To ensure continuous succession planning and the long-term success of our business, we take a systematic approach to preparing motivated and committed employees for the challenges of management. Our HR development covers a broad spectrum across all levels of the company, including talent programs for employees and managers, professional training for junior employees, or targeted support for teams and organizations undergoing change. Various trainings, such as workshops and e-learning courses, are conducted according to regional requirements within the divisions.
Our performance management process "motiv8" provides the basis for our human resources development activities. This process involves an annual employee performance evaluation, which is then used to create individualized development plans.
Strengthening leadership skills across all levels
In 2012, we developed and implemented special leadership programs to enhance leadership ability among our mid-level, upper-level and top-level managers. This has created a cross-divisional platform for dialogue and learning where managers can share ideas on some of the challenges they face, such as reconciling the daily demands of operational management with the growing demands of the market, customers, employees and investors, or applying Deutsche Post DHL leadership guidelines to the context of their daily work. Workshops and professional development measures are offered locally according to regional needs and requirements. Please see the Annual Report 2012 for additional details.
In the MAIL division, special talent programs were implemented to prepare high potential employees for the next step in their career development. As part of these programs, selected participants are accepted into a talent pool for a period of three years. The talent pool currently includes more than 300 candidates, who are available to fill vacant positions. Roughly one in four candidates attains their desired position.
The EXPRESS division launched its MENA Talent Program in 2012, which facilitated the recruitment of young talents in the Middle East and Northern Africa regions and helped increase the number of local, native-born employees in leadership positions. The insights gained on attracting young local talents will be integrated into the Group's strategic recruiting practices.
In the GLOBAL FORWARDING, FREIGHT division, the two-year development programs for middle management increased their focus on "integrated learning", which combines traditional classroom instruction with e-learning. In addition to the core training modules, participants took part in international WebEx meetings with top management as well as global networking events. So far, 130 managers have taken part in this program.
The SUPPLY CHAIN division's Leadership Enrichment Program, which was developed in 2007 and has already been implemented in the US and Europe, has now also been launched in Asia. Designed for executives and managers, the program provides participants with a deeper understanding of the information and planning systems required for building a strong, high-performance team.