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Let’s accelerate: What it means to be an internal talent consultant at VietJet Air



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In this debut article, Priya Veeriah speaks to Group Director, People Development, VietJet Air, Yeoh Sai Yew to break down the role of an internal talent consultant (ITC).

At Human Resources Online we strive to bring you the latest HR trends in the most innovative content formats. In 2019, we launched Faces of HR that featured over 15 passionate HR leaders across the region committed to raising the standards of corporate L&D and talent management.

This year we are proud to bring to you Let’s Accelerate, a series that will put the spotlight on our newest conference, Accelerate HR‘s key speaking panel.

Taking place on 8-9 April in Kuala Lumpur and 14-15 April in Singapore, you can expect to hear from experts through the pre-conference workshops, office site visits, presentations and more.


In this debut article, Priya Veeriah speaks to Group Director, People Development from VietJet Air, Yeoh Sai Yew to break down the role of an internal talent consultant (ITC) and shares how to avoid pitfalls when dealing with metrics and data.

Our speaker and interviewee, Yeoh Sai Yew is eager to accelerate the closing of the mindset gap as this determines the success or failure of an organisation. A big mindset gap will result in misalignment of expectations as employees are unable to understand the company’s vision and business objectives. This will ultimately result in poor delivery and cost a lot to the business.

In order to minimise the mindset gap and ensure that the organisation is future-proof, what does it mean to be an ITC? Yeoh clarifies the following:

  1. An ITC’s role isn’t just about recruiting but also about how to scout talent in the market.
  2. An ITC needs to play an active role in identifying key talent in the market even when there’s no requirement for that role in the company.
  3. ITCs will engage with the talent and recommend to the management regarding the availability and quality of such talent in order to be considered in the acquisition strategy.

Sai Yew also revealed that while a metric-driven approach enables ITCs to view things in a more holistic manner and allows for better strategic planning, it too has its downsides.

The most challenging issue in a metric-driven approach, he reckons, is the accuracy of the data itself, followed by the timeliness of the data. He emphasises, that if the data is inaccurate or provided much later, it will defeat the purpose of the analysis.

“In April, I am excited for the #AccelerateHR conference as we will be able to share and discuss challenges and success stories from other companies, widen our networks and understand the latest trends adopted in the market,” adds Yeoh.

On 8-9 April, Yeoh Sai Yew will be sharing a case study on becoming an ITC and utilising a metrics-driven approach to master the succession pipeline.

Other themes covered in the conference include: business vs HR 2020, strategic workforce planning, digitised workplace, employee effectiveness and start-up case studies.


Register today with Reggie Ola or Adrian Ray to enjoy a 42% discount and pay only USD$590 1020! This conference is HRDF claimable and savings end on 31 January.

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