policies for the people - myanmaryangtse.com.mm · policies for the people 6. redesign and reskill...

Policies for the people

INVESTING IN HUMAN CAPITAL

The question as to who should be responsible for an employee's professional development isan easy one to answer; it is the Employer.

Long-term individual development is still the responsibility of the potential employee. But we atMYTCL believe that once the individual has been hired, professional development becomes theresponsibility of our organisation. Although the employee was hired with a certain set ofknowledge, skills and abilities, if the roles and responsibilities of the position change, and theywill, 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 andassuming increased responsibilities. So we practice building on Human Capital as aninvestment for both our company, as well as for the future of our employees.MYTCL understands the true value of professional development, culture, innovation andcreativity, and also recognises the value of continuously educating our employee base. Ourorganisation acknowledges that by providing individual development that we will be betterpositioned to adapt to the rapidly changing demands of today's work environment. Incorporatingprofessional development within the overall corporate strategy is the challenge we offer all ofour 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, humanresources and environmental sciences, human social sciences, and many technical skills are inshort 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 locateoperations around the world to find the skills we need. And build talent networks which attractpeople 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-levelskills short and we will begin to build a supply chain for talent. This means partnering with

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universities, establishing apprentice programs, creating developmental assignments, andfocusing on continuous learning. MYTCL plans to place emphasis on continuous learning in2017 with the intent of attracting the best and building internally for the future. Many of ouremployees 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 atalent 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 MYTCLwill aggressively enforce the redesign of our appraisal and evaluation programs to focus oncoaching, development, continuous goal alignment, and recognition. Heads of Departments arenow learning this new approach and focusing on engaging their people and helping themperform 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, managementpractices, benefits and recognition programs, career development, and corporate mission allcontribute to engagement. As we move forward to seek to attract and grow long-termemployees, we will re-imagine employee engagement in a new, integrated way. And rather thansurvey annually during the review process, we will develop new tools that will allow us tomonitor 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 ownorganisation. 2017 is the time to build a facilitated talent mobility strategy which includes openaccess to internal positions, employee assessment tools, interview guides, and leadershipvalues that focus on internal development. It means that we must take into account the fact thatwe 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 certainlywe will not be the only large mine within the country within a few short years. Are our managerspaid to "consume talent" or "produce talent?" At MYTCL we know that the best source of skillsis within our own organisation – if we cannot make internal mobility easy, good people will goelsewhere.

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6. Redesign and Reskill the HR Function.HR itself is changing dramatically and we need to continuously skill our own teams to maintainour relevance and value. HR research shows statistically that high-performing companies investin HR skills development, external intelligence, and specialisation. In 2017 - 2018 if we aren'treinvesting in HR, we'll likely fall behind. HR isn't all about paperwork and filing systems... it'sabout 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 nolonger 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 justjudgement or good ideas. As a result of these changes, in 2017-2018 MYTCL will focus oninnovation, new ideas, and leveraging technology to drive value in HR. This demands anintegrated 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, whilealso 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 workenvironment that is inclusive and offers opportunities to all people based on merit.

9. Casual Labourers to Contract Employee EvolutionIn 2017 there will be yet again another escalation in the employment considerations for MYTCLand Casual Labourers. The Managing Director took a close look at the entire workforce andconcluded that although there are more than enough employees currently hired into Contractpositions in MYTCL, that sustainable education and labour assistance should be provided to ourneighbouring villages. This decision prompted the hiring of candidates who were currentlyCasual Labourers into newly created contract positions, and will take course over the2017-2018 year. This addition to the workforce will strengthen the future generations forMYTCL, encourage cooperation and support of the villages, and show that the MYTCL priorityto take this action was in accordance to our corporate social responsibility programs.

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10. Bottom Line: Engagement, Leadership and DevelopmentAt MYTCL we maintain a commitment to our employees to ensure a safe and rewardingworkplace and one which also encourages their personal development. This commitment hasbeen reinforced with enhanced operational development management, and with ourimprovement process to drive our culture for our people. Our leaders are given feedback ontheir leadership impact and how the culture is improving. This is an important aspect in how wedevelop 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. Theeconomy will grow, employees will be in charge of their own career potentials, and HR's role inbusiness success will be more important than ever. The growth that has begun will not ceasethrough the coming years, but step by step, and milestone by milestone MYTCL will encourage,reward and share the benefits of success with our employees.

OUR HR GOALS FOR 2015 (New TOC Title)

1. Talent, Skills, and Capability needs become Global.

In 2015 key skills will be scarce. Engineering, both electrical and mechanical, human resourcesand environmental sciences, human social sciences, and many technical skills are in shortsupply, 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 locateoperations around the world to find the skills we need. And build talent networks which attractpeople 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-levelskills short and we will begin to build a supply chain for talent. This means partnering withuniversities, establishing apprentice programs, creating developmental assignments, andfocusing on continuous learning. MYTCL plans to place emphasis on continuous learning in

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2015 with the intent of attracting the best and building internally for the future. Many of ouremployees 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 atalent 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 2015 MYTCL willaggressively enforce the redesign of our appraisal and evaluation programs to focus oncoaching, development, continuous goal alignment, and recognition. Heads of Departments arenow learning this new approach and focusing on engaging their people and helping themperform 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, managementpractices, benefits and recognition programs, career development, and corporate mission allcontribute to engagement. As we move forward to seek to attract and grow long-termemployees, we will re-imagine employee engagement in a new, integrated way. And rather thansurvey annually during the review process, we will develop new tools that will allow us tomonitor 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 ownorganisation. 2015 is the time to build a facilitated talent mobility strategy which includes openaccess to internal positions, employee assessment tools, interview guides, and leadershipvalues that focus on internal development. It means that we must take into account the fact thatwe 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 certainlywe will not be the only large mine within the country within a few short years. Are our managers

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paid to “consume talent” or “produce talent?” At MYTCL we know that the best source of skillsis within our own organisation – if we cannot make internal mobility easy, good people will goelsewhere.

6. Redesign and Reskill the HR Function.

HR itself is changing dramatically and we need to continuously skill our own teams to maintainour relevance and value. HR research shows statistically that high-performing companies investin HR skills development, external intelligence, and specialisation. In 2015 if we aren’treinvesting in HR, we’ll likely fall behind. HR isn’t all about paperwork and filing systems… it’sabout 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 nolonger 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 justjudgement or good ideas.

As a result of these changes, in 2015 MYTCL will focus on innovation, new ideas, andleveraging technology to drive value in HR. This demands an integrated team, a focus on skillsand 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. W

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eremaincommittedtorespectingthevariousdifferenceswhi

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ch existamongourpeople,whilealsorecognisingthebenefits

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which comefromadiverseworkforce. MYTCL’spolicyon fairness,res

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pectanddiversityofemployment guidesourpeopleon theimportan

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ceofmaintainingawork environmentthatisinclusiveandoff

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ersopportunitiestoallpeople basedon merit.

During the 2014 year, MYTCL’s female participation rate was a total of 10.9% of the totalworkforce compared to 11.4%in 2013

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. Werecognisethatwhilethisisalowproportion,itisconsistent w

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iththeindustryhistory of this legacy mine. Intentions to increase this strength have allowed female workers therights to apply for many jobs not previously available to educated women. In 2015 there will bea strong development in the environmental areas that may have a positive impact on the femalepopulation of the workforce.

9. Casual Labourers to Contract Employee Evolution

In 2015 there will be yet again another escalation in the employment considerations for MYTCLand Casual Labourers. The General Manager took a close look at the entire workforce andconcluded that although there are more than enough employees currently hired into Contractpositions in MYTCL, that sustainable education and labour assistance should be provided to ourneighbouring villages. This decision prompted the hiring of candidates who were currentlyCasual Labourers into newly created contract positions, and will take course over the 2015year. 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 takethis action was in accordance to our corporate social responsibility programs.

10. Bottom Line: Engagement, Leadership and Development

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At MYTCL we maintain a commitment to our employees to ensure a safe and rewarding workplaceandonewhichalsoencouragestheir personaldevel

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opment. Thiscommitmenthasbeenreinforcedwithenhanced operational development management, and with our improvementproce

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sstodriveourcultureforourpeople. Ourleadersaregivenfeedbac

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kon theirleadershipimpactand howthecultureisimprovin

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g.Thisisanimportantaspectinhow wedevelopourleadershipandh

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asbeenbuiltintootherstaff developmentinitiatives.

2015 looks to be an exciting and critically important year for Human Resources. The economywill grow, employees will be in charge of their own career potentials, and HR’s role in businesssuccess will be more important than ever. The growth that has begun will not cease through thecoming years, but step by step, and milestone by milestone MYTCL will encourage, reward andshare the benefits of success with our employees.

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policies for the people - myanmaryangtse.com.mm · policies for the people 6. redesign and reskill...

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