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S$20-S$50 Million

Atlas Sound & Vision

Background of company

Atlas Sound & Vision is a reseller and distributor of premium audio and visual products within Singapore, with an employee strength of 95 in Singapore, 30 in Malaysia and 5 in Australia. Since its incorporation in 1962, Atlas has experienced rapid growth in both their revenue and headcount over the past decade as a result of strong leadership and good foresight leading to capitalisation on business opportunities.

Moving from technical competencies to total development

Prior to the implementation of the HR Capability Toolkit, Atlas did not conduct Training Needs Analysis (TNA) to evaluate performance gaps and identify required training interventions for its employees. The types of training courses conducted in the past were focused on technical competencies, and did not address the development of core competencies such as leadership and interpersonal skills. Although they had a policy of sending their employees for upgrading, Atlas did not have a process for selection of qualified candidates in place.

Using the HR Capability Toolkit has augmented Atlas’ understanding of the role and importance of Learning and Development within the company. There is strong emphasis placed on the personal development of all employees and training intervention recommendations are acted upon quickly. The company’s well developed module in Learning and Development is widely seen as a good benchmark by industry peers. Prior to using the Toolkit, Atlas set aside 2%-5% of the company’s profits each year on training, and approximately 10% of its employees were on a company sponsored training program, ranging from diploma courses to MBA, at any given time. However, this was conducted without a structured system and process. The Toolkit has helped Atlas develop a structured system to efficiently allocate resources to support training needs of employees.

Atlas has also sent its employees to executive business management courses such as “Leadership in Diversity: Enhancing Trans-cultural Competence” by Temasek Polytechnic to improve the productivity mindset of its middle managers. In addition, the company has also engaged a consultant to enhance its existing in-house training and to develop a curriculum specially for its employees. Atlas also conducts on-the-job trainings led by Management with the Deputy CEO as the “Head Coach” of the company. This has helped in maintaining momentum and enthusiasm for Learning and Development interventions for all employees.

Positive results from emphasis on staff development

Today, training needs for employees are identified through both bottom-up and top-down measures. The bottom-up approach requires employees to identify their own weaknesses and areas for improvement. The top-down approach involves the formal planning of training interventions by head of department for their employees.

The efforts of Atlas’s Management have not gone unnoticed by its employees. In an annual voluntary employee engagement survey conducted by the company, there were higher response levels and higher scores given for Atlas’s efforts in employee development.