INVESTING IN HUMAN CAPITAL
The question as to who should be responsible for an employee's professional development is an easy one to answer; it is the Employer.
Long-term individual development is still the responsibility of the potential employee. But we at MYTCL believe that once the individual has been hired, professional development becomes the responsibility of our organisation. Although the employee was hired with a certain set of knowledge, skills and abilities, if the roles and responsibilities of the position change, and they will, MYTCL maintains a 'corporate social responsibility' to invest in our human capital. Employees are investing in MYTCL by working longer hours, by handling evolving tasks and assuming increased responsibilities. So we practice building on Human Capital as an investment for both our company, as well as for the future of our employees.
MYTCL understands the true value of professional development, culture, innovation and creativity, and also recognises the value of continuously educating our employee base. Our organisation acknowledges that by providing individual development that we will be better positioned to adapt to the rapidly changing demands of today's work environment. Incorporating professional development within the overall corporate strategy is the challenge we offer all of our employees.
Policies for the People - HR Goals for 2017-2018
1. Talent, Skills, and Capability needs become Global.
In 2017 - 2018 key skills will be scarce. Engineering, both electrical and mechanical, human resources and environmental sciences, human social sciences, and many technical skills are in short supply, or non-existent altogether. And unlike prior years, this problem is no longer one of "hiring top people" or "growing from within the company." Now we need to source and locate operations around the world to find the skills we need. And build talent networks which attract people around the world.
2. Integrated Capability Development Replaces Training.
The Training Department will begin to trend in a more educated direction as we find high-level skills short and we will begin to build a supply chain for talent. This means partnering with universities, establishing apprentice programs, creating developmental assignments, and focusing on continuous learning. MYTCL plans to place emphasis on continuous learning in 2017 with the intent of attracting the best and building internally for the future. Many of our employees are misplaced. They came into the organisation in whichever manner they could. Sometimes just getting your 'foot in the door' requires being a security guard. To us, this is a talent pool that we must begin to relocate and build together for tomorrow.
3. Redesign of Performance Management Accelerates.
The old-fashioned performance review is slowly going out the window. In 2017-2018 MYTCL will aggressively enforce the redesign of our appraisal and evaluation programs to focus on coaching, development, continuous goal alignment, and recognition. Heads of Departments are now learning this new approach and focusing on engaging their people and helping them perform at extraordinary levels.
4. Redefine Engagement: Focus on Passion and the All-inclusive Work Environment.
Engagement and retention will become a top priority. Our work environment, management practices, benefits and recognition programs, career development, and corporate mission all contribute to engagement. As we move forward to seek to attract and grow long-term employees, we will re-imagine employee engagement in a new, integrated way. And rather than survey annually during the review process, we will develop new tools that will allow us to monitor engagement continuously.
5. Take Talent Mobility and Career Development Seriously.
As an employer, we need to provide internal talent mobility and career growth in our own organisation. 2017 is the time to build a facilitated talent mobility strategy which includes open access to internal positions, employee assessment tools, interview guides, and leadership values that focus on internal development. It means that we must take into account the fact that we are a growing company with a sister company about to scout for talent, right next door.
Also the country of Myanmar is beginning to see its own development and growth, and certainly we will not be the only large mine within the country within a few short years. Are our managers paid to "consume talent" or "produce talent?" At MYTCL we know that the best source of skills is within our own organisation – if we cannot make internal mobility easy, good people will go elsewhere.
6. Redesign and Reskill the HR Function.
HR itself is changing dramatically and we need to continuously skill our own teams to maintain our relevance and value. HR research shows statistically that high-performing companies invest in HR skills development, external intelligence, and specialisation. In 2017 - 2018 if we aren't reinvesting in HR, we'll likely fall behind. HR isn't all about paperwork and filing systems... it's about training the people as well as the trainers. It's about opening the doors for development.
7. Innovation Comes to HR.
HR itself, as a business function, is undergoing radical change. Today's HR organisation is no longer judged by its administrative efficiency – it is judged by its ability to acquire, develop, retain, and help manage talent. And more and more HR is being asked to become 'Data-Driven', and to understand how to best manage people based on real data, not just judgement or good ideas. As a result of these changes, in 2017-2018 MYTCL will focus on innovation, new ideas, and leveraging technology to drive value in HR. This demands an integrated team, a focus on skills and capabilities within HR, and strong HR leadership.
8. Diversity in Employment.
MYTCL aims to attract a diverse workforce which reflects the communities in which we operate. We remain committed to respecting the various differences which exist among our people, while also recognising the benefits which come from a diverse workforce. MYTCL's policy on fairness, respect and diversity of employment guides our people on the importance of maintaining a work environment that is inclusive and offers opportunities to all people based on merit.
9. Casual Labourers to Contract Employee Evolution
In 2017 there will be yet again another escalation in the employment considerations for MYTCL and Casual Labourers. The Managing Director took a close look at the entire workforce and concluded that although there are more than enough employees currently hired into Contract positions in MYTCL, that sustainable education and labour assistance should be provided to our neighbouring villages. This decision prompted the hiring of candidates who were currently Casual Labourers into newly created contract positions, and will take course over the 2017-2018 year. This addition to the workforce will strengthen the future generations for MYTCL, encourage cooperation and support of the villages, and show that the MYTCL priority to take this action was in accordance to our corporate social responsibility programs.
10. Bottom Line: Engagement, Leadership and Development
At MYTCL we maintain a commitment to our employees to ensure a safe and rewarding workplace and one which also encourages their personal development. This commitment has been reinforced with enhanced operational development management, and with our improvement process to drive our culture for our people. Our leaders are given feedback on their leadership impact and how the culture is improving. This is an important aspect in how we develop our leadership and has been built into other staff development initiatives.
2017 - 2018 looks to be an exciting and critically important year for Human Resources. The economy will grow, employees will be in charge of their own career potentials, and HR's role in business success will be more important than ever. The growth that has begun will not cease through the coming years, but step by step, and milestone by milestone MYTCL will encourage, reward and share the benefits of success with our employees.