Respect and results
As champions of respect and fairness in the workplace, specially trained managers at Deutsche Post DHL Group are leading the way in building great employee relations.
A best in class corporate culture is not something that just happens – it needs a strategic approach, defined ethical standards and passionate people who lead the way. In line with its goal to become Employer of Choice, DPDHL Group is giving managers the perspective and tools they need to create a positive employee relations culture across the company. Eduardo Batista, Vice President HR, DHL Supply Chain Brazil, took part in the Group’s “Building Great Employee Relations” (BGER) training in Germany and is now spearheading the effort to conduct BGER training across all DHL divisions of Latin America.
What prompted you to take part in the Building Great Employee Relations training?
BGER is part of the Group’s worldwide Certified initiative and I was already a Certified facilitator within Supply Chain. The Certified training for managers emphasizes how important it is for leaders to be close to their teams and take care of them, so I was already close to this idea of building positive employee relations. I’m also a big believer in the Certified initiative; it offers tremendous people engagement tools that really help employees understand the dimension and purpose of their jobs.
"We all share the same need to be respected, listened to and valued."
So what does it take to build great employee relations?
It takes a corporate culture in which the commitment and achievements of each individual employee are respected, appreciated and honored. It’s all about respect and awareness in the workplace and I truly believe that this is the foundation for business success. One huge aspect of “respect” is getting employees to feel that they are part of a larger mission, and that they can make a difference to the organization as a whole. BGER really emphasizes that every single team leader is key to creating a positive employee relations culture – that this is not just the responsibility of top management.
How is the training going so far in Brazil and across Latin America?
It has been amazing facilitating BGER in the region over the past year. In Brazil we’ve begun training across divisions and I’m also leading a cascading process within Supply Chain across Latin America. We have a comprehensive BGER agenda already in place for the whole region, which makes me very happy and very motivated.
Participants have responded really well. We’re providing a unique space where they can reflect on their leadership and share real cases with the group. They learn tools, but also come away with a new understanding of how important they are for employee relations in the company, and how respectful behavior drives a more successful business. Ultimately, we are training leaders – leaders in building a great corporate culture.
Brazil is so big and diverse, not to mention Latin America! Is there such a thing as “one-size-fitsall” employee relations training?
The training needs to be localized for language, of course, and countries have different labor regulations. The examples used in the training also need to fit the business of each division, so that people identify with the training. And some environments are more open, while others are more formal, so facilitators do need to adjust.
But overall, the BGER training is designed to be global. It’s about spreading respect in the workplace across the Group and around the world. The key message stays the same. BGER talks about five basic components: transparency, listening, constructive dialogue, compliance and equal treatment. Ultimately, you’re talking about people – human nature! And we all share the same need to be respected, listened to, and valued.