SKILLSFUTURE RETAIL SECTORAL MANPOWER PLAN - IAL

SKILLSFUTURE RETAIL SECTORAL MANPOWER PLAN

FOREWORDWith rising affluence in Asia, consumers’ increasing expectations and the proliferation of digital technologies, the retail sector in Singapore is presented with both new growth opportunities and challenges. This is an exciting era of new business ideas and retail concepts, particularly in online shopping. At the same time, manpower is tight and overall business costs are rising. Retailers must keep up and innovate in order to stay competitive. In addition to driving sales growth, it is crucial for retailers to equip their employees with skills that are relevant in today’s competitive global marketplace. The Retail Sectoral Manpower Plan (SMP), an initiative under the SkillsFuture movement, is a five-year strategy to develop a manpower-lean sector, with a future-ready and productive retail workforce. Under the SMP, two key strategies have been identified. These are: (1) to strengthen enterprise capabilities to develop a quality and productive workforce; and (2) to build a pipeline of deep-skilled Singaporeans. The SMP also highlights our strong tripartite commitment to develop quality jobs, deepen skill sets, develop attractive career opportunities, and create a retail workforce with a strong Singaporean core.

This publication “Future of Retail” highlights the key trends affecting the sector, maps out the key strategies of the Retail SMP and showcases the various initiatives and interventions to overcome current manpower challenges.

We look forward to working with you on this exciting journey to prepare and develop the workforce for the future of retail.

Mr Poon Hong Yuen

Chief Executive, SPRING Singapore

Mr Ng Cher Pong

Chief Executive, Singapore Workforce Development Agency

Mr Yeo Guat Kwang

Assistant Secretary-General, National Trades Union Congress (NTUC)

Mr Anthony Gan

Executive Director, Singapore Retailers Association

CONTENTS

Retail Sectoral Manpower Plan

Remodelling Businesses & Re-designing Jobs

Strengthening Human Resource (HR) Competencies

CHAPTER 2: PREPARING FOR THE FUTURE

08

09

11

Supporting Transition into the Retail Workforce

Encouraging Continuous Learning

CHAPTER 3: MORE THAN SALES STAFF

16

20

ANNEX

Retail in Singapore

Trends Unveiled

The Future of The Retail Workforce

02

04

05

CHAPTER 1: SPOTLIGHT ON RETAIL

SPOTLIGHT ON RETAIL

RETAIL IN SINGAPOREAN EVOLVING LANDSCAPE

In today’s increasingly competitive retail landscape, retailers and the retail workforce in Singapore must possess the necessary capabilities to adapt to fast-changing consumer needs and to tap on new growth opportunities. Re-designing retail jobs and deepening the workforce’s skills are key for retailers to succeed in the new retail landscape. A skilled and productive retail workforce supports the sustainable development and continued vibrancy of our retail sector.

SPOTLIGHT ON RETAIL I 02

Fashion & Sporting Goods

Supermarkets & Convenience Stores

15,859 Enterprises

(2013)

The retail sector refers to retail trade excluding motor vehicles, petrol stations, hawkers and stall-holders.

Furniture & Furnishings

Consumer Electronics

Jewellery & Timepieces

Department Stores

1.4% of theGross Domestic Product (GDP)

(2014)

6 MAIN SECTORS

KEY FIGURES

125,000 Employees Nationwide

(2014)

Employment:

Large retailers: 51%Small retailers: 49%

The retail sector is labour intensive, with 80% of workers in Rank and File jobs and 79% in Front-of-House operations.

Front-of-House

79%Back-of-House

21%LEADERSHIP, MANAGERIAL, EXECUTIVE 4% 1%

10% 5%

65% 15%

TECHNICIAN ANDASSOCIATE PROFESSIONAL

RANK AND FILE

Number of Enterprises:Large retailers (i.e. with annual revenues of at least $10 million): 2%Small retailers: 98%

Retail Value-Added:Large retailers: 64%Small retailers: 36%

SECTOR COMPOSITION

MANPOWER DISTRIBUTION

03 I SPOTLIGHT ON RETAIL

The retail sector refers to retail trade excluding motor vehicles, petrol stations, hawkers and stall-holders.Source: Department of Statistics, 2013

Source: Towers Watson Retail Manpower and Compensation Study 2013/4 commissioned by SPRING Singapore.

TRENDS UNVEILEDIn this age of e-commerce and even m-commerce, consumers can shop anytime and anywhere. With the changing retail landscape, brick-and-mortar retailers must look into strategies to capture sales online while re-inventing their in-store offerings to excite consumers.

Broadly, four technology and global trends have presented new growth avenues and changing demands on the retail workforce:

Digitisation Of RetailNew technologies increase

productivity and enhance business operations and processes.

New Overseas OpportunitiesNew markets and opportunities are opening for Singapore retailers as consumers are now

well-travelled and keenly aware of global trends.

Changing Shopping Behaviour Services such as 24-hour online

shopping and international delivery reach out to a wide segment

of consumers.

Rising Consumer ExpectationsConsumers are seeking new experiences,

personalised shopping and seamless transitions across channels.


MAJOR RETAIL TRENDS

THE FUTURE OF THE RETAIL WORKFORCE

Retail employees must be empowered with new skills and knowledge, amidst the shift towards e-commerce and manpower-lean technologies. A deep-skilled retail workforce with future-ready skills will help retailers capitalise on emerging opportunities.

BEFORE

AFTER

05 I SPOTLIGHT ON RETAIL

FUTURE JOB SKILLS

Expanded skill sets to meet changing demands.

TechnicalSkills

Global-Minded

Soft Skills

TechnologySavviness

Gather and analyse meaningful data to form customer insights

Manage brand portfolios and assets across multiple sales channels

Understand international consumers’ preferences to better engage them

Re-design workflows to support implementation of new retail technologies

Design customer-centric fulfilment processes

Expand business through omni-channel retailing

Soft Skills

TechnicalSkills

These are some examples of future skills requirement. The list is non-exhaustive.

Here are two examples of how retail jobs can be re-designed or newly created.

Re-designing the Role of Sales Assistant

Creating the New Role of E-Commerce Specialist

FUTURE JOB ROLES

For example, an e-commerce specialist will manage omni-channel retailing strategies to ensure consistent online and in-store experiences.

New specialised roles can be created to meet the needs of new business models.

Retailers implementing new technologies, such as self-checkout, can empower sales assistants to focus on higher value-adding tasks.

The Sales Assistant’s role can be re-designed to include performing more customer-facing tasks and delivering more personalised services for consumers.

S$200

Self checkout


PREPARING FORTHE FUTURE

PREPARING FOR THE FUTURE I 08

RETAIL SECTORALMANPOWER PLANThe Retail Sectoral Manpower Plan (SMP) is a key initiative under SkillsFuture that brings together employers, unions, education and training institutions, trade associations and government agencies, to map out future skills and career progression pathways in the retail sector.

The Retail SMP aims to develop a future-ready and productive workforce, through initiatives that will make every job better, improve mobility and enhance the quality of the local workforce in the key retail business functions.

Strengthening enterprise capabilities to develop a quality and productive workforce:

3. Supporting Transition into the Retail WorkforceEnable students to explore careers in the retail sector and attract and provide structured training for fresh graduates

4. Encouraging ContinuousLearningAddress future needs by encouraging continuous learning for skills deepeningand mastery

1. Remodelling Businesses & Re-designing JobsIdentify and review jobs and processes that can be re-designed

2. Strengthening Core HR CompetenciesEvaluate current practices using diagnostic tools and map out strategies to improve HR and training capabilities

Building a pipeline of deep-skilled Singaporeans:

THE RETAIL SMP WILL FOCUS ON TWO MAIN STRATEGIES

09 I PREPARING FOR THE FUTURE

REMODELLING BUSINESSES & RE-DESIGNING JOBSNew business models have to be identified to enable retailers to restructure and adapt to the changing landscape. Along with this, jobs and tasks can be streamlined to ensure effective employee deployment, training and development, while leveraging on retail technology to empower the workforce.

JOB RE-DESIGN WILL HELP RETAILERS TO ACHIEVE:

Team 1Team 2

Leaner manpower with higher

value-adding jobs across all levels

Effective workforce

deployment

Sustainable wage progression

Service-focused workforce


Job Re-design:Streamlined job tasks, allowing employees to focus on higher value-

adding strategic activities such as analysis of inventory metrics.

Retail Technology:Adopted manpower-lean

solutions, e.g. RFID for inventory management,

cashierless system for Front-of-House.

HR Policies:Standardised training and ensured buy-in across all levels of the organisation

in deploying transformative projects.

Decks Pte Ltd made the decision to adopt retail technologies to improve operational efficiency. To deal with additional logistics and warehousing needs, the company adopted manpower-lean solutions, such as Radio-Frequency Identification (RFID), for more efficient inventory management. This helped to streamline job tasks, allowing warehouse employees to focus on more strategic activities including the detailed analysis of inventory metrics. Following their successful RFID implementation, Decks adopted a cashierless system for Front-of-House operations, enabling sales assistants to provide better, more personalised customer service. To ensure employees’ buy-in for these transformative projects, training programmes were standardised to enhance employees’ skills in adopting these technologies.

CASE STUDY: Making the Switch - How Decks Adopted Technology

HOW CAN COMPANIES TAKE PART? Companies interested to embark on business remodelling and job re-design can email [email protected] for more information.

IN A NUTSHELL


To attract and retain Singaporeans in retail careers, companies have to adopt a holistic HR policy, supported by an Employee Value Proposition (EVP) framework which includes structured career pathways and ample training opportunities.

Retailers that develop strong HR policies and robust training programmes would be well-placed to attract and retain talent, to support their overall growth.

Towers Watson Manpower and Compensation Benchmarking Study (2013/4) found that companies that implement holistic HR policies are five times more likely to see higher levels of employee engagement, and twice as likely to perform significantly better financially as their peers.

STRENGTHENING HR COMPETENCIES

Holistic HRApproach

EVP Framework

Higher level of employee engagement

Better financialperformance

Companies withholistic HR policies

Companies withoutholistic HR policies

x1

x5

x2x1

IDENTIFY GAPS AND STRENGTHEN CORE HR COMPETENCIES

Retailers can better attract and

retain talents


Progressive Business Model:

• E-Commerce platform to cater to busy young parents.

• Integrated ERP system to provide visibility on stock movement, which enhances the effectiveness of the marketing strategies and membership programmes.

Strong HR Policies:

• Developed appropriate KPIs and appraisal mechanism (including upward and 360-degree appraisals) to drive desired employee behaviour.

• Established Mothercare Academy, a training platform to ensure service excellence and consistency in customer experiences.

CASE STUDY: Caring for Our People - Mothercare’s HR Policies

Mothercare Singapore leveraged on digital service solutions to make their employees’ jobs easier and more fruitful. For example, the integrated Enterprise Resource Planning (ERP) system provides visibility on stock movement, allowing employees to make more informed decisions on marketing strategies and loyalty programmes.

These initiatives were supplemented by Mothercare’s progressive HR practices. Key Performance Indicators (KPIs) were developed and, together with a 360-degree appraisal system, are used to drive desired employee behaviour. Training courses were conducted at Mothercare Academy to ensure service excellence and consistency in customer experiences.

IN A NUTSHELL


There are various tools and support schemes retailers can tap on to build their HR and training infrastructure to uplift the skill sets for all levels of the workforce.

Skills Framework for RetailA roadmap of skills needs with career progression pathways.

SPRING’s HR DiagnosticTo help companies understand their current state of HR maturity and identify gaps for improvement.

SPRING’s Innovation & Capability Voucher (ICV)First step to upgrade and strengthen companies’ basic HR practices through bite-size consultancy projects.

SPRING’s Capability Development Grant (CDG)In-depth consultancy projects for better HR management and development.

SPRING’s HR Shared ServicesOutsource HR activities to improve operational efficiency through shared access to HR systems and services.

Industry CollaborationsDevelopment and launch of new Pre-Employment Training (PET) programmes, modular courses and masterclasses with best-in-class training institutions and brands.

WDA’s Enterprise Training Support SchemeTraining grants of up to $200,000 per organisation to send employees for training.

SkillsFuture Mentors Qualified mentors with deep industry skills and experience to help companies strengthen their learning and development capabilities and enhance the coaching skills of supervisors and managers.

Incentives & Programmes to Build HR Competencies

HOW CAN COMPANIES TAKE PART? Companies interested to strengthen HR policies can start by using SPRING’s HR Diagnostic at www.spring.gov.sg/hcd to identify gaps for improvement.

BUILDING HR CAPABILITIES BUILDING TRAINING CAPABILITIES


The Skills Framework for Retail will provide information on the sector and employment outlook, career progression pathways, occupations and skills descriptions, as well as programmes available for skills training. The framework will give individuals greater access to information on retail careers, allowing them to make more informed career choices, and identify skills that enable them to move within the sector or into related industries.

Provide up-to-date information on the retail industry and jobs in the sector

Map out career progression pathways

Codify current and future skills required

The Skills Framework will not only enable individuals to make informed education, training and career choices, but also allow employers and training institutions to develop appropriate career pathways and training roadmaps for each job in the sector.

SKILLS FRAMEWORK FOR RETAIL

1

2

3

RETAIL OPERATIONS DIRECTOR

RETAIL OPERATIONS / AREA MANAGER

STORE MANAGER

ASSISTANT STORE MANAGER

SUPERVISOR

SALES ASSOCIATE

Post Secondary Education Institutions

Institutes of Higher Learning

Government

Employers

Unions

co-develop

USING THE SKILLS FRAMEWORK FOR RETAIL

Technical Skills

Soft Skills

Retail OperationsConduct sales forecast and competitor analysisFacilitate adoption of retail technologies

Empathy, flexibility and confidence in engaging customersUnderstanding global consumer preferences

*Illustration pending validation. The Skills Framework for Retail will be developed in consultation with various industry stakeholders.

EXAMPLE OF RETAIL OPERATIONS PROGRESSION PATHWAY*

MORE THANSALES STAFF

SUPPORTING TRANSITIONINTO THE RETAIL WORKFORCE

MORE THAN SALES STAFF I 16

The internship experience plays a major role in a student’s decision to join the sector upon graduation. Having a meaningful internship experience provides students with an appreciation of what they could look forward to when they join the retail sector.

As the Sector Coordinator for the retail industry, Nanyang Polytechnic (NYP) will support the design and implementation of enhancements to internships through industry engagement and partnerships with other polytechnics and the Institute of Technical Education (ITE). The polytechnics and ITE will collaborate with participating retailers to deliver a positive and meaningful internship experience for their students.

Grant support for qualifying internship

stipend*

Access to potential new hires

Play an active role increating a positive

image for the sector

Create positive internship experience through job rotation

and structured training

Companies that are interested to offer internship placements can contact [email protected] to find out more.

*Retailers may receive grant support through SPRING’s SME Talent Programme (Internships).

The internships opportunity with G2000 allowed me to apply theoretical concepts I’ve learnt and better understand retail operations, as well as the diverse career paths and advancement opportunities the industry offers. With the improvements to the upcoming Enhanced Internship, my peers will be able to widen their scope of learning and gain relevant experiences. With this stint, I have gained confidence and enhanced my career options at graduation.

Ms Chan Jia Hui Audrey, Year 3 student, Diploma in Business Management, Specialisation in Retail Management and Entrepreneurship,School of Business Management, Nanyang Polytechnic

HOW CAN RETAILERS BENEFIT?

ENHANCED INTERNSHIPS

17 I MORE THAN SALES STAFF

SPRING’s SME Talent Programme aims to help local SME retailers to attract local talents from the ITE and polytechnics. Retailers are required to provide a one-year training plan for students joining the company after graduation. This will allow the graduates to gain industry exposure and secure career opportunities. As part of the programme, students will also receive study sponsorship and a sign-on bonus.

Recruit strong candidates for Front-of-House and Back-of-House positions

Support talent attraction and enhance

employee retention

Grant support for qualifying study

sponsorship value

Companies that are keen to recruit students through the SME Talent Programme can contact the Singapore Retailers Association at [email protected].

As there are many participating companies offering a variety of roles, it is easy for fresh graduates to find something that suits, or even challenges us. Bespoke menswear is a very different area from what I studied, but I have honed my product knowledge through daily interactions with customers. It has been an invigorating experience!

Ms Andrea Er,Sales Executive at Rossi Apparel, Graduate from Temasek Polytechnic


SME TALENT PROGRAMME


The SkillsFuture Earn and Learn Programme is a work-study programme, designed to give fresh graduates from the ITE and polytechnics a head start in careers related to their discipline of study. Building on their knowledge and skills acquired in school, the SkillsFuture Earn and Learn Programme supports the graduates’ transition into the workforce and kick-starts their careers in the retail sector.

The programme allows graduates to gain industry experience and attain an industry-recognised certification concurrently. The programme, which also supports workplace learning, ensures that the training is aligned and relevant to business needs.

ROLES OF PARTICIPATING COMPANIES

Recruit more retail-trained graduates

Support talent attraction

and enhance employee retention

Training aligned tobusiness needs

Up to $15,000 incentive per participant

for companies


The SkillsFuture Earn and Learn Programme is a very good avenue to build a talented pool of fresh graduates who are passionate about retail and ready to choose retail at the onset of their careers. The graduates who joined us are able to further their education with the support of this well-structured programme. We are extremely proud to share that their performance have exceeded expectations.

Ms Chew Lay Kheng, Human Resource Manager,Charles & Keith (Singapore) Pte Ltd

Co-develop OJT structure and blueprintIdentify, select and implement productivity projectsProvide time for students to attend facilitated learning outside workplace

Provide mentors for students during on-the-job training (OJT) Train students during OJT Conduct formative assessment by mentor during OJT

SKILLSFUTURE EARN AND LEARN PROGRAMME

Participating companies will be required to:


PROGRESSION PATHWAY: Retail Management Trainee to retail position with managerial responsibilitiesDURATION: 18 months

PROGRESSION PATHWAY: Retail Supervisor Trainee to retail position with supervisory responsibilitiesDURATION: 18 months

SKILLSFUTURE EARN AND LEARN PROGRAMME PARTICIPANT

SKILLSFUTURE EARN AND LEARN PROGRAMME PARTICIPANT

More roles to cater to future and emerging retail skills will be introduced in 2016.

Companies interested to recruit students through SkillsFuture Earn and Learn Programme can email [email protected] to find out more.

The SkillsFuture Earn and Learn Programme has made me realise that retail is much more than just serving customers. I find myself paying more attention to the little details at work and relating it back to what I’m learning on the course at the Singapore Institute of Retail Studies (SIRS). I can see how I can make the transition from a fresh graduate to a retail manager. I would definitely recommend this programme to all my peers!

Ms Nicole Chin, Diploma in Business Administration at Singapore Polytechnic,Customer Service Fashion Associate, Charles & Keith (Singapore) Pte Ltd

INCENTIVE FOR SINGAPOREANS: $5,000 per participant

WORK CERTIFICATION: WSQ Specialist Diploma in Retail Management

PROGRAMME FEATURES: 1) On-the-job training (OJT)2) Facilitated Learning & Project

INCENTIVE FOR SINGAPOREANS: $5,000 per participant

WORK CERTIFICATION: WSQ Advanced Certificate in Retail Supervision

PROGRAMME FEATURES: 1) On-the-job training (OJT)2) Facilitated Learning

POLY

TEC

HN

IC G

RAD

UA

TEIT

E G

RAD

UA

TE

EXAMPLES OF PROGRESSION PATHWAYS


ENCOURAGING CONTINUOUS LEARNINGRAISING THE BAR

With the constant changes in the retail landscape, it is crucial for the workforce to stay updated with the relevant skills and be future-ready. Companies can tap on the various initiatives to encourage their employees to acquire deeper skills relevant to their work in order to grow their career.

One of the Retail SMP’s strategies thus focuses on retraining and upskilling the retail workforce.

SKILLSFUTURE STUDY AWARDS

The SkillsFuture Study Award is a $5,000 award to encourage and support early to mid-career Singaporeans in developing and deepening specialist skills needed in priority sectors, including the retail sector.

It is applicable for retail-related courses, including courses for emerging skills such as e-commerce, digital marketing and data analytics.

Employers interested in nominating their employees for the SkillsFuture Study Awards can visit www.skillsfuture.sg/studyawards.

SKILLSFUTURE LEADERSHIP DEVELOPMENT INITIATIVE

The SkillsFuture Leadership Development Initiative aims to groom and develop middle to senior management for leadership roles. These talents will benefit from leadership and managerial development courses. Companies that are interested can contact [email protected] to find out more details.

INCENTIVES & PROGRAMMES TO UPSKILL YOUR TEAM


The retail landscape is constantly evolving as Singapore becomes a global shopping destination. It is important for retailers to stay abreast of manpower trends and embrace new ways to improve overall productivity. In the high customer touchpoint luxury segment, talent recruitment and development is one of Soo Kee Group’s top priorities. We hope to participate in the upcoming manpower initiatives to nurture talents and better shape them for tomorrow.

Mr Daniel Lim, Chief Executive Officer, Soo Kee Group

I’ve been in the luxury retail sector for six years, working my way up from a salesperson to my current role in overseeing store operations and sales. Throughout the journey, I’ve constantly sought to improve myself and understand the industry and customers better by going on different training programmes, ranging from customer service to coaching and leading a team. To succeed in retail sales, you need passion, commitment and strong product knowledge to deliver the best for your customers. I urge all colleagues to believe in what you do and continue to develop yourself as a retail professional.

Mr Eugene Koh, Assistant Store Manager, Dolce and Gabbana Singapore Pte Ltd

The Urban Beauty Academy courses taught me the basic steps to skincare and makeup. Following that, I attended the advanced makeup course where I learnt practical skills like recommending the correct type of products to my customers. Through such continuous training, I am able to do better at my job and serve my customers with greater confidence.

Ms Lee Wei Ling,Assistant Retail Supervisor, BHG Singapore

FROM THE SHOP FLOOR

SEALING THE DEALChanges in consumer behaviour, rising aspirations of locals and the ageing workforce add urgency for a transformation of the retail sector. Retailers will have to look at restructuring their business models, re-designing jobs and processes while tapping on technological solutions to collectively develop a nimble, future-ready and engaged workforce that is able to chart the way forward for the retail sector. For retailers riding on the waves of change, there will definitely be more in store for them, their employees and their consumers.

I would say that in the future, as we move towards becoming a manpower-lean economy, human

capital will become the most important asset of the economy. In other words, how we are able to bring the best out of everyone, and in a way, that

will also give them the best in return for giving their best. I would say that that becomes a key

factor for us to build on.

Mr Lim Swee Say,Minister for Manpower


ANNEX

ANNEX I 24

MULTITUDE OFEXISTING INITIATIVESA variety of initiatives are available to support the upskilling of the retail workforce. These initiatives provide funding support to companies, so that they can enhance their HR systems and processes to build their manpower capabilities, and create platforms for knowledge capability transfer.

e2i’s Inclusive Growth Programme (IGP)

Provides funding support to help companies kick-start productivity projects. In return, companies will need to share productivity gains with the workers through higher wages.

WDA’s Productivity Initiatives in Services & Manufacturing (PRISM)

WSQ Operations Management Innovation - Lean Improvement Towards Excellence (OMNI-LITE) Programme

Supports companies to be leaner with their manpower and drive business growth through operations management and on-site mentoring sessions.

P-Max

Matches job-seeking Professionals, Managers & Executives (PMEs) to suitable positions in SMEs. Assist SMEs to better recruit, train, manage, and retain newly-hired PMEs.

WDA’s WorkPro

Improves workplace practices, with incentives to attract mature and back-to-work workers.

Lean Enterprise Accelerated Program (LEAP)

Equips companies with various tools and techniques for lean enterprise implementation through project workshops and on-site mentoring sessions.

SKILLSFUTURE

25 I ANNEX

SkillsFuture is a national movement to provide Singaporeans with opportunities to develop their fullest potential throughout life. No matter where you are in life, you will find a variety of resources to help you attain mastery of skills to own a better future.

Whether you are a student, working adult or an employer, you can be part of the SkillsFuture movement and Singapore’s transformation into an advanced economy and an inclusive society.

ENHANCED INTERNSHIPS Enhanced Internships will provide students with a more meaningful experience and better support for structured learning at the workplace.

YOUNG TALENT PROGRAMME More overseas market immersion opportunities for ITE, polytechnic and university students.

P-MAX Place-and-Train programmes to help SMEs better recruit, train, manage and retain their newly-hired PMEs.

SKILLSFUTURE CREDITLearning credits for all Singaporean aged 25 and above to pay course fees for approved courses.

SKILLSFUTURE EARN AND LEARN PROGRAMME Placement with structured on-the-job and institution-based training to give fresh ITE and polytechnic graduates a career head start in their chosen sectors.

SKILLFUTURE STUDY AWARDSMonetary awards to help early to mid-career Singaporeans develop and deepen their skills in growth clusters.


SKILLSFUTURE CREDITLearning credits for all Singaporean aged 25 and above to pay course fees for approved courses.

SKILLSFUTURE FELLOWSHIPS Monetary awards to recognise and equip Singaporeans with deep skills to achieve mastery in their respective fields.

SKILLSFUTURE LEADERSHIP DEVELOPMENT INITIATIVEFunding to support increased collaboration with companies to develop and enhance programmes for their talent pipeline.

SKILLSFUTURE MID-CAREER ENHANCED SUBSIDYCourse fee subsidies of up to 90% for WDA-supported certifiable courses and minimum of 90% of programme cost for MOE-funded courses for all Singaporeans aged 40 and above.

SKILLS-BASED MODULAR COURSES Wider range and scale of short skills-based modular courses relevant to industry needs.

SKILLFUTURE STUDY AWARDSMonetary awards to help early to mid-career Singaporeans develop and deepen their skills in growth clusters.

FOR INDIVIDUALS

IN SCHOOL GROWING CAREER

LEARNING THROUGHOUT LIFE

STARTING WORK

EDUCATION AND CAREER GUIDANCE (ECG)ECG practitioners to help individuals make well-informed decisions on education, training and careers.

INDIVIDUAL LEARNING PORTFOLIO An online, one-stop education, training and career guidance portal for every Singaporean to plan their education, training and career parths.

WITH SKILLSFUTURE, EMPLOYERS CAN

Develop relevant skills needed for the sector

Grow and strengthen their local talent pool

Offer career progression pathways based on skills to

attract and retain talent

Raise productivity and enhance business performance


SKILLSFUTURE MENTORS Qualified mentors with deep industry skills and experience to help SMEs implement measures to develop the skills of their workforce and enhance the coaching skills of supervisors and managers.

SECTORAL MANPOWER PLANS A sectoral effort amongst the industry players, government agencies, training institutions and unions to encourage employers to proactively develop a pipeline of skilled workers and the skills needed for the sector.

SKILLSFUTURE EARN AND LEARN PROGRAMMEPlacement with structured on-the-job and institution-based training to give fresh ITE and polytechnic graduates a career head start in their chosen sectors.

FOR EMPLOYERS

For more information, visit: www.skillsfuture.sg

DEVELOPING THE WORKPLACE WITH THE INDUSTRY

ANNEX I 26

New skills and attributes will be required of our local workforce to achieve an advanced economy that is built on skills, knowledge and innovation.

27 I ANNEX

METHODOLOGY

Data Collection & Manpower SurveyData used in the SMP was obtained and analysed using available data from manpower surveys conducted by the Department of Statistics, Ministry of Trade and Industry, Ministry of Manpower, Ministry of Education, SPRING Singapore and Singapore Workforce Development Agency.

STAGE 1

STAGE 2 STAGE 3 STAGE 4 STAGE 5

Industry Consultation & Key Stakeholder

Interviews and Discussions

Concept Development

of Sectoral Manpower Plan

Endorsementby SkillsFuture

Council

Ongoing Engagement & Review by

Sectoral Tripartite Committee

RETAIL INDUSTRY ENGAGEMENT SESSION MAP

TRIPARTITE COMMITTEE

ANNEX I 28

THE TRIPARTITEAPPROACHThe Retail SMP has been prepared in consultation with the senior management, HR and training managers of the retail sector through one-to-one engagements or bigger scale industry engagement sessions. The broad strategies and initiatives have been validated and endorsed by the Retail Sectoral Tripartite Committee (STC) and other key industry stakeholders.

GOVERNMENT REPRESENTATIVESMr Poon Hong Yuen

Chief Executive, SPRING Singapore (Committee Chair)

Ms Julia NgSenior Director,

Enterprise Development Group, Singapore Workforce

Development Agency(WDA)

Mr Henry HengDeputy Principal

(Organisational Excellence) and Senior Director,

School of Business Management, Nanyang Polytechnic

(NYP)

INDUSTRY/EMPLOYER REPRESENTATIVESMr Victor Chia

Chief Executive Officer, Cold Storage Singapore

(1983) Pte Ltd

Ms Sherri LimVice President,

Group Human Resource, C.K. Tang Limited

Ms Pang ShuxinExecutive Director,

Mothercare (S) Pte Ltd

UNION REPRESENTATIVESMr Yeo Guat Kwang

Assistant Secretary-General, National Trades Union Congress

(NTUC)

Ms Rosalind LiAssistant Director,

The Singapore Manual and Mercantile Workers’ Union

(The SMMWU)

Government Agencies UnionsEmployers & Industry Association

RETAIL SECTORAL TRIPARTITE COMMITTEE REPRESENTATIVES

Ms Jennifer TeoChief People Officer,

Reebonz Pte Ltd

Mr Christian RojkjaerManaging Director,

Ikano Pte Ltd

Mr Anthony GanExecutive Director,

Singapore Retailers Association(SRA)

SPRING Singapore SPRING Singapore is an agency under the Ministry of Trade and Industry responsible for helping Singapore enterprises grow and building trust in Singapore products and services. As the enterprise development agency, SPRING works with partners to help enterprises in financing, capability and management development, technology and innovation, and access to markets. As the national standards and accreditation body, SPRING develops and promotes an internationally-recognised standards and quality assurance infrastructure. SPRING also oversees the safety of general consumer goods in Singapore.

For more information, please visit www.spring.gov.sg.

Singapore Workforce Development Agency (WDA)WDA enhances the competitiveness of our workforce by encouraging workers to learn for life and advance with skills. In today’s economy, most jobs require not just knowledge, but also skills. WDA collaborates with employers, industry associations, the Union and training organisations, to develop and strengthen the CET system that is skills-based, open and accessible, as a mainstream pathway for all workers - young and older, from rank and file to professionals and executives - to upgrade and advance in their careers and lives.

For more information, please visit www.wda.gov.sg.

Singapore Retailers Association (SRA)The Singapore Retailers Association (SRA) was founded in 1977 with the objective to improve the business standards, professionalism and productivity of retailers. SRA is a non-profit independent retail trade body in Singapore, funded entirely by the private sector. SRA remains active and relevant in the retail industry through the organisation of annual conferences and events such as the Singapore Retail Industry Conference and Great Singapore Sale. SRA’s membership base has grown over the years to about 300 members today, and largely comprises of the larger and more well-known retail names.

For more information, please visit www.retail.org.sg.

The Singapore Manual and Mercantile Workers’ Union (The SMMWU)The Singapore Manual and Mercantile Workers’ Union is a general union affiliated to the NTUC. Established in 1959, it is the largest union in Singapore, representing more than 88,000 workers in some 250 companies, mostly in the services and industrial sectors. The SMMWU works closely with NTUC to take a proactive role to help their members adapt to the rapid changes in the work environment through programmes and courses to inculcate a learning culture.

For more information, please visit www.smmwu.org.sg.

Food, Drinks and Allied Workers Union (FDAWU)Formed in 1964, the Food, Drinks and Allied Workers Union is an industrial union representing over 45,000 workers in the food manufacturing, hotel and supermarket retail industries. Its objective is to promote good industrial relations, improve working conditions, enhance economic and social status of workers, and raise productivity for the benefit of workers, employers and Singapore.

For more information, please visit www.fdawu.org.sg.

e2i (Employment and Employability Institute)As the leading organisation to create solutions for better employment and employability, the National Trades Union Congress’ e2i (Employment and Employability Institute) exists to create better jobs and better lives for workers. Since 2008, e2i has helped more than 400,000 workers through providing better jobs, developing better skills through professional development, and improving productivity for companies.

For more information, please visit www.e2i.com.sg.

SUPPORTING ORGANISATIONS

29 I ANNEX

ACKN WLEDGEMENTS

We would like to thank the following organisations, industry players and individuals for their support and contributions towards this publication:

• Key stakeholders of the retail sector for their role in the development of the SMP and in driving the implementation of the SMP

• Various government agencies for secretariat and funding support

• Individuals who shared their experiences in the retail sector

• Retailers that have contributed case studies for this publication

For more information, please visit www.skillsfuture.sg

Published in December 2015Copyright © 2015 by SPRING Singapore & Singapore Workforce Development Agency

All rights reserved. This document is provided for the explicit use and guidance of parties approved by SPRING & WDA as an information resource only. Any other use of this document or parts thereof, including reproduction, publication, distribution transmission, re-transmission or public showing, or storage in a retrieval system in any form, electronic or otherwise for purposes other than that expressly

stated above without the express permission of SPRING & WDA is strictly prohibited.

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SKILLSFUTURE RETAIL SECTORAL MANPOWER PLAN - IAL