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Co-creating learning solutions with employees, building collective ownership, and combining technology with human insight has led to stronger adoption and more sustainable impact, says Vincent Soh, VP, Integrated Training.
For AETOS Holdings Pte Ltd, impactful employee experience, particularly in learning, starts with designing solutions with employees, rather than simply for them. As the organisation built its in-house learning capabilities, it shifted towards a co-creation approach to ensure its solutions were grounded in real employee needs, helping drive stronger adoption, deeper engagement, and more sustainable impact.
The journey was treated as a shared responsibility, with leaders being aligned on purpose, managers equipped as experience enablers, and employees being involved through continuous feedback loops.
The approach earned AETOS a bronze award for "Best In-House Learning Academy" at the Employee Experience Awards 2026, Singapore. Following the recognition, HRO speaks with Vincent Soh, Vice President, Integrated Training, to learn how the organisation balanced scale with personalisation while building its award-winning in-house training programme.
Read the full interview below.
Q Tell us about the biggest insight or lesson that influenced your EX approach this past year.
The most defining insight this year was recognising that impactful employee experience (EX), especially in learning, must be designed with employees, not just for them. In building our in-house learning capabilities, we shift towards a co-creation approach, ensuring solutions were grounded in real needs. This leads to stronger adoption, deeper engagement, and more sustainable impact across the organisation.
Q How did you bring leaders, managers, and employees together to support the execution and success of the initiative?
We approached this as a shared journey rather than a top-down initiative. By aligning leaders on purpose, equipping managers as experience enablers, and actively involving employees through continuous feedback loops, we created strong collective ownership.
This alignment transformed EX from a programme into a lived organisational priority in how we learn, work, and grow together.
Q What challenge behind the scenes tested your team the most, and what did it teach you about building stronger employee experience programmes?
One of the biggest challenges was balancing scale with personalisation while maintaining quality and consistency. Building an in-house training programme that serves diverse needs required constant iteration and disciplined prioritisation.
It reinforced that strong EX experience programmes are never static, they demand agility, clear intent, and the commitment to continuously refine based on what truly delivers meaningful impact.
Q As you reflect on the journey, what this recognition at the Employee Experience Awards 2026 mean to you and your team?
This recognition is deeply meaningful, it affirms the commitment, vision, and collaboration of the entire team. More importantly, it reinforces our belief that investing in meaningful employee experiences is not only the right thing to do, but a strategic driver of organisational success. It inspires us to continue raising the bar and shaping even more impactful experiences for our people.
Q Finally, as employee expectations continue to evolve, what is one area of EX you believe HR teams will need to rethink in the year ahead?
HR teams will need to rethink how learning and employee experience intersect in an increasingly personalised and skills-driven world. The future lies in building adaptive ecosystems that combine data, technology (AI), and human insight to enable continuous development embedded in the flow of work.
By tailoring experiences to individual aspirations, organisations can ensure every employee feels valued, invested in, and empowered to grow.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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