NH Competency Handbook D2

MAYBANK
NEW HIRES
COMPETENCY HANDBOOK
1
2011 © AL SOLUTIONS CONSULTANCY (M) SDN. BHD. ( CO. 264726-T )
2
COMPETENCY HANDBOOK
PREFACE
A New Hire to Maybank is required to have certain basic competencies in

order for him or her to be able to accomplish and execute their job well in
the bank’s culture and environment. The New Hire needs to understand
Maybank’s vision, mission, values, culture and expectations in order to
feel fully assimilated and integrated in the Maybank family.
This competency handbook acts as a guide for Maybank Group

Organizational Learning to direct and develop the desired competencies in
New Hires so that they have a reasonable chance of success in their
career with Maybank.
Addressing the New Hire’s expectations upon entry into Maybank will
reassure them that they have made the right employment decision and
also ensure greater job satisfaction in the long term.
3
CORE VALUES
Introduction …………………………………………………………………………. 4
Teamwork ……………………………………………...…………………… 5
Integrity …………………………………………………...………………… 6
Growth ……………………………………………………..………………. 7
Excellence & Efficiency …………………………………..………………. 8
Relationship Building ………………………………………..……………. 9
THE COMPETENCIES
Active Listening 10
……………………………………………………………………..
Attentiveness 11
………………………………………………………………………..
Conveying Role Value ……... 12
………………………………………………………
Developing Others ……………………………….. 13
………………………………...
Drive for Results 14
…………………………………………………………………….
Flexibility 15
……………………………………………………………………………..
Gaining Commitment 16
……………………………………………………………….
Interpersonal Communication 17
……………………………………………………..
Leadership 18
…………………………………………………………………………..
Open Communication 19
………………………………………………………………
Persuading Others ……….. 20
………………………………………………………...
Professionalism 21
……………………………………………………………………..
Quality 22
………………………………………………………………………………..
Technical Expertise 23
4
…………………………………………………………………
Understanding of the Business 24
……………………………………………………
5
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:
6
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 Competencies
7
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
8
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
9
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
10
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
11
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 New Hires
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 New Hires
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
12
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
13
CONVEYING ROLE VALUE
To have the ability to instil in others a sense of value for the task on hand
Element: Identify importance of task or role

Associate importance of task or role to objectives and results
Inculcate the importance of task or role to others

 Good understanding of the values and  Does not appreciate adding value to
importance of each task or role task or role
 Correlate task or role to objective and  Fail to assimilate or associate the
result need for better results in task or role
 Motivate and support others in  Does not encourage others to have
executing their role and delivery of pride in delivering task or executing
task role

Development
 Does not  Pays little  Understand the  Work in teams to

comprehend the attention to need to execute deliver value in
importance of role deliver task with role and task to task
and task care desired results
 Work in teams to
 No pride in  Rely on others to  Demonstrate to create new ideas
completing the be reminded on others how for better results
task right the first the importance of important it is to in delivering task
time role and task do task right
 Work in teams to
 Discourages  Unable to convey  Show support support one
others in wanting to others the when others adds another in
to perform better correlation of task value to their own overcoming
and results task challenges faced
in delivering task
14
15
DEVELOPING OTHERS
To have the ability to understand the needs, interests, strengths and

weaknesses of others
Element: Profile the qualities of individuals in the team

Encourage and inspire the team
Develop the team’s abilities

 Identify and support potential of  Treat others with little or no respect
individuals
 Keeps knowledge to self
 Coach / mentor individuals
 Does not encourage any
 Shares knowledge with individuals improvement in team’s progress
 Represses the development of others

Development
 Does not  Support others  Recognise the  Identify and build

recognise the when results potentials in talent in individual
potential in others benefit self others
 Motivate others to
 Avoid teaching  Tap into another  Shares knowledge bring out the best
others person’s talent for to others on how in them
own benefits to succeed
 Show no interest  Create team
in the  Discourage others  Delegate suitable synergy utilizing
development of in expression of task to the right each individual’s
others ideas for fear of talent strength
defeat
16
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
17
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
18
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
19
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
20
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
21
22
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
23
PERSUADING OTHERS
A personal desire to convince others and to present one’s viewpoint in

such a way that it is accepted by others
Element: Understand the other person’s views

Establish mutual respect and gain trust
Communicate with tact and diplomacy

 Courteous and polite in approaching  Refuse to accept differing opinions or
people views
 Diplomatic in addressing opinions  Tactless when sharing opinions and
views
 Keeps an open mind when views
collide  Demanding in gaining acceptance on
own views

Development
 Stays firm to own  Not flexible in  Polite and  Able to anticipate

opinion handling differing courteous in what others need
views interaction
 Use authority to  Open to differing
attain desired  Does not explain  Give clear and views and engage
results thoughts concise views and in a conversation
thoroughly and opinions backed
 Blame others to  Have significant
with clarity by facts
gain favor influence in
 Lack patience in  Share positive decision making
promoting anecdotes to
thoughts boost morale
24
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
25
26
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
27
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
28
29
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
30
31
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
32

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NH Competency Handbook D2

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MAYBANK

A New Hire to Maybank is required to have certain basic competencies in

This competency handbook acts as a guide for Maybank Group

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

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

The following competencies complement Maybank’s core value

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

The following competencies complement Maybank’s core value

We are passionate about constant improvement and innovation as well as

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

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

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

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 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

Element: Identify importance of task or role

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

 Does not  Pays little  Understand the  Work in teams to

To have the ability to understand the needs, interests, strengths and

Element: Profile the qualities of individuals in the team

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

 Does not  Support others  Recognise the  Identify and build

To recognize and capitalize on opportunities presented

Element: Identify situations as an opportunity

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

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

To be ready to modify, respond to and integrate change with minimal

Element: Impartial in looking at situations

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

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

To apply a self-starting attitude in others in pursuit of delivering a

Element: Initiate ideas/plans of action

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

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

To communicate with tact and express yourself clearly

Element: Identify approach of communication

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

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

To motivate, influence and support others in accomplishing goals

Element: Motivate the team

Positive Indicators Negative Indicators

Unsatisfactory Requires Fully Competent Outstanding

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

To encourage open expression of ideas and views