How can organisations successfully adopt a skills-based approach while fostering sustainable business growth and improving talent outcomes?
Singtel Group recognises that its people are their most crucial assets and is committed to enhancing their skills. It recognises that in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world, its people need to be rapidly upskilled and re-skilled to be agile and respond to fast evolving needs that are impacted by AI, changing business models and customer needs.
This strategy is anchored on Singtel’s People Value Proposition of BIG; Belonging, Impact, and Growth. Singtel believes that when its people take ownership of their careers and actively participate in upgrading and impactful work opportunities, they feel a deeper sense of Belonging to the organisation, make an Impact to the company, customers and community, and Grow their careers and personal mastery. To support this priority, Singtel has been transforming its HR strategies to adopt a skills-based approach across its entire HR development value chain, and putting the growth needs of its people at its core.
- “Accelerate” skills through learning, experience and exposure
- “Co-create” skills pathways with training providers, and
- “Transform” roles to prioritise high value-add skills.
- Employees in Singtel are encouraged to develop both a broad range of skills and to develop deep specialisations.
- In Singtel, job descriptions clearly detail the task and skill requirements.
- Through the use of AI, candidates are screened at volume to find the best skills and credential matches, and to automate recruitment processes and interview scheduling.
- Interviews focus on understanding candidates’ motivations, values and alignment of expectations to ensure job fit.
- 3 learning organisations were formed for Singtel, NCS and Optus to meet their unique business and skills needs, and drive sustained skilling at scale.
- Skilling needs are based on evolving and future focused business needs so that employees can apply it to impactful work, such as 5G technologies, AI, Sustainability etc.
- Clear career pathways with outlined skill requirements for each career level were developed, helping to drive the skilling and development plans for people on different career paths.
- Emphasis is also placed on behavioral skills, beyond technical/functional skills; such skills include Leadership, Communications, Ethics, Coaching etc.
- Career mobility is core to gaining breadth and depth of skills, and it is supported by mentoring, coaching, and a talent marketplace at Singtel.
- Singtel launched an AI-powered Talent Marketplace (called the BIG Marketplace) where leaders can post position and project opportunities, visible to all employees.
- Anchored on skills as the currency in the talent marketplace, people are able to apply for positions and projects, network with mentors and interest groups, and have learning courses suggested to them based on their desired growth and career path.
- As a result, internal mobility policies were radically changed, and a sustained change management program was executed to accelerate the change.
Increase in engagement score to top Quartile of benchmarks
Significant increase in internal applicants for open positions
Internal mobility accelerated with significantly more roles filled internally
Skills reprofiling of of the workforce is accelerating to meet new business and tech needs
Click on any of the competencies below to learn more.
The IHRP Body of Competencies (BoC) outlines the competency standards required for HR professionals to be future-focused, ready to deliver impactful employee experiences and create sustainable value for the organisation.
Comprehensive overview of the 21 job roles outlined in the HR SkillsFuture Framework, with corresponding competencies from the Body of Competencies (BoC) framework tailored to each role.
Discover, learn and explore how the IHRP Body of Competencies have been used to empower individuals and organisations in driving effective and meaningful transformations.