Career Planning at Bukit Vista

img Jey Bukitvista | September 14, 2023

At Bukit Vista, we firmly believe that everyone has room to grow and a special place on our team. As our company keeps getting bigger and changing, we understand the importance of making sure that our career plans and job assignments keep up with these changes. There was a time in our journey when we felt a bit lost, like wandering in a big forest. Our team was getting larger, and we needed to figure out how to give each person clear goals and a clear idea of where we’re heading.

Toward the conclusion of 2022, we confronted challenges related to team member management, shift coordination, availability, and role scopes. It was in response to these challenges that the concept of the Leadership Planning Table (LPT) was conceived. Previously known as the Manpower Planning Table, this idea was born from the collaborative efforts of our CEO, Mr. Jing, and our HR intern, Sabrina.

The LPT serves as a framework for categorizing leaders and employees based on their strengths and areas of potential improvement. As individuals progress within the company, their career paths may diverge, and this divergence is not only acceptable but encouraged. To provide clarity, we have segmented our teams into six core responsibilities:

Visionaries are tasked with making strategic decisions by evaluating the Quality of Opportunity, Feasibility, and the Desired Future State. They steer the organization towards its long-term goals, address inefficiencies, and prioritize impactful ideas in alignment with our capabilities.

Upper management, occupying the highest echelons of leadership, is responsible for critical decision-making and resource allocation. Their focus lies in managing Behavior, Resources, and Talent to ensure resource efficiency and sustainability, as indicated by Output, Input, and Longevity metrics.

Strategists craft and assess systems, policies, and tools to enhance processes and services. Their evaluation encompasses Reported Opportunities and Threats, considering their Impact in terms of Speed and Intensity. KPIs are employed to track the Number and Quality of insights, which are pivotal in shaping effective decision-making.

Knowledge management involves the efficient organization and utilization of information. Measuring the Number of Ideas generated and the refinement of Operation Roles per idea, KPIs include Activity and Quality of Recommendations, aimed at enhancing efficiency and process refinement.

Sub-management supports the upper echelons, with a specific focus on Output Quality and Work Pace Enforcement. They monitor both work activity and quality, ensuring operational efficiency.

Operations encompass the fundamental tasks essential for the organization’s seamless functioning. These tasks are executed efficiently, and our performance metrics include Activity per Time Unit and Quality of Activity, aligning with company standards. Feedback mechanisms are pivotal for continuous improvement across tools, workflows, and policies.

With a clear understanding of the LPT framework, the next question arises: where and how does this concept manifest within our organization? On a day-to-day basis, the LPT informs our shift arrangements, which elucidate responsibilities and channel/platform coverage during the day. Shift managers and upper management collaborate to maintain a balanced schedule. Adjustments to the schedule are entrusted solely to upper management, given their responsibility for resource and talent management, including the identification of latent talents.

Shirt Arrangement is where we allocate and distribute responsibility and coverage for daily coordination

Furthermore, the LPT plays a central role in evaluating employee performance. Each month, upper management conducts performance assessments, factoring in predetermined goals and achievements. This process is characterized by open and constructive two-way communication, allowing employees to discuss their work. Such interactions foster trust and clarity within the team and between leaders and team members.

Of course, we acknowledge certain limitations in our current approach. Our emphasis on qualitative measures, while effective in our current scale, may prove less scalable as our organization continues to expand, particularly when considering the finite number of upper managers available. Additionally, we recognize the need to develop comprehensive growth progression plans to facilitate the advancement of our employees into roles with greater responsibilities.

In the future, we aim to achieve a harmonious balance across all six responsibilities within our teams, complemented by the right leaders and talents. This balanced composition will enable us to soar to greater heights and fulfill our mission of inspiring delight in everyone, everywhere, and every time.

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