Our HR Principles
PTTES provides equal opportunity to everyone. We are intensely aware that our people through a common bond of "ES Spirit" are the most vital resource and are the key factor for the success of an organization.
Anchored in our vision & mission that drives us forward, we provide our people with the appropriate learning and development structure guiding to the high level of expertise in their assigned duties. We consistently emphasize best practices in our systems and processes at all levels of management and in the development of our human resources.
HR Management System
We trust that our committed and competent resources will drive PTTES to prosperity and success. The HR Management System starts with the recruitment process where we look for candidates with solid education and work experience, who appear to appreciate values similar to our "ES Spirit" core values.
With our Performance Management System, each staff is involved in setting up functional plans, while the assignment of work is delegated through agreeing individual and team. Key Performance Indicators (KPIs) are used to periodically evaluate our people.
We run our business as a matrix organization in order to optimize our human resource. The most vital aspect of the matrix organization is that our PTTES people can share information and expertise more readily across their functions, which increases more in the depth of knowledge and specialization. Those will be properly managed under a harmonized work environment with team participation, collaboration and accountability.
PTTES focuses on employee development which has a dual objective of growth of the employee and the growth of organization.
To become "Technical Center of Excellence in AEC in 2020", the training and development of human resources are critical tasks in enhancing our capabilities and performance. Based on our PTTES Learning and Development Framework and Competency Management System (CMS), we clearly clarify the development guideline for each level of PTTES's staff.
Not only do we develop competency in the technical areas, but we also establish "Leadership Development Program" to encourage our people to be ready for all changes and to build strong leadership from the working staff level up to the executive level.
In practice, each PTTES staff will be involved in setting up their Individual Development Program (IDP) designed specifically for annual development in each discipline, with the aims of improving managerial skills, as well as technical skills and core behaviors. Those will be organized in many approaches depending on the development purposes such as formal training, web-based learning, knowledge and experience sharing programs by management, on the job training and job coaching by seniors.
Our learning and development philosophy are grounded on the followings:-
- Human beings have the capacity for growth. Everyone in PTTES has the ability to grow and should strive constantly in this direction in order to sustain the growth of the company
- Every staff has a unique value. Thus, each one is a person in his own right, different from all others, and is capable of innovative contributions.
- An employee's interest and organizational objectives can be integrated
- Training and Development is an investment that will yield a considerable return
PTTES gives a top priority on employee engagement. We start this since our human recruitment and selection process. The competency - based interview is conducted to identify and ensure we hire highly committed person who has the right competencies for the job in the first place. By this way, an employee will join PTTES family with confidence, possess knowledge and skill that organization requires, and can quickly adjust to the new environment. This, in turn, leads to maximum productivity, career success, and a high level of employee engagement.
To have a continuous growing of employee engagement in a sustainable manner, all levels of management work together in improving employee engagement. It is the managers' role to work closely with their subordinates to help them set clear goals, to review their performances, to constantly give them direct and constructive feedback, and to encourage knowledge and skills development.
Work-life balance is also a topic of interest at PTTES. We launched a flexible working time system at our office in 2015, allowing employees the ability to manage their own time appropriately and efficiently in line with family or personal commitments. There are three schedules of working hours, by having eight working hours per day as follows:
1. Work schedule # 1 is from 7:30 a.m. to 16:30 p.m.
2. Work schedule # 2 is from 8:00 a.m. to 17:00 p.m.
3. Work schedule # 3 is from 8:30 a.m. to 17:30 p.m.
Apart from those, "Employee Engagement Survey" is annually conducted in order to collect employee's opinion. Information from the surveys is used to further develop and improve HR management system, enhance our ES Spirit core value, and increase employee engagement level. Furthermore, our executives consider the level of employee engagement and satisfaction as one of our corporate KPIs.
PTTES believes in pay for performance system. Our compensation structure is designed to be competitive in the market. Each job is evaluated based on the complexity of the task and the scope of accountability. The job under evaluation is assigned a "Job Grade", reflecting its complexity and accountability. Each individual's salary and promotions will be periodically appraised through Performance Appraisal System (PAS). A variable bonus will also be considered each year in relation to team performance.