Haier’s site in Chongqing, China was working to address the challenges of inefficient career planning and shortage of qualified workers for key roles, developed the “Haier Talent Development Digital Platform.” The AI-powered programme evaluates 12 metrics including past performance, applicant skills and technical capabilities to offer personalized advice and learning resources tailored to career goals. This dynamic approach has optimized the company’s multi-tiered promotion pipeline, effectively halving its key role shortage from 12% to 6%. Additionally, the promotion cycle duration has been shortened by 40%, decreasing from five to three years. CASE STUDY 2 Haier Community insight: Menzies Aviation4 Menzies Aviation is a leading service partner to the world’s airports and airlines. As the company grew, it recognized the need to improve leadership skills so as to enhance employee experience, increase retention and build a strong pipeline of future leaders to support business growth. Menzies introduced two global leadership programmes in response. “Ready to Lead” is a six-hour, three-module course for front-line leaders, focusing on key skills like giving feedback and handling difficult conversations. “Living Leadership” is a 12-hour, six-module programme for managers, covering more advanced topics such as motivation, culture and team performance. Participants in Living Leadership have shown a 21% improvement in retention rates compared to non-participants. Both programmes are highly interactive and led by in-house facilitators familiar with what a leader needs to succeed at Menzies. With over 4,000 employees having completed the courses already, Menzies aims to train the majority of its 10,000 leaders by the end of 2026. Mitigating high attrition risk Proactivity is key for reducing employee turnover. Rather than waiting for a resignation, some organizations are implementing monthly employee surveys designed to understand risk factors driving attrition. This data-driven approach allows leadership to identify employees who might be disengaging or facing challenges. The results from the employee survey enable leaders to provide proactive support in the form of mentorship, workload adjustments or skill-building opportunities. This has reduced employee turnover by more than 30% in some sites visited. The aim is to proactively identify and address underlying issues affecting employees to enable timely action. Empowering Frontlines 6

Empowering Frontlines 2025