The convenience store landscape in Taiwan has flourished, boasting the highest store density globally. FamilyMart, a prominent player in the industry, has significantly expanded its presence since 2000, steadily growing at a rate of one to two hundred stores per year. With approximately 3,300 stores currently, it holds a market share close to thirty percent.
Having thrived for 30 years, FamilyMart, driven by innovation, has successfully introduced innovative services, not only tapping into new markets but also providing customers with a more personalized service experience.
A key tactic in FamilyMart's innovative operations lies in its robust internal recruitment culture.
According to Song Qicheng, the Director of Human Resources, franchisees prioritize brand strength and profitability. To enhance the success rate of opening new stores, FamilyMart meticulously evaluates factors such as location, design, and operational management, offering rigorous training to franchisees. Song emphasizes that a positive reputation among franchisees, often achieved through profitability, leads to a higher willingness to join the FamilyMart network.
As the number of convenience stores continues to rise, FamilyMart headquarters adjusts its organizational structure to provide sufficient logistical support for both existing and new stores. Internal recruitment, drawing from individuals with store experience, ensures that recruits possess essential domain knowledge, contributing to an elevated workforce quality.
When there are job openings at the headquarters, the Human Resources department typically announces recruitment needs internally, allowing interested employees to apply directly, promoting a proactive approach. Employees under this system, even if their performance falls short of expectations, face no risks when leaving their positions, fostering a more learning-oriented environment.
In recent years, FamilyMart has also developed physical training courses for talents in areas such as fresh food development, e-commerce, Industry 4.0, and data analysis. This initiative aims to cultivate cross-disciplinary key talents, enabling employees to pursue dual career paths and encouraging them to enhance their professional skills.
The continuous refinement of a hybrid learning strategy motivates employees to pursue dual career paths.
In the era of cross-disciplinary skills, FamilyMart strongly encourages employees to learn, particularly in areas that cut across different fields. The establishment of a digital learning platform over a decade ago, offering education and training for new and existing employees, demonstrates FamilyMart's commitment to developing a more effective talent training strategy.
The recent introduction of the "FamilyMart HR e-Net" mobile learning app aligns with the high usage of smartphones for internet access. The platform, combining hardware and software, coupled with effective promotional strategies, has created an environment where employees actively engage in learning. By the end of 2018, the "FamilyMart HR e-Net" achieved an impressive viewing volume of over 200,000, showcasing the remarkable initiative of employees in their learning endeavors.
To sustain this culture of active learning, Song emphasizes the continuous improvement and optimization ingrained in the FamilyMart talent development DNA. In terms of talent management, there has been a shift from solely pursuing task-oriented performance assessments to incorporating contextual and adaptive performance factors. FamilyMart initially focused on developing T-shaped talents, emphasizing both the breadth and depth of knowledge. Subsequently, there was a shift towards nurturing π-shaped talents with limitless career development. Now, the focus is on I-shaped talents, individuals highly specialized in a specific field. The system must be adaptable to retain key talents. Song mentions that the next step in talent development at FamilyMart involves not only continuously refining the talent development program but also leveraging spill-over effects. This entails enabling other employees to engage in cross-disciplinary learning through online and offline courses, establishing a hybrid learning model to maximize the overall effectiveness of talent development.