t care. They let it sit above them like a halo but Ü i Ì iÞ } Ì i wi ` > ` Ãii Ü >Ì happens, then it gets written into their hard disk.” That is why Fer-Rouse has designed the new recruits training to kick off with an induction programme that requires fresh graduates to spend at least two days in the plantation, regardless of

The affable senior GM has covered marketing, operations, communications, investor relations, and marketing intelligence during the span of his career in some of Malaysia’s leading companies and a multinational. His move into human resources came in the later part of his career path “because I wanted to give back”. Cadet

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whether they are in the technical track (for plantation and mill cadet trainees) or leadership management track (for accounting and management trainees). Note that the selection process is already rigorous irrespective of who you are and where you are from. Further Ì i wÀÃÌ Ì is often when the wheat is separated from the chaff. FerRouse admits that he intentionally wants to show new trainees how little they know by throwing them off the deep end. “These graduates think they are ready for work with their degree but to begin with, their degree is often

ainee ent Tr iew m e g a v Re Man mance Man Perfor n À i ageme Sessio n w } ÃiÃ t Traine Ã e Ì i wi

“Bagaimana pelatih nak jadi petugas kalau pelatih tidak dilatih?”

Induction Visit

Nursery Management Familiarisation

ion Visit Indu ct

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chosen for them so there is no interest un co c and passion. A / nee i We want them a r Management T to realise there is so much more out there for them to learn so a hunger for knowledge is created.”

“They must always be on their toes, always prepared because of the high-engagement”

“Interventions”, as he terms them, are introduced according to need. After assessing a recruit, the human development team then gets him or her ready for work with training in areas such as soft skills, mind mapping, analytical thinking, grooming, communications, language skills, team building, and NLP – in addition to technical training. A big fan of Stephen Covey’s 7 Habits of Highly Effective People, Fer-Rouse even hands out the book to trainees (“once they have proven they are committed to stay on”) and provides training in its application. The catch? Expect to be V> i` Ì Ã vwVi v À > L ÀiÛ iÜ° Even riding the elevator with this senior GM is not “safe” because he is known to µÕ â ÌÀ> iiÃ Ì i Ü>Þ Ì Ã vwVit

Management Trainee - Post Training ,iyiVÌ -iÃÃ

“They must always be on their toes, always prepared because of the high-engagement,” he says. It is for this reason that he hits the 100-over plantations often to see the trainees in Ì i wi `° º v ` Ì i Õ} ] Ì iÞ i>À to be ready at all times because nobody knows when I will show up.” “We have this saying, ‘Bagaimana pelatih nak jadi petugas kalau pelatih tidak dilatih?’ (How can the trainer be tasked if he is not trained?). Unless we spend time developing the human capital, we cannot hold them accountable,” he concludes.

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G R A D U AT E P R O G R A M M E S

RACING TO THE TOP Maybank wins over Gen Y talents with its GO AHEAD. CHALLENGE, an international business case competition.

Presentations to top bankers

Forget about old-fashioned job interviews! If you want to build your career in Maybank expect to be put through a gruelling process that will pit you against the best of the region in a cross-between The Apprentice, Fear Factor and Amazing Race! Two years ago Maybank decided to challenge the idea of talent recruitment by launching the innovative GO Ahead Challenge to attract the best Gen Y talents from across the region. According to Nora Abd Manaf, Group Chief Human Capital Officer of Maybank, traditional recruitment methods often do not help with finding the right people best suited for the job. “There are many talented students who graduate each year with impressive grades. However, it can be hard to distinguish oneself in an application form or even during the interview process,” she explains. The GO Ahead Challenge is designed to put the candidates to the test in real life situations and settings reflecting the ability to identify, recognize and leverage on diversity as well as operate within ambiguities. These draws upon and results in them being able to showcase their abilities, character and leadership. Almost 5,000 participants from 10 countries – Malaysia, Singapore, Cambodia, Philippines, Indonesia, Hong Kong, China, Vietnam, Thailand and the United Kingdom – took part in the second edition in 2013. Shortlisted participants were put through challenges that relate to aspects of succeeding in the demanding world of international banking and

finance. The first cut happened at the Challenge's national levels in the 10 countries, where participants had to demonstrate innovation and creativity by designing a product using basic materials. This whittled down the numbers to just 54 participants who won the right to represent their respective countries. The shortlisted national winners advanced to the Grand Finals and received the fast pass to the Global Maybank Apprentice Program (GMAP), Maybank’s award winning graduate trainee programme. Apprentices are assigned a personal mentor drawn from the ranks of Maybank’s experienced staff, and are given the training and guidance needed to become one of the Bank’s future leaders. They also have the opportunity to work in a number of different job rotations and departments, including an overseas assignment in one of Maybank's offices across the region. In true reflection of Maybank's commitment to the national agenda of bringing talents to Malaysia and making this country a desired destination for skilled foreign talents, all the finalists came from different backgrounds and diverse ethnicities. We are proud to have brought the region together closer – starting with the region’s best. The six-day Grand Finals kicked off with the launch by Maybank President & CEO Datuk Abdul Farid Alias at Menara Maybank, Kuala Lumpur. The

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Finalists turned chef for a day at Sunway Le Cordon Bleu kitchen

Going all out for the implementation challenge at the heart of Bukit Bintang

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The winning team - “Transformers”

About the Maybank GO Ahead. Challenge 2013 t t t t

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Interested to know more? Head on to www.goaheadchallenge.com for more information.

BANKING ON GEN Y Alumni of the Maybank GO Ahead. Challenge share their thoughts about the programme and how it has benefited their careers The Maybank GO Ahead. Challenge is developed entirely by Global Maybank Apprentices – with support and guidance from Maybank Group Human Capital – to help fellow Gen Ys understand what it is like to build a career in banking and finance. Check out what previous participants have to say about this exciting, one-of-a-kind programme.

Wilson Beh Maybank GO Ahead Challenge 2012 Winner. Executive, Client Coverage, Maybank Investment Bank Beh was a part of Maybank GO Ahead Challenge 2012 winning team and is now with the bank’s client coverage team. “I am exposed to a wide range of global banking operations as my team works closely with different product specialists from investment banking, corporate banking, transaction banking and global markets to tailor full financial solutions for clients.”

Aqilah Zahirah Bt Abu Hurairah Global Maybank Apprentice (Malaysia) - Maybank Islamic Maybank GO Ahead Challenge 2012 finalist & 2013 Organising Committee “The programme has provided me with the right platform to ace the steep learning curve of working in the banking industry. It is structured to suit our background and chosen career path, and provides us with assistance from a dedicated coach and mentor. I get to choose my sector of choice and was given opportunity to experience both sectoral and cross sectoral rotation for wider exposure.”

Syeda Fariha Preanka Maybank GO Ahead Challenge 2013 Ultimate Challenger Winner Global Maybank Apprentice - Global Banking & Maybank GO Ahead Challenge 2014 Organising Committee “Winning the Ultimate GO Ahead Challenger Award and getting the internship opportunity with Maybank New York is something i will cherish for a long time. However it is even more memorable when i joined Global Maybank Apprentice programme and selected as the Organising Committee of Maybank GO Ahead Challenge 2014 edition. Being given opportunity to handle big roles including managing a big project from the start is an invaluable experience for a fresh graduate like me.”

Sou Socheata Global Maybank Apprentice (Cambodia) Maybank GO Ahead Challenge 2012 finalist “International attachment is an outstanding benefit. This opportunity will teach me how to work with different cultures and will prepare me for my future goals at Maybank.”

Zack Neilson Tioseco Global Maybank Apprentice (New York) Maybank GO Ahead Challenge 2012 finalist “The Maybank GO Ahead Challenge is one of the most challenging competitions I have joined, and yet, it is also the most rewarding. I have gained experiences and friendships that I will take with me for a long time. I am currently based in New York and am given many opportunities to learn and grow my career.”

Want to be a Maybanker?

Darren Yeo Yee Hsiung Global Maybank Apprentice (Malaysia) - Maybank Investment Bank “I was recruited as Global Maybank Apprentice through the GRADUAN-MASCA Australia Recruitment Drive. GMAP provided me with direct access to a senior business leader whose advice was essential in guiding my career and shaping my goals. With my coach’s input, I was able to identify my strengths and weaknesses and thus optimize the programme to best suit my needs. Besides that, his vast experience and resourceful insights were invaluable in helping me with my transition into the professional working field.”

Apart from the GO Ahead.Challenge, Maybank also offers a range of other signature programmes for students and graduates. MAYBANK SCHOLARSHIP PROGRAMME Offers financial support and learning and development interventions to complement students’ academic studies. MAYBANK INTERNSHIP PROGRAMME Provides an initial overview of the industry coupled with structured learning objectives as interns grow into working professionals. GLOBAL MAYBANK APPRENTICE PROGRAM (GMAP) A two-year on the job programme for graduates to explore and experience different job functions. It involves structured on the job rotations including international assignment to encourage cross-border exposure and network among young talents.

Nur Syazwani Zakaria Maybank Overseas Scholar Global Maybank Apprentice (Malaysia)– Community Financial Services “It has been a wonderful experience with Maybank as I was awarded the scholarship to pursue my degree overseas and I am now continuing the journey as a Global Maybank Apprentice. I believe GMAP provides the best career launch pad for GEN Y and I look forward for more exciting times and experiences ahead.”

BRANCH MANAGEMENT ENTRY LEVEL PIPELINE (BMELP) Designed to groom aspiring branch/centre managers by providing them with targeted learning and skill sets through intensive training experience in branch management. MAYBANK/ERNST & YOUNG MANAGEMENT ASSOCIATE PROGRAMME Associates undergo three-year attachment at Ernst and Young as auditors earning their professional accounting certification fully sponsored by the Bank. GO Ahead.Explore your opportunities with one of the nation’s preferred employers at www.maybank.com/mycareer

Team in deep strategic discussion

G R A D U AT E P R O G R A M M E S

PB TalentMax Programme We understand that it is important for new entrants into the marketplace to be able to create a meaningful career and to have an enabling workplace. The PB TalentMax Programme is designed exclusively for fresh graduates; aimed at providing you with the necessary skills in banking and at character building. High potential individuals are transformed into high performing professionals through learning which takes place via a structured year-long programme. Made bite-sized through a 3-module learning process, the Programme exposes Trainees to the wide spectrum of banking so that they are not only skilled to perform their dayto-day functions but are wholesome in their exposure to banking. Incorporating formal learning through classroom and e-learning, experiential learning that challenges oneâ&#x20AC;&#x2122;s resilience and out-of-the-box thinking, job attachment at our wide network of branches, assignments to create cooperative learning and exposure to basic managerial skills, the Programme escalates the Traineesâ&#x20AC;&#x2122; knowledge base while building the base for autonomy.

G R A D U AT E P R O G R A M M E S

A WEALTH OF OPPORTUNITIES!

TWO TRAINEES SHARE THEIR EXPERIENCES OF WHAT IT’S LIKE TO BE PART OF RHB’S MANAGEMENT ASSOCIATE PROGRAMME. By Mel Sim

I SEE RHB AS AN UNDERDOG AND THAT MEANT THAT THE ORGANISATION WOULD HAVE MORE DRIVE AND DETERMINATION TO MATCH THE GOLIATHS OF ITS PEERS.

Name: Mohamed Sayf Al Rahman Tun-Ismail, 26 Joined since: June 2013 HOW IT ALL BEGAN My journey with RHB started when I applied online to be part of its Management Associate Programme and was subsequently invited to a series of assessments. There were four components to the selection process – an online assessment, an initial aptitude test followed by a preliminary interview, a challenging group assessment, > ` w > Þ] > ÌiÀÛ iÜ Ü Ì , À Õ«½Ã senior management. It was both exciting and suspenseful. The excitement built up as I successfully reached each consecutive stage 74 GRADUAN

of the assessments. The suspense was due to the waiting periods between the sessions as our performances were being assessed. WHY I PICKED RHB After having spent some time working overseas, I wanted to return to Malaysia to join a structured programme that offered an opportunity for further professional development. RHB’s Management Associate Programme was an ideal platform to do so. I see RHB as an underdog and that meant that the organisation would have more drive and determination to match the goliaths of its peers. To me, this means that there will be a lot of initiatives on the bank’s side to ensure it meets its plans. Also, as RHB moves towards expansion, it would give me the opportunities to be exposed from the start as opposed to other banks which would already have set in place their regional branches. A TYPICAL DAY We are continuously put through learning experiences that test our ability to adapt to a multitude of situations. During this intensive training period, we attended classes at the RHB Complex in Bangi for three months. This was essential for us to understand the fundamentals of RHB Group’s various divisions and activities. It was extremely useful for someone like me who had no banking knowledge or experience at all seeing how I graduated with a degree in Engineering! There was also a brief attachment at a branch within the region, allowing us to experience wÀÃÌ > ` Ì i `>Þ Ì `>Þ L> } «iÀ>Ì Ã from a retail employee’s respective. Following Ì i ÌÀ> } «iÀ `] Üi V i Vi` Ì i wÀÃÌ of three allocated rotations within the Group. WHAT’S BEEN EXCITING SO FAR >` «À À Ü i`}i v w > Vi Ã Ü i allocated my rotation, it felt like I was thrown into the deep end to survive! But this was exciting because it made me more curious to learn about the industry and to develop myself professionally. In this programme, you really have to be adaptable. You need to build rapport with colleagues and rely on each other. It also allows you to branch out and network with the more senior employees in the bank. I also went through a Master of Ceremonies course, which was something new to me. So this programme really teaches you to be an all-rounder!

WE’VE ALL HEARD HOW IT’S NOT WHAT YOU DO BUT WHOM YOU KNOW. RHB IS THE BEST PLACE FOR THIS TO HAPPEN, ESPECIALLY IN THE MANAGEMENT ASSOCIATE PROGRAMME. Name: Tham Weng Leong, 24 Joined since: June 2012 TAKING A DIFFERENT TURN I always wanted to be part of a management trainee programme in a bank but sadly, my grades would not have made the cut should I have applied the conventional way. Which was why I entered a competition where RHB was a «>ÀÌ v Ì }iÌ Ì Vi`° Ì Ü>Ã `ÕÀ } Þ w > year of examinations and I even had to forgo ÃÌÕ`Þ } v À Þ w > Ã Ì > i ÃÕÀi ` ` Üi in this competition. There were three stages to V i>À° >` >VÌÕ> Þ L i` > y } Ì Ì ÕÀ «i but had to change my plans when I found out Ì >Ì Ü>Ã Ì i w > Ãt ÀÌÕ >Ìi Þ] Ì > ÌÕÀ i` out well as I was one of the four selected as the winners and was picked by RHB to be part of their Management Associate Programme. You could say that luck played a huge role. But I also focused on other things in university to build different skills. I am proof that grades aren’t everything. It is just a matter of how much you want it. EXCITING PROSPECTS Compared to other banks, RHB has a lot more to explore and develop. Being part of the Management Associate Programme gave me the chance to assist in our journey to get there, especially in the role I’m currently in that is the International Corporate Strategy where we look at expansion into other countries. RHB recently announced that 40 per cent of its revenue would come from outside of Malaysia, which is where I am focused on. Now, how exciting is that to know I would be part of a huge goal for the bank! SOMETHING DIFFERENT A memorable project was in Cambodia, where I was sent as a “mystery shopper” at a bank RHB was interested to acquire. We had to pretend to be customers to learn how the bank Ü À Ã > ` Ãii v Ì Ü Õ ` wÌ Ì i , LÕÃ iÃÃ

model. While RHB didn’t go through with the acquisition at the end of the day, I learnt new ways of banking through this experience that have allowed me to think out of the box and come up with innovative ideas. THE BEST PART Meeting people, from your peers to your seniors. We’ve all heard how it’s not what you do but whom you know. RHB is the best place for this to take place, especially in the Management Associate Programme. It connects you with a lot of people and these contacts will prove to be valuable, whether it is to help you get the information you need for your day-to-day task or to share their experience with you. ABOUT THE PROGRAMME A UNIQUE EXPERIENCE RHB welcomes you to an exciting world of banking with its programmes for graduates. MANAGEMENT ASSOCIATE PROGRAMME A 10-month programme aimed to develop and shape talents. Associates will be intensively developed to be equipped with the relevant skills and knowledge required to get ahead in the bank through classroom training and onthe-job attachment at various departments. From there, they will be placed at the position that best suits their potential. GRADUATE ASSOCIATE PROGRAMME Aside from the general Management Associate Programme, RHB offers various associate programmes with the main aim to develop young talents to be specialists for business and functional units in the bank. This includes Audit & Risk, Corporate & Investment Bank, Islamic Banking, Credit, and Easy. The duration Ã Ã ÀÌiÀ q >Ì Þ Ã Ý Ì Ã q Ü Ì Ã«iV wV learning curriculum and on-the-job attachment training in the specialised area.

GRADUAN 75

G R A D U AT E P R O G R A M M E S

Five core divisions. Over twenty countries. Thereâ&#x20AC;&#x2122;s so much more to explore.

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PROGRAMME STRUCTURE The Sime Darby MTP has four main components: CENTRALISED TRAINING AND CLASSROOM SESSIONS

INTERNATIONAL EXPOSURE AT WORLD RENOWNED BUSINESS SCHOOL

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Growing with UEM Group UEM Group is committed to developing its human capital through end-to-end talent management to realise their full potential DEVELOPING TALENTS FOR TOMORROW The UEM Group Talent Development Programme is designed to cater for the development of selected high potential young graduates, thosewith a CGPA of 3.2+.

YOUR FUTURE, OUR COMMITMENT UEM Group Berhad is an engineering-based infrastructure group with four core business divisions namely, Expressways, Township & Property Development, Engineering & Construction, and Asset & Facility Management. We have a staff strength of more than 15,000 including 3,200 technical professionals. Our headquarters is in Kuala Lumpur with presence in various countries around the globe including India, Indonesia, Singapore, Canada, United Kingdom, New Zealand, Australia and the Middle East. As a performance-based organisation, each of our personnel has an opportunity to move up the ladder and the hallmark of success is when an employee is part of the corporate talent pool and successor pool. Our employees undergo a Talent Development programme where the aim is to equip and develop candidates on the required technical and leadership competencies in line with UEM Groupâ&#x20AC;&#x2122;s Talent Management Framework where we aim to achieve the following â&#x20AC;&#x201C; to implement a structured and systematic process to develop future talent for key positions; to develop new graduates to enable us to grow our own leaders to undertake the companyâ&#x20AC;&#x2122;s future plans; and to attract an retain the best talents.

It comprises two tracts â&#x20AC;&#x201C; the Young Engineers Programme (YEP) and the Young Graduates Programme (YGP). 3.2 + CGPA requirements for the Talent Development Programme Young Engineers Programme (YEP) YEP is a five years structured development programmed aimed at developing high potential engineering professionals with the required professional engineering qualifications for the leadership pipeline of the organisation and to attain technical competencies and accreditation as professional engineers as required by Board of Institute Engineers of Malaysia. In addition, YEP participants will also be equipped with soft, management and leadership skills. Young Graduates Programme (YGP) Developing high potential graduates with required competencies including strong strategic thinking skills for the leadership pipeline within UEM Group of Companies in areas such as Business Development, Finance, Accounts and Human Resource. What to expect in YEP and YGP? t SPUBUJPOBM BTTJHONFOU BDSPTT UIF HSPVQ t 'PSNBM USBJOJOH PQQPSUVOJUJFT t 4USVDUVSFE EFWFMPQNFOU QMBO t 0O HPJOH QFSTPOBM BOE QSPGFTTJPOBM NFOUPSTIJQ t 0O HPJOH HVJEBODF BOE NFOUPSTIJQ CZ experience technical leaders t 4FOJPS NBOBHFNFOU JOUFSBDUJPO BOE WJTJCJMJUZ

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Talent focused What is it like working for a company like UEM Group? We speak to its employees to get an insight. here and it gets you thinking, “the company has invested so much in you, what can you contribute in return?”

From left: Wan Nadirah Wan Ismail, Izman Khairi Ismail, Muhammad Syahreen Mohamed Anuar, Norfadzlina Amzah.

MUHAMMAD SYAHREEN MOHAMED ANUAR 32, Assistant Manager, Electrical Department Cement Industries of Malaysia Berhad (CIMA)/ Engineering & Construction What’s the most important thing you have learned on the job so far? Troubleshooting – you need to stay calm and find the solution. There was once when I had to help with a major complication which took us one year to solve. During this time, the management did not pressure us as they knew that we were doing our best. Instead, they provided us with the necessary support. IZMAN KHAIRI ISMAIL 27, Project Manager, Civil Project Projek Penyelenggaraan Lebuhraya Berhad (PROPEL)/Asset & Facility Management What do you enjoy most about being an employee of UEM Group or Companies? The company recognises my talent and selected me to undergo the Six Sigma training. It’s a very expensive programme, and it’s paid for by the company. They have also offered to help get me licensed as a Professional Engineer. It’s a fantastic opportunity that I will certainly make the most of. There’s also a great sense of belonging

What are some of the most useful skills you have picked up? Be punctual to work, start work the minute you punch in, and always have a to-do list to help you stay on track. Always plan ahead; if you fail to plan, you plan to fail. To be a good engineer, you must not be shy or you won’t go far. You must be willing to get your hands dirty and be tough yet humble. How far you get depends on your own enthusiasm and willingness to learn. NORFADZLINA AMZAH 31, Senior Engineer, MD / CEO’s Office PLUS Malaysia Berhad/Expressways What are some of the opportunities that has been provided to you? The very first project that I was assigned to was worth RM1 billion. The exposure was great, and it gave me the chance to meet with and learn from many experience professionals in the civil engineering field. I was also given a lot of training and even joined a technical visit to Japan, which was a valuable eye-opener as their culture is so different from ours. After six years, I was given the chance to explore a managerial position and that’s where I am now. What makes it such an attractive company to work for? I have been very lucky in that since day one, I have been working under excellent superiors who are always there to teach me. There are no boundaries between the senior and management staff and new employees, they are always willing to help. What advice would you give to graduates who are thinking of joining the company? Be clear about your career path. It will help you focus well and stay on track, and the management will help guide you and point you in the right direction.

What are some of the opportunities that has been provided to you? I’ve gained so much since I’ve joined UEM Group from mergers and acquisition exercise to evaluation of projects (local and international) all of which has allowed me to enhance my engineering and technical skills. I’ve also been involved in strategic planning and development, I’ve gained international experience and have the opportunity to network with both local and international authorities. What do you enjoy most being an employee of UEM Group? I have the opportunity to grow with the company, the ability to gain new experience and take on additional responsibilities while at the same time enhance my skill sets. MOHD NOH IDRISS 33, Assistant Manager, Contract Department UEM Builders Berhad/Engineering & Construction What attracted you to join the company? In 2007, when I found out that UEM Builders had been awarded the Penang Second Bridge project, I felt it was an opportunity not to be missed. I was working at a different company at the time but decided to give it a try when I was offered the job. UEM Builders is a very stable company with many good projects under its belt, so it’s a great platform to learn and grow. What are some of the opportunities that has been provided to you? In my line of work, experience is more important than qualification and luckily, the company is great at providing training. Each year, employees must attend at least three days of training but I usually do more than that. You can apply to join certain courses or workshops, which is subject to approval. What are some of most challenging tasks you have been given on the job so far? Before I joined UEM Builders, I was managing medium capacity projects of below RM10 million but now I am handling projects that are valued at up to RM1.5 billion. Such mega-projects come with higher risks and more challenges but I enjoy them very much. Back in 2009, I was part of the team that worked on the widening of the Penang Bridge.

ANGELA SEE TENG FONG 30, Assistant Manager, Project Handover UEM Sunrise Berhad/Township & Property Development What are some of the opportunities that has been provided to you? My job allows me to meet a lot of people and through that, I have learned to handle many different personalities. The company also provides good training programmes – some of them are compulsory – and at the end of each year, we are also asked to complete a form stating what skills we would like to learn. For example, last year, I underwent workshops on effective communication, team building, and quality benchmarking. I also visit our office in Johor Bahru once a month, which gives me the opportunity to learn new things. What makes it such an attractive company to work for? UEM Sunrise is a reputable developer so there is good job security. On top of that, the work environment is very friendly, and we have a lot of staff events such as Family Day, which really fosters relationships among management and employees. TUAN APDZAN TUAN MAD 35, Assistant Resident Engineer, OPUS Group Berhad / Engineering & Construction What are some of the opportunities that has been provided to you? In my previous job, I was based in the office whereas here, I am far more hands on and have been involved in many overseas projects as well. As an employee, you get very good guidance from your superiors and the chance to learn from experience. I am also in the midst of getting my Professional Engineer qualification, which is paid for by the company. What’s the most important thing you have learned on the job so far? OPUS has a mentoring programme that pairs the Head of Department with a junior staff. It’s a oneyear programme and everyone is given the chance to participate. I have certainly benefited from being a mentee. What are some of the employee benefits that you enjoy? Besides bonuses and salary increments, the company also gives out other type of rewards for those who have displayed excellent performance in their jobs. I have been a recipient of this, and it’s a great feeling to know that the company recognises and appreciates my hard work.

GRADUAN 85

G R A D U AT E P R O G R A M M E S

WAN NADIRAH WAN ISMAIL 31, Assistant Manager, Group Business Development UEM Group Berhad

G R A D U AT E P R O G R A M M E S

What Will you

DIsCoVer? BP is changing the way the world lives. We’re one of the world’s largest energy companies with a business that spans exploration, production, refining, trading and distribution of energy. Our Asia Business Service Centre (Asia BSC) in Kuala Lumpur is part of our integrated global network of Business Service Centres supporting our regional and global businesses and functions operations. At BP, we believe that people are integral to our success and we’re committed to helping them reach their potential. We value people who are exceptionally passionate and driven to succeed. If you have what it takes to be part of our operation in Asia, go to our website and search for all BP jobs with the requisition numbers provided.

What will you get from our programmes? Whether you join us as an apprentice, graduate or intern, you will undergo training and on-the-job learning to gain the necessary skills and knowledge to be better prepared for the workforce. To build your personal and professional capabilities, you will also have support and guidance from your buddies, mentors and leaders.

Enterprise Systems Technology Apprentice Recruit (eSTAR)

Graduate Trainee Programme

Internships

(Req #: 50108BR)

(Req #: 50107BR)

The Enterprise Systems Technology Apprentice Recruit (eSTAR) is a uniquely tailored one-year experience aimed at developing bright young talents to become SAP professionals through holistic training and work experience.

The Graduate Trainee Programme is an intensive one-year programme – an opportunity for talented individuals to accelerate their potential, pursue a professional accreditation programme (CPA or ACCA) and jump-start their career.

Internships in Asia BSC are open during the last semester/ year of your studies. It is a great opportunity to draw on your knowledge from your studies to increase the possibility of finding a job after graduation.

bp.com/careers/Malaysia facebook.com/bpcareers

(Req #: 43329BR)

TALENT TALK

Vast Opportunities Turning Ambition Into Achievement Sweet Success Advancing Your Career

TA L E N T TA L K

VAST OPPORTUNITIES I basically thought through my answers and answered as well as I could. After the interview, I took the opportunity to ask my interviewers about their own experiences and views on consulting at Accenture. From that point, we managed to have a casual conversation Ü iÀi «i V> i >VÀ ÃÃ >Ã V w`i Ì and self-assured!

MAH LI-SHEEN

3WCNKƂECVKQP Masters in Civil & Environmental Engineering (MEng), Imperial College London Company Accenture Why did you choose to start your career with a management training programme (MTP)? I joined Accenture’s Management Consulting Development Program (MCDP) as it was designed to allow analysts to explore a variety of projects, roles and industries. It provides yiÝ L ÌÞ > ` Ì i «« ÀÌÕ ÌÞ Ì experience different types of work Liv Ài `iV ` } > Ã«iV wV Ü À ÌÞ«i] industry or career path. How did you impress your interviewers? I like to think they appreciated my wits and winning personality. But seriously, 88 GRADUAN

What is a typical day for you in the programme? It changes depending on my assigned project role. My work ranges from gathering and analysing data, conducting client workshops, attending meetings, among others. I also participate in non-project roles for the opportunity to interact with other Accenture employees. The latest initiative I was involved in was in collaboration with Teach for Malaysia, where Accenture hosted a series of Leadership Camps for 40 students. How has the journey been so far? My experience so far has been a positive one. This programme has enabled me to work with clients from various industries and to take on project roles ranging from project management to change management and growth strategy, which is great. However, the best part of my experience so far is `iw Ìi Þ Ì i «i « i Ì >Ì Ü À Ü Ì ° I’ve met some great people and they play a huge role in contributing to my happiness here. In Accenture, WE is greater than ME!

TA L E N T TA L K system is one of the most challenging initiatives a bank can undertake. The journey has been bittersweet, and a real mind opener in understanding what makes a bank tick. It may well be a once in a (career) lifetime opportunity, and I’m glad I was part of it early on in my career.

NATHANIEL KOVALAN 3WCNKƂECVKQP Graduate from MTP in 2012 Position Consultant Company Accenture

Tell us about your journey in the Technology Analyst Consulting Group (TACG)? Under TACG, analysts have the opportunity to be part of the key industries that Accenture covers in Malaysia and gain a wide variety of technological skills and understanding. I started as an analyst with Accenture in 2011, and have had the opportunity to work with one of ASEAN’s leading ƂPCPEKCN KPUVKVWVKQPU 9JCV FGƂPKPI YQTM QT RTQLGEVU FKF you work on? For the past three years, I have been involved in a core banking implementation project with one of ASEAN’s largest regional banks. Implementing a new core banking

*QY JCU VJG /62 DGPGƂVGF [QWT career development? I think the biggest advantage thus far in joining TACG has been the exposure that I’ve had on such a large-scale project. I’ve had the opportunity to sit in on higher management meetings, lead working level taskforces, and work with highly experienced industry practitioners. 1HVGP VKOGU + ƂPF O[UGNH KP VJG FCWPVKPI situation of having to meet and work with leaders who have more years of experience than I have age. The project has given me an end-to-end picture of a full implementation project and its lifecycle. In the words of my supervisor, I’ve seen so much more in three years VJCP JG GXGT FKF KP JKU ƂTUV UGXGP [GCTU QH working at Accenture. What are some of the more memorable experiences and lessons learned? The saying “work hard, play harder” rings true. My most memorable experiences are not always work-related. Instead, they come from project trips, company outings, and volunteering stints that happen outside of work. I remember go-carting and playing paintball with my project team, dancing on stage with friends and colleagues at our company getaway, volunteering at Relay For Life… all these add colour to my journey at Accenture. GRADUAN 89

TA L E N T TA L K

TURNING AMBITION INTO ACHIEVEMENT

Two associates share with us their experience with Citibank’s graduate talent programmes. /[ ƂTUV TQVCVKQP YCU VQ OCPCIG VJG 4GVCKN SME Portfolio, where I learned about strategising product propositions to GPJCPEG RTQƂVCDKNKV[ + YCU CDNG VQ JGNR FGXGNQR C PGY RTQEGUU ƃQY VQ CNNQY customers to access banking functions more effectively. My second rotation was in Business Planning and Analytics, where I analysed VJG 4GVCKN $CPMoU GZRGPUGU CPF RTQƂV FTKXGTU to support planning discussions involving RTQƂVCDKNKV[ CPF TGXGPWG VTGPFU

LIEW PIK YEN

3WCNKƂECVKQP BSc (Hons) Economics, University of Warwick Company Citibank Berhad How did you get into Citibank’s Consumer Banking graduate programme? In my penultimate year, I submitted my CV for the UKEC- GRADUAN career fair and was invited for an interview with Citi. After attending the interview and hearing from Citi’s current management trainees to get a feel for the company, I accepted the offer to join Citi. How has the journey been so far? What have you done and learned in the Consumer Banking graduate programme? 90 GRADUAN

/[ ƂPCN TQVCVKQP YCU KP 9GCNVJ Management; here I had an overview of a product specialist role, assisting the Treasury Product manager with the Corporate Bond product whilst being included in the planning and launching of new products. What is a typical day for you in the programme? I begin by sending the pricing of Corporate Bonds to the Sales Teams EGTVKƂGF VQ UGNN +PXGUVOGPV 2TQFWEVU VQ Retail customers. Throughout the day, I will communicate with Sales personnel on issues ranging from market movements that affect bond yields to operational issues. After we close orders at 4.00pm, I create a report listing all the trades for the day for execution by the Singaporean Fixed Income Team. Every day presents a new challenge, which FGƂPKVGN[ MGGRU [QW QP [QWT VQGU

TA L E N T TA L K corporate banking space, which helps to accelerate business and functional skills development. What I feel is truly unique about this programme is the career ownership as I have been given opportunities to lead projects, make real contributions to business results, deal directly with stakeholders and clients while building the skills and network PGGFGF VQ UWEEGGF CV VJG Ć&#x201A;TO

MICHAEL LEE BOON HENG 3WCNKĆ&#x201A;ECVKQP MSc Bioengineering, Imperial College London. Position Management Associate Company Institutional Equity Sales, Citigroup Global Markets Malaysia

Tell us about your journey in the One Citi Management Associate programme? I originally trained to be an engineer but I wanted to do something that offered me more variety in a career. Joining the One Citi Management Associate (MA) RTQITCOOG UGGOGF VQ Ć&#x201A;V VJCV DKNN CU + gained broad insight and exposure to different facets of the banking industry. I have been through a structured rotation in both the consumer and

What are some of the more memorable experiences and lessons learned? When I attended the regional management associate development programme in Singapore where I got the chance to build strong a network with other associates from Japan, Hong Kong, China, Korea and Thailand. I experienced everything from lectures, projects, workshops to weekend trips and social events. The development programme also allowed me to interact with some of the seniors who are leading experts and they changed the way I approach business. 9JCV FGĆ&#x201A;PKPI RTQLGEVU FKF [QW YQTM QP! I was given the opportunity to work with the senior regional team to launch a best-in-class Citibanking Value Proposition with a comprehensive set of services VCKNQTGF HQT GOGTIKPI CHĆ&#x192;WGPV ENKGPVU KP Malaysia. As for the attachment in equity capital markets, I passed the Securities Commission exams to be a licensed dealer representative, which enables me to service the institutional clients ranging from investment managers, mutual funds, insurance funds, and pension funds. GRADUAN 91

TA L E N T TA L K

SWEET SUCCESS product, covering farm to table. Then, we JCF VQ RTGUGPV QWT KFGCU VQ C RCPGN QH ƂXG people from the company. The most challenging part was the Q&A session after each presentation. There are always unpredictable questions and feedback. This triggers the mind to respond fast, accurately and precisely.

SEN YIH JING

3WCNKƂECVKQP Bachelor in Engineering (Chemical), Monash University Company Nestlé Malaysia How did you get into this programme? I knew someone who had been recruited as a management trainee. He strongly recommended that I joined the Nestlé family through the management trainee route. So when I saw the advertisement, I applied without hesitation. I applied URGEKƂECNN[ HQT VJG 6GEJPKECN 2TQFWEVKQP Programme, which is aligned with my academic background. What was the selection process like? 6JGTG CTG ƂXG TQWPFU KP VJG UGNGEVKQP process: Resume shortlist, phone interview, face-to-face interview, group assessment, and presentation to management. Stage four was a nightmare! We were grouped KPVQ VGCOU QH ƂXG VQ UKZ RGQRNG HTQO FKHHGTGPV ƂGNFU CPF IKXGP VJTGG JQWTU to come out with a proposal for a new 92 GRADUAN

Why did you choose to join a MTP? I quit my previous job because I was not sure about the career path I wanted to pursue. I thought why not give myself a chance to explore more before narrowing down to one? The MTP suited this purpose. I get the opportunity to learn from coaches and colleagues to build my foundation (both in knowledge and experiences), while being in full-time employment with the company. How has the journey been so far? Amazing! I have been with Nestlé for 15 months now. Initially, I was placed in the chocolate plant in the Chembong factory in Negeri Sembilan. Then, I was given a chance to transfer to the chilled dairy plant in the Petaling Jaya factory. I am so grateful that I have the opportunity to explore both production and engineering functions, and work with many subject matter experts. There is always something new to learn and explore every day. I have learned during this period to never be afraid to question, to challenge, and to always be prepared. Questions make you drill deeper into an issue to understand things better. Always keep yourself in wellprepared mode in order to face challenges or obstacles with courage.

TA L E N T TA L K teams. When I left the region, I brought with me a valuable lesson â&#x20AC;&#x201C; treat others the way you want to be treated.

ZETCH NG TZE CHIA 3WCNKĆ&#x201A;ECVKQP Graduate from MTP in 2013 Position Key Accounts Executive Company NestlĂŠ Products Sdn. Bhd.

What are some of your memorable experiences and lessons learned in the MTP? When I was in the university, I was taught formulas and theories but only when I stepped into the corporate world, did I realise that a myriad of other crucial yet sometimes unforeseen factors come into play. When I was assigned to sales in the UQWVJGTP TGIKQP + NGCTPGF Ć&#x201A;TUV JCPF VJCV human relations and tactfulness are of paramount importance, especially when you are working in an organisation that has various interlinking cross-functional

9JCV FGĆ&#x201A;PKPI YQTM QT RTQLGEVU FKF [QW work on during the programme? In 2012, I was part of a project team that worked on revitalising one of the units within NestlĂŠâ&#x20AC;&#x2122;s sales division. I had the opportunity to work with several crossfunctional teams and gained a thorough understanding of the capacity as well as limitations of the tools and systems that were being used by my companyâ&#x20AC;&#x2122;s sales teams and distributors. Within the few months that I had, I spearheaded a SKU-optimisation project. I also worked with an external agency to pilot and launch a sales module to standardise the way NestlĂŠâ&#x20AC;&#x2122;s sales team constructed and presented their value propositions to their customers. Which departments were you attached to? What portfolios did you handle? I have been highly mobile ever since VJG Ć&#x201A;TUV FC[ + LQKPGF VJG EQORCP[ + started off in a business unit that handled one of NestlĂŠâ&#x20AC;&#x2122;s mega brands, MAGGI, and learnt about trade marketing and brand management. Subsequently, I was attached to various sales functions, starting with distributor management and project management. After that, I was based in the East Coast region for a year, JGCFKPI CP CTGC UCNGU QHĆ&#x201A;EG CPF JCPFNKPI the general trade grocery business. Just a few months ago, I was requested to return to the Klang Valley to manage one of NestlĂŠâ&#x20AC;&#x2122;s key customers in my current new role in key accounts management. GRADUAN 93

TA L E N T TA L K

ADVANCING YOUR CAREER

Our management trainees share how the Shell Graduate Programme gives them the chance to excel.

WAN ZULFADZLI WAN ZAINAL 3WCNKĆ&#x201A;ECVKQP BSc Computer Science with Management (First Class), Kingâ&#x20AC;&#x2122;s College London, UK Designation Business Analyst, Shell Business Service Centre, Cyberjaya Tell us about your journey in Shellâ&#x20AC;&#x2122;s management training programme? I started off in Upstream IT as a team NGCF QXGTUGGKPI C VGCO QH Ć&#x201A;XG KP VJG +6 Financial Management Operations. I then moved to Project Management, getting involved in various process improvement initiatives within my department as well as the business organisation. I then moved to Downstream IT, doing business analysis work under the retail organisation. This provided me with a different working environment and allowed me to gain a holistic perspective about Shell and its operations. 9JCV FGĆ&#x201A;PKPI RTQLGEVU FKF [QW YQTM QP! I was instrumental in setting up central 94 GRADUAN

invoice processing team in Cyberjaya as part of Shell IT Upstreamâ&#x20AC;&#x2122;s global RtP (Request-to-Pay) programme. The responsibility of the team is to ensure that Shell Upstream Divisions worldwide are able to compensate the IT services that has been procured from the vendors in a timely manner. It involved streamlining the various (and complex) RtP processes from each company into a near-single process, and executing it through the newly-formed team in Cyberjaya. Despite the challenges, we were able to achieve the target to increase the rate of payment-on-time to our IT XGPFQTU UKIPKĆ&#x201A;ECPVN[ *QY JCU VJG RTQITCOOG DGPGĆ&#x201A;VGF [QWT career development? It was the right platform to shape and mould my leadership and people skills as well as my core technical skills. It also provided the right exposure and access to Shellâ&#x20AC;&#x2122;s senior leaders through the various assignments. The Shell Graduate Programme allowed me to understand the companyâ&#x20AC;&#x2122;s business in an accelerated manner, and provided the right kind of exposure to build the network needed. What advice would you give to fresh graduates who want to join a MTP? $G QRGP DG Ć&#x192;GZKDNG YKVJ EJCPIKPI circumstances, and learn to adapt quickly whilst staying grounded. Know that it is OK to make mistakes, but make sure that you learn from it. Take the time to build a good network of peers and mentors throughout your journey.

TA L E N T TA L K Why did you choose to join a MTP? The Shell Graduate Programme is a structured programme tailored for the graduates, where the essentials competencies to be achieved and courses to be attended are properly laid out. It is a great guide to assure your development and career progression.

HUGO TAN

3WCNKĆ&#x201A;ECVKQP B.Eng in Civil Engineering (Universiti Tenaga Nasional) M.Sc in Offshore and Ocean Technology

%TCPĆ&#x201A;GNF 7PKXGTUKV[ Designation Floating Offshore Structures Analyst How did you get into this programme? I applied while I was studying for my MSc in the UK in 2011. After successfully EQORNGVKPI C RJQPG KPVGTXKGY + YCU Ć&#x192;QYP to the Netherlands for Shell Recruitment Day (SRD). There were three parts to the assessment. First is the case study, followed by group discussion, and lastly a technical interview. I was made to understand that the process has changed slightly, nevertheless the core competencies that Shell is looking for in a graduate remains the same; Capacity Achievement and Relationship Skills (C.A.R). How did you impress your interviewers? I always believe an interview is a session for the assessor to get to know you DGVVGT VQ Ć&#x201A;PF QWV KH [QW CTG UWKVCDNG QT ready for the job. Hence, it is the time to express, rather than to impress.

What is a typical day for you? I spend a lot of my time in building up the numerical model for analysis. Most of my work revolves around analysing VJG OQVKQP HQT C Ć&#x192;QCVKPI QHHUJQTG platform. Apart from that, I have to engage my stakeholders on a daily basis, so that my work remains relevant and up to date. Sometimes, there can be a few meetings to attend in one day. How has the journey been so far? What have you learned? It has been a great experience. There CTG WRU CPF FQYPU DWV + Ć&#x201A;PF VJCV Shell is an awesome place to learn and to develop yourself. I have been given the opportunity to go offshore to witness installation activities. I have also been given many challenges and equal support for my development. +P O[ Ć&#x201A;TUV [GCT QH LQKPKPI 5JGNN + YCU tasked to provide platform motion through my numerical analysis. This is EGTVCKPN[ PQ UOCNN VCUM HQT C Ć&#x201A;TUV [GCT graduate, but with the support from my seniors, I managed to complete the task successfully. On the technical side, I learnt a great deal on naval architecture and hydrodynamics. However, I also learned that in any work you do, people skills play a huge role in your success. GRADUAN 95

One career move. Infinite possibilities. At CIMB, itâ&#x20AC;&#x2122;s more than just a career in banking. Whatever your background, we can help you discover yourself and find your place. With 42,000 employees serving 13.5 million customers across 17 nations, you will find abundant opportunities as you embark on a journey with us. Get a head start with ASEANâ&#x20AC;&#x2122;s leading financial services franchise. t *OUFSOTIJQ 0QQPSUVOJUJFT t 5IF $PNQMFUF #BOLFSÂ&#x2122; 1SPHSBNNF t $*.# 'VTJPO 1SPHSBNNF For more information on our graduate programmes or to apply, visit us at XXX DJNC DPN Connect with us on

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