Perodua, short for “Perusahaan Otomobil Kedua Sdn. Bhd.”, is a Malaysian automobile manufacturer that was established in 1992. The company is known for producing small and compact cars, and it is currently the second-largest automobile manufacturer in Malaysia, after Proton.
Perodua is a joint venture between Malaysian carmaker, Proton, and the Japanese automaker, Daihatsu. The company was established with the aim of producing affordable and reliable cars for the Malaysian market. Its first car, the Perodua Kancil, was launched in 1994, and it quickly became popular among Malaysian consumers due to its affordability and fuel efficiency.
Since then, Perodua has continued to expand its product lineup, introducing new models such as the Myvi, Axia, and Bezza. The company has also established a strong reputation for reliability and customer service, consistently ranking highly in customer satisfaction surveys.
In addition to its focus on producing affordable and reliable cars, Perodua is also committed to corporate social responsibility. The company has implemented various initiatives to support the local community, including programs to promote road safety, environmental conservation, and education.
Today, Perodua is a significant player in the Malaysian automotive industry, employing over 10,000 people and producing over 250,000 vehicles annually. Its success is a testament to its commitment to producing high-quality cars that meet the needs of Malaysian consumers, while also contributing to the local community and economy.
Perodua would like to improve on their talent management. Despite having a rigorous recruitment process, the company was trying to identify and develop employees with high potential for leadership roles. The company decided to implement an assessment center as part of its talent management strategy to identify and develop high-potential employees.
In fact, the employees have different potential and the organisation would like to identify the right candidate in the succession planning. The assessment center involved a series of activities and exercises designed to evaluate the competencies and potential of employees. The center included simulations of real-world work situations, interviews, and psychometric tests, all of which were conducted by trained assessors.
The assessment center helped Perodua in several ways:
- Identifying high-potential employees: Through the assessment center, PERODUA Sales Sdn Bhd was able to identify employees who showed potential for leadership roles. These employees were then provided with development opportunities to help them grow and prepare for future leadership roles.
- Providing targeted development opportunities: Based on the results of the assessment center, PERODUA Sales Sdn Bhd was able to provide targeted development opportunities to employees. These opportunities were tailored to address specific areas of development identified during the assessment process, helping employees to grow and reach their full potential.
- Creating a talent pipeline: By identifying and developing high-potential employees, PERODUA Sales Sdn Bhd was able to create a talent pipeline for future leadership roles. This reduced the risk of talent gaps and ensured that the company had a strong pool of candidates for key positions.
- Improving employee engagement: The assessment center process helped employees to feel valued and supported by the company. This led to increased employee engagement and motivation, as employees felt that their skills and potential were being recognized and developed.
Overall, the implementation of an assessment center helped Perodua to identify, develop, and retain high-potential employees, and build a strong talent pipeline for future leadership roles. The company was able to create a culture of development and growth, which helped to improve employee engagement and drive business success.