Building tomorrow's team: FedEx's blueprint for an inclusive and future-ready workforce

Bianca Wong is the Vice President of Human Resources for FedEx Express in Asia Pacific, Middle East & Africa. She oversees HR initiatives for over 35,000 workers, with a people-first approach and a digital-first mindset and capabilities. In an exclusive interaction with People Matters, Bianca explored insights into strategies for talent retention, learning and development, and fostering an inclusive culture for a future-ready workforce.

Here are the edited excerpts:

Put ‘wellbeing first’ to become a ‘people first’ company 

Establishing a value chain among FedEx team members ensures that it remains a people-first company. Employees feel empowered to deliver exceptional results and contribute to their own growth and success. Bianca says, “Our team members work across various locations—frontline stations, gateways, on the road, and in offices—with hybrid work options for certain roles. This necessitates a comprehensive wellbeing program to support our team members wherever and whenever they need it. Our Employee Assistance Programmes (EAP) are available in nearly all markets across the region, covering social, mental, emotional, financial, physical, and occupational wellbeing.”

Frontline workers at FedEx AMEA also receive training on mental and physical wellbeing through campaigns and on-demand resources, ensuring they are well-equipped to recognize and manage workplace stresses. Bianca adds, “To meet employees’ needs, we regularly review our benefits, such as leave policies. For example, we have improved parental leave and introduced adoption leave across the region to meet diverse needs.”

Employees crafting their career growth plans 

FedEx employees irrespective of levels, are enabled to chart their career progression within the organisation. They are provided access to learning platforms for them to learn new skills through external programmes and certifications. Additionally, performance reviews to ensure skilled talent gets opportunities to advance their careers through internal promotions, job rotations, and cross-functional projects. Sharing an example, Bianca says, “Hiring new talent in internship roles so they can experience our culture, then offer full-time positions with a promotion. This showcases our commitment to an inclusive workplace that recognises talent and celebrates potential.”

Building a future-ready workforce

The 50-year-old shipping solutions company has a long history of utilising technology. To further enhance the digital skills of its workforce, the company has implemented training sessions that empower employees to leverage automation for solving business issues. Bianca says, “Frontline workers are trained as bot makers to drive business value. They've developed 56 new automation products, saving 51,000 manual hours and significantly boosting efficiency. Additionally, we established the Learning Arena, an on-demand virtual academy for our AMEA workforce. It offers courses on soft skills like problem-solving and communication, as well as hard skills like Power BI. Gamification features make learning interactive and fun, allowing team members to pose questions and track their progress individually or compared to their peers.” 

Strategies for effective talent management

Today, talent management needs to be agile, and implementing skill-based and dynamic strategies will ensure effective talent attraction and retention. Job roles are becoming increasingly defined, emphasising the need for continuous learning. Workers must acquire future-ready skills to ensure organisational growth. Bianca says, “Engaging with the younger generation is a core strategy for building a future talent pipeline. Through apprenticeships and internships, timely recognition and feedback accelerate growth and fuel curiosity. Successful leaders who've developed through job movements offer role models for young talents to craft their own journeys.”  

Another aspect of effective talent management is recognition, and making it a crucial element of culture. Bianca says, “We celebrate employees who embody FedEx values. Our recognition includes leadership awards for extraordinary performance, recognition awards for front line workers with exceptional customer experience and problem-solving skills, the Humanitarian Award for workers who go above and beyond in helping others, and the Five Star Award for workers with superior performance and contribution. These recognition programmes inspire others to make a positive impact in the workplace.”

State of women leaders and diversity in the AMEA region

“Diversity thrives in the AMEA region, but gender equality perceptions vary widely across markets. Building an inclusive workplace culture where women thrive equally to men is crucial,” says Bianca. Showing commitment towards this, FedEx redefined its approach by signing United Nations Women’s Empowerment Principles (UNWEPs) – Equality Means Business, to advance towards gender equality and empower women in the workplace. 

Bianca adds, “During the COVID-19 pandemic, we observed the disproportionate impact on female-owned SMEs. In response, we provided assistance to help women restart and recover their businesses with essential tools and support. Additionally, we introduced education programmes for female students, especially in engineering and science, to nurture their growth. Internally, we foster inclusivity by integrating DEI into our learning and development programmes, covering topics like unconscious bias, cultural awareness, and inclusive leadership. We have enhanced our job postings with a broader equal opportunities statement to address research findings indicating women are less likely to apply unless they feel fully qualified. Furthermore, we've formed employee resource groups supported by leadership allies for underrepresented communities and integrated DEI principles into our selection and promotion practices.”

How HR leaders can deal with culture and inclusivity challenges?

To address ongoing challenges related to culture and inclusivity, HR leaders can re-strategise change management practices and equip leaders with the tools and processes needed for transformation. Bianca says, “In today’s world, merely stating that your organisation is 'people-first' isn't sufficient. Every leader, not just HR leaders, must purposefully navigate the increasingly dynamic and diverse talent and business landscape. It's essential to pinpoint your organisation's DNA, its unique proposition, allowing you to tailor your talent strategy more precisely and maintain a culture that is both authentic and inclusive for everyone. The common goal should be to empower the workforce to be their best selves every day, while work, workplace, and workforce will undoubtedly undergo continuous evolution.”