Winning Secrets: ST Telemedia Global Data Centres' people-first culture starts at “Hello”

"At STT GDC, employee experience is defined as every touchpoint an individual has with the organisation — from the first interaction as a candidate to the everyday moments that shape their journey at work," shares Colin Khor, Director, Human Resources (Culture, Engagement, Learning & Development & Talent Acquisition).

At ST Telemedia Global Data Centres (STT GDC), employee experience isn’t just an HR initiative — it’s a holistic journey that begins the moment someone joins the company as a candidate and continues through every meaningful moment at work. With a steadfast commitment to empathy, growth, and care, STT GDC has cultivated a workplace where people feel seen, heard, and empowered to lead with purpose.

This people-first approach hasn’t gone unnoticed. At the 2025 edition of the Employee Experience Awards in Singapore, STT GDC proudly took home the following accolades: 

• Gold for 'Best First-Time Manager Programme', and 
• Bronze for 'Best Employee Advocacy Programme'.

Speaking to HRO, Colin Khor, Director, Human Resources (Culture, Engagement, Learning & Development & Talent Acquisition), shares how a people-first has been instrumental in driving both employee satisfaction and business success.

Q How does your team define "employee experience", and what aspects do you prioritise most?

At STT GDC, employee experience is defined as every touchpoint an individual has with the organisation — from the first interaction as a candidate to the everyday moments that shape their journey at work. We prioritise fostering a culture of empathy, growth, and care. This means ensuring our people feel seen, heard, and supported, while also providing meaningful opportunities to grow.

We focus deeply on leadership development, wellbeing, and creating inclusive platforms where employees can lead initiatives that reflect their passions. Our ultimate aim is to ensure every employee feels proud to be part of STT GDC and inspired to contribute to our shared success.

Q Can you walk us through your most high-impact EX initiative that led to your success at the awards this year? What business need did it solve, and how was success measured?

Our most high-impact initiative was the Leadership Essentials Booster Programme (LEBP) — a structured journey designed to empower first-time managers in a fast-scaling business. As we expanded globally, high-performing individuals were rapidly promoted into leadership roles, often without adequate preparation inevitably. The LEBP addressed this gap through immersive workshops, supervisor-learner alignment, and a Community of Practice (CoP).

Success was measured through participant feedback — 100% found the content highly personalised and indicated intent to change their leadership approach. We also observed improved team morale and stronger succession readiness. This initiative directly supports our goal of building a resilient and future-ready leadership pipeline.

Q How do you balance personalised employee needs with scalable EX programmes?

We strike this balance by designing frameworks that are structured yet adaptable. For example, in the health and fitness recreation club, core parameters are centrally guided, but execution is flexible and employee driven. Committee leads are empowered to shape ideas and activities to suit different needs, while aligning to our overall purpose.

Frequent employee engagement surveys also help us gather feedback in real time, enabling adjustments without overhauling the entire system. This hybrid approach allows us to scale with consistency, while preserving space for personalisation and ground-up innovation.

Q What are some underappreciated drivers of employee engagement that you think deserve more attention?

One often-overlooked driver is peer-to-peer connection — especially across departments or job functions. Our health and fitness recreation club created intentional opportunities for employees from different business units to collaborate outside of work. This led to stronger relationships, better cross-functional understanding, and greater pride in representing the company. Another key driver is giving employees ownership over initiatives.

"When employees lead, they advocate. We’ve seen firsthand how trust and autonomy can transform engagement into a lasting sense of belonging and purpose."

Q Finally, what is the most important message that you'd like to share with your team as you plan ahead?

I’m proud of the dedication our team has shown in building a workplace culture that supports our people and business alike. As we look ahead, it’s important that we continue listening, learning, and adapting to the evolving needs of our workforce. The work we do in HR plays a critical role in shaping the employee experience and driving organisational success.

Let’s remain focused on creating meaningful impact — through inclusive leadership, intentional engagement, and a continued commitment to excellence.

Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!

Photos: Provided