ais talent attraction, retention and succession plan
TRANSCRIPT
AIS Human Resources Department: Talent Attraction, Retention and Succession Plan
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AIS Talent Attraction, Retention and Succession Plan 1. AIS Career Framework In recent years, the company has established the "AIS Career Framework", which serves as the main career
framework to help assist and guide our HR department, along with employees and his/her supervisors to
develop sustainable career path and growth for individual employee at AIS. In addition, it also helps the
company to identify groups of employee who have the potential to grow and become the next generation
leader at AIS in the future.
In addition, the HR recruitment team had organized numerous recruitment activities at 18 universities in
order to introduce the organization and provide students with the opportunity to apply for jobs at AIS. There
were 2,583 students participated in this recruitment program and AIS had recruited numbers of qualified
students to be part of AIS team. In addition, the company also assisted this group of employee to develop
their own career development plan in order to build the roadmap for their successful future career.
AIS Career Framework
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1.1. AIS Career Design and Development
AIS fully support individual employee career ambition provided that in recent years, AIS employee were asked
to explore career opportunities, along with available options in order to visualize their future career path as
well as their goals to enhance soft and technical skills required to achieve successful career path.
1.2. Individual Development Plan (IDP)
Our company encourages every employee to design his/her career path, including personal skills development
by developing his/her own Individual Development Plan (IDP) to further enhance his/her soft and technical
skills that best matches his/her desire and career objectives. Our employees will also receive full support and
guidance from his/her supervisors to design and progress through their career path.
AIS recognizes individual employee’s dream and ambition, therefore, the career management system was
designed to cover the starting point of employee career (onboarding) until the end point where such
employees have demonstrated capacities to achieve the rewards for their hard work and dedication
(promotion). Once the employee is recruited and is onboard, he/she would have the opportunity to prove
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his/her abilities, enhance his/her skills and capabilities to align with job function requirements, while meeting
business objectives. This career management system has helped individual employee realize his/her career
goals and enable individual employee to design his/her own career path consistent with employee’s career
ambition and the ability to attain such goal.
2.Talent Attraction, Retention and Succession Plan
2.1. Adherence to Fair Employment Practices
The company adheres to the principles of fair employment practices which meets all legal requirements. In
addition, the company also recognizes the importance of diversity among our workforce, and in doing so, the
company offers wide ranges of career opportunities to potential candidates who have different backgrounds
and knowledge. In this regard, the company’s policy prohibits hiring of child labor or illegal labor. Nevertheless,
the company fully supports the employment of person with disabilities as well as continues to contribute its
funding to fund for empowerment of person with disabilities with an aim of permitting this group of
employees, while encouraging them to work in their hometown, community or province, and allowing them
to have access to new knowledge, capabilities and digital technologies.
2.2 Recruiting New Generations with New Abilities
The company collaborates with leading domestic and international universities. It has been organizing
numerous activities to introduce the organization as well as providing career opportunities to students, who
possess specific skills and talents such as block chain, Artificial Intelligence (A.I.), data analytics, to join AIS
workforce in order to drive business growth, strengthening business capacity as well as expand our digital
services.
2.3 Career Development
The company encourages its employees to compose his/her individual development plan for future career
growth in the organization, along with developing individual capacity through on-going learning to align his/her
capacity and career ambition. Every employee will receive the information, including advice from his/her
supervisors to develop an individual plan for career growth as well as providing support for individual’s skills
and capacity development plan.
2.4 Employee Retention
The company organizes numerous activities in order to retain and motivate talented employees with the
organization, while allowing them to sustainably grow with the company such as determining the
compensation and benefits that comes in the form of monetary and non-monetary, including providing
welfares to every employees such as health insurance, AIS wellness center, fitness center, provident fund.
2.5 Succession Plan
In order for the organization to be able to operate its business continuously, the company places a great
emphasis on developing a succession plan to cover important positions organization wide. The succession plan
would be revised at least two times a year in order to stay abreast with the current business situation,
organization restructuring and business expansion. The Human Resources Department has established
criteria, process and procedures for selecting highly responsible and well-performed employees, while
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designating these individuals as the "Successor" in each key position. In addition, the HR department has been
implementing nine-box talented grid for key successor selection process which is standardized process used
by several companies. Apart from listing them in our list of successor, the company also provides this group of
employee with the opportunity to engage in training in order to develop his/her leadership skills, while
preparing them for a challenging career in the future. On-going assessment would also be conducted on these
potential leaders to ensure that they demonstrate their sense of responsibility as well as quality needed to
lead their future team members to achieve corporate objectives. In 2019, the company has a total of 378
successors in its succession plan.
3. Performance Appraisal and Assessment Center
The company places a great emphasis on performance appraisal and fair compensation. The company
established an Assessment Center with the objectives to develop employee performance assessment tools and procedures that aligned with corporate direction, along with providing employees with fair assessment results so as to predict and evaluate employees’ behavior, abilities and capacities, individually and in the form
of group, that response to each job function and linked to employees’ skills and performance development
programs (i.e. Talent Development Program, AIS Transformational Trainers Development Program, Enterprise
Sales Development Program, Individual Development Plan.) The Assessment Center also provides advice, along with educating top executives and relevant parties relating to the employee assessment process and requirements. In addition, the Assessment Center also selects
qualified employees to participate in specific projects namely, Transformational Trainers, GAMMA Leader, Direct Sales Supervisor Promotion
In addition, the company arranged to have the semi-annually performance evaluation and divided it into two
main parts as follows:
1. Performance evaluation was conducted in accordance with the objectives and targets set
mutually by the supervisor and subordinates.
2. Evaluation of leadership competency and personal conducts consistent with corporate culture
and DNA. In the future, the company will also evaluate functional competency as well. The
results of evaluation would be used primarily to determine individual compensation and the
supervisor would communicate the results with individual subordinate privately in order for
them to acknowledge, to adjust and to sustainably grow with the company in the future.
4. Compensation and Benefits
4.1. Compensation
The compensation was determined based on the compensated rate within the same industry and
those that are different, and it is adhering to the principle of equality and is consistent with the corporate
performance which also linked to the individual employee’s performance. The company uses 3Ps compensation
principles as follows:
• Pay for Performance
• Pay for Position
• Pay for Person
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4.2. Remuneration Framework
The remuneration framework consists of base salary, allowance & benefits, Performance Bonus (PB), Economic
Value (EV) bonus and Long-term Case Plan.
Basis of
Compensation Remuneration Framework Purposes & Objectives of the Remuneration
Fundamental
Base
1. Base salary To compensate staffs for monthly livings
(compliance with the labor law)
2. Allowance & benefits To provide staffs with allowance and benefits
for personal needs and serves as future
security.
Performance
Base
3. Performance Bonus (PB) To reward individual performance for
contributions that meet predetermined annual
performance and business goals.
4. Economic Value (EV) bonus
To reward for the contribution towards overall
company’s achievements that relates to
outstanding economic profit (performance).
Portion of award paid out in cash and the
balance paid out into cumulative “bonus bank”.
5. Long-term Case Plan To reward for long-term shareholders’ value
creation and achievements of sustainable
profit.
Payout vest on the 3rd year and subject to
minimum performance requirements that tied
directly to shareholders’ return and NPAT
achievement.
The company has hired an external consultant to develop critical human resource management systems, such
as improving the evaluation system to be more concise, accurate, and fair in order to be in line with duties
and responsibilities of individual employee which have been adjusted to stay in line with the digital business
context. The survey on wages and benefits in the labor market was conducted in order to evaluate the current
criteria and the compensation. The Human Resources Department also conducts study as well as tracks any
new changes pertaining to labor laws and regulations governing remuneration and employees’ benefits,
including the methods used by leading companies to manage its remuneration and compensation scheme in
order to analyze and develop the compensation scheme that best matches our employees and corporate cost
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structure, while enhancing the company’s ability to retain current and key employees. The compensation
scheme also helps motivate and attract potential candidates to work for our company.
4.3. Employees’ Benefits
The company provides several forms of welfares and benefits to employees such as reimbursement in case of
staff’s marriage, financial support for child education (i.e. scholarship), especially to those children whose
academic performance met the requirements, reimbursement made to employees who were involved in an
accident, reimbursement for the patient visits (i.e. gift set), reimbursement for the funeral ceremony, financial
aid in the event of a natural disaster, Year-of-Service award program (i.e. exceeding 20 years of continuous
service), annual health check-up and medical treatment, life insurance, COVID-19 insurance, etc.
4.4. Long-term Incentives
The company offers long-term incentives to top and senior management in the form of Economic Value (EV)
bonus and Long-term Cash Plan
4.4.1. Economic Value Bonus
- Objectives: 1. To drive long-term decision-making and sustainable value creation for the
organization and shareholders
2. To align interests between shareholders and staffs
- Performance measurement: Based on economic profit performance and portion of award paid out
in cash in the current year and the balance paid out into cumulative “bonus bank”.
4.4.2. Long-term Cash Plan
- Objectives: To drive long-term shareholder value creation and profitability through Net Profit
After Tax
- Performance Measurement: 1. Absolute Total Shareholder’s Return (Absolute TSR) – 50%
2. 3-year Net Profit After Taxes Growth (NPAT Growth) – 50%
Employee Engagement
1. Employee Engagement score
AIS employee engagement score has slightly improved from 4.08 in 2017 to 4.13 in 2018. However, there were
recommended actions to improve employee engagement at AIS, for instance, identifying managers’ capability
gap through 360-degree evaluation, along with developing Individual Development Plan (IDP), enhancing
manager engagement by focusing on recognition, cares and personal and skill development through up-skill
and re-skill methodology.
AIS is a large size organization with over 10,000 employees. One way to improve its employee engagement
was to strengthen its communication via corporate communication strategy. The top-down communication
strategy was implemented corporate wide so that employee at all levels and those who work in remote
location (regional offices) could receive the information in a timely manner.
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Employee Engagement: Target & score (2017-2022)
Advanced Info Service Plc.
Topics of
Development % 2017 2018 2019 2020 2021 2022
Score Target Score Target - Target - Target
Employee
Engagement
Index
% 82
4.08
>, = 80
>.= 4.00
82.60
4.13
>, = 81
>,= 4.10
- >, = 83.50
>,= 4.35
- >, = 85
>,= 4.55
% of
employees
(talent)
remains
working with
the company
% 100 79 100 80 - 90 - 95
% of Group of
Talent that
received
training for “new ability”
% - 90 97 95 - 99 - 100
Remarks: From 2018 onward, AIS would conduct Employee Engagement assessment once every two years. In the year which not conduct the survey, the company will refer the scores from the previous year.
Year
Employee Engagement Score: segregated by gender
2017 2018
No. of employees
participated in EE
survey
8,324 (96%) 8,137 (94%)
Male Female Male Female
3786 (96%) 4538 (96%) 3701 (93%) 4436 (95%)
Employee
Engagement
Score
4.08 4.13
Male Female Male Female
4.08 4.08 4.09 4.16
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2. Corporate’s Activities to Promote Employee Engagement
2.1. People Champion
People Champion program was established with the goal of appointing “Change Leader” who communicates
corporate messages as well as promoting employee engagement among staffs at each business unit. Members
of People Champion were tasked to achieve three main objectives namely, 1) building AIS employee
engagement, 2) strengthening business unit communication and 3) enhance AIS culture and DNA (“Fit Fun
Fair”).
Currently, there are 237 People Champion members nationwide and their main roles and responsibilities
include, but not limited to the followings:
1) Change agent – fostering positive changes within the business unit (i.e. perspectives, mindset, conduct,
working style, etc.) 2) Engagement & culture driver – promote employee engagement & corporate culture among staffs,
along with educating and creating an understanding among staffs within the business unit. 3) Communicator and influencer – communicate corporate news releases and/or projects, along with
enticing staffs to get involve and participate in the project. 4) Relationship – acting as the center of relationship building inside the business unit as well as
acknowledge and resolve problems and obstacles faced by the staffs.
People Champion Check List 2020-2021
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2.2. Roo Jark Lom Project
Established in 2019, the objective of Roo Jark Lom project was to promote employee’s growth mindset, along
with encouraging employees, who have different backgrounds, to meet, learn and exchange their personal
experiences and knowledge. The project also encourages employees to boost up their morale, step up, while
initiating new collaborative projects to make a difference. This project has helped our employees in the area
of self-improvement, engagement and is considered an important part of the organization's “Digital
Transformation and “Employee’s Growth Mindset.”
In addition, employee’s sense of encouragement was shared via AIS E-book platform called, “ReadDi” so that
readers could adjust and balance their work and lifestyle.
2.3. AIS Staff Party (New Year Party)
AIS Staff Party was organized annually to celebrate New Year and to promote staff interaction. In 2020, the AIS
Staff Party was organized in late January under the theme called, “THE JUNGLE of FIT FUN FAIR”. Over one
thousand employees had participated in this event. This includes handing out special prizes, employee show,
concert and DJ show, free foods, a message from CEO to staffs, etc.
“Roo Jark Lom” Project
Project timeframe January – September 2019 (9 months) Numbers of participant/ Proportion
225 participants / 1.83% of total employees
Activities Workshops: inner mindset, communication, writing, storytelling &
VDO contents
E-Book Employees’ stories were being told via AIS E-Book platform
https://readdi.ais.co.th/book-detail/12892
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2.4. Employee Well-Being & AIS Wellness Programs (6 Aors):
No. Types Activities
Forms of
activities/Channel
s
# of Employee
participated
1 Aor.R-Harn
(Foods) Im Jung Tang Yu Krob
Free foods for all
staffs 12,000
2 Aor.Academy
(Learning)
Communication topic:
IT knowledge – “catch up with the
digital world”
email 216
Cyber Security Talk 2019
seminar 263
3 Aor.R-Rom
(Moods)
-
Look after children in 4.0 era
seminar
200
Decode the character for
understanding others and yourself”
activity
seminar 121
4
Aor.Oark Kum
Lung Kai
(Exercise)
AIS League Cup 2019 Futsal & chairball
competition 323
Step count challenge Project
(Healthy activities i.e. walk, run that
can be done anywhere, anytime)
Counting steps via
mobile
application
2,756
5
Aor.Aom
Ngeun
(Saving)
Financial knowledge: topic
“Investment strategy (equity) & Radar
finding the right stock”
email 200
Activity that promotes saving: topic
“Super salary man, smart spending &
smart saving – the road to millionaire”
email 223
6
Aor.Aun Jai
(CSR)
Aun Jai R-Sa Project - a volunteer
project that allows staffs to
participate in 21 CSR projects
email and engage
in CSR projects 451
2.5. Fitness Facilities and Contributions to External Fitness Programs
AIS provides its staffs with the fitness facility and shower rooms. The fitness facility offers table tennis room,
fitness equipment, fitness training room for employees, fitness staffs and etc. To facilitate individual’s
objective, the company also provides fitness trainers who were trained to assist our employees to meet individual workout objectives and engage in the most suitable fitness program. This helps minimize any
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physical injury from over-exercise or accident during the workout session. In addition, the company also
organized more than 200 Exercise programs and classes according to the new exercise trend such as Zumba,
Aeroboxing, Aerobics Yoga, etc. Special exercise classes such as Thai Boxing and Proud Party (exercise using
drum sticks) were organized according to the result of employee’s survey which requested these programs.
The company also supports its employees to form a Sport Club for groups of employee who shares similar
interest such as running clubs. This club has been organizing running events, “Fit Fun Run at Lumpini Park”. This
special running event was opened to the public to join and share their passion for running.
2.6 Sport & Fitness Activities
1. “Intouch Group Sports Day” was organized to promote good relationships among
Intouch Group employees, while promoting sportsmanship among employees and
encouraging them to stay healthy.
2. AIS League Cup 2019 was organized with more than 150 staffs participating in indoor sport activities ( i.e. futsal, chairball, etc. ) Participants were divided into four teams. Men and women had engaged in
chairball and futsal competition. This sport event has strengthening friendship, along with promoting
healthy and fitness among employees from different business units.
3. Six Months Challenge activity was organized to encourage employees to engage in exercise to reduce body fat, keep themselves fit and prevent them from any NCD related diseases. 1,077 staffs had
registered for this program. Activities were divided into two types: Individual (426 persons) and Team
(651 persons).
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4. Fit Fun Run activity was organized in 2019 to promote exercise among AIS employees. The event was
organized in the public park.
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5. Step Count Challenge activity was organized between 1 July - December 2019 (6 months) in order to
encourage employees to exercise through walking and running in the park for their healthy lifestyle. 1,920 staffs had registered for this program.
2020 Step Count Challenge
AIS Wellness program organizes “Step Count Challenge” between 1 March to 31 December 2020. AIS
employees would be entitled to receive Token if they could achieve the following criteria:
Walk or Run
Steps per month Average Steps per Day # Token received
195,000 – 255,000 6,500 – 8,500 1
255,001 – 330,000 8,501 – 11,000 2
Above 330,001 Above 11,001 3
Participants must keep records of their steps via devices such as smart watch and report their monthly steps
to AIS Wellness in accordance with the specified deadline.
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6. Stretching activity was organized in February 2020 to encourage employees to learn and engage in light exercise via stretching body parts in order to prevent herniated intervertebral disk and back pain. 34 staffs had participated in this special exercise program.
More details of employee engagement can be found in the following link
Facebook Page: AIS Employee Activities (www.facebook.com/ais.activity)