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Enhancing personnel potentiality for competition: Connecting opportunities for businesses and investors
Developing human capacity is an integral part of the SET’s efforts to build skilled personnel who are ready to cope with
changes in the business environment and technology. Securities market professionals also serve as the linkage to provide financial
opportunities for businesses and investors. Therefore, they should be prepared to respond to the needs of various parties. SET has
developed its personnel as follows:
1. Ingraining a business mindset in employees in all levels to prepare the organization for the future. The highly competitive,
constantly changing nature of the capital market should motivate employees to enhance their learning capacity, be enthusiastic
to learn, look for constructive aspects of the global changes, dare to think outside the box and be ready to work with the
constantly-changing technology and with various parties promptly and decisively.
2. Organizing its Leadership Development Program, which has been developed on a continuous basis since 2010 to enhance
the capacity of the next generation of SET managers using a variety of approaches such as one-on-one coaching by experts,
e-learning, seminars, and other training, both domestically and overseas, for management and employees.
3. Organizing activities to ingrain SET employees with the concepts and understanding of SET’s core value and the role
of “opportunity connectors” to ensure that the Thai securities market would facilitate creation of the best financial opportunities
for both businesses and investors.
4. Supporting employee efforts to increase their knowledge and skill, understand fresh technology and new innovations
by offering scholarships towards Master’s degrees in Business Administration, Law and Technology both at domestic and
international institutions so that they will use their expertise to develop the organization.
5. Promoting communications to create understanding with employees at all levels on a regular basis via internal
communication channels such as in-house announcements, informal meetings between management and employees, forums to
exchange opinions and joint activities between management and employees on a regular basis.
6. Providing for a performance evaluation system which is clear and connected with organizational objectives. The directors
and managers apply key performance indicators that are linked to corporate goals and use them in communicating with other
management team members and individual staff. These indicators are also linked to the remuneration of individual employees.