HR Corner Electronics giant plans to recruit 40,000 in Asia by Charles Mak Strong corporate identity accentuates employer's attraction Whatever the scope of a company's business, financial results can generally be boosted by refocusing on some of the more intangible aspects of management, which can have a big impact on commercial performance. Although electronics company Flextronics already has a significant global presence, with operations in 30 countries, it nevertheless decided to take steps to strengthen its brand and re-emphasise the importance of transparency, integrity and ethics in conducting day-to-day business. With plans to recruit 40,000 staff in Asia in the next two years, the company realised that the attitude of current employees and the impression they create is often the most effective form of advertising. "Our first move was to identify performance gaps and areas for improvement by using employee engagement surveys and focus group meetings," says Richard Wong, vice president for human resources for Flextronics Asia. "Customer surveys were also carried out to learn more about our market position and attractions as an employer. The process is similar to building a commercial or marketing brand." Mr Wong stresses that the key thing in all these exercises is to ensure the company can really deliver what it promises. If not, the long-term impact on business performance, employee satisfaction and customer service is bound to be negative. "For this reason, the employee survey also assessed leadership style, operational procedures and people management because all of these factors shape our business," he adds. Clear view The emphasis on creating transparency in management policies and corporate direction is to give staff a clear view of both the career and business opportunities which lie ahead. "We set attainable goals and want to remain truthful and honest about who and what we are," Mr Wong explains. Staff who perform well can expect speedy career advancement and wide exposure in dealing with business partners around the world. Job rotations give the chance to gain practical experience in functions as diverse as design, manufacturing and logistics. Meanwhile, progress is monitored in annual appraisals and through a talent segmentation process. In administering that, the company makes a point of discussing current roles, but also talks about foreseeable changes and the career options staff would like to pursue. "We put great emphasis on our role as a responsible employer and staff are therefore involved in the process of succession planning," Mr Wong adds. A secondary benefit is that if employees are happy in their work and with their prospects, they will recommend the company to friends, making it easier to fill vacancies through referrals. Challenging careers In terms of training, an in-house Flextronics "university" offers both classroom sessions and online learning. Various career development programmes are currently being designed, one of which will be specifically for graduates. "We partner with technical colleges to train recruits as experts in one particular field in their first 18 months," Mr Wong says. The five main areas are Surface Mount Technology (SMT) engineering , tooling, programme management, procurement and design functions. New joiners study and receive on-the-job training as they work towards obtaining professional certification. A "buddy" system helps to familiarise them with the way the company works, so they can settle in more quickly and get advice when needed. Managers destined for more senior roles can benefit from university programmes, corporate projects and rotation schemes to prepare them for promotion. "We identify the top 30 people who show the most potential to reach CEO level and offer them all-round corporate experience," Mr Wong explains. "This is part of an executive succession programme arranged together with world-renowned universities." Assessments prior to joining such programmes are particularly stringent. "There are exercises and tools, as well as 360-degree appraisals, to identify real management potential," Mr Wong says. "Besides the technical aspects, we see if an individual has the required leadership and interpersonal skills plus the flexibility, can-do attitude and customer orientation that are essential for our people and for the company's brand." Salient points Corporate brand includes intangible aspects which can have a big impact on financial performance Employee and customer surveys were used to get a clear view of market position and relative strengths and weaknesses Important to ensure the company can deliver on its promises Staff are involved in the process of succession planning Training for new recruits and senior management candidates includes skills seen as essential for promoting the company's brand Taken from Career Times 12 May 2006, p. A20 Your comments are welcome at [email protected]