Title: Recruitment Process at Yoma Bank Myanmar

Abstract:

This assignment delves into the intricacies of the recruitment process at Yoma Bank Myanmar, shedding
light on the organization's collaboration with JobNet for headhunting, its emphasis on internal sourcing,
and the application of Competency-Based Human Resource Management (HRM) in determining pay
grades.

Introduction:

1.1 Background of Yoma Bank Myanmar:

Established as a leading financial institution in Myanmar, Yoma Bank has emerged as a key player in the
country's banking sector. The bank's commitment to excellence is reflected not only in its financial
services but also in its strategic approach to talent acquisition.

1.2 Purpose of the Assignment:

The primary objective of this assignment is to provide a broad analysis of Yoma Bank's recruitment
process. Specifically, the focus will be on the collaboration with JobNet, internal sourcing priorities, the
application of Competency-Based HRM, and the use of written tests to evaluate technical skills.
Additionally, this assignment presents on Human Resource Management (HRM) steps and processes
such as Human Resource Planning, recruitment, selection, orientation and onboarding, training and
development, performance management, compensation and benefits, employee engagement, retention,
HR Metrics and Analytics and Compliance, and Legal Issue.

Collaboration with JobNet:

2.1 JobNet Overview:

JobNet, a renowned organization specializing in talent acquisition, plays a pivotal role in Yoma Bank's
recruitment strategy. The partnership with JobNet facilitates effective headhunting for both white-collar
and blue-collar positions within the bank.

2.2 Advantages of Collaboration:

The collaboration with JobNet brings numerous advantages, such as access to a broader talent pool,
streamlined recruitment processes, and the ability to tap into JobNet's expertise in identifying and
attracting top talent. The access to the JobNet database allows head hunter the capability in selection of
skills required for the position. The process is also streamlined who is being selected by other
headhunters within the organization so that there is no double booking or double offers being done to
same candidate. The machine learning capability built in the database also can pool the selection easier
which is a big help in sourcing the talent. JobNet also works well with the LinkedIn platform in reaching
more audience in professional social media platform. The feature assist manager in managing the
candidates to send out the test in advance before the interview as well as previewing of the results. The
arrangement of the interview session also automatically sent out to the candidates by the database
feature.

Internal Sourcing Priorities:

3.1 Importance of Internal Sourcing:

Yoma Bank places a significant emphasis on internal sourcing to fill vacant positions. This approach
promotes employee retention, boosts morale, and harnesses the existing skills and expertise within the
organization.

3.2 Internal Sourcing Strategies:

The bank employs various internal sourcing strategies, including talent pipelines, internal job postings,
and talent development programs. These strategies contribute to a culture of growth and progression
within the organization. This motivates the internal workforce for a jump promotion when they are
qualified for the job skills required. It is also beneficial for Yoma Bank as the staff has been trained
professional who has been empowered with core values of the organization, mission and vision of the
organization.

Competency-Based HRM:

4.1 Overview of Competency-Based HRM:

Yoma Bank adopts a Competency-Based HRM approach to determine pay grades during the hiring
process. This method involves identifying and assessing the skills, knowledge, and behaviors essential for
successful job performance. The competency framework allows managers to manage the human
resource workforce within the organization. The competency framework also allows head hunter to
match the skill set required within the internal sources but also easier to measure the skills set bringing
in from external market.

4.2 Implementation of Competency-Based HRM:

The bank's HR department utilizes competency frameworks tailored to different job roles. This ensures
that the recruitment process aligns with the specific requirements of each position, resulting in fair and
transparent pay grade determinations. The competency framework also serves as a guidance for staff
within for the expectation by the senior management so that they are clear what to be achieved and
equip their require skills for training and development in the later stage.
Written Tests for Technical Skills:

5.1 Purpose of Written Tests:

In addition to Competency-Based HRM, Yoma Bank incorporates written tests as a crucial component of
its recruitment process. These tests are designed to evaluate the technical skills and knowledge required
for specific roles. As for the credit department, the integrity and crunching the numbers and analytics
skills are important. Thus the test are designed to evaluate the technical skills the candidate processes.
The strengths and weaknesses are also evaluated the personality of the candidate in deciding whether or
not the personality and strengths bring in by the candidate is the best fit. Yoma Bank uses the Gillert
Strength Finder to assess the existing workforce and evaluate especially hiring the manager and above
position.

5.2 Design and Evaluation of Written Tests:

The bank carefully designs written tests to align with the technical demands of the job. The evaluation
process is standardized, providing a consistent and objective measure of candidates' proficiency in the
required technical areas.

Orientation and Onboarding

6.1 Smooth transition for new recruit

The orientation is crucial in human resource management (HRM) integrating the new employee settle
right into the organization culture, workflow, value and getting new employee ready to take over the job
functions he or she performs essentially and get on with the peers, senior management as well the
team.

6.2 Onboarding

Onboarding is a more comprehensive process that extends beyond orientation. It involves integrating
new employees into their roles, the team, and the organization as a whole over a more extended period.
It accelerates the learning curve for new employees. It also fosters a sense of belonging and
engagement. It aligns new hires with the organization's goals and values. In Yoma, the new employees
are also introduced to the whole organization at monthly townhall meetings. The rapport ensures the
training and mentorship required for the new comer so that the gap is filled. The rapport and HRs also
regularly check-in with new recruit and provides feedback during the probation period. The setting of
goals and performance expectations are also discussed in the onboarding process.

Provide ongoing support and resources.

Clear communication with the new recruits, the feedback mechanism and mentorship serves the
ongoing support and resources provided by the HRM and supervisors. The digital platforms and HR
software provides the new recruits for better understanding of his/her entitlement in leave and
allowances.

Training and Development

In the digital era, Human Resources (HR) software and apps play a crucial role in streamlining HR
processes, enhancing efficiency, and improving overall workforce management. Here are some common
types of HR software and apps. The utilization of technology advancement in HR area paved the way for
employee getting ongoing support and trainings he or she required. Yoma deployed the smart HR
software where employee gets day to day updates of each department memo and directives as well as
required trainings being assigned individually and groups of targeted employee in capacity building and
raising awareness within the organization.

Performance Management System

8.1 PMS

The regular meet up with rapport allows the both parties of employee and his/her supervisor
understands the goals set for individual employee but also allows the transparency in achievement
progress so that the employee can manage the productivity before the talks of the promotion and salary
increase award. This actually bridge the expectation of the senior but also the employee’s expectation.
The clear and transparent results can be discussed without bias in turn motivating the employee stay on
course.

8.2 360 View Assessment

In order to ensure, the employee achieve all the competency described for the role and to ensure the
engagement within the organization is achieved, the 360 degree view assessment is conducted
throughout the organization. This ensures no bias assessment by the rapport of the employee.

Conclusion:

In conclusion, Yoma Bank Myanmar's recruitment process stands out as a well-structured and strategic
approach to talent acquisition. The collaboration with JobNet, internal sourcing priorities, the adoption
of Competency-Based HRM, and the use of written tests collectively contribute to the bank's ability to
attract, assess, and retain top-notch talent acquisition strategies. As the banking sector in Myanmar
continues to evolve, Yoma Bank's commitment to excellence in recruitment positions it as a key player in
the industry.

The end.