Public Bank Organisational Development Change

2.0 Public Bank’s ODC Methodologies and Process

An interview had been conducted in order to understand deeply about Public Bank’s organisational development change, however, due to company policy on some confidential information and the limited knowledge of the interviewee (Appendix) understanding of internal operation of the company, some questions were not being answered by the interviewee, Public Bank’s Annual Report 2004-2016 were the additional sources.

2.1 Culture

According to the interviewee, Public Bank trained their employee to deliver quality service, not just service, but excellence quality services. The reason behind this is because Public Bank adapt a customer-centric culture (PBB Annual Report 2008, p 17). From the past decades till this very point, Public Bank are deeply soaked and immersed into this culture, making it unchangeable till this point. The man of them all, Tan Sri Dato' Sri Tay Ah Lek, standing in the position of the CEO, him himself even claimed that change is important and necessary, however , he believes that if something works for the organisation and works well too, no change is required, all it needs is finding ways to maintained it, as he quoted:

“Some things must stay the same.  Chasing new frontiers is a good direction but sometime do not abandon the good thing in the past”

Therefore, in the present, Public Bank continues the journey on providing quality services and uphold its customer service commitment by investing in its already superior delivery standards. Public Bank also proudly setting their corporate tag line as “Excellence Is Our Commitment” displaying great and determined commitment towards their customer in order to elevate their customer’s satisfaction into another level.

2.2 Customer satisfaction

With the strong customer-centric culture, the customer service in Public Bank has to be on par and up to most of the customer’s expectation, if possible, every customer. In order to ensure the standard of the service in Public Bank, implementation of standardisation process is taken in for “Provision of Customer Service at Front Office” and the “Provision of Customer Service in Loan Delivery” since 2000 and 2003 respectively (PBB Annual Report 2012, p 24).

A quantitative benchmarks is given to monitor these two processes, which is collected the total amount of waiting time for customer to be served at the branch’s counter and turnaround time for each stage of loan processing.

• Provision of Customer Service at Front Office  

In order to The quantitative benchmark of a 2-minute Standard Waiting Time (“SWT”) at branch counters is set, with the aim of providing prompt and efficient banking services to the customers at the counters leading to a high level of customer satisfaction. A robust and regular monitoring mechanism has been put in place to monitor the performance of the compliance with the 2-minute SWT. Any performance lapses are immediately addressed and rectified. (Annual Report 2012, p 25) 

• Provision of Customer Service in Loan Deliver

 This is extensively supported by the Group’s in-house developed electronic Loan Delivery System (“eLDS”) which routes loan applications electronically from branches to the relevant approving authorities and measures the Standard Turnaround Time (“STT”) of each stage of the process. The eLDS and STT have been continuously improved to deliver faster response time to serve the Group’s customers in their loan applications.

2.3 Employee Involvement

Concerning not only the customer, Public Bank also take care of employee satisfaction, as they believes their satisfaction will reflect in their commitment

• “Managing Your Finances” workshops

To promote employee financial health, covering a wide range of topics including financial basics, managing credit, financing an education and retirement planning. The programmes help employees to make smart financial decisions and prepare for the future.

• Stress and Wellness

• 7 days examination leave for employees to sit for examination
• Subsidy for purchase of medical insurance to cover employees’ immediate family
• Compassionate leave for unforeseen events such as floods and critical illness/death of family members

2.3 Change Process

As the CEO of Public Bank, himself claims that change is necessary and maintain what is already on track, but no company are perfect, so change is still inevitable for them. Hence, Public do adapt a framework for the ODC process which similar to FADE;

• FOCUS on particular problem or opportunity,
• ANALYSES the data,
• DEVELOP solutions and action plans,
• EXECUTE the plan for solutions.

Public Bank ODC process is as illustrate down below:

[pic 1]

Initially, the processes started with generating and identify a list of problem faced by the company and then the company assess the operating environment and emerging trends affecting the financial sector, and conducted study across a broad range of references to identify the relevant matters (PBB Annual Report 2016, p 223)

Secondly, the priority of the matter is needed to be analysed from the list, the purpose is to eliminate or minimize the most severe matter, with this being said, data collection is needed. Therefore, Public Bank will seek for stakeholder engagement and management assessment. Stakeholder engagement is to look into their worries, interest and expectations, stakeholder engagement surveys are conducted in questionnaire form or discussion or both. Whereby, management assessment is to determine the extent of impact of the risk or opportunity related to each sustainability matter, considering the consequences resulted on financial factor, customer satisfaction, reputation and etc.