annual - Maxis

Maxis BERHAD Annual Report 2009 | 61
“We cannot expect our
customers to be treated
well if the individual in the
company is not”
Denise Tambuatco
Head of Brand
management the opportunity to engage first-hand with some of
the world’s best managers and companies to gain some unique
entrepreneurial and management insights.
Maxis’ people are also learning how to resolve the real life issues
of our business through the Group Emerging Leadership
Programme, a general management programme tailor-made for
us by the Indian Institute of Management Ahmedabad (“IIMA”).
LAYING THE FOUNDATIONS FOR OUR FUTURE
LEADERS
We recognise that many of the future leaders of our business are
already within Maxis and we are committed to giving them the
right support. Through the Leadership Development Engine, a
programme focusing on talent management and succession
planning, we continue to nurture our talent pool for future
leadership positions. To date, an impressive pool of about 260
talents is being groomed for accelerated career progression.
In 2009, a revamped Leadership Development Framework was
introduced to provide a more structured development roadmap
for our talent pool. By charting individual development plans, we
were able to pin down the appropriate training programmes for
different levels of managers. Mentoring and coaching activities
were also institutionalised for all managers as a vital part of their
learning.
As an organisation that does not believe in standing still but is
continuously looking at ways and means to improve itself, Maxis
partnered with a global talent management consulting firm to
develop a rigorous core competency assessment process for our
senior management talents. This Management Appraisal process
enables our top management to make insightful decisions about
the career growth and developmental needs of our senior
management talents.
DEVELOPING HIGHLY ENGAGED EMPLOYEES
Maxis firmly believes that highly engaged employees are driven to
go the extra mile to deliver excellent business results. In 2009, our
employee engagement efforts saw us prioritising employee
communications by conducting regular management meetings
to cascade the Group’s goals, strategies and business results
down to staff on the ground. Our quarterly employee newsletter
kept our people up to date on key happenings and events within
the Group, while our HiTea@3 sessions featuring successful
individuals and their experiences, were a source of inspiration.
Numerous staff events such as the Maxis Family Day and
inter-divisional competitions were held to further instil the spirit
of teamwork. These events were welcome occasions for our
people from various far-flung operations across the country to
get together to share in the Group’s values.
Maxis’ enviable performance comes on the back of a strong
performance-oriented culture which aligns our human capital
processes to Maxis’ corporate goals. Individuals and teams are
responsible for achieving key performance indicators and high
achievers are well rewarded.
Maxis’ employees work very hard and we want to help them
achieve their dreams and ambitions especially those concerning
the betterment of their families. Our offer of scholarships to
high-achieving children of employees undertaking
undergraduate studies locally and abroad, is one way we can
repay them for their sacrifices.
Our fast evolving telecommunications sector requires dynamism
in skill and leadership development as well as a team of highly
engaged people. Maxis will ensure it continues to attract high
calibre people who will develop into the top performers we
require to meet customers’ expectations.