Case study: How Ingram Micro Asia is making 'world-class talent' a reality

Amanda Chua, Ingram Micro Asia's HR Director, ASEAN & HK, tells Priya Sunil about the HR team's two-fold approach to developing mid-level managers, its mentoring programmes, and more.

Among the different areas under Ingram Micro Asia’s HR strategic priorities for 2019, the concept of world-class talent is one of its key focuses.

In approaching this, the company – a distributor of computer and technology products – has a few new initiatives lined up, with one being development solutions that will differentiate growth and talent. It will offer these solutions based on a leadership development strategy, designed based on the maturity of the workforce in each operating country.

As such, in Singapore, the HR team currently focuses on developing its mid-level managers, says Amanda Chua, Human Resources Director, ASEAN & HK, Ingram Micro Asia.

To elaborate on this, she explains there are currently two folds in the team’s approach to developing the middle level – the current middle managers themselves, as well as the “young” or new managers/team leaders.

“We partner with external vendors to customise a six to nine-month programme covering all leadership qualities and competencies, tailored based on the needs of the two levels,” she says.

“These programmes are ongoing in that they are run throughout the year, as we believe in sustainable training versus a one-time workshop.”

Apart from this, the team also has in place its own mentoring programmes, with sessions conducted by the company’s business unit heads. According to Chua, these programmes have yielded positive feedback from both mentors and mentees, as it has allowed the company to define the mentees’ personal goals in line with their development plans.

Accordingly, she stresses there is no end to the process and that it should be approached “inside-out”.

“What that means is always work on the ‘core’ (or sometimes we term it ‘self’). Depending on what leadership competencies are essential to your organisation, it could be decision-making, time management, strategic mindset/thinking, the list can go on. One essential part of ‘self’ is understanding your own style of management,” she explains.

She also highlights the importance of picking up the key skills required to lead, as well as the need for concepts to be covered beyond the classroom as a refresher on the tools and concepts learnt.

Going forward, the company takes the view of these programmes being a long-term investment, thus one should not focus on short-term results. Even so, she admits that training ROI can never be quantified in a very clear way.

“We also promote purposeful leadership and the importance of ensuring the organisational purpose aligns with one’s individual purpose. Once there is alignment in place, you will have motivated individuals at work.”

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This case study was part of a feature on leadership development, which appeared in the June-July edition of Human Resources magazine (Singapore). Read the full feature in the special Learning & Development edition out now, or in our online version!

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