LEADERS TALK HR
Q
Does Decathlon leverage heavily on digital technologies for its HR operations?
For the first time in Singapore and within the 24 countries we are operating in, we set up an online business first, followed by the offline business one-and-a-half years later. We are already used to working online and our customers are online too. Hence, we have decided to implement a full digital framework to also pursue talents. We are sure that advertisements for job positions are shifting into the digital space. Another reason is because our jobs in retail and logistics are customer-oriented, we believe that our talents will be able to handle the different digital platforms after we train them.
Q
What kind of career progression programme do you have in place?
From December 14, 2015, everyone working in the company can be shareholders. This is why we are unique. We want to generate confidence among employees that they have a long-term relationship with the company. This means that should someone decide to join the company and sign the contract, they can have the opportunity to invest in the company. This is applicable to every employee and this means they can be involved in the longterm strategy of the company. We always speak about the longterm. From day one, we explain all the opportunities available to new employees, about the cross channels, such as retail and logistics, and about the brands.
Employees can see there are many possibilities from a career perspective and that they can reach these positions. But, the key is to encourage our employees to find their individual career path, which they can manage directly with their manager during bi-annual discussions. At Decathlon, we have 20 different in-house brands with their own R&D centres developing everything from snorkelling masks to football boots to trampolines. We have stores throughout the world and a sophisticated supply chain. There are so many great opportunities, specialisations and career paths for our employees to choose from if they wish.
Q
What do you consider to be the most challenging aspect of your role?
first. That means within our pioneer team, they have one year of experience at Decathlon. We will then promote one person to be the store manager of the second store. So, what I did in four years from brand management to store management; here, they will have to do it in six months. This is where the support and security of Decathlon really matters, and our Singaporean staff will know that they are responsible and in control.
What is your top tip for aspiring leaders? Don’t play a role. Personally, I don’t play the role of a CEO and perhaps, in my next job, I may not be a CEO. I don’t care either. Simply be yourself, be natural everyday, and be confident in whatever job you do. Yesterday, I became a CEO, and tomorrow, I may not be a CEO.
With plans to open 21 outlets in Singapore alone, the expansion in South-East Asia will be very rapid. I have been doing this job for years, so I know exactly what needs to be done. What I learnt in stores in France for eight years, my teammates here will have to do it in less than a year. For example, we will open our first store in Bedok in January, and I have brought in some staff from other countries to assist with the store launch, and to impart their own experience and expertise on the local Singaporean staff. This will ensure they are ready to take over the reins once they leave. We will open the second store four-and-a-half months after the
ME MYSELF I I love: Sports, especially running and swimming. Thankfully, Decathlon encourages me to play sport as often as I can. I dislike: When someone says something is impossible. My inspiration is: My kids. They teach me new things about management every day. My biggest weakness is: Without a doubt, my French accent. In five years time I’d like to be: The same as I am now – full of spirit. Favourite quote: “Twenty years from now you will be more disappointed by the things you didn’t do than by the things you did do.” – Mark Twain
ISSUE 15.12
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