Miniso introduced the second edition of its talent training program Eagle Leader Plan in Malaysia earlier this month to support its global expansion plan. Inside Retail spoke to Jessica Huang, VP and chief human resources officer of Miniso, to discuss this strategic move and the significance of the training program for retailers.Inside Retail: How has Miniso’s first Eagle Leader Plan performed? What have been the results?Jessica Huang: To date, the Eagle Leader Plan has sent two batches totalling 36 core management talents overseas. These individuals have become key operational managers in various markets and general managers in some strategic markets.The high-potential talents include graduates from the world’s top universities, including Peking University, and Renmin University of China. They will gradually develop into the mainstay of the ‘iron triangle’ (merchandise, operation, expansion) in the overseas market based on systematic cultivation over two to three years (cultural integration, professional skills, and overall operation and management).IR: How would you define a comprehensive training program for retail staff?JH: To support our global expansion and develop our organisation’s core competencies, we’ve created a comprehensive talent development program aligned with our strategic goals. Our talent development system encompasses the following:Vertical development: We have created tailored development programs for talent at all levels, from senior leadership to entry-level positions, fostering a strong talent pipeline.Horizontal development: We have designed a series of specialised training programs aligned with our entire value chain, focusing on enhancing brand, product, and channel capabilities.Key characteristics of our training programs include:Business thinking: We emphasise a results-driven approach, focusing on learning outcomes, business results, and project outcomes.Product thinking: We adopt a product-centric mindset, designing our programs to address specific pain points and needs. For example, our ‘Lion King Plan’ is a key initiative for developing product and business-oriented talent. We have conducted a comprehensive task analysis across the entire value chain, from market insights to product launch, to design our curriculum.We have successfully onboarded nearly 10,000 store managers, hundreds of regional managers and country market managers, as well as a significant number of product management professionals over the past decade.IR: Why is it necessary to have an effective training program for retailers?JH: For employees, training provides them with a clear career path and skills to succeed while helping them understand company expectations. This boosts morale, enhances job satisfaction, and reduces turnover.For corporate, training cultivates a skilled workforce that can adapt to evolving business needs. It helps build a talent pipeline, ensures business continuity, and fosters a strong company culture. A well-trained workforce can deliver superior customer service, leading to increased customer satisfaction and loyalty. It also enhances a company’s brand reputation and market position.IR: Do the strategies vary across different markets?JH: Our talent management philosophy, framework, and strategies are consistent across all markets. Key principles include:Cadre management: Leaders are required to be people-oriented, fully respecting the value of each person and stimulating the potential of each person.Talent evaluation: We assess both results (e.g., sales, profits) and the processes that lead to those results.Ability requirements: We emphasise professionalism and continuous learning and skill enhancement, especially in cross-cultural communication and international business.As a global company, we will develop differentiated talent strategies based on the characteristics of different countries and markets, consider the dimensions and key influencing factors include the following aspects:Stage of development: Talent strategy will be different at different phases. For terminal retail management talents, innovative business, and rapid development period of the market, our focus and strategies are different.Business model: Strategies differ for franchised and directly-operated markets as in franchised markets, support is also needed for franchisees.Country attributes: Differences in market demand, consumer habits, and cultural nuances require customized training programs.While core principles remain the same worldwide, specific strategies are tailored to meet the unique needs of each market.IR: What specific customer service skills should be prioritised in retail training programs?JH: The most effective way to measure customer service is by examining whether customers choose Miniso. We must be able to solve customer problems, meet their needs, and provide emotional value to ensure their satisfaction. Therefore, professionalism is the foundation of effective communication. Furthermore, customer service skills should be defined and categorised based on different customer segments and service modules. Our customers fall into two main categories: consumers and our partners.For consumers, the core of excellent service is providing products that are fun, attractive, and functional, continuously meeting their needs. Key areas to focus on include product-related skills and store operations.For partners, our market operators need to enhance their professional capabilities to influence without authority, build trust, and foster long-term partnerships. Key areas for improvement include:Business thinking: Comprehensive business analysis, overall business planning, and product assortment planning.Client insight: Understanding customer needs and motivations from their perspective.Relationship management: Building and maintaining partnerships, information management, customer segmentation, and satisfaction management.Conflict management: Effective communication, handling disagreements, and utilising influence without authority.Cultural understanding: Knowledge of different cultural norms and customs in various countries and regions.IR: What are some common challenges retailers face when implementing training programs, and how can they be addressed?JH: The challenges we faced include:High demand for talents: Miniso’s rapid market expansion leads to a swift increase in talent needs, necessitating efficient talent cultivation.Difficulties of competence: Miniso requires versatile talents with professional depth, global perspective, and business acumen.Difficulties in cultivation: Global layout results in scattered talents, with time differences and regional differences increasing the difficulty of centralised training; significant environmental variations also make it hard to standardise training methods.We have established a comprehensive talent training system and management process that implements tailored strategies for diverse groups. For example, mentors in various countries and regions can plan training programs according to their specific situations, offering flexibility that transcends time and space limitations while providing applicable experience and methods. One-on-one coaching enables mentors to quickly identify and address trainees’ emotional needs.We also design specialised programs for different groups, guided by scientific training theories. These programs match learning formats to job characteristics for enhanced efficiency. By integrating work into the training process, we ensure that training directly impacts performance improvement, strengthening the link between talent development and high performance. Within our teams, we promote learning from role models and encourage self-driven growth.IR: How can cultural differences be addressed in global retail training programs?JH: The core of cross-cultural management is the implantation of corporate core values and the formation of common organisation values: Enhance understanding of cultural characteristics, customs, and taboos through basic training, promotion, immersion, and tips.Strengthen their cross-cultural knowledge and skills systematically to improve mutual understanding.Establish clear rules and conflict resolution mechanisms.Encourage active communication and set up more interactions among employees.Foster collaboration among diverse backgrounds and achieve results, fostering a sense of belonging and pride in the organisation. Successes build trust in the enterprise, culture, and teammates.Develop a unified information and knowledge-sharing system for full transparency, adhering to multilingual communication to avoid misinterpretation and fostering a “One Team” mindsetSelect group leaders and coordinators to manage conflicts during project execution.IR: Besides the Talent Training Program, what are Miniso’s other initiatives to support its global talent supply chain?JH: Miniso’s talent supply chain encompasses systematic operations and management throughout the talent lifecycle, continuously building a globalised system centred on product, brand, and channel strength.Talent recruitment: We globally source top talent aligned with industry benchmarks. For example, over one-third of senior management in our overseas division is attracted through benchmarking against global companies. We emphasise project experience, professional abilities, and cultural/values alignment. We’ve established talent hubs in advantageous regions, exploring efficient recruitment and operation methods. Since last year, we’ve set up design centres in China, the US, Japan, and Korea to source global design talent.Talent appointment: We offer fair and transparent career paths with broad growth opportunities, including multi-functional roles and cross-market experiences, empowering talent to excel.Talent incentives: We provide competitive compensation and benefits, including high salaries, stock options, and diverse perks. Substantial bonuses recognise outstanding performance. After our 2020 NYSE listing, over 300 employees received long-term equity incentives; 40 became multimillionaires (RMB), and 12 became billionaires (RMB). To date, Miniso has conducted four rounds of equity incentives covering nearly 600 employees across all levels. The latest round granted 293 employees shares worth RMB 807 million.Culture shaping: While embracing diverse talent, we shape and influence our corporate culture.IR: What are the necessary skill sets for retail staff amid the technology disruptions?JH: The skills necessary for the modern retail employee extend far beyond traditional sales and service. These now include proficiency with AI and digital tools, innovative methods and techniques, and data analysis.Market insight is crucial, encompassing a thorough understanding of the market environment, industry trends, customer demands, and competitors. Employees must be able to perceive consumer preferences and behaviour patterns, as well as support decision-making and strategy formulation for position-related tasks.