In a competitive consumer goods retail industry where the jobs are labour-intensive and disruption from online businesses pose serious threats, one social enterprise has been focusing on engaging and developing its workforce, remaining competitive and upholding its social mission to moderate the cost of living for Singaporeans.
Operating more than 140 supermarkets and 160 convenience stores, NTUC FairPrice boasts a workforce that is more than 10,000 strong, with 9,300 of them working in the stores.
“We seek to be a progressive employer, leading in our practices and taking good care of our people. This approach enables us to attract, retain, engage and develop them for the future of FairPrice,” said NTUC FairPrice Chief Human Resource Officer Tan Kwang Cheak.
To do that, FairPrice has been focusing its efforts on providing employees with development opportunities, training, and career pathways to help them achieve their aspirations.
NTUC FairPrice was recently recognised as a Human Capital Partner under the Human Capital Partnership (HCP) Programme.
Prioritising the development of human capital, HCP is a tripartite initiative between NTUC, the Ministry of Manpower (MOM), the Singapore National Employers Federation (SNEF) and the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP).
Opportunities For Everyone
According to Mr Tan, FairPrice continues to invest significantly in the training and development of its workforce.
They have set up a FairPrice Training Institute which has learning and development programmes for its staff. They also partnered fellow social enterprise NTUC LearningHub to tap their expertise and offer a wider range of programmes.
FairPrice has also recently launched a new Ground Commander Leadership Milestone Programme that focuses on the development of its branch managers to equip them with the skills and knowledge relevant for the future.
The company has also embarked on a FP Innovators programme in partnership with NTUC Enterprise and Swiss business school IMD with the aim of taking participating staff through a rigorous, in-depth programme focused on developing leadership and innovation.
This is in addition to a Talent Development Programme where high potential individuals within all areas of the organisation are identified and groomed.
“We would like to provide our talent with clear career paths and development opportunities. We are also looking at enabling the rotation of our talent through key functions across the organisation based on a structured framework, to accelerate their development and growth.
“The Talent Development Programme is open to all employees as long as they have the potential, aspiration and ability to progress and take on leadership positions,” said Mr Tan.
