ABSTRACT
The talent management initiative in Malaysia Airlines was begun in 2007. The airline established a talent management department under the group human resource (HR) division to manage this initiative. The interest in talent management was prompted by two factors. The first was the desire to align Malaysia Airlines’ management practice in accordance with the Government-Linked Corporation (GLC) Transformation Program. GLCs are defined as companies that have a commercial objective and in which the Malaysian government has a direct controlling stake. Controlling stake refers to the government’s ability (not just percentage ownership) to appoint board members and senior management and make major decisions for GLCs either directly or through Government-Linked Investment Corporations (GLICs).Two key areas included in the transformation program are performance management and leadership development.
