Employee Engagement

The sustainability of business operations is at risk of being affected by issues relating to the recruitment and retention of skillful and knowledgeable employees to ensure that they work happily, stay committed, and deliver high-quality performance. Meanwhile, the new or 'millennial’ generation is playing an important role in the labor market. Every organization therefore needs to adapt itself by planning to recruit and retain diverse generations of employees whose qualifications fully match the contextual requirements of each department, considering the different ideas and attitudes among generations, along with applying the “Internet of Things” (IoTs) technology in corporate communication and personnel recruitment processes, work procedures, and workplace arrangements. In tackling these challenges, CPN is focusing on corporate management, employee engagement and human resource development to better match lifestyles, individual aspirations and corporate goals.

The CEO is responsible for fostering engagement within the organization and ensuring that employees are developed as professionals. The Human Capital Management and Organization Development Division is directly in charge of the organization’s human capital management to promote and support employee development according to individual development plans, passed through all supervisors and line managers who are responsible for supporting, following up, and evaluating their staff’s performances.

The Head of the Human Capital Management and Organization Development Division is responsible for monitoring and ensuring that the employees’ feedback and engagement are aligned with work plans and efficient according to the corporate’s targets. CPN stipulates that it is the duty of all employees to forge engagement within the organization.

1. Recruitment and retention

1) Recruitment and employment: CPN formulated employee engagement by adhering to corporate governance principles in terms of transparency, fairness, and equity under human rights principles, enhance opportunities without discrimination fully applied to the recruitment, employment, performance assessment.

  • New millennial staff recruitment through social media and recruiting platforms, effectively reached the new generation’ lifestyle, such as LinkedIn, Facebook, Central Group’s online channels and CPN Line.
  • Work Integrated Learning program or “WIL” , CPN collaborates with the National Science, Technology and Innovation Policy Office and King Mongkut’s University of Technology North Bangkok in recruiting students with high vocational certificates to work with CPN for three years while continuing their education at the bachelor’s degree level.
  • The Marketing Next GEN program recruits new graduates aged not over 27, with competence in and enthusiasm for marketing by working to learn with on-the-job training (OJT).
  • The Central Group Management Associate (MA) is an intensive program that creates a new generation of management, organized by Central Group enabling them to explore their work goals and needs by choosing career growth in retail, property management, or brand management.
  • The General Manager Trainee Program recruits and develops shopping center managers to support CPN’s business expansion plan
  • The Pre-Retirement program, employees’ retirement periods are annually or bi-annually extended, depending on the demand for employees’ work and mutual agreements of both employer and employees, while the working age will be extended to 65.

2) Employee retaining : Adhering to the corporate governance, CPN determines welfare and remuneration that is appropriate and competitive with the overall labor market without gender discrimination in the determination of employees’ remuneration and promotion, including listen to employees’ opinions and recommendations.

  • CPN’s employee engagement assessment was undertaken through the “CG Voice” or Central Group Voice (former “Power of Voice” campaign) under the Aon Hewitt Company’s “Employer of Choice” framework.
  • Enhance corporate culture according to I•CARE corporate values, CPN has implemented three forms, namely, the use of media, participation and role model, such as PR and internal communication channels, participation via annual activity and role models via SD Champion.
2. Leadership and competence development

1) Leadership development CPN implemented the career path and promotional plan among competent employees with outstanding capabilities at the supervisor up to senior manager levels. Participants have to develop Individual Career Development Plan or ICDP together with 70:20:10 development guidelines, 70% OJT, 20% supervisory recommendations, and 10% classroom training. The assessment of 360-degree leadership potential will be assessed to measure the development and the development plan has extended to supervisor up to senior manager levels, ensuring their readiness for business expansion and the retirement of personnel.

2) Employee development CPN has adhered to “On-the-Job Training” (OJT) as personnel development guideline; a 70-20-10 ratio: 70% on-the-job training, 20% super visor y recommendations, and 10% classroom training. Development courses comprise of knowledge on administration and management, specific knowledge for functional tasks, leadership training, and others.

3) Knowledge Management and In-house Innovation Development CPN has realized personnel competency in a specific expertise such as technical, system, service and management so that “Center of Excellence” was establish in order to prepare for the organization’s knowledge management and transfer to potential personnel.

3. Hight-Efficiency and Effective Organization

CPN improved fair and proper job assignment based on Job families of Central Group start with significant job with JD Standardization and maintained employee assessment in two dimensions, namely annual performance assessment according to organization indicators, and half-yearly behavior assessment in accordance with I • CARE value.

CPN has implemented risk sustainability in aspect of technology to enhance employee efficiency and operation in line with “Employer of Choice”, CPN’s Smart Office plan to modernizing improve the flexibility of employees’ work environment, taking into account their job description and diverse.

Safety is another factor that CPN considers measuring the effectiveness of the organization. Employee and subcontract must adhere and comply with CPN’s safety and occupational health policy11. CPN studied and prepared fully corresponds to request for the accreditation of ISO 45001. CPN also conducted with applicable laws by establishing the Safety, Occupational Health and Work Environment Committee at the corporate and branch levels.

In addition, CPN provided personnel training to increase understanding and skills in safety such as fire fighting training, large machine maintenance, electricity and water safety, safety work in a confined and risky working area, First Aid, security guards, ISO 45001 and 5S, etc.

CPN continues to conduct employee assessment through (1) performance appraisal (yearly) and (2) behavioral assessment (twice a year). In 2017, CPN improved the assessment process in line with KPIs, cascaded from the corporate to the departmental and division levels in tandem with behavioral assessment and behavior that align with the I•CARE corporate values. Assessment results are used for the consideration of salaries and yearly bonuses.