ASIA they understood ECCO ’ s decades of shoemaking artistry . Phillips explains : “ When someone joins the company we endeavor to send them to a factory to make a pair of shoes , so they literally come back wearing their own pair of shoes , which is pretty cool . We call it the ‘ cow to shoe programme ’ and this gives our people a huge amount of insight .”
“ That ’ s the industry part and then we have ongoing personal development . We use performance appraisals and other employee engagement tools . We generally
use the rule 70 percent hands on , 20 percent coaching and 10 percent academic as a general rule to keep developing people going forward .”
Recruiting for roles such as order fulfillment and freight logistics professionals is challenging – the
country is a regional logistics hub , and demand for talent is high – but ECCO is able to successfully compete in this field by ensuring that its positions are both attractive and rewarding . “ When it comes to
“ When someone joins the company we endeavor to send them to a factory to make a pair of shoes , so they literally come back wearing their own pair of shoes ”
manufacturing and planning operations this is much more difficult ,” Phillips says . “ So we have had to really then leverage on different industries , different approaches , looking outside the box and finding people
- they just
need the right persona . “ We spend a lot of time
from different backgrounds
developing and educating them , getting them into the industry , understanding how to make shoes , the complexities of the industry itself . That has been a challenge .
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