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Building a Culture of Development: How Gildan Supports Its People

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Gildan highlights its commitment to employee development through comprehensive Learning and Development (L&D) initiatives. The company's administrative employees completed over 35,000 training hours through Gildan Academy in 2023, while total organization-wide training reached 2.5 million hours. Key programs include the Leading the Gildan Way program, which has trained over 600 managers across eight countries, and the Women in Leadership program, with a 45% promotion rate among graduates. The company implements various development tools including online resources, mechanic training programs, and Six Sigma Academy, all aligned with Gildan's competency framework focusing on five core competencies.

Gildan sottolinea il suo impegno nello sviluppo dei collaboratori attraverso iniziative complete di Apprendimento e Sviluppo (L&D). Nel 2023, i dipendenti amministrativi dell'azienda hanno completato oltre 35.000 ore di formazione tramite la Gildan Academy, mentre la formazione totale a livello organizzativo ha raggiunto 2,5 milioni di ore. I programmi chiave includono il programma Leading the Gildan Way, che ha formato oltre 600 manager in otto paesi, e il programma Women in Leadership, con un tasso di promozione del 45% tra i laureati. L'azienda implementa diversi strumenti di sviluppo, tra cui risorse online, programmi di formazione meccanica e la Six Sigma Academy, tutti allineati al framework di competenze di Gildan, focalizzandosi su cinque competenze fondamentali.

Gildan destaca su compromiso con el desarrollo de los empleados a través de iniciativas integrales de Aprendizaje y Desarrollo (L&D). Los empleados administrativos de la compañía completaron más de 35,000 horas de capacitación a través de la Gildan Academy en 2023, mientras que la capacitación total en toda la organización alcanzó 2.5 millones de horas. Los programas clave incluyen el programa Leading the Gildan Way, que ha capacitado a más de 600 gerentes en ocho países, y el programa Women in Leadership, con una tasa de promoción del 45% entre los graduados. La empresa implementa diversas herramientas de desarrollo, incluidas recursos en línea, programas de capacitación mecánica y la Six Sigma Academy, todas alineadas con el marco de competencias de Gildan que se centra en cinco competencias centrales.

길단은 종합적인 학습 및 개발(L&D) 프로그램을 통해 직원 개발에 대한 자신의 의지를 강조합니다. 2023년 동안, 회사의 관리직 직원들은 길단 아카데미를 통해 35,000시간 이상의 교육을 이수했으며, 전체 조직 차원에서의 교육은 250만 시간에 도달했습니다. 주요 프로그램으로는 8개 국가에서 600명 이상의 관리자를 교육한 Leading the Gildan Way 프로그램과 졸업생 중 45%의 승진률을 기록한 Women in Leadership 프로그램이 포함됩니다. 회사는 온라인 자료, 기계 교육 프로그램, Six Sigma 아카데미 등 다양한 개발 도구를 구현하며, 이는 모두 길단의 다섯 가지 핵심 역량에 중점을 두고 설계된 역량 프레임워크와 일치합니다.

Gildan met en avant son engagement envers le développement des employés à travers des initiatives complètes d'Apprentissage et de Développement (L&D). En 2023, les employés administratifs de l'entreprise ont complété plus de 35 000 heures de formation via la Gildan Academy, tandis que la formation à l'échelle de l'organisation a atteint 2,5 millions d'heures. Parmi les programmes clés, on trouve le programme Leading the Gildan Way, qui a formé plus de 600 managers dans huit pays, et le programme Women in Leadership, avec un taux de promotion de 45 % parmi les diplômés. L'entreprise met en œuvre divers outils de développement, y compris des ressources en ligne, des programmes de formation mécanique et la Six Sigma Academy, tous alignés sur le cadre de compétences de Gildan axé sur cinq compétences fondamentales.

Gildan hebt sein Engagement für die Entwicklung der Mitarbeiter durch umfassende Lern- und Entwicklungsinitiativen (L&D) hervor. Im Jahr 2023 haben die Verwaltungsmitarbeiter des Unternehmens über 35.000 Ausbildungsstunden über die Gildan Academy absolviert, während die gesamte Schulung im Unternehmen 2,5 Millionen Stunden erreichte. Zu den wichtigsten Programmen gehören das Programm Leading the Gildan Way, das über 600 Führungskräfte in acht Ländern ausgebildet hat, und das Programm Women in Leadership, das unter den Absolventen eine Förderquote von 45% aufweist. Das Unternehmen implementiert verschiedene Entwicklungswerkzeuge, darunter Online-Ressourcen, technische Schulungsprogramme und die Six Sigma Academy, die alle mit dem Kompetenzrahmen von Gildan ausgerichtet sind, der sich auf fünf Kernkompetenzen konzentriert.

Positive
  • Significant investment in employee training with 2.5 million hours completed in 2023
  • 45% promotion rate among Women in Leadership program graduates
  • Successful implementation of leadership programs across 8 countries, training 600+ managers
Negative
  • None.

NORTHAMPTON, MA / ACCESSWIRE / November 7, 2024 / "We believe in our people" and "We act like entrepreneurs" are two core values, part of Gildan's DNA. While the former signifies the Company's belief in succeeding through teamwork and collaboration, the latter highlights the Company's entrepreneurial spirit and leadership's passion to do more, do better, and continue driving the organization's growth and success. A large part of these values is Gildan's commitment to empowering its employees and ensuring they have the right resources available to collaborate and take ownership of their careers. This is why the Company invests in identifying, creating, and providing Learning and Development (L&D) opportunities, allowing both employees and the organization to advance.

We sat down with Cristal De la Cruz, Manager of Global Organizational Development (OD) at Gildan to learn more about Learning and Development (L&D), its importance at Gildan, and how the Company builds a culture of development to drive talent further.

Can you speak about the importance of L&D at Gildan and how the Company approaches talent development?

At Gildan, we are constantly looking for opportunities to allow our employees to reach their full potential within the organization. This starts first and foremost with openness and transparency when it comes to the employee's development aspirations and needs. So, encouraging a culture where that is conducive is something we consistently try to reinforce. We encourage our employees and managers to have regular and transparent feedback sessions, identifying employees' strengths, competencies, and gaps, both on an individual level, and in terms of their larger role at the organization. By facilitating these conversations through our performance management process, known internally as GPAT, we help the organization gain insight into its talent, and also allow employees themselves to recognize what they need to achieve their professional objectives.

This is where L&D comes in. The L&D function defines the best approach and provides the tools to continuously cultivate our talented workforce of over 45,000 people, such that they are able to bring their talent to areas that are meaningful to them and find their true fit at the organization.

How does Gildan go about creating a culture of development?

Our approach to creating such a culture is to provide the tools and resources employees may need to propel their development, and make sure people are aware of these tools' availability. For instance, we provide our administrative employees with Gildan Academy, an online resource consisting of training modules from a wide range of areas, including leadership, technical development, DEI, cybersecurity, health and safety, and more, all offered in alignment with Gildan's competency framework. With Gildan Academy, our networked employees have access to L&D resources right at their fingertips! Last year, administrative employees completed over 35,000 hours of training through Gildan Academy. In addition, we regularly send a newsletter to our employees, imparting knowledge about a certain development topic, highlighting Gildan Academy courses to supplement it, and motivating people to continue their development journey.

For our hourly employees as well, there are multiple training opportunities available. For example, in Honduras and the Dominican Republic, we offer a nine-month long Mechanic School program, allowing employees to develop theoretical and practical knowledge about Gildan's production teams. In Honduras, we run the Six Sigma Academy, training employees to solve problems using data, optimize processes, and reduce waste. In addition, we are constantly looking to build partnerships with local and external vendors to provide technical training to our employees. All these programs, created in response to our employees' actual needs, encourage people to participate and engage in development. A testament to this is the 2.5 million hours of training completed in 2023 by our employees across the organization, including technical, production floor-related, and leadership and mandatory training.

You mentioned Gildan's competency framework. Can you tell us more about that? How does that play a role in building a culture of development at the Company?

Gildan's competency framework was created to highlight what success looks like at every level of the Company, and it acts as a guide for employees and people leaders alike to chart an employee's advancement at the organization. The framework, which consists of five core competencies, came about as a product of evaluating what the organization needs, as well as the Company's core values. Employees are encouraged to benchmark themselves against proficiency scales for each of the core competencies and become aware of the skills needed for a current or future position.

This self-awareness within each employee feeds into the organization's culture of taking ownership of one's development, encouraging employees to leverage available L&D opportunities and advance their careers.

Can you tell us about some of the L&D programs initiated by Gildan's team and how these help employees, as well as the organization, advance?

One of our most popular programs is Leading the Gildan Way (LTGW), a 10-month training equipping first-line managers from all locations to lead and inspire teams in line with Gildan's core values. This program is an investment in Gildan's next generation, equipping them with the leadership skills needed to manage talent. In the five years since this program's initiation, more than 600 managers across eight countries have completed the training, which includes in-person and virtual sessions, and collaborative learning with peers.

Another one of my favourites is the Women in Leadership (WIL) - Ignite Your Impact program. This six-month program is offered to approximately 20 women at the manager-level and above each year, providing them with hands-on training, development, and networking opportunities. Of all the WIL graduates we've had so far, 45% have been promoted or have made lateral movements within the organization. Last year, we introduced a new component to this program, implementing activities connecting all the past cohorts and strengthening the community of women leaders at Gildan.

Our newest program, ASPIRE, is an intensive program for directors, strengthening their skills in crisis management, inclusive leadership, and driving change. Last year, 20 directors from different locations graduated from this program, and we intend to continue providing it over the coming years.

What's next for L&D at Gildan?

L&D is a continuous journey, evolving as the organization and our employees evolve. Our team is always looking for solutions to help our employees and the organization meet their targets more efficiently. For instance, this year, in response to feedback from regional HR teams and past cohorts of our leadership programs including WIL, ASPIRE, and LTGW, we improved the candidate selection method by initiating a self-nomination process. Now, managers at Gildan who believe they may benefit from these programs can nominate themselves as participants. In addition to encouraging people to take their development into their own hands, this new method inspires Gildan's employees' entrepreneurial spirit.

We are also continuously revamping our learning programs to respond to business realities and always reviewing our internal L&D processes to continue to enhance and strengthen Gildan's learning and development framework. In 2023, we administered our latest Global Employee and Engagement Survey which allowed us to understand how we could best support our workforce across various departments and regions. We look forward to using the learnings from this survey to continue implementing impactful L&D solutions across the organization and contributing to Gildan's growth.

To learn more about life at Gildan, click here.

Building a culture of development: How Gildan supports its people



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Contact Info:
Spokesperson: Gildan Activewear
Website: https://www.3blmedia.com/profiles/gildan-activewear
Email: info@3blmedia.com

SOURCE: Gildan Activewear



View the original press release on accesswire.com

FAQ

How many training hours did Gildan (GIL) employees complete in 2023?

Gildan employees completed 2.5 million hours of training in 2023, including technical, production floor-related, and leadership training. Administrative employees specifically completed over 35,000 hours through Gildan Academy.

What is the success rate of Gildan's (GIL) Women in Leadership program?

45% of graduates from Gildan's Women in Leadership program have either been promoted or made lateral movements within the organization.

What are the main employee development programs at Gildan (GIL)?

Gildan's main development programs include Leading the Gildan Way (LTGW), Women in Leadership (WIL), ASPIRE program for directors, Mechanic School program, and Six Sigma Academy, along with the Gildan Academy online learning platform.

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