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a six-month cross-border internship
experience; 11 interns from South Korea
were placed in Malaysia and Thailand
for Asean exposure. Of this group, six
were offered permanent roles within the
Group. As we spread our wings to North
Asia we also brought in two hires from
China under the DataWarrior@AirAsia
programme which was launched in 2016
to fulfil our quickly growing need for data
analysts.
Meanwhile, to ensure we are able to
offer the right value proposition to attract
new talent, we obtained feedback from
8,000 Allstars in an Employee Value
Proposition (EVP) survey, which provided
deeper insight into what employees
seek from their employers. Three key
points emerged from the survey – 1) the
desire for more consolidated channels of
communication for information pertaining
to daily tasks, etc; 2) the desire for a
dedicated channel through which Allstars
can contribute ideas and suggestions for
greater business efficiencies; and 3) the
desire for more formal opportunities for
professional development. In response
to the first two points, we launched
Workplace by Facebook which is used
extensively to disseminate corporate
information as well as to crowdsource
ideas and obtain feedback from Allstars
on various work-related issues. At the
same time, our People & Culture team are
working on ways to bring Allstars from
the region together on more training and
development programmes.
Developing our Talent
Various formal training programmes are
organised to develop the skills of our
Allstars. However, given that about 70% of
staff learning at any organisation happens
in the workplace itself, we decided to
enhance the ‘social learning’ opportunities
within RedQ. A series of People Connect
sessions were held throughout the
year on topics such as understanding
self, others and the team. These also
touched on a pertinent leadership
skill for supervisors and managers,
namely coaching skills. In addition,
Allstars had the opportunity to join mini
training sessions organised by specific
departments, such as Safety and Security,
for greater overall understanding of the
way AirAsia works.
During the year, four senior management
enrolled in the 18-month MBA programme
organised by the Asia Business School,
established by Bank Negara Malaysia in
partnership with the MIT Sloan School
of Management. We also maintained
the pipeline established with leading
UK postgraduate institution Cranfield
University, through which our operational
and commercial leaders have the
opportunity to enrol in a Leadership and
International Aviation Safety programme.
To enhance the career advancement of
Allstars, they are given priority in filling
positions that become vacant within the
Group; and in 2017 we provided a formal
mechanism for them to apply for internal
positions through our internal career site,
#noweveryonecan on @Workplace.
Talent Review
Every year, Heads of Department
conduct a talent review to identify high
performers and Allstars who have
demonstrated leadership potential. These
high performers/potential leaders are
placed on a fast-track programme, with
the required interventions to fill in any
skills gaps so they are able to progress
their careers. In 2017, our Talent Review
took a broader perspective to focus on
succession planning for positions from the
C-2 level and above, covering over 600
senior managers.
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AirAsia Group Berhad
SUSTAINABILITY
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