HR Corner Laying the leadership tracks by Charles Mak High-flying trainees handle responsibilities from the outset Today's savvier graduates know just what to expect from the increasing number of management trainee (MT) programmes currently available in the employment market. In light of this, a company's reputation and business portfolio naturally dictate programme popularity. "Job exposure and opportunities to take on real-life assignments are also some of the primary considerations," says Jannie Poon, who is currently undergoing the third and final year of training at DHL Global Forwarding. In fact, DHL's long-running management trainee programme has always been a top choice for graduates from diverse disciplines. The reason is clear. "Stringent assessment ensures quality entrants and protects the integrity of the trainee programme," notes Edward Hui, managing director, Hong Kong, Macau and South China, DHL Global Forwarding. "A high level of practicality adds strength to both the programme and in turn to its participants." Candidate assessment is a dual mechanism, Ms Poon adds. "First and foremost, interested graduates learn about DHL and the MT programme via career talks on university campuses. This initially helps candidates to make an informed choice," she explains. "Onsite group interviews and English and Chinese proficiency tests follow, gauging the very basic but essential competencies necessary for fulfilling the requirements of such a demanding programme." The second stage of the assessment process sees short listed candidates give individual presentations to a panel of DHL managers and take part in a question-and-answer session. Dozens of high calibre candidates sit the final interview where offers are made only to the best and brightest. "Rather than academic results, we pay much of our attention to assessing the individual's soft skills and personality attributes," Mr Hui emphasises. Early flight The highly acclaimed three-year MT programme takes on a strategic job rotation design, in which an ongoing mentoring scheme and overseas experience are incorporated, with the ultimate aim of exposing trainees to a wealth of industry practices. "Stringent assessment ensures quality entrants and protects the integrity of the trainee programme" According to Mr Hui, the programme wastes no time spoon feeding participants. After a month-long familiarisation programme, trainees are assigned to three specific positions, each lasting one year. "During this time, they are given the responsibility to lead teams, liaise with external parties and complete real-life projects," he remarks. Although there are no examinations, trainees benefit from an annual performance appraisal with managers before moving on to the next stage. Working on projects that directly impact company results can entail a certain level of stress for new employees but Frankie Fong, export manager, standards and compliance in the DHL airfreight department, stresses that learning on the job effectively boosts confidence and hones business acumen. Back in 2003, Mr Fong was an MT and began his training in the company's logistics operations department. "My initial duties included leading and mobilising a team of stock-keepers. It was quite a significant undertaking for a young school-leaver," he says. However, during that year of ground training, he built up his competencies which helped him to handle his next roles as airfreight system coordinator and subsequently airfreight operations supervisor. Mr Fong now heads a team of 40 staff and was named employee of the year in 2007. "Aside from logistics, warehousing and forwarding, there is a wealth of knowledge waiting to be explored in the company's diverse value-added service lines," he notes. "In this sense, DHL provides a truly international career platform." Ms Poon agrees. "I spent the first six months leading an innovation project in Shenzhen. The range of duties included everything from planning to implementation. Through that experience, I've learnt how to motivate and build teams." Safe and sound At DHL, heavy investment in people building is complemented with management support. Under the existing mentoring scheme, MTs receive feedback and advice not only from their direct supervisors but also from designated mentors. "All mentors are senior managers from other divisions so they can offer MTs a different perspective on work and life," Mr Fong says. "Aside from regular meetings, mentors and mentees meet in more casual settings like dinners or even day camps or barbeques so they both feel more comfortable talking with each other." Mr Fong adds, "This mentor-mentee relationship is particularly constructive when the time comes to decide how to focus your self-development efforts in a particular function by the end of the programme." With help from the company's HR team which collects and reviews all supervisory feedback, trainees confirm their aspirations and usually discover a range of suitable career options. According to Mr Fong, this is a critical point. "A management trainee must spend sufficient time consolidating experience before moving into something permanent," he says. "A thorough understanding of the company's operations is essential. This is even more so when the company entrusts everyday decision-making with you." Salient points * Three-pronged assessment process screens candidates' attitudes and aspirations * Three-year management trainee programme builds competency * Management involvement a focal point * HR team reviews performance and explains career options Taken from Career Times 12 September 2008, p. B14 Your comments are welcome at [email protected]