Employee Development                                                                                     

 

BJC’s commitment to human capital development extends beyond simply filling skill gaps. The company recognizes its workforce as its most valuable asset, and its investment strategies reflect a human rights-centered approach. By fostering a culture of continuous learning and professional development, BJC empowers employees not just to perform their current roles effectively, but to thrive and reach their full potential. This commitment takes shape through dedicated training programs, mentorship initiatives, and clear pathways for career advancement. This approach yields a multitude of benefits. Employees equipped with the latest skills and knowledge are empowered to excel, fostering a spirit of innovation and efficiency. This translates directly into enhanced customer satisfaction, as a highly skilled and engaged workforce consistently delivers exceptional service. Furthermore, BJC’s focus on employee well-being and growth fosters a loyal and motivated team, reducing turnover and absenteeism while boosting overall morale. Looking towards the future, BJC recognizes the vital role human capital plays in a world increasingly focused on human-centric business models. By investing in its people, BJC not only drives operational excellence but also strengthens its competitive edge. A workforce brimming with expertise and passion not only meets but exceeds customer expectations, leading to sustainable revenue growth. Moreover, BJC’s commitment to staying at the forefront of industry trends ensures it attracts top talent, further solidifying its position as a leader in the market. In essence, BJC prioritizes human capital development not just as a strategic move for success, but as a core value. By nurturing its workforce, the company creates a win-win situation, empowering individuals while propelling the organization towards a bright and sustainable future. This commitment positions BJC as a responsible and forward-thinking company, setting a strong example for the future of business in a rapidly evolving world.

 

 

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

 

Amidst the challenges posed by the COVID-19 pandemic, BJC responded with agility by implementing a dynamic Blended Learning Approach in 2023. Crafted to accommodate diverse learning preferences and necessities, this innovative strategy ensured access to personalized training programs tailored to individual needs. Spanning traditional classroom settings, workshops, and e-learning platforms accessible through internal communication channels, this initiative ensured learning remained accessible and personalized even amidst disruptions. The integration of e-learning emerged as a particularly impactful facet, fostering engaging and dynamic learning environments conducive to skill development and knowledge acquisition. This adaptive approach underscores BJC’s steadfast commitment to providing accessible and effective learning opportunities. By harnessing technology and embracing diverse learning formats, the company reaffirms its dedication to empowering employees to continually enhance their skills and knowledge. The Blended Learning Approach reflects BJC’s unwavering commitment to employee development, pivotal in driving organizational resilience, agility, and sustained growth. As BJC looks towards the future, it remains resolute in refining and recognizing its pivotal role in fostering innovation and organizational success.

 

 

 

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.

 

 

 

 

 

 

 

2023 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	FY2023	Target 2023
Average hours per FTE of training and development	125	124
Average amount spent per FTE on training (Baht)	774
The percentage of local FTEs	100%

 

 

 

Human Development Programs

 

 

1. The Power of Brain Training 

 

The “Power of Brain Training” initiative was launched in 2022, catering specifically to managers and above within BJC. This program's objective is to deepen participants’ understanding of various brain thinking modes, including Blue Sky, Blue Earth, Red Sky, and Red Earth. By exploring both their own cognitive aptitudes and those of their colleagues, participants gained insights into the diverse perspectives within the team and organization. Continuing into 2023, the “Power of Brain Training” program expanded its reach to employees at Band 3 level and above. Conducted via Zoom meetings across 13 cohorts, the program delved into brain thinking modes, fostering an understanding of value disparities among colleagues. Upon completion, participants were grouped into 93 teams, merging diverse thinking styles. Facilitators assigned follow-up activities, such as creating TikTok videos on themes like “DiverCity in BJC”, “BJC’S Product/ Service,” and “Life@BJC/Proud to be BJC.” reinforcing learning outcomes and sparking creativity. With an impressive participation rate of 91.59% from 632 participants (band 3 & up employees) from target of 690 participants, this initiative continues to foster a culture of continuous learning and collaboration within BJC, positioning it for continued growth and success in a dynamic professional environment.

 

 

2. Big C’s Service Enhancement Program

 

Objective:
Big C’s Service Enhancement Program in 2023 is a crucial component of the company's "Customer@Heart" initiative, focusing on refining service quality and aligning employee behavior with corporate values to reduce customer complaints and enhance satisfaction levels.

 

Program Enhancements:
Following a comprehensive review process, the program has integrated new enhancements based on recommendations from external training institutes. These improvements enrich the curriculum in key areas such as the Big C Service DNA, Principles, and Model.

 

 

 

2.1 “Outstanding Service Enhancement”

• Course Content: The revamped “Outstanding Service Enhancement” curriculum delves deeper into the principles of service excellence, emphasizing its direct correlation with customer satisfaction and business growth. Interactive sessions equip participants with practical skills to excel in areas such as active listening, clear communication, and exceeding customer expectations.

• Target Audience: The program's target audience expanded in 2023 to include all levels and functions within hypermarket and market formats, ensuring that every employee interaction contributes to a positive customer experience.

• Outcomes: Increased Participation: The target audience grew significantly, from 6,164 in 2022 to 23,383 in 2023. Training Reach: Successfully trained 12,672 employees (or 38% of full-time employees) across various levels and roles. Future Development: The program is set for further development and expansion in 2024, aiming to reach the entire targeted workforce.

 

2.2 “Leading the Service Team”

• Course Content: The “Leading the Service Team” training equips store general managers (GMs) with the essential coaching and mentoring skills required to effectively guide and motivate their staff. Through interactive workshops and practical scenarios, GMs learn valuable techniques to build a positive work environment that encourages consistent delivery of exceptional service.

• Target Audience: Tailored specifically for GMs within hypermarket and market formats, this program focuses on cultivating the leadership skills necessary to foster a customer-centric culture within their teams.

• Outcomes: High Participation Rate: Achieved an impressive participation rate of 91.7% (199 out of 217 targeted GMs). Commitment to Leadership: Demonstrates the dedication of Big C’s store GMs to leading their teams in delivering on the company's customer-centric values.

 

Impact and Future Directions:

Big C’s strategic investment in these comprehensive training initiatives underscores the company’s commitment to empowering its workforce. By equipping employees with the skills and knowledge to deliver exceptional service, Big C fosters a culture of customer satisfaction and sets the stage for long-term success.

Business benefits: In 2023, 91% of customers expressed satisfaction with overall BJC Big C products and services, marking a 1% improvement from 2022. These insights were collected through the corporate-wide Voice of Customer Program.

 

 

3. Digital Transformation Canvas 

 

Objective:
The Digital Transformation Canvas Training Program aims to equip business unit heads and affiliated company representatives with the essential skills needed to devise strategic plans that align with digital transformation principles. This program fosters innovation and helps participants seize emerging opportunities, positioning their units for a digitally-driven future.

 

Outcome:
By providing a deep understanding of digital trends and technologies, participants will be empowered to lead their units through the complexities of the digital age. In 2023, amidst a rapidly evolving global landscape, embracing digital transformation is crucial for businesses to remain competitive and relevant.

 

Program Highlights:

• Comprehensive Curriculum: Tailored to address specific challenges and opportunities within each unit.
• Interactive Learning: Includes workshops, case studies, and expert-led sessions.
• Collaborative Environment: Participants engage with concepts such as digital disruption, emerging technologies, and agile methodologies.

 

Real-World Application:
Participants are encouraged to apply insights directly into their daily operations, leading to tangible digital transformations within their units. This hands-on approach extends the program's impact well beyond the training room.

 

Achievements in 2023:

• Participation: Participants included 87 leaders and representatives from diverse business units, which include 3,557 employees (or 11% of full-time employees)  that had been transferred the knowledge to.

 

• Project Generation / Business benefits: The training program resulted in the creation of 570 projects at the organizational, team, and individual levels. Many of these initiatives have been implemented as real business ventures,  generated over 39.4 million baht in additional revenue for 2023. Additionally,  an initiative also saved over 4,320 working hours. The initiatives include the development of new products, the introduction of new engineering consulting services, and the automation of processes, all contributing to BJC's growth and efficiency.