Manulife ADP Newsletter- V5

in Manulife, we believe in developing our people. we believe in offering our people with the opportunity to grow and glow. in Manulife, we have robust development programs for employees at different career stages , from student interns to experienced talents. we vigorously select and develop high potential staff via our robust learning curriculum, stretch assignments, exclusive learning interventions, executives interchange, cross-functional projects, etc to accelerate Manulife’s talent pipeline to meet future leadership needs. meet the future leaders from the accelerated development program

2013 issue \ one

1 \ foreword

team one \ 2 Together, we succeed, as a Winning Company!

Talent development is crucial for the success of a company. In Manulife, we cherish talents and hope to maximize their potential through a tailored Accelerated Development Program (ADP), which paves the way for our future successful development.

ADP has been doing an excellent job in grooming high-calibre staff that has the ability, engagement and aspiration to take a leading role in Manulife. We recognize your ability and believe that one day we can pass the torch to you.

This newsletter signifies our emphasis on grooming the talent hub. Keep up with what you have committed to your team and differentiate yourself when you step out of the comfort zone on the stretch assignments. The experience you gained, the exposure you got, and the leadership capability shaped – all these will be beneficial to your career development. I am sure that the more you contribute in the program, the more you are able to get in the journey.

Best regards, <Signature of MH> Michael Huddart

a proactive team well utilizing resources

3 \ team one

team one \ 4

an innovative protection needs calculator

A project developing a calculator, with its process much more than just addition and subtraction. With limited knowledge and resources, the team found it difficult to develop a Protection Needs Calculator on their own, as well as to cater the needs of different parties.

to ask to share to succeed By proactively seeking advice from senior leaders, the team found out that Agency Technology had planned to develop a similar calculator at the same time. The team then took the initiative to schedule meetings with the project team to leverage the resources and expertise of both parties.

With fruitful discussions, the team acquired many new perspectives on running the project. They successfully utilized the resources in cooperation with the agency project team.

5 \ team two

team two \ 6

a team with high team morale, all willing to share ideas

personalized service in the pension industry â&#x20AC;&#x153;Personalized serviceâ&#x20AC;? has been widely discussed, but in the face of a mass market it is easier said than done, especially in the context of the pension industry, where most find risks and retirement too far away from them.

7 \ team two

solution -oriented, clear work division

team three \ 8

The team started by defining the status-quo and segmenting the market into different age groups, all with clear strategies targeting at their needs and concerns. For tactical planning, they put themselves into customersâ&#x20AC;&#x2122; shoes to derive creative campaigns and initiatives.

The team also made good use of the expertise of different members with clear work division. They understood their own responsibilities, prepared for meetings, and made contributions with what they knew. Synergy was achieved between the members, resulting in a highly effective team with diverse ideas.

a team with experts from different backgrounds

8 \ team three

positioning manulife as retirement expert

A lot of Business Units have launched campaigns on retirement planning, such as the ECA advertising campaign “Talk to the Experts” and the 2013 large-scale “RetireSimple”. In view of such overwhelming initiatives, the team found it challenging to position their ideas and come up with some cutting-edge strategies.

team three \ 9

be the expert be extraordinary

To get through the challenge, the team leveraged their strengths and experience to think out of the box. All from different departments, the team mates shared what they exceled at and drew insights from their past experience. They recommended ideas ranging from marketing to customer service, from customer point-of-sales solution to revamped agency training.

They at the end finalized the new ideas into three distribution strategies targeting at different segments in the market, some of which received good feedback from the sponsor.

10 \ team four

growing the young segment a team who meet often talk often & brainstorm often

team four \ 11 Though a team with energetic youngsters, they found it more difficult than expected to handle the project â&#x20AC;&#x153;Growing the Young Segmentâ&#x20AC;?. The project scope was so wide and the team so occupied, which posed a great challenge to the team.

12 \ team four

think out of the box! talk out of the box!

gallery \ 13

opening of ADP 2012

Challenging as it was, they initiated to conduct interviews with Manulife agents to understand the Gen Y lifestyle, consumption habits and insurance products purchasing behavior. The team also surveyed some Gen Y customers for research.

Through interviews and interactions with external parties, they gained more outside-the-box insights, conducted research in detail and defined the project scope.

With continuous feedback from the sponsor, they focused on generating more concrete ideas to be put in place in future.

ceremony and sharing

14 \ gallery

gallery \ 15

talent forum strategic gameday

16 \ gallery

gallery \ 17

strategic gameday

in Manulife, we believe in developing our people. we believe in offering our people with the opportunity to grow and glow. in Manulife, we have robust development programs for employees at different career stages , from student interns to experienced talents. we vigorously select and develop high potential staff via our robust learning curriculum, stretch assignments, exclusive learning interventions, executives interchange, cross-functional projects, etc to accelerate Manulifeâ&#x20AC;&#x2122;s talent pipeline to meet future leadership