HR Corner Talent development an integral part of corporate culture by Charles Mak A focus on learning equips DHL employees for their next move Any company hoping to realise a long-term business vision must be ready to commit the necessary time and resources to developing talent. "We believe that the foundation for our own success is the hundreds of individual employee success stories from across the organisation," says Jenny Lo, director of human resources for DHL Express Hong Kong Limited. In terms of talent development, the company departs from the traditional top-down approach, and places great emphasis on proactive participation by employees in managing their own career advancement within the organisation. "We have a number of strategic programmes in place and also encourage staff to take the initiative and bear responsibility for developing their own careers," says Ms Lo. She adds that the company's approach to building a knowledgeable, dynamic and happy workforce can be encapsulated in the acronym A.C.T. In this case, it stands for appreciation, care and talent development. In various career-related workshops, staff are introduced to tools and methodologies which help to assess personality, motivation, strengths and weaknesses, and career aspirations. They also receive constructive assistance in reviewing achievements and identifying unexplored personal interests. When this information is put together with data from appraisals of performance, competencies and potential, it is easier to decide on individual training needs and tie them to the company's business targets. "In this way, we can identify promising employees and plan their next moves horizontally, vertically, locally or overseas," Ms Lo explains. For managerial staff, there is a "Motiv8" programme, which is overseen by a panel of senior executives, to ensure that performance is effectively measured and goals consistently met. This has been implemented in company offices around the world and become an integral part of the talent management and succession planning process. We can identify promising employees and plan their next moves horizontally, vertically, locally or overseas To equip employees to move up the ladder, there is a host of programmes ranging from initial orientation and skills training to challenging management development courses. There is also a wide selection of external options available, supported by generous company sponsorship and interest-free loans. Executive training DHL recruits graduates to join its two-year logistics executive trainee programme. During the first year, they learn the basics of the business, before later being given a specific job in which they are closely supervised. Upon completing the programme, they become supervisors themselves and are on track to be managers, provided they continue to enhance their competencies in areas such as leadership, team building, influencing and problem solving. "We also have a development programme for potential managers in place," says Ms Lo. This requires candidates for management roles to go through written tests, aptitude assessments and in-tray exercises. Those who pass are invited to join a one-year programme, which includes classroom training, seminars, coaching and job attachments. They also have to participate in a group presentation on a practical business case before a panel of judges. "After the programme, they are on the right career path and are eligible for higher-level movement," Ms Lo notes. Learn and share Overall training needs are reviewed annually to fine-tune various elements and ensure that changes in the business are taken fully into account. Also, managers receive ongoing coaching to identify and fill specific talent gaps for themselves and their subordinates. "Nowadays, around 10 per cent of our staff are trainers actively involved in transferring knowledge to other staff," says Ms Lo. "We are very proud of what they are doing to foster a learning culture." Currently, about 40 per cent of vacancies are filled by means of internal moves or promotions. "We have been extremely successful in filling key positions by internal transfers and that is because of our comprehensive talent development schemes," Ms Lo says. Leadership competencies - Customer orientation - Business acumen - Cross-border thinking - Shaping direction - Constructive response to challenges - Building and leading teams - Commitment to excel - Building and managing partnerships Core values - Deliver excellent quality - Make customers successful - Foster openness - Act according to clear priorities - Act in an entrepreneurial way - Act with integrity internally and externally - Accept social responsibilities Taken from Career Times 20 October 2006, p. A16 Your comments are welcome at [email protected]