Employee Development                                                                                     

Investing in human capital development can benefit both employees and BJC in many ways. For employees, it can lead to better job performance, higher job satisfaction, and increased career prospects. By improving their skills and knowledge, employees become more productive and efficient in their work, leading to better quality work and improved customer satisfaction. This, in turn, can lead to increased job security and higher earnings potential. For BJC, investing in human capital development can lead to reduced employee turnover, lower absenteeism rates, and increased employee engagement. Additionally, by investing in the development of its employees, BJC can position itself as an employer of choice, attracting top talent and improving its reputation in the marketplace. Having skilled and knowledgeable employees is widely known to attract customers and ultimately increase revenue and profitability for a company.

Employee Development Approach

Through the Learning & Development Activity Roadmap, BJC continued to focus on the right learning opportunities, curating employees at the right depth, at the right time in the employee journey with work  learning methods and enabling all employees to have equal opportunity to participate in the training programs. Moreover, in order to drive their growth forward and beyond, the company allowed employees to have freedom of choice to participate in many training programs upon their preference, which were available both offline and online.

Blended Learning Approach

BJC initiated blended learning approach, where employees could choose to participate in various training program in many training formats.  Each year the company continued to carry out this approach, providing the employees with personalized training programs in classroom/workshop format, as well as e-learning format where they could participate in training programs simply via HR mobile application.  The e-learning format continued to generate more engaging and dynamic learning environments, as evidenced by 116,677 views from employees in 2022 who accessed training programs offered on the mobile application, which was 32% increase from 2021.

 

3X3X3 Learning Approach

BJC applied 3×3×3 Learning Approach into its Learning & Development Activity Roadmap, aiming to create “learning community” and “life-long learning mindset” at the workplace. For this approach, the company encouraged its employees to define 3 development goals, over a 3-month period, engaging 3 other people to support each employee in those goals and hold the employee accountable.  Going beyond the conservative system, BJC had developed an internal online system for the employees to register, receive results and evaluation. The system also automatically informed the direct supervisor of the employee once each training program was completed.

 

 

Facilitation Method: Technology of Participation (ToP) 

ToP is a powerful collection of structured facilitation approaches that transform the way people think, talk, and work together. They allow for highly energized, inclusive, and meaningful group cooperation, which results in excellent outputs. In 2022, BJC applied ToP in order to create and train facilitators to execute “Productivity Improvement through Manpower Efficiency Project".    The project had created and trained 52 facilitators who then engaged with all employees, and had reduced non-value-generating hours by 815,669 hours, or 216.89%.

 

2022 Performance

• Percentage of employees receiving regular performance and career development reviews: 100%, Target: 100%

• Create sustainability knowledge and mindset training for new comers: 100%, Target: 100%

 

Average Training Hours of Employees and Average Amount Spent per FTE (Baht)

 

Training Hours and Training Cost	FY2022
Average hours per FTE of training and development	123
Average amount spent per FTE on training (Baht)	1,041
The percentage of local FTEs	100%

 

 

Human Development Programs

 

1. The Power of Brain Training 

The training was curated for the employees at manager level and above, enabling the participants to learn and understand different brain thinking modes/preferences, understand the aptitude for using one's own brain and others through brain thinking mode/preference of all 4 types: Blue Sky, Blue Earth, Red Sky and Red Earth.  Moreover, the participants were expected to realize the value differences of their colleagues, subordinates and supervisors for the successful collaboration of the team and the company.  Throughout 2022, the training was conducted 12 times, having 469 participants.

In relation to the Power of Brain Training, 4 sessions of knowledge sharing on The Four Powers for Growth had been organized and there were a total of 511 employees attended, as follows;

• The Power of Systematic Decoding: Learning about systematical thinking and practice professional analysis through case studies.
• DiverCity Talk - Gender Diversity: Raising awareness and promoting gender diversity and equality.
• The Power of Business Defining Moment: Energizing business mindset.
• The Power of “San-Sang” l MAKE IT HAPPEN: Generating ideas and creativity to serve customers.

 

2. Big C’s Customer Satisfaction Enhancement Program 

Big C’s Customer Satisfaction Enhancement Program was initiated under Big C’s “Customer@Heart” scheme. Every year, the company works on lowering customer complaints and boosting customer satisfaction by enhancing service quality and encouraging good employee behavior that is consistent with the company's fundamental values.  In 2022, the training had been reviewed and improved, and titled Uplifting Service Development Project, where the previous training content on operation excellence, service with heart, skills enhancement for managers and retail & service knowledge were redesigned and combined into a comprehensive training program. Beyond that, the company also added recommendations from an external training institute to improve the program in the areas of Big C Service DNA, Big C Service Principles and Big C Service Model: Smile, Smart, Speed.

Uplifting Service Development Project

The project aimed to support Big C’s Customer Satisfaction Enhancement Program by providing Big C store staff with a training that suited their scope of work, enabling them to achieve service excellence and to work more effectively and efficiently.  The training consisted of various classes for different groups of employees;

• Train-the-Trainer Certification Workshop – The 5-day incentive workshop, aiming to create internal certified trainer to organize service training for their stores at all levels.  In 2022, the workshop had created 160 certified trainers.  The trainers were then stationed at operation hubs across the country to transfer the knowledge on a monthly basis, act as a coach, and evaluate their training sessions.
• Outstanding Service Mind Training – The training aimed to give Big C store staff a better understanding of how importance of service and customer experience were to the business. The participants included 6,164 employees from 160 stores.
• Leading the Service Team Training - The main target participants included store managers, where they learned coaching and mentoring skills for their store staff. There were 180 store managers attended the training.

Business benefits: Regarding to customer service satisfaction survey, BigC is able to maintain customer service satisfaction result at 97% (96% is company’s standard), which is the satisfaction based on the services at Big C hypermarket format only.  The result has shown that customers are satisfied with Big C services more than the previous year in many dimensions, which include employee's friendliness and hospitality, employee's store knowledge, employee's availability, and the performance of cashiers.

Total Participants: 6,504 employees or 19% from 34,046 full-time employees.

 

3. Productivity Improvement through Manpower Efficiency Program

The program focused on enhancing efficiency within the organization. It involved two main components: training on lean operation concepts and the implementation of a Man-hour Management Initiative.

Firstly, the program provided training to heads of business units and key personnel on lean operation principles, covering topics such as the 8 wastes and distinguishing between value-added and non-value-added jobs. This training aimed to develop a shared understanding of waste elimination and value creation.

Secondly, Man-hour Management Initiative was implemented across all business units. This initiative involved tracking and analyzing man-hour data to identify areas of improvement. Strategies such as process redesign, task prioritization, and resource allocation adjustments were implemented to optimize productivity.

Program objectives:

•          To provide training on lean operation concepts, the 8 wastes, and value-added vs. non-value-added jobs to business unit leaders and key HR personnel.

•          To implement a Man-hour Management Initiative in every business unit to track and optimize manpower utilization.

•          To achieve a significant reduction of man hours, indicating improved efficiency and productivity within the organization.

4. Big C Change Agent Boothcamp 2022

Big C Change Agent Bootcamp 2022 was a change agent development program that took place over 2 full days, aiming to be a platform for organization transformation that promotes collaboration and networking.  There were 120 change agents or the participating employees in the program, which came from all departs and functions of Big C. Over 2 days, the participants had learned about growth mindset, outward mindset, problem solving skill, decision making skill, leadership skill, communication skill through experiential learning, under the concept of “Build Teams, Build Momentum, Drive Change”.

 

5. Employee Knowledge Sharing: Learn Out Loud

In 2022, BJC had gone beyond organizing a knowledge sharing from external experts, the company allowed and encouraged its employees to share their expertise and experience to other employees via online sessions, “Learn Out Loud”.  There were 3 sessions organized throughout the year with over 100 attendees.  The main topics shared in the sessions included Agile, Skills for Success, Productivity, The Codes and Empathic Leadership.