Empowering careers, elevating experiences: HomesToLife’s holistic approach to talent retention

“When employees experience meaningful professional growth, it enhances their confidence, motivation, and alignment with company goals. This directly impacts how they interact with customers.” – Celeste Phua, General Manager for HomesToLife

As the retail industry in Singapore grapples with a tight labour market, innovative approaches to talent retention are emerging as game-changers. HomesToLife, a leading furniture retailer, has taken proactive stance by embedding career mobility and skill development at the heart of its talent strategy.

According to Celeste Phua, General Manager of HomesToLife, the organisation’s commitment to employee growth is not only addressing retention challenges but also enhancing customer satisfaction.

“Career mobility is a relatively new initiative at HomesToLife, introduced in recent years in response to the tight labour market in Singapore’s retail industry,” Phua told HRM Asia. “We saw it as a necessary move to not only retain skilled employees but also boost morale and build trust between employees and the organisation.”

The retailer’s approach to career mobility is multifaceted, offering employees opportunities for cross-departmental growth and advancement. This strategy fosters engagement and opens diverse career pathways. However, as Phua emphasised, “career mobility is not a one-size-fits-all solution. It is most effective when aligned with both organisational goals and individual aspirations.” Open communication plays a pivotal role in setting realistic expectations regarding transferable skills, role adjustments, and remuneration.

A notable success story highlights the power of this initiative: a frontline retail employee transitioned to a backend office role, moving from Senior Sales Executive to Senior Retail Operations Specialist. Phua recalled, “As a parent of young children, this employee found the long hours of a frontline role challenges. Recognising this, we supported their move to a backend role that better aligned with their personal circumstances. Through mentorship, phased integration and targeted training, the employee successfully transitioned into their new role, contributing effectively to backend operations while gaining new skills.”

Training programmes: Building skills and leaders

At HomesToLife, training is a cornerstone of employee development. Phua outlined a three-pronged approach:

• On-the-Job Cross-Departmental Skills Development: Employees gain technical expertise in areas like furniture quality control, repair techniques, and product knowledge.
• Mentoring for Customer Service Excellence: Through workshops and role-playing sessions, employees refined their communication and conflict-resolution skills, enhancing their ability to deliver exceptional customer interactions.
• Leadership Development: Identified high-potential employees receive guidance from direct managers and external career coaches, focusing on decision-making, team management, and cross-functional collaboration.

“Our training programmes are designed to meet current employee needs while equipping them for future challenges,” she explained. By incorporating feedback and staying attuned to industry trends, HomesToLife tailors its initiatives to align with both employee aspirations and organisational goals. For instance, high-performing employees are given the opportunity to attend international trade fairs and visit factory plants. “These experiences broaden their understanding of the global furniture market and offer insights into other facets of the business. Employees return with innovative ideas that enhance local operations, bridging individual growth with HomesToLife’s strategic goals.”

Phua also underscored the direct connection between professional growth and customer experiences. “When employees experience meaningful professional growth, it enhances their confidence, motivation, and alignment with company goals. This directly impacts how they interact with customers.”

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For example, a frontline employee who has undergone advanced customer service training is better equipped to understand client needs, offer tailored solutions, and resolve issues effectively. “This not only builds stronger customer relationships but also reinforces HomesToLife’s brand promise of providing quality furniture and exceptional service,” she noted.

For organisations aiming to improve talent retention, Phua offered three key recommendations:

1. Have a Listening Ear on the Ground: “Be sensitive to employee needs and keep communication channels open. Building trust comes from showing employees that their voices matter, even if certain issues take time to address.”
2. Invest Strategically: Focus on employees who are willing to invest in career transitions within the organisation. Support them with flexible onboarding, continuous feedback, and adaptability.
3. Communicate Career Pathways Clearly: “Transparent communication about growth opportunities helps employees understand how their current roles align with future opportunities,” Phua advises.

By fostering career mobility, investing in comprehensive training, and maintaining open communication, HomesToLife has built a culture where employees feel valued and supported. This holistic engagement strategy not only retains talent but also creates a resilient workforce commitment to delivering enhanced customer experiences. As Phua aptly puts it, “Incremental steps to achieve these goals can create a culture of trust and growth, ultimately retaining talent and building a stronger, more resilient workforce.”