SC Competency Handbook - R

MAYBANK
SERVICE CHAMPION
COMPETENCY HANDBOOK
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2011 © AL SOLUTIONS CONSULTANCY (M) SDN. BHD. ( CO. 264726-T )
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COMPETENCY HANDBOOK
PREFACE
A Service Champion is a role that requires the person to be competent in

many aspects of their job. They are looked upon as the person to consult
in and for guidance when there is a need that arises regarding customer
service.
A Service Champion is required to deliver not just a good customer

service experience but also to be a leader, mentor and councelor to the
other Maybankers.
This handbook is designed for Maybank Group Organizational Learning to

have a list of competencies with its definition, elements, indicators and
also measurements that would help in the growth and the learning of
each Service Champions towards better development and coaching of
other Maybankers in pursuit of sustaining a winning service culture.
This handbook will also assist Maybank Group Organizational Learning to

identify the right workshop training outlines for the Service Champions.
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CORE VALUES
Introduction ……………………………………………………..…………………... 5
Teamwork ……………………………………………...…………………… 6
Integrity …………………………………………………...………………… 7
Growth ……………………………………………………..………………. 8
Excellence & Efficiency …………………………………..………………. 9
Relationship Building ………………………………………..……………. 10
SERVICE COMPETENCIES BY SEGMENTS

SERVICE CHAMPIONS COMPETENCIES – BUSINESS 1
……………………. 1
SERVICE CHAMPIONS COMPETENCIES – MAYBANKERS 1
………………. 2
SERVICE CHAMPIONS COMPETENCIES – CUSTOMERS 1
………………… 3
THE COMPETENCIES
Active Listening 1
…………………………………………………………………….. 4
Adaptability 1
………………………………………………………………………….. 5
Anticipation 1
………………………………………………………………………….. 6
Attention to Detail 1
…………………………………………………………………... 7
Attentiveness 1
……………………………………………………………………….. 8
Balanced Decision Making 1
………………………………………………………… 9
Caring 2
………………………………………………………………………………... 0
Courtesy 2
…………………………………………………………………………….. 1
Drive for Results 2
……………………………………………………………………. 2
4
Empathy 2
……………………………………………………………………………... 3
Fair 2
…………………………………………………………………………………… 4
Flexibility 2
…………………………………………………………………………….. 5
Gaining Commitment 2
………………………………………………………………. 6
Initiative 2
……………………………………………………………………………… 7
Innovate 2
……………………………………………………………………………... 8
Interpersonal Communication 2
…………………………………………………….. 9
Leadership 3
………………………………………………………………………….. 0
Leading Others 3
……………………………………………………………………... 1
Meeting Standards 3
…………………………………………………………………. 2
Open Communication 3
……………………………………………………………… 3
Practical Thinking 3
…………………………………………………………………... 4
Problem Solving 3
……………………………………………………………………. 5
Professionalism 3
…………………………………………………………………….. 6
Quality 3
……………………………………………………………………………….. 7
Results Orientation 3
…………………………………………………………………. 8
Sense of Urgency 3
………………………………………………………………….. 9
Technical Expertise 4
………………………………………………………………… 0
5
Thoroughness 4
………………………………………………………………………. 1
Understanding of the Business 4
…………………………………………………… 2
Versatility 4
……………………………………………………………………………. 3
6
MAYBANK GROUP CORE VALUES
The Maybank Group Core Values is central to the bank’s process in

steering the Maybankers in achieveing business results. The core values
are accompanied with behavioral expectations. These behavioral
expectations guide Maybankers to instill personal accountability and excel
in the delivery of service.
Service is a pillar of strength of Maybank in living up to their mission

“Humanizing Financial Services”. The Maybank Group Core Values are
supported with service competencies as follows:
T– We work together as a team based on mutual respect and dignity
I– We are honest, professional and ethical in all our dealings
G– We are passionate about constant improvement and innovation as

well as personal development
E– We are commited to delivering outstanding, speedy performance

and superior service
R– We continously build long-term relationships, which are mutually

beneficial
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TEAMWORK
We work together as a team based on mutual respect and dignity.
The following competencies complement Maybank’s core value

“Teamwork”:
Competency Unit:
1. Empathy *
To have sincere appreciation of a person’s feeling and share
similar sentiments
2. Human Awareness
To be conscious of the feelings and opinions of others and to value
them as people instead of just their organizational role or value
3. Active Listening *
To pay attention to a person and understand, interpret and
evaluate what he or she hears
4. Interpersonal Communication *
To communicate with tact and express yourself clearly
5. Fair *
To show impartiality or free from bias
* Refer to Service Champion Competencies
8
INTEGRITY
We are honest, professional and ethical in all our dealings.

“Integrity”:
Competency Unit:
1. Personal Accountability
To be responsible for the consequences of one’s own actions and
decisions and not shifting focus on blame or poor performance
somewhere else or on others
2. Decisiveness
To have the ability to make difficult decisions in a timely manner
3. Judgment
To act on a decision while considering the immediate, short-term
and long-term outcomes and actions
4. Meeting Standards *
To see and understand the stated requirements established for a
task, and a person’s commitment to meeting them
5. Following Directions
To effectively hear, understand and follow directions or
instructions
* Refer to Service Champions Competencies
9
GROWTH
We are passionate about constant improvement and innovation as well as

personal development
The following competencies complement Maybank’s core value “Growth”:
Competency Unit:
1. Adaptability *
A change in behavior or approach when necessary to deliver a
solution. Responds to change in a positive attitude
2. Initiative *
To direct one’s energies toward the completion of a task based on
one’s own interpretation or understanding of a situation
3. Personal Drive
A personal drive to achieve and accomplish something
4. Persistency
To have the ability to stay on course in times of difficulty and to
remain motivated to accomplish tasks in the face of adversity or
obstacles
5. Versatility *
A personal desire to inculcate a “can do” orientation
10
EXCELLENCE & EFFICIENCY
We are committed to delivering outstanding, speedy performance and

superior service

“Excellence & Efficiency”:
Competency Unit:
1. Sense of Urgency *
To respond quickly to resolving issues or when faced with difficult
situations
2. Understanding Customers’ Motivations

To understand the needs and desires of your customers and to
use this knowledge to help them sustain an emotional connection
and motivate them to take action
3. Situation Analysis
To identify the elements of a situation and to understand which
components have an impact to the situation
4. Technical Expertise *
To apply specialized knowledge, skills and judgment to accomplish
a result
5. Balanced Decision Making *

To be objective and fair in evaluating the different aspects of a
situation. Demonstrates a readiness to make decisions, takes
initiatives and originates action
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RELATIONSHIP BUILDING
We continuously build long term relationships, which are mutually

beneficial

“Excellence & Efficiency”:
Competency Unit:
1. Attentiveness *
A personal desire to show interest
2. Caring *
To work beyond your job requirements and do whatever is
necessary to get the job done
3. Open Communication *
To encourage open expression of ideas and views
4. Building Collaborative Relationship

To develop, maintain and strengthen relationships with people
inside or outside the organization who can provide information,
assistance and support
5. Consistency and Reliability

A personal desire to be conscientious in professional efforts
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SERVICE CHAMPION COMPETENCIES26
BUSINESS
Attention to Detail ………………………………………………………………. 10
Balanced Decision Making ……………………………………………………. 12
Drive for Results ……………………………………………………………….. 15
Gaining Commitment ………………………………………………………….. 19
Interpersonal Communication ………………………………………………… 22
Leadership ……………………………………………………………………… 23
Meeting Standards …………………………………………………………….. 25
Open Communication …………………………………………………………. 26
Practical Thinking ……………………………………………………………… 27
Quality …………………………………………………………………………… 30
Result Orientation ……………………………………………………………… 31
Thoroughness ………………………………………………………………….. 34
Versatility ……………………………………………………………………….. 36
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SERVICE CHAMPION COMPETENCIES
MAYBANKERS
Adaptability ………………………………………………………………………….. 8
Balanced Decision Making ………………………………………………………... 12
Drive for Results ……………………………………………………………………. 15
Fair …………………………………………………………………………………… 17
Flexibility …………………………………………………………………………….. 18
Innovate ……………………………………………………………………………... 21
Leadership …………………………………………………………………………... 23
Leading Others ……………………………………………………………………... 24
Quality ……………………………………………………………………………….. 30
Technical Expertise ………………………………………………………………… 33
Understanding of the Business …………………………………………………… 35
Professionalism …………………………………………………………………….. 29
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SERVICE CHAMPION COMPETENCIES
CUSTOMERS
Active Listening …………………………………………………………………….. 7
Anticipation ………………………………………………………………………….. 9
Attention to Detail ...………………………………………………………………… 10
Attentiveness ……………………………………………………………………….. 11
Caring ……………………………………………………………………………….. 13
Courtesy …………………………………………………………………………….. 14
Empathy …………………………………………………………………………….. 16
Initiative ……………………………………………………………………………… 20
Open Communication ……………………………………………………………… 26
Problem Solving ……………………………………………………………………. 28
Result Orientation ………………………………………………………………….. 31
Sense of Urgency ………………………………………………………………….. 32
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ACTIVE LISTENING
To pay attention to a person and understand, interpret and evaluate what

he or she hears
Element: Maintain good eye contact

Keep an open mind
Respond with tact
COMPETENCY INDICATOR
List of positive and negative indicators showing areas to focus for the Service Champions
Positive Indicators Negative Indicators

 Take notes while listening  Ignore the person when he or she is
talking
 Check for understanding from time to
time  Interrupt the person when he or she
is talking
 Reinforce the key points to act upon
 Speak on the telephone when the
person is talking
COMPETENCY MEASUREMENT
List of behaviour patterns typical of each rating level for Service Champions
Unsatisfactory Requires Fully Competent Outstanding

Development
 Does not pay  Not attentive  Take notes while  Focus on the
heed to what is when listening person when he
being said conversation is /she is speaking
 Periodically checks
taking place
 Interrupts for understanding  Acknowledge
frequently when  Only agree to key points at relevant
 Respond
someone is points understood intervals in a
accordingly to
speaking in a conversation conversation
essence of
 Easily distracted  Selectively conversation  Provide relevant
during responding to feedback
conversation inquiries in a beneficial to the
conversation person
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ADAPTABILITY
A change in behaviour or approach when necessary to deliver a solution.

Responds to change in a positive attitude
Element: Have an open mind to new situations

Show no resistance to address situations
Respond positively to unexpected outcomes

 Reacts well to change  Is rigid in approach
 Happy to take a fresh approach  Reacts unfavourably when asked to
change
 Not set in their ways / behaviour
 Resists new ideas
 Is open to different ways of doing
things  Is frustrated and uncomfortable with
change

Development
 Does nothing to  Assertive in  Eager to try new  Have a structured

effect change influencing others methods to deliver approach to adapt
to adopt current results to change
 Uses the same
methods to devise
approach to  Develops a plan to  Welcomes new
solutions
deliver a solution implement change ideas to execute
even though the  Needs supervision change
 React positively to
results are not to adopt change
manage and see  Has the ability to
impactful
 Express difficulty through change influence others to
 Refuses to use in using new tools collectively
new methods to to deliver results execute change
deliver solutions for better
performance
results
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ANTICIPATION
A personal desire to foresee someone’s needs and suggests appropriate

solutions
Element: Look and listen for suggestions in understanding someone’s needs

Empathize to the person’s needs
Proactively respond in assessing options to delivering solutions

 Listen actively to understand the  Listen to the person’s needs but does
person’s needs not respond to it
 Suggest practical ideas in developing  Propose solutions that does not
solutions satisfactorily meet the person’s needs
 Empathise with the person’s situation  Does not follow through on delivery
of solution
 Assess options to address situations

Development
 Oblivious to  Acknowledge the  Actively searching  Foresee the needs

potential needs or needs or problems for solutions to or potential
problems that but refuses to resolve problems problems arising
would occur react or assist
 Rationalise the  Propose reliable
 Disregard views to  Recommend needs of others and specific
any needs or irrelevant over own solutions that
problems arising solutions to would benefit all
 Offer a variety of
resolve problems
 Unmindful of solutions that will  Follow up with the
options to deliver  Favour to deliver effectively address team on outcome
solutions solution that situations of effort in
benefit self delivering
solutions
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ATTENTION TO DETAIL
To have the ability to recognize component parts
Element: Recognize work standards

Check for clarity and precision in work
Make corrections

 Clear logical approach to work  Does not appreciate need for
accuracy / detail
 Uses all resources available
 Does not check through work
 Rigorous approach to accuracy /
detail  Comfortable with minor errors and
inconsistencies
 Checks over work for inconsistencies
 Identifies errors and rectifies them

Development
 Has no system in  Begins work on  Identify methods  Defines the

place to deliver familiar activities to deliver work on manner to
work time approach work
 Requires
that has a strong
 Works in random supervision on  Structure
impact on
ways challenging work approach to check
delivering results
quality of work
 Not thorough in  Needs guidance to
 Follow though
completing work develop an action  Takes corrective
activities to
to ensure quality plan to overcome actions when
ensure all tasks
errors / mistakes there are errors /
are completed
mistakes
 Checks work for
quality
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ATTENTIVENESS
A personal desire to show interest
Element: Maintain good eye contact when interacting with people

Listen to understand
Respond sincerely

 Listen and respond with empathy  Ignore the person
 Engage in a conversation with the  Does not want to engage with the
person person in a conversation
 Suggest ideas to support the person’s  Listen and working on something else
interest at the same time

Development
 Do not look or  Occasionally look  Stay alert during  Maintain eye

face the person disinterested conversation contact when
when interacting during speaking
 Acknowledges key
conversation
 Interrupt during points or sentiments  Considerate to
a conversation  No engagement during conversation different views in
between the conversation
 Respond without  Engages in the topic
person and self
tact or relevance of conversation  Present sensible
to points of  Responds ideas or views in
others in inappropriately response to the
conversation to conversation person’s interest
22
BALANCED DECISION MAKING
To be objective and fair in evaluating the different aspects of a situation
Element: Evaluate situation objectively

Anticipates decisions to make
Follow through on actions after making the decision

 Makes decisions easily  No evidence of making decisions
 Takes responsibility for own  Relies on others to make things
actions /decisions happen
 Commits oneself quickly  Believes decisions are the remit of his
/ her Managers

Development
 Hesitates to make  Consults  Makes decision  Displays

decisions supervisor before with minimal confidence in
making a decision supervision decision made
 Blames others for
wrong decisions  Uncomfortable in  Consults others in  Has ability to
made making decisions the decision influence others to
when in a group making process support decision
 Does not want to
be accountable for  Defensive when  Commits to  Self-assured in
decisions made decision made is actions post executing decision
not right decision made when working with
teams
23
CARING
To work beyond your job requirements and do whatever is necessary to

get the job done
Element: Help someone in need

Be considerate in actions
Collaborate with others to complete the task

 Challenges the status quo in the  Is complacent of the status quo
interests of improvement
 Builds barrier to cooperation either
 Looks for new ideas internally and within own team or across the wider
externally organization
 Creates new business insights  Fails to seek or recognize
opportunities for improvement

Development
 Avoid helping  Interested to  Interested to  Consistently look

anyone outperform if he / improve results for ways to
she would directly independently outperform team
 Not considerate to
benefit from it results
opinions or  Ready to help
feelings of others  Participate in others to resolve  Set new standards
when working teamwork if it problems that will benefit
together support personal team’s
 Proactively seek
results performance
 No interest to solutions and
improve  Shares new ideas opportunities  Resourceful in
performance in when it promises identifying sound
self a positive image techniques to
assist team to
perform better
24
25
COURTESY
A personal desire to be polite and respectful in addressing someone
Element: Be mindful of displaying good manners in addressing someone

Be considerate to differing values
Be gracious when interacting with a person

 Appreciates another person’s view  Display unruly behaviour when
and opinion addressing someone
 Listens openly and value the ideas of  Overly hostile to a person’s view or
others ideas
 Doesn’t lose control or over-react  Arrogant

Development
 No respect for  Is not easily  Openly accept  Persuasive in

differing values in convinced to views and getting others to
others accept differences opinions of others agree on opinions
in opinions regardless of role and views in a
 Do not accept
different
views or opinions  Hesitate to  Stay calm when
perspective
of others easily participate or there is conflict
detached in  Respectful of
 Does not support  Listen to opinions
discussions when opinions and
the execution of and views
opinions do not views of others
ideas or views of objectively
conform to his before making an
others
/her views informed decision
 React  Rationalise all
unfavourably and opinions and
emotionally during bring together to
disagreement an agreement
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27
DRIVE FOR RESULTS
To recognize and capitalize on opportunities presented
Element: Identify situations as an opportunity

Assess options to deliver results
Deliver solutions

 Get things done independently  Prefers simple and routine tasks
 Set tough and realistic goals  Not very interested in acquiring new
skills
 See things through the end
 Less motivated than others to
 Always looking to improving
achieve
themselves
 Prefers not to take on new
responsibilities

Development
 Short term focus  Establish easy  Establish clear  Establish a

targets to achieve milestones to medium to long
 Procrastinate in
achieve term plan to
accomplishing  Seek practical
achieve results
tasks ways to get things  Identify ideas to
done support and  Identify initiatives
 Does not plan
sustain desired to move forward
ahead to attain  Satisfied with
results
the desired mediocre results  Work effectively
performance level  Follow through with people to
actions until accomplish tasks
completion of task
28
EMPATHY
To have a sincere appreciation of a person’s feelings and share similar

sentiments
Element: Show compassion for a person’s situation

Be genuine in understanding the person’s situation
Respect the person’s feelings

 Sensitive to the needs of others  Unaware of different needs of others
 Aware of own impact on others  Unaware of personal impact on other
people
 Able to adapt behaviour that
resonates with the person’s feelings  Unable to adapt style to achieve
impact on others

Development
 Does not display  Shows sensitivity  Respect the  Willing to offer

any emotional only when the feelings of others help beyond the
concern for others situation suits self in their situation person’s
expectations to
 Does not show  Not sincere in  Show
address situation
care if actions giving opinions or understanding to
would have a understanding the person’s  Share openly
negative impact the situations of circumstances consequences of
on others others actions and its
 Assist person only
impact on others
 Would not adapt  Take lightly the upon request
before execution
behaviour to feelings of others
synergise with if there is a  Graciously
others difference in accommodate to
opinion the needs of
others
29
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FAIR
To show impartiality or free from bias
Element: Have an objective view of all situations

Develop solutions with a balanced view
Take a neutral stand in delivery of solutions

 Listen and understand from all  Shows favouritism in supporting an
sources before making a decision idea
 Act on the decision made and not  Create difficult situations for others
sway from it
 Does not support others in their ideas
 Collaborate with others in
implementing an idea

Development
 Does not  Select views or  Does not take  Weigh all aspects
appreciate the opinions that is sides when there of facts when
views or opinions favourable to self is a difference of making a decision
of others opinion
 Does not follow  Suggest solutions
 Biased in making through with  Listen and makes or make decisions
decisions for a decision when it decision without that would be
solution does not conform prejudice beneficial to all
to own opinion
 Create conflict to  Impartial in  Motivate the team
benefit self or  Reward or benefit settling disputes to come to a
person in favour those who general consensus
supports own in forming a
ideas decision
31
FLEXIBILITY
To be ready to modify, respond to and integrate change with minimal

personal resistance
Element: Impartial in looking at situations

Willing to take on challenges readily
Easily adaptable to respond to changes

 Response well to change  Refuses to change current approach
 Ready to take on a new approach  Relies on others to change first
 Open to welcoming change  Find ways to prevent change from
taking place

Development
 Rigid in approach  Applies change in  Accepts change in  Enthusiastic in

to addressing work if applicable work embracing change
change in work
 Needs supervision  Implement change
 Unable to adapt to to implement successfully in  Recommend
change positively change work thoughts to
successfully support change
 Respond  Acknowledge
for better results
negatively to  Entrust on others change and
change at work to execute change displays results  Reciprocate
change with
certainty and
outperforms self
32
GAINING COMMITMENT
To apply a self-starting attitude in others in pursuit of delivering a

solution
Element: Initiate ideas/plans of action

Influence team’s response to win over commitment
Inspire team to deliver solution

 Appreciates and seeks to create a  Is partial or prejudiced in dealings
winning attitude with colleagues
 Listens openly to, and values the  Is dismissive of contrary ideas, views
ideas / views of others and opinions
 Is committed to individual and team  Fails to create opportunities to gain a
development sense of belonging in others

Development
 Shows no interest  Only assist when  Proactive in  Engage with

to support a asked search of people others to deliver
winning attitude to develop solution
 Agree with
solutions
 Ignorant of another person’s  Jointly develop
another person’s view if it meets  Takes a leading ideas
view own objective role to drive
 Supportive of
results
 Only interested in  Collaborate with another person’s
self-personal person if he / she  Develops an initiative to excel
agenda is willing to action plan for
contribute to task team to achieve
on hand results
33
INITIATIVE
To direct one’s energies toward the completion of a task based on one’s

own interpretation or understanding of a situation
Element: Identify new approaches to address a situation

Test new approaches for improved results
Learn from experiences that came with implementing new initiatives

 Looks for current opportunities and  Overlooks opportunities and problems
problems that need addressing and to avoid increasing workload
takes prompt action
 Fails to think ahead
 Is proactive, takes action before
 Does not take action or does only
being forced or directed
when prompted
 Recognizes when a decision is needed
 Avoids making decisions and / or
and commits to act
acting on them
 Can be relied upon to act when
something needs doing

Development
 Does not look for  React to deliver a  Reliable in getting  Display self-
opportunities to task only when the job done starting attitude in
improve asked work
 Proactive in taking
 Afraid to do better  Choose to take action when there  Constantly
for fear of having action or work is a problem or experimenting
to do more when necessary issue new methods to
improve processes
 Does not have a  Distance self from  Demonstrate
target or goal for others to taking techniques to  Mobilize team to
the betterment of additional work improve self jointly address
self problems or issues
without delay
34
35
INNOVATE
A personal desire to try new approaches when solving problems,

attending to situations or seeking ideas
Element: Identify new angles to approach situations

Experiment new techniques to address situations
Develop lessons learned from learning experience

 Provides evidence of being creative  Prefers to stick to familiar approaches
 Generates a large number of new  Let others generate ideas
ideas
 Prefers implementing to originating
 Approaches tasks in unusual ways

Development
 No interest to look  New ideas are not  Implements one  Create new ideas
for new ideas consistently new idea every consistently every
introduced year year
 Satisfied with
current  Needs supervision  Select easy ideas  Develops
performance to implement idea to implement approach to
successfully source for
 Shuns away in  Performs research
information to
adopting new  Prefers to to develop new
look for new ideas
methods to delegate the task ideas to
improve results of implementing implement  Open to a variety
an idea of techniques to
attending to
situations
36
INTERPERSONAL COMMUNICATION
To communicate with tact and express yourself clearly
Element: Identify approach of communication

Be courteous during interaction
Articulate concisely and precisely

 Sensitive to the thoughts of others  Unaware of different needs of others
 Aware of the impact of  Creates / fails to solve a conflict
communication to others
 Constantly have to repeat oneself
 Able to adapt behaviour to enhance when interacting with others
impact

Development
 Not tactful in  Only speaks when  Friendly when  Polite in

interacting with necessary speaking interaction
another person
 Shows a dislike  Listen well without  Respect a person’s
 Aggressive in when there is interrupting the ideas / opinions
promoting disagreement conversation
 Engages
thoughts to others
 Has difficulty  Respond confidently in
 Intimidate others adapting to diplomatically to topics unknown
to solicit buy-in on various mode of conflicting
views communication thoughts
37
LEADERSHIP
To motivate, influence and support others in accomplishing goals
Element: Motivate the team

Inspire the team
Coach the team

 Creates vision and identify end goals  Offers team no vision of the future
for and with others
 Fails to empower, inspire others to
 Inspires action in others achieve goals
 Helps others achieve goals using  Does not use variety of management
variety of techniques [e.g. coaching] techniques
 Handles conflict  Avoids conflict
 Monitor performance against goals  Does not check progress or seek
and takes corrective action continuous improvement

Development
 Avoid situations  Occasionally  Acts as role model  Inspires people to

requiring a figure uncomfortable in for others to follow move forward
head taking a leading
 Build strategies to  Build strategies to
role
 Delegate task to deliver team coordinate effort
staff on how to  Does not objectives across many teams
work together communicate
 Proactive in  Motivate team to
clearly the delivery
 Avoid conflict in managing conflicts drive change in
of objectives
managing issues their work areas
 Intervenes when
conflict cannot be
resolved by the
team
38
39
LEADING OTHERS
To organize and motivate people to get things accomplished in a way that

everyone feels a sense of order and direction
Element: Identify structured approach to situations

Delegate clear objectives for team to achieve
Inspire team to move in tandem

 Establish objectives and targets to be  Fails to check progress
achieved
 Cuts corners
 Monitor results against objectives set
 Has to repeat tasks to meet required
 Acts on reviews and puts action in standard
place to ensure objectives are
 Fails to allocate available resources
achieved
 Sets priorities

Development
 Avoid a leading  Reluctant to work  Sets clear  Develop an action

role with others in objective and plan to drive the
delivering targets before team to deliver
 Prefers to work
solutions starting on a task solutions
alone and not with
others  Do not look for  Follow through  Delegate work
reliable and with task according to
 Always look for
relevant resources according to strengths of team
easy and routine
to complete task planned objectives members
tasks
 No plan of action  Prioritize the  Monitor team’s
to address an levels of progress to follow
issue or getting a importance for through to attain
task done each situation or results
task
40
41
MEETING STANDARDS
To see and understand the stated requirements established for a task,

and a person’s commitment to meeting them
Element: Recognize essence of standards

Comply to standards
Follow through standards in delivering task

 Takes responsibility to adhere to  Is indifferent to issues in meeting
standards standards
 Takes the lead in resolving non  Does not want to comply to standards
adherence to standards
 Fails to take account of the wider
 Drives to improve standards in the interests, objectives and aspirations
bank of the bank

Development
 Indifferent to  Objects to  Satisfactorily  Respect the need

meeting standards meeting standards comply to to meet standards
when it is difficult standards
 Shows no respect  Has the ability to
to implement
to standards set  Understand the influence others to
 Gets others to need to meet meet standards
 Only meet
implement standards
standards when it  Outperform
standards
suit needs  Work with others results within
 Does not to meet standards standards set
understand how
standards support
governance
42
OPEN COMMUNICATION
To encourage open expression of ideas and views
Element: Have an objective view of ideas shared

Motivate creation of new ideas
Allow entreprising expression of ideas

 Clearly articulates ideas and  Unable to communication on different
information levels
 Is able to establish relationships at all  Fails to use appropriate language or
levels terminology
 Is credible and confident in
influencing others
 Displays active listening

Development
 Listens to respond  Speaks only when  Receive new ideas  Open to new ideas
asked with no resistance and
 Always has an
unprecedented
opinion to counter  Selective listening  Listen to
opinions
another person’s to ideas and views understand before
view / ideas of others sharing views  Has diverse
knowledge to
 Not receptive to  Work well with  Comfortable
effectively work
change others who share working in diverse
with others
same ideas / teams
views  Persuasive in
engaging others
to collaborate in
delivering results
43
PRACTICAL THINKING
To make practical common sense decisions and to see and understand

what is happening in a common sense way
Element: To have an objective view of the situation

Understand and analyze the situation
Rational in decision making

 Looks for the obvious  Makes a decision without fully
comprehending the entirety of the
 Seek to understand the situation in a
situation on hand
step by step approach
 Does not know how to separate the
 Remove complexities out of the
root cause or symptom to an issue
decision
 Makes a decision without supporting
 Gather and understand the relevant
reasons
information needed to make a
decision

Development
 Gives no thought  Relies on opinion  Take logical steps  Resourceful in

in making a of others to make to reach a looking for simple
decision a decision conclusion ways to conclude
on a situation
 Adopts old  Makes indecisive  Understand all
approaches to decisions when aspects of a  Thorough in
deliver task faced with difficult situation before thought process
situations making a decision when reaching a
 Refuse to adapt
decision
thinking in  Unable to make a  Analyse options to
addressing an decision without address situations  Listens actively to
issue or seeking a complete others before
solution information deciding
44
45
PROBLEM SOLVING
To think of possible alternatives for a situation and anticipate potential

obstacles that may be faced with
Element: Identify root cause of problem

Develop plan of action to address root cause
Assess risks when assessing options to resolving problems

 Clear logical approach to problems  Uses limited sources of information
 Uses all resources available  Illogical analysis of situations
 Draws systematic and rational  Makes unreasonable assumptions
conclusions based on analysis
 Does not handle problems effectively
 Identifies problems – sees through to
 Does not see through to resolution
solution

Development
 Cannot identify a  Does not know  Rational and  Identify root

problem how to resolve a logical in cause instead of
problem approaching a symptom in
 Cannot develop
effectively problem problem promptly
solutions to any
situations  Lack initiative to  Resourceful in  Develop an
resolve and follow finding a solution effective action
 Refuses to look for
through problem to a problem plan to address
solutions
with right problem
 Makes sound
solutions
decisions to  Foresee any
 Depend on others address problems consequences
to identify and from each solution
rectify problems
46
47
PROFESSIONALISM
A personal desire to have a positive impression on others
Element: Identify right behaviour to suit the occasion

Treat others with respect
Project a confident image

 Understand and anticipates a  Rude and arrogant in dealing with
customer’s needs others
 Listen to understand vs. listen to  Shows little interest in others
respond
 Is complacent in delivery of service
 Displays tact and diplomacy when
interacting

Development
 Not dressed or  Detached and  Listen actively and  Present a positive

behaving unemotional when understand the image for the right
appropriately at dealing with exact needs of occasion
all times others others
 Give opinions and
 Does not have  Quality of  Respond solutions with
tact and solutions or appropriately and thought, tact and
diplomacy while service delivered with solutions to diplomacy to the
interacting or is not satisfactory the needs of another person’s
working with others situation or
 Do not actively
others interest
listen and  Respects and
 Do not have understand the deliver solutions  Understand and
respect for the needs of others with tact anticipate
views, opinions or situations
interest of others experienced by
others
48
49
QUALITY
A personal desire to add value in executing the job
Element: Identify valuable improvements for task

Implement new improvements for task
Follow through ideas to completion

 Provides evidence of creating quality  No care for work tardiness
work
 Fails to avoid mistakes in work
 Takes pride in delivering work that
 Constantly reworking the task
meets expectations
 The work produced can be relied
upon

Development
 No interest to  Adds value to  Identify new ways  Develop new ideas

outperform work when asked to improve quality to improve quality
current results of work
 Selectively  Benchmark work
 Takes no action produces quality against reliable  Performs research
when given work sources to to seek out new
feedback to improve results methods
 Shuns away from
improve
quality when work  Welcomes  Network with
 Not willing to is becoming more feedback to others to build
learn to improve challenging improve quality knowledge
self at work
50
RESULTS ORIENTATION
To focus on the desired results to be achieved
Element: Acknowledge situation

Develop plan to achieve desired results
Follow through on targeted outcomes

 Focus on delivering results  Does not meet planned targets
 Develops a plan to achieve results  Constant revision of plan
 Follow through tasks to be  Procrastinates on delivery of tasks
accomplished
 Relies on others to complete the task
 Determined to complete tasks as
planned

Development
 Indifferent to  Complacent with  Resourceful in  Proactive in

results achieved current results searching for looking for
ideas to set higher opportunities to
 Show no interest  Willing to do
targets improve results
to improve results better when
demanded  Identify methods  Persevere with
 Makes no effort to
to obtain good challenges faced
perform better  Questions need to
results
deliver high  Determined to
targets  Develop quick attain better
wins to support results every time
results
51
SENSE OF URGENCY
To respond quickly to resolving issues or when faced with difficult

situations
Element: Promptly identify a situation that needs to be addressed

Act immediately to a situation
Respond without delay in delivering solution

 Act immediately upon receiving an  Take no action on issue
issues
 Procrastinate on the delivery of issue
 Collaborate with others in the
 Has no plan of action to address
delivery of solution
situation
 Develop an action to follow through
activities to resolving situations

Development
 Show no intent to  Slow to react to  Independently  Deliver quality

act on any issue an issue or task work on an issue work or solution in
immediately promptly the shortest time
 Sees no need to
 Does not complete want to complete  Follow through  Motivate team to
task on time task as soon as with solution deliver quality
possible within timeframe work together on
 Procrastinate on
time
issues and tasks  Requires  Takes
given reminders to act responsibility to  Develop an action
on the task see task to plan to address
without further completion issues or crisis
delay that arises
52
TECHNICAL EXPERTISE
To apply specialized knowledge, skills and judgment to accomplish a

result
Element: Understand all technical aspects to address situation

Conceptualise ideas using technical knowledge
Apply technical knowledge to situation

 Possesses the relevant knowledge /  Does not have relevant skills /
skills for the role knowledge for job
 Take necessary actions to keep skills  Demonstrates a lack of motivation to
and knowledge up to date acquire relevant skills
 Assesses and reflects on knowledge /  Does not reflect on skills / knowledge
skills
 Takes no action to share knowledge
 Takes no action to keep skills up to
date

Development
 Not willing to  Random learning  Pace out learning  Has a system to

acquire new of new knowledge new knowledge continuously
technical update oneself to
 Needs supervision  Focus learning on
knowledge new technical
to focus learning specific skills
knowledge
 Not able to apply on the right
 Applies new
knowledge learn knowledge  Set aside time to
knowledge in
to deliver task learn new
 Applies knowledge familiar work
knowledge
 No interest to to work activities
keep pace in new inconsistently  Willing to apply
technical new knowledge to
knowledge improve results
53
54
THOROUGHNESS
To ensure the task and information are complete and accurate, following
up with others to ensure solutions and commitments have been fulfilled
Element: Determine task and assignments to do

Complete tasks right the first time
Follow through on task to completion

 Helps others to fulfil their  Does not assist others to accomplish
responsibilities their tasks
 Set priorities on task to be  Only uses one source of information
accomplished
 Fails to check for errors
 Puts action in place to overcome gaps

Development
 Does not correct  Quality of work is  Delivers work that  Work completed
mistakes or errors inconsistent meet expectations outperform
in work expected results
 Rushes to  Structured in
 Does not check complete work delivery of results  Work is
work for leaving room for comprehensive
 Has a practical
completeness potential errors
approach to  Performs research
 Work completed  Consistently needs executing work to complete work
does not deliver help from others
results to complete the
work properly
55
UNDERSTANDING OF THE BUSINESS
To understand the bank’s mission, service and priorities
Element: Identify bank’s business model

Acquire knowledge of how a bank runs its business
Apply knowledge of information to work

 Clear evidence of knowledge of the  No evidence to learn about business
business
 Does not have initiative to keep
 Good understanding of adding value abreast of new developments in the
to the business business
 Good knowledge of competitors  Minimal knowledge of competition
and current condition
 Has good knowledge of market
place

Development
 Doubtful in  Slow in keeping  Proactively  Develops clear

understanding in pace in new keeps up to date plan to support
the business business on new business business
developments developments
 Unable to deliver  Develops a plan
results to  Need supervision  Confidently of action to
support business on how to apply applies deliver plan
knowledge at knowledge of
 Unable to plan  Resourceful in
work business in
forward to grow using reliable
delivering results
the business  Applies sources of
knowledge to  Comfortably in information to
work interacting with add value to
inconsistently others about the work
business
56
57
VERSATILITY
A personal desire to inculcate a “can do” orientation
Element: Identify situation with an open mind

Act with confidence in addressing situation
Response positively to challenges faced

 Clear about own strengths  Low self-esteem in delivering work
 Speaks confidently and in style  Works within own limitations
appropriate to the situation
 Not proactive in getting the job done
 Stay emotionally positive on the job

Development
 No interest to  Comfortable  Ready to work on  Positive attitude in

push self to do working within new ideas taking up new
more than what is boundaries challenges
 Confident in
required
 Needs supervision outperforming  Confident in
 Not motivated to to explore new results delivering new
excel areas in work initiatives at work
 Can multi-task
 Not inspired to  Lacks confident within own  Respond and
learn new things when results are strengths adapt well to
to improve self not met unfamiliar
situations
58
THIS DOCUMENT IS
PREPARED BY
AL SOLUTIONS CONSULTANCY (M)

SDN. BHD.
COMPANY NO. 264726-T
PROJECT LEADER
KATHLEEN JADE KOH
TECHNICAL CONSULTANT
ALPHONSE PETER
PROJECT MANAGER
MICHELLE KOH
PROJECT COORDINATOR
MALLISSA LOW
59

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MAYBANK

A Service Champion is a role that requires the person to be competent in

A Service Champion is required to deliver not just a good customer

This handbook is designed for Maybank Group Organizational Learning to

This handbook will also assist Maybank Group Organizational Learning to

SERVICE COMPETENCIES BY SEGMENTS

The Maybank Group Core Values is central to the bank’s process in

Service is a pillar of strength of Maybank in living up to their mission

T– We work together as a team based on mutual respect and dignity

I– We are honest, professional and ethical in all our dealings

G– We are passionate about constant improvement and innovation as

E– We are commited to delivering outstanding, speedy performance

R– We continously build long-term relationships, which are mutually

We work together as a team based on mutual respect and dignity.

The following competencies complement Maybank’s core value

* Refer to Service Champion Competencies

We are honest, professional and ethical in all our dealings.

The following competencies complement Maybank’s core value

* Refer to Service Champions Competencies

We are passionate about constant improvement and innovation as well as

The following competencies complement Maybank’s core value “Growth”:

* Refer to Service Champions Competencies

We are committed to delivering outstanding, speedy performance and

The following competencies complement Maybank’s core value

2. Understanding Customers’ Motivations

5. Balanced Decision Making *

* Refer to Service Champions Competencies

We continuously build long term relationships, which are mutually

The following competencies complement Maybank’s core value

4. Building Collaborative Relationship

5. Consistency and Reliability

* Refer to Service Champions Competencies

To pay attention to a person and understand, interpret and evaluate what

Element: Maintain good eye contact

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

A change in behaviour or approach when necessary to deliver a solution.

Element: Have an open mind to new situations

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

 Does nothing to  Assertive in  Eager to try new  Have a structured

A personal desire to foresee someone’s needs and suggests appropriate

Element: Look and listen for suggestions in understanding someone’s needs

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

 Oblivious to  Acknowledge the  Actively searching  Foresee the needs

To have the ability to recognize component parts

Element: Recognize work standards

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

 Has no system in  Begins work on  Identify methods  Defines the

A personal desire to show interest

Element: Maintain good eye contact when interacting with people

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

 Do not look or  Occasionally look  Stay alert during  Maintain eye

To be objective and fair in evaluating the different aspects of a situation

Element: Evaluate situation objectively

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

 Hesitates to make  Consults  Makes decision  Displays

To work beyond your job requirements and do whatever is necessary to